Search Results

Search found 9662 results on 387 pages for 'sales and operations plan'.

Page 58/387 | < Previous Page | 54 55 56 57 58 59 60 61 62 63 64 65  | Next Page >

• Need help in Architecture design in java

  - by palakolanusrinu

  Can anyone help in architecture design of one of my complex application. Requirement : In web based application, we need to generate Excel kind of report as HTML page and after that we need to perform different kinds of operations like Add manual rows Delete rows Edit rows adding comments based on each cell viewing the added comments. attaching the file based on each cell viewing the attached file. Collapsible functionality for some of rows In the process of design we have come up with DB design and application framework is Spring. and for Web not yet finalized. what is the best approach to implement this kind of UI? --JSF?(keep in mind we need to Excel operations like above mentioned operations) -- Any reporting tool which will provide editing functionality? Please suggest me How can we do it? and what is the best technology for it? or is there any reporting tools?

  Read the article

• Slow query with unexpected scan

  - by zerkms

  Hello I have this query: SELECT * FROM SAMPLE SAMPLE INNER JOIN TEST TEST ON SAMPLE.SAMPLE_NUMBER = TEST.SAMPLE_NUMBER INNER JOIN RESULT RESULT ON TEST.TEST_NUMBER = RESULT . TEST_NUMBER WHERE SAMPLED_DATE BETWEEN '2010-03-17 09:00' AND '2010-03-17 12:00' the biggest table here is RESULT, contains 11.1M records. The left 2 tables about 1M. this query works slowly (more than 10 minutes) and returns about 800 records. executing plan shows clustered index scan over all 11M records. RESULT.TEST_NUMBER is a clustered primary key. if I change 2010-03-17 09:00 to 2010-03-17 10:00 - i get about 40 records. it executes for 300ms. and plan shows clustered index seek if i replace * in SELECT clause to RESULT.TEST_NUMBER (covered with index) - then all become fast in first case too. this points to hdd io issues, but doesn't clarifies changing plan. so, any ideas?

  Read the article

• When calling CRUD check if "parent" exists with read or join?

  - by Trick

  All my entities can not be deleted - only deactivated, so they don't appear in any read methods (SELECT ... WHERE active=TRUE). Now I have some 1:M tables on this entities on which all CRUD operations can be executed. What is more efficient or has better performance? My first solution: To add to all CRUD operations: UPDATE ... JOIN entity e ... WHERE e.active=TRUE My second solution: Before all CRUD operations check if entity is active: if (getEntity(someId) != null) { //do some CRUD } In getEntity there's just SELECT * FROM entity WHERE id=? AND active=TRUE. Or any other solution, recommendation,...?

  Read the article

• ORM on which standards i can select?

  - by just_name

  Q: This question is about how can i figure or select the convenient ORM to my web application. when beginning a new web application,What are the criteria on which i can consider a specific ORM is better than another one for my project or case(web application)? another part of my question : when i begin any web application i use three layers: the DB layer (which contains the connections , and handle the CRUD operations ) the Managers layer(the Data Access Layer) a class for each table on my db (loosely coupled with the previous layer )it contains the CRUD operations for the specific table and the other required operations. the interface layer.. and i use Object Data source.Is that considered as an ORM (as a concept) or I'm wrong in understanding this concept. note:I still a beginner in this field ,, and every day i learn more about web development. please i want explanation and suggestions for this point. Thanks in advance.

  Read the article

• TStringList and TThread that does not free all of its memory

  - by VanillaH

  Version used: Delphi 7. I'm working on a program that does a simple for loop on a Virtual ListView. The data is stored in the following record: type TList=record Item:Integer; SubItem1:String; SubItem2:String; end; Item is the index. SubItem1 the status of the operations (success or not). SubItem2 the path to the file. The for loop loads each file, does a few operations and then, save it. The operations take place in a TStringList. Files are about 2mb each. Now, if I do the operations on the main form, it works perfectly. Multi-threaded, there is a huge memory problem. Somehow, the TStringList doesn't seem to be freed completely. After 3-4k files, I get an EOutofMemory exception. Sometimes, the software is stuck to 500-600mb, sometimes not. In any case, the TStringList always return an EOutofMemory exception and no file can be loaded anymore. On computers with more memory, it takes longer to get the exception. The same thing happens with other components. For instance, if I use THTTPSend from Synapse, well, after a while, the software cannot create any new threads because the memory consumption is too high. It's around 500-600mb while it should be, max, 100mb. On the main form, everything works fine. I guess the mistake is on my side. Maybe I don't understand threads enough. I tried to free everything on the Destroy event. I tried FreeAndNil procedure. I tried with only one thread at a time. I tried freeing the thread manually (no FreeOnTerminate...) No luck. So here is the thread code. It's only the basic idea; not the full code with all the operations. If I remove the LoadFile prodecure, everything works good. A thread is created for each file, according to a thread pool. unit OperationsFiles; interface uses Classes, SysUtils, Windows; type TOperationFile = class(TThread) private Position : Integer; TPath, StatusMessage: String; FileStringList: TStringList; procedure UpdateStatus; procedure LoadFile; protected procedure Execute; override; public constructor Create(Path: String; LNumber: Integer); end; implementation uses Form1; procedure TOperationFile.LoadFile; begin try FileStringList.LoadFromFile(TPath); // Operations... StatusMessage := 'Success'; except on E : Exception do StatusMessage := E.ClassName; end; end; constructor TOperationFile.Create(Path : String; LNumber: Integer); begin inherited Create(False); TPath := Path; Position := LNumber; FreeOnTerminate := True; end; procedure TOperationFile.UpdateStatus; begin FileList[Position].SubItem1 := StatusMessage; Form1.ListView4.UpdateItems(Position,Position); end; procedure TOperationFile.Execute; begin FileStringList:= TStringList.Create; LoadFile; Synchronize(UpdateStatus); FileStringList.Free; end; end. What could be the problem? I thought at one point that, maybe, too many threads are created. If a user loads 1 million files, well, ultimately, 1 million threads is going to be created -- although, only 50 threads are created and running at the same time. Thanks for your input.

  Read the article

• A simple string array Iteration in C# .NET doesn't work

  - by met.lord

  This is a simple code that should return true or false after comparing each element in a String array with a Session Variable. The thing is that even when the string array named 'plans' gets the right attributes, inside the foreach it keeps iterating only over the first element, so if the Session Variable matches other element different than the first one in the array it never returns true... You could say the problem is right there in the foreach cicle, but I cant see it... I've done this like a hundred times and I can't understand what am I doing wrong... Thank you protected bool ValidatePlans() { bool authorized = false; if (RequiredPlans.Length > 0) { string[] plans = RequiredPlans.Split(','); foreach (string plan in plans) { if (MySessionInfo.Plan == plan) authorized = true; } } return authorized; }

  Read the article

• Help me understand the code snippet in c#

  - by Benny

  I am reading this blog: Pipes and filters pattern I am confused by this code snippet: public class Pipeline<T> { private readonly List<IOperation<T>> operations = new List<IOperation<T>>(); public Pipeline<T> Register(IOperation<T> operation) { operations.Add(operation); return this; } public void Execute() { IEnumerable<T> current = new List<T>(); foreach (IOperation<T> operation in operations) { current = operation.Execute(current); } IEnumerator<T> enumerator = current.GetEnumerator(); while (enumerator.MoveNext()); } } what is the purpose of this statement: while (enumerator.MoveNext());? seems this code is a noop.

  Read the article

• Is it a good practice to create a reference to application context and use it anywhere?

  - by kknight

  I have to use context in many places of my code such as database operations, preference operations, etc. I don't want to pass in context for every method. Is it a good practice to create a reference to application context at the main Activity and use it anywhere such as database operations? So, I don't need some many context in method parameters, and the code can avoid position memory leak due to use of Activity Context. public class MainActivity extends Activity { public static Context s_appContext; /** Called when the activity is first created. */ @Override public void onCreate(Bundle savedInstanceState) { super.onCreate(savedInstanceState); s_appContext = this.getApplicationContext();

  Read the article

• Can a variable like 'int' be considered a primitive/fundamental data structure?

  - by Ravi Gupta

  A rough definition of a data structure is that it allows you to store data and apply a set of operations on that data while preserving consistency of data before and after the operation. However some people insist that a primitive variable like 'int' can also be considered as a data structure. I get that part where it allows you to store data but I guess the operation part is missing. Primitive variables don't have operations attached to them. So I feel that unless you have a set of operations defined and attached to it you cannot call it a data structure. 'int' doesn't have any operation attached to it, it can be operated upon with a set of generic operators. Please advise if I got something wrong here.

  Read the article

• Override the methods of classes from a .war file.

  - by Sweety

  I have a base application war file say homeApp.war. This contains default operations which user can carry out on the web browser. Now I need to extend the operations available on the same application using that .war file. Like I need to add the extra menus, some shortcuts like icon for log out etc. Please let me know how can I use this .war file to extend the operations and also fix the already existing issues on the application. This web application uses java server faces.

  Read the article

• Generate form based on selection

  - by Jay

  I'm looking to build a web application that allows a person to select a plan and fill out an application for that plan. There are multiple plans and each plan generates a different application. Some of the questions are identical such as fields related to personal information. I'm thinking of using ASP.NET MVC to build this web application. When generating the multi page application would it be best to Create partial views (sections of applications) and combine them when generating the form. OR Build some type of dynamic form generator

  Read the article

• Stored Procedures with SSRS? Hmm… not so much

  - by Rob Farley

  Little Bobby Tables’ mother says you should always sanitise your data input. Except that I think she’s wrong. The SQL Injection aspect is for another post, where I’ll show you why I think SQL Injection is the same kind of attack as many other attacks, such as the old buffer overflow, but here I want to have a bit of a whinge about the way that some people sanitise data input, and even have a whinge about people who insist on using stored procedures for SSRS reports. Let me say that again, in case you missed it the first time: I want to have a whinge about people who insist on using stored procedures for SSRS reports. Let’s look at the data input sanitisation aspect – except that I’m going to call it ‘parameter validation’. I’m talking about code that looks like this: create procedure dbo.GetMonthSummaryPerSalesPerson(@eomdate datetime) as begin     /* First check that @eomdate is a valid date */     if isdate(@eomdate) != 1     begin         select 'Please enter a valid date' as ErrorMessage;         return;     end     /* Then check that time has passed since @eomdate */     if datediff(day,@eomdate,sysdatetime()) < 5     begin         select 'Sorry - EOM is not complete yet' as ErrorMessage;         return;     end         /* If those checks have succeeded, return the data */     select SalesPersonID, count(*) as NumSales, sum(TotalDue) as TotalSales     from Sales.SalesOrderHeader     where OrderDate >= dateadd(month,-1,@eomdate)         and OrderDate < @eomdate     group by SalesPersonID     order by SalesPersonID; end Notice that the code checks that a date has been entered. Seriously??!! This must only be to check for NULL values being passed in, because anything else would have to be a valid datetime to avoid an error. The other check is maybe fair enough, but I still don’t like it. The two problems I have with this stored procedure are the result sets and the small fact that the stored procedure even exists in the first place. But let’s consider the first one of these problems for starters. I’ll get to the second one in a moment. If you read Jes Borland (@grrl_geek)’s recent post about returning multiple result sets in Reporting Services, you’ll be aware that Reporting Services doesn’t support multiple results sets from a single query. And when it says ‘single query’, it includes ‘stored procedure call’. It’ll only handle the first result set that comes back. But that’s okay – we have RETURN statements, so our stored procedure will only ever return a single result set.  Sometimes that result set might contain a single field called ErrorMessage, but it’s still only one result set. Except that it’s not okay, because Reporting Services needs to know what fields to expect. Your report needs to hook into your fields, so SSRS needs to have a way to get that information. For stored procs, it uses an option called FMTONLY. When Reporting Services tries to figure out what fields are going to be returned by a query (or stored procedure call), it doesn’t want to have to run the whole thing. That could take ages. (Maybe it’s seen some of the stored procedures I’ve had to deal with over the years!) So it turns on FMTONLY before it makes the call (and turns it off again afterwards). FMTONLY is designed to be able to figure out the shape of the output, without actually running the contents. It’s very useful, you might think. set fmtonly on exec dbo.GetMonthSummaryPerSalesPerson '20030401'; set fmtonly off Without the FMTONLY lines, this stored procedure returns a result set that has three columns and fourteen rows. But with FMTONLY turned on, those rows don’t come back. But what I do get back hurts Reporting Services. It doesn’t run the stored procedure at all. It just looks for anything that could be returned and pushes out a result set in that shape. Despite the fact that I’ve made sure that the logic will only ever return a single result set, the FMTONLY option kills me by returning three of them. It would have been much better to push these checks down into the query itself. alter procedure dbo.GetMonthSummaryPerSalesPerson(@eomdate datetime) as begin     select SalesPersonID, count(*) as NumSales, sum(TotalDue) as TotalSales     from Sales.SalesOrderHeader     where     /* Make sure that @eomdate is valid */         isdate(@eomdate) = 1     /* And that it's sufficiently past */     and datediff(day,@eomdate,sysdatetime()) >= 5     /* And now use it in the filter as appropriate */     and OrderDate >= dateadd(month,-1,@eomdate)     and OrderDate < @eomdate     group by SalesPersonID     order by SalesPersonID; end Now if we run it with FMTONLY turned on, we get the single result set back. But let’s consider the execution plan when we pass in an invalid date. First let’s look at one that returns data. I’ve got a semi-useful index in place on OrderDate, which includes the SalesPersonID and TotalDue fields. It does the job, despite a hefty Sort operation. …compared to one that uses a future date: You might notice that the estimated costs are similar – the Index Seek is still 28%, the Sort is still 71%. But the size of that arrow coming out of the Index Seek is a whole bunch smaller. The coolest thing here is what’s going on with that Index Seek. Let’s look at some of the properties of it. Glance down it with me… Estimated CPU cost of 0.0005728, 387 estimated rows, estimated subtree cost of 0.0044385, ForceSeek false, Number of Executions 0. That’s right – it doesn’t run. So much for reading plans right-to-left... The key is the Filter on the left of it. It has a Startup Expression Predicate in it, which means that it doesn’t call anything further down the plan (to the right) if the predicate evaluates to false. Using this method, we can make sure that our stored procedure contains a single query, and therefore avoid any problems with multiple result sets. If we wanted, we could always use UNION ALL to make sure that we can return an appropriate error message. alter procedure dbo.GetMonthSummaryPerSalesPerson(@eomdate datetime) as begin     select SalesPersonID, count(*) as NumSales, sum(TotalDue) as TotalSales, /*Placeholder: */ '' as ErrorMessage     from Sales.SalesOrderHeader     where     /* Make sure that @eomdate is valid */         isdate(@eomdate) = 1     /* And that it's sufficiently past */     and datediff(day,@eomdate,sysdatetime()) >= 5     /* And now use it in the filter as appropriate */     and OrderDate >= dateadd(month,-1,@eomdate)     and OrderDate < @eomdate     group by SalesPersonID     /* Now include the error messages */     union all     select 0, 0, 0, 'Please enter a valid date' as ErrorMessage     where isdate(@eomdate) != 1     union all     select 0, 0, 0, 'Sorry - EOM is not complete yet' as ErrorMessage     where datediff(day,@eomdate,sysdatetime()) < 5     order by SalesPersonID; end But still I don’t like it, because it’s now a stored procedure with a single query. And I don’t like stored procedures that should be functions. That’s right – I think this should be a function, and SSRS should call the function. And I apologise to those of you who are now planning a bonfire for me. Guy Fawkes’ night has already passed this year, so I think you miss out. (And I’m not going to remind you about when the PASS Summit is in 2012.) create function dbo.GetMonthSummaryPerSalesPerson(@eomdate datetime) returns table as return (     select SalesPersonID, count(*) as NumSales, sum(TotalDue) as TotalSales, '' as ErrorMessage     from Sales.SalesOrderHeader     where     /* Make sure that @eomdate is valid */         isdate(@eomdate) = 1     /* And that it's sufficiently past */     and datediff(day,@eomdate,sysdatetime()) >= 5     /* And now use it in the filter as appropriate */     and OrderDate >= dateadd(month,-1,@eomdate)     and OrderDate < @eomdate     group by SalesPersonID     union all     select 0, 0, 0, 'Please enter a valid date' as ErrorMessage     where isdate(@eomdate) != 1     union all     select 0, 0, 0, 'Sorry - EOM is not complete yet' as ErrorMessage     where datediff(day,@eomdate,sysdatetime()) < 5 ); We’ve had to lose the ORDER BY – but that’s fine, as that’s a client thing anyway. We can have our reports leverage this stored query still, but we’re recognising that it’s a query, not a procedure. A procedure is designed to DO stuff, not just return data. We even get entries in sys.columns that confirm what the shape of the result set actually is, which makes sense, because a table-valued function is the right mechanism to return data. And we get so much more flexibility with this. If you haven’t seen the simplification stuff that I’ve preached on before, jump over to http://bit.ly/SimpleRob and watch the video of when I broke a microphone and nearly fell off the stage in Wales. You’ll see the impact of being able to have a simplifiable query. You can also read the procedural functions post I wrote recently, if you didn’t follow the link from a few paragraphs ago. So if we want the list of SalesPeople that made any kind of sales in a given month, we can do something like: select SalesPersonID from dbo.GetMonthSummaryPerSalesPerson(@eomonth) order by SalesPersonID; This doesn’t need to look up the TotalDue field, which makes a simpler plan. select * from dbo.GetMonthSummaryPerSalesPerson(@eomonth) where SalesPersonID is not null order by SalesPersonID; This one can avoid having to do the work on the rows that don’t have a SalesPersonID value, pushing the predicate into the Index Seek rather than filtering the results that come back to the report. If we had joins involved, we might see some of those being simplified out. We also get the ability to include query hints in individual reports. We shift from having a single-use stored procedure to having a reusable stored query – and isn’t that one of the main points of modularisation? Stored procedures in Reporting Services are just a bit limited for my liking. They’re useful in plenty of ways, but if you insist on using stored procedures all the time rather that queries that use functions – that’s rubbish. @rob_farley

  Read the article

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

  - by raul.goycoolea

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

  Read the article

• Selling Federal Enterprise Architecture (EA)

  - by TedMcLaughlan

  Selling Federal Enterprise Architecture A taxonomy of subject areas, from which to develop a prioritized marketing and communications plan to evangelize EA activities within and among US Federal Government organizations and constituents. Any and all feedback is appreciated, particularly in developing and extending this discussion as a tool for use – more information and details are also available. "Selling" the discipline of Enterprise Architecture (EA) in the Federal Government (particularly in non-DoD agencies) is difficult, notwithstanding the general availability and use of the Federal Enterprise Architecture Framework (FEAF) for some time now, and the relatively mature use of the reference models in the OMB Capital Planning and Investment (CPIC) cycles. EA in the Federal Government also tends to be a very esoteric and hard to decipher conversation – early apologies to those who agree to continue reading this somewhat lengthy article. Alignment to the FEAF and OMB compliance mandates is long underway across the Federal Departments and Agencies (and visible via tools like PortfolioStat and ITDashboard.gov – but there is still a gap between the top-down compliance directives and enablement programs, and the bottom-up awareness and effective use of EA for either IT investment management or actual mission effectiveness. "EA isn't getting deep enough penetration into programs, components, sub-agencies, etc.", verified a panelist at the most recent EA Government Conference in DC. Newer guidance from OMB may be especially difficult to handle, where bottom-up input can't be accurately aligned, analyzed and reported via standardized EA discipline at the Agency level – for example in addressing the new (for FY13) Exhibit 53D "Agency IT Reductions and Reinvestments" and the information required for "Cloud Computing Alternatives Evaluation" (supporting the new Exhibit 53C, "Agency Cloud Computing Portfolio"). Therefore, EA must be "sold" directly to the communities that matter, from a coordinated, proactive messaging perspective that takes BOTH the Program-level value drivers AND the broader Agency mission and IT maturity context into consideration. Selling EA means persuading others to take additional time and possibly assign additional resources, for a mix of direct and indirect benefits – many of which aren't likely to be realized in the short-term. This means there's probably little current, allocated budget to work with; ergo the challenge of trying to sell an "unfunded mandate". Also, the concept of "Enterprise" in large Departments like Homeland Security tends to cross all kinds of organizational boundaries – as Richard Spires recently indicated by commenting that "...organizational boundaries still trump functional similarities. Most people understand what we're trying to do internally, and at a high level they get it. The problem, of course, is when you get down to them and their system and the fact that you're going to be touching them...there's always that fear factor," Spires said. It is quite clear to the Federal IT Investment community that for EA to meet its objective, understandable, relevant value must be measured and reported using a repeatable method – as described by GAO's recent report "Enterprise Architecture Value Needs To Be Measured and Reported". What's not clear is the method or guidance to sell this value. In fact, the current GAO "Framework for Assessing and Improving Enterprise Architecture Management (Version 2.0)", a.k.a. the "EAMMF", does not include words like "sell", "persuade", "market", etc., except in reference ("within Core Element 19: Organization business owner and CXO representatives are actively engaged in architecture development") to a brief section in the CIO Council's 2001 "Practical Guide to Federal Enterprise Architecture", entitled "3.3.1. Develop an EA Marketing Strategy and Communications Plan." Furthermore, Core Element 19 of the EAMMF is advised to be applied in "Stage 3: Developing Initial EA Versions". This kind of EA sales campaign truly should start much earlier in the maturity progress, i.e. in Stages 0 or 1. So, what are the understandable, relevant benefits (or value) to sell, that can find an agreeable, participatory audience, and can pave the way towards success of a longer-term, funded set of EA mechanisms that can be methodically measured and reported? Pragmatic benefits from a useful EA that can help overcome the fear of change? And how should they be sold? Following is a brief taxonomy (it's a taxonomy, to help organize SME support) of benefit-related subjects that might make the most sense, in creating the messages and organizing an initial "engagement plan" for evangelizing EA "from within". An EA "Sales Taxonomy" of sorts. We're not boiling the ocean here; the subjects that are included are ones that currently appear to be urgently relevant to the current Federal IT Investment landscape. Note that successful dialogue in these topics is directly usable as input or guidance for actually developing early-stage, "Fit-for-Purpose" (a DoDAF term) Enterprise Architecture artifacts, as prescribed by common methods found in most EA methodologies, including FEAF, TOGAF, DoDAF and our own Oracle Enterprise Architecture Framework (OEAF). The taxonomy below is organized by (1) Target Community, (2) Benefit or Value, and (3) EA Program Facet - as in: "Let's talk to (1: Community Member) about how and why (3: EA Facet) the EA program can help with (2: Benefit/Value)". Once the initial discussion targets and subjects are approved (that can be measured and reported), a "marketing and communications plan" can be created. A working example follows the Taxonomy. Enterprise Architecture Sales Taxonomy Draft, Summary Version 1. Community 1.1. Budgeted Programs or Portfolios Communities of Purpose (CoPR) 1.1.1. Program/System Owners (Senior Execs) Creating or Executing Acquisition Plans 1.1.2. Program/System Owners Facing Strategic Change 1.1.2.1. Mandated 1.1.2.2. Expected/Anticipated 1.1.3. Program Managers - Creating Employee Performance Plans 1.1.4. CO/COTRs – Creating Contractor Performance Plans, or evaluating Value Engineering Change Proposals (VECP) 1.2. Governance & Communications Communities of Practice (CoP) 1.2.1. Policy Owners 1.2.1.1. OCFO 1.2.1.1.1. Budget/Procurement Office 1.2.1.1.2. Strategic Planning 1.2.1.2. OCIO 1.2.1.2.1. IT Management 1.2.1.2.2. IT Operations 1.2.1.2.3. Information Assurance (Cyber Security) 1.2.1.2.4. IT Innovation 1.2.1.3. Information-Sharing/ Process Collaboration (i.e. policies and procedures regarding Partners, Agreements) 1.2.2. Governing IT Council/SME Peers (i.e. an "Architects Council") 1.2.2.1. Enterprise Architects (assumes others exist; also assumes EA participants aren't buried solely within the CIO shop) 1.2.2.2. Domain, Enclave, Segment Architects – i.e. the right affinity group for a "shared services" EA structure (per the EAMMF), which may be classified as Federated, Segmented, Service-Oriented, or Extended 1.2.2.3. External Oversight/Constraints 1.2.2.3.1. GAO/OIG & Legal 1.2.2.3.2. Industry Standards 1.2.2.3.3. Official public notification, response 1.2.3. Mission Constituents Participant & Analyst Community of Interest (CoI) 1.2.3.1. Mission Operators/Users 1.2.3.2. Public Constituents 1.2.3.3. Industry Advisory Groups, Stakeholders 1.2.3.4. Media 2. Benefit/Value (Note the actual benefits may not be discretely attributable to EA alone; EA is a very collaborative, cross-cutting discipline.) 2.1. Program Costs – EA enables sound decisions regarding... 2.1.1. Cost Avoidance – a TCO theme 2.1.2. Sequencing – alignment of capability delivery 2.1.3. Budget Instability – a Federal reality 2.2. Investment Capital – EA illuminates new investment resources via... 2.2.1. Value Engineering – contractor-driven cost savings on existing budgets, direct or collateral 2.2.2. Reuse – reuse of investments between programs can result in savings, chargeback models; avoiding duplication 2.2.3. License Refactoring – IT license & support models may not reflect actual or intended usage 2.3. Contextual Knowledge – EA enables informed decisions by revealing... 2.3.1. Common Operating Picture (COP) – i.e. cross-program impacts and synergy, relative to context 2.3.2. Expertise & Skill – who truly should be involved in architectural decisions, both business and IT 2.3.3. Influence – the impact of politics and relationships can be examined 2.3.4. Disruptive Technologies – new technologies may reduce costs or mitigate risk in unanticipated ways 2.3.5. What-If Scenarios – can become much more refined, current, verifiable; basis for Target Architectures 2.4. Mission Performance – EA enables beneficial decision results regarding... 2.4.1. IT Performance and Optimization – towards 100% effective, available resource utilization 2.4.2. IT Stability – towards 100%, real-time uptime 2.4.3. Agility – responding to rapid changes in mission 2.4.4. Outcomes –measures of mission success, KPIs – vs. only "Outputs" 2.4.5. Constraints – appropriate response to constraints 2.4.6. Personnel Performance – better line-of-sight through performance plans to mission outcome 2.5. Mission Risk Mitigation – EA mitigates decision risks in terms of... 2.5.1. Compliance – all the right boxes are checked 2.5.2. Dependencies –cross-agency, segment, government 2.5.3. Transparency – risks, impact and resource utilization are illuminated quickly, comprehensively 2.5.4. Threats and Vulnerabilities – current, realistic awareness and profiles 2.5.5. Consequences – realization of risk can be mapped as a series of consequences, from earlier decisions or new decisions required for current issues 2.5.5.1. Unanticipated – illuminating signals of future or non-symmetric risk; helping to "future-proof" 2.5.5.2. Anticipated – discovering the level of impact that matters 3. EA Program Facet (What parts of the EA can and should be communicated, using business or mission terms?) 3.1. Architecture Models – the visual tools to be created and used 3.1.1. Operating Architecture – the Business Operating Model/Architecture elements of the EA truly drive all other elements, plus expose communication channels 3.1.2. Use Of – how can the EA models be used, and how are they populated, from a reasonable, pragmatic yet compliant perspective? What are the core/minimal models required? What's the relationship of these models, with existing system models? 3.1.3. Scope – what level of granularity within the models, and what level of abstraction across the models, is likely to be most effective and useful? 3.2. Traceability – the maturity, status, completeness of the tools 3.2.1. Status – what in fact is the degree of maturity across the integrated EA model and other relevant governance models, and who may already be benefiting from it? 3.2.2. Visibility – how does the EA visibly and effectively prove IT investment performance goals are being reached, with positive mission outcome? 3.3. Governance – what's the interaction, participation method; how are the tools used? 3.3.1. Contributions – how is the EA program informed, accept submissions, collect data? Who are the experts? 3.3.2. Review – how is the EA validated, against what criteria?  Taxonomy Usage Example:   1. To speak with: a. ...a particular set of System Owners Facing Strategic Change, via mandate (like the "Cloud First" mandate); about... b. ...how the EA program's visible and easily accessible Infrastructure Reference Model (i.e. "IRM" or "TRM"), if updated more completely with current system data, can... c. ...help shed light on ways to mitigate risks and avoid future costs associated with NOT leveraging potentially-available shared services across the enterprise... 2. ....the following Marketing & Communications (Sales) Plan can be constructed: a. Create an easy-to-read "Consequence Model" that illustrates how adoption of a cloud capability (like elastic operational storage) can enable rapid and durable compliance with the mandate – using EA traceability. Traceability might be from the IRM to the ARM (that identifies reusable services invoking the elastic storage), and then to the PRM with performance measures (such as % utilization of purchased storage allocation) included in the OMB Exhibits; and b. Schedule a meeting with the Program Owners, timed during their Acquisition Strategy meetings in response to the mandate, to use the "Consequence Model" for advising them to organize a rapid and relevant RFI solicitation for this cloud capability (regarding alternatives for sourcing elastic operational storage); and c. Schedule a series of short "Discovery" meetings with the system architecture leads (as agreed by the Program Owners), to further populate/validate the "As-Is" models and frame the "To Be" models (via scenarios), to better inform the RFI, obtain the best feedback from the vendor community, and provide potential value for and avoid impact to all other programs and systems. --end example -- Note that communications with the intended audience should take a page out of the standard "Search Engine Optimization" (SEO) playbook, using keywords and phrases relating to "value" and "outcome" vs. "compliance" and "output". Searches in email boxes, internal and external search engines for phrases like "cost avoidance strategies", "mission performance metrics" and "innovation funding" should yield messages and content from the EA team. This targeted, informed, practical sales approach should result in additional buy-in and participation, additional EA information contribution and model validation, development of more SMEs and quick "proof points" (with real-life testing) to bolster the case for EA. The proof point here is a successful, timely procurement that satisfies not only the external mandate and external oversight review, but also meets internal EA compliance/conformance goals and therefore is more transparently useful across the community. In short, if sold effectively, the EA will perform and be recognized. EA won’t therefore be used only for compliance, but also (according to a validated, stated purpose) to directly influence decisions and outcomes. The opinions, views and analysis expressed in this document are those of the author and do not necessarily reflect the views of Oracle.

  Read the article

• More than 100,000 articles !

  - by developerit

  In one month, we already got more than 100,000, and we continue to crawl! We plan on hitting 250,000 total articles next month. Due to the large amount of data we are gathering, we are planning on updating our SQL stored procedure to improve performance. We may be migrating to SQL Server 2008 Entreprise, as we are currently running on SQL Server 2005 Express Edition… We are at 400 Mb of data, getting more and more close to the 2 Gb limit. Stay tune for more info and browse daily fresh articles about web development.

  Read the article

• C# 4.0: Dynamic Programming

  - by Paulo Morgado

  The major feature of C# 4.0 is dynamic programming. Not just dynamic typing, but dynamic in broader sense, which means talking to anything that is not statically typed to be a .NET object. Dynamic Language Runtime The Dynamic Language Runtime (DLR) is piece of technology that unifies dynamic programming on the .NET platform, the same way the Common Language Runtime (CLR) has been a common platform for statically typed languages. The CLR always had dynamic capabilities. You could always use reflection, but its main goal was never to be a dynamic programming environment and there were some features missing. The DLR is built on top of the CLR and adds those missing features to the .NET platform. The Dynamic Language Runtime is the core infrastructure that consists of: Expression Trees The same expression trees used in LINQ, now improved to support statements. Dynamic Dispatch Dispatches invocations to the appropriate binder. Call Site Caching For improved efficiency. Dynamic languages and languages with dynamic capabilities are built on top of the DLR. IronPython and IronRuby were already built on top of the DLR, and now, the support for using the DLR is being added to C# and Visual Basic. Other languages built on top of the CLR are expected to also use the DLR in the future. Underneath the DLR there are binders that talk to a variety of different technologies: .NET Binder Allows to talk to .NET objects. JavaScript Binder Allows to talk to JavaScript in SilverLight. IronPython Binder Allows to talk to IronPython. IronRuby Binder Allows to talk to IronRuby. COM Binder Allows to talk to COM. Whit all these binders it is possible to have a single programming experience to talk to all these environments that are not statically typed .NET objects. The dynamic Static Type Let’s take this traditional statically typed code: Calculator calculator = GetCalculator(); int sum = calculator.Sum(10, 20); Because the variable that receives the return value of the GetCalulator method is statically typed to be of type Calculator and, because the Calculator type has an Add method that receives two integers and returns an integer, it is possible to call that Sum method and assign its return value to a variable statically typed as integer. Now lets suppose the calculator was not a statically typed .NET class, but, instead, a COM object or some .NET code we don’t know he type of. All of the sudden it gets very painful to call the Add method: object calculator = GetCalculator(); Type calculatorType = calculator.GetType(); object res = calculatorType.InvokeMember("Add", BindingFlags.InvokeMethod, null, calculator, new object[] { 10, 20 }); int sum = Convert.ToInt32(res); And what if the calculator was a JavaScript object? ScriptObject calculator = GetCalculator(); object res = calculator.Invoke("Add", 10, 20); int sum = Convert.ToInt32(res); For each dynamic domain we have a different programming experience and that makes it very hard to unify the code. With C# 4.0 it becomes possible to write code this way: dynamic calculator = GetCalculator(); int sum = calculator.Add(10, 20); You simply declare a variable who’s static type is dynamic. dynamic is a pseudo-keyword (like var) that indicates to the compiler that operations on the calculator object will be done dynamically. The way you should look at dynamic is that it’s just like object (System.Object) with dynamic semantics associated. Anything can be assigned to a dynamic. dynamic x = 1; dynamic y = "Hello"; dynamic z = new List<int> { 1, 2, 3 }; At run-time, all object will have a type. In the above example x is of type System.Int32. When one or more operands in an operation are typed dynamic, member selection is deferred to run-time instead of compile-time. Then the run-time type is substituted in all variables and normal overload resolution is done, just like it would happen at compile-time. The result of any dynamic operation is always dynamic and, when a dynamic object is assigned to something else, a dynamic conversion will occur. Code Resolution Method double x = 1.75; double y = Math.Abs(x); compile-time double Abs(double x) dynamic x = 1.75; dynamic y = Math.Abs(x); run-time double Abs(double x) dynamic x = 2; dynamic y = Math.Abs(x); run-time int Abs(int x) The above code will always be strongly typed. The difference is that, in the first case the method resolution is done at compile-time, and the others it’s done ate run-time. IDynamicMetaObjectObject The DLR is pre-wired to know .NET objects, COM objects and so forth but any dynamic language can implement their own objects or you can implement your own objects in C# through the implementation of the IDynamicMetaObjectProvider interface. When an object implements IDynamicMetaObjectProvider, it can participate in the resolution of how method calls and property access is done. The .NET Framework already provides two implementations of IDynamicMetaObjectProvider: DynamicObject : IDynamicMetaObjectProvider The DynamicObject class enables you to define which operations can be performed on dynamic objects and how to perform those operations. For example, you can define what happens when you try to get or set an object property, call a method, or perform standard mathematical operations such as addition and multiplication. ExpandoObject : IDynamicMetaObjectProvider The ExpandoObject class enables you to add and delete members of its instances at run time and also to set and get values of these members. This class supports dynamic binding, which enables you to use standard syntax like sampleObject.sampleMember, instead of more complex syntax like sampleObject.GetAttribute("sampleMember").

  Read the article

• SQLAuthority News – Storage and SQL Server Capacity Planning and configuration – SharePoint Server 2

  - by pinaldave

  Just a day ago, I was asked how do you plan SQL Server Storage Capacity. Here is the excellent article published by Microsoft regarding SQL Server capacity planning for SharePoint 2010. This article touches all the vital areas of this subject. Here are the bullet points for the same. Gather storage and SQL Server space and I/O requirements Choose SQL Server version and edition Design storage architecture based on capacity and IO requirements Determine memory requirements Understand network topology requirements Configure SQL Server Validate storage performance and reliability Read the original article published by Microsoft here: Storage and SQL Server Capacity Planning and configuration – SharePoint Server 2010. The question to all the SharePoint developers and administrator that if they use the whitepapers and articles to decide the capacity or they just start with application and as they progress they plan the storage? Please let me know your opinion. Reference: Pinal Dave (http://blog.SQLAuthority.com) Filed under: SQL, SQL Authority, SQL Data Storage, SQL Query, SQL Server, SQL Tips and Tricks, SQL White Papers, SQLAuthority News, T SQL, Technology Tagged: SharePoint

  Read the article

• SQL Server 2008 R2 Reporting Services - The Word is But a Stage (T-SQL Tuesday #006)

  - by smisner

  Host Michael Coles (blog|twitter) has selected LOB data as the topic for this month's T-SQL Tuesday, so I'll take this opportunity to post an overview of reporting with spatial data types. As part of my work with SQL Server 2008 R2 Reporting Services, I've been exploring the use of spatial data types in the new map data region. You can create a map using any of the following data sources: Map Gallery - a set of Shapefiles for the United States only that ships with Reporting Services ESRI Shapefile - a .shp file conforming to the Environmental Systems Research Institute, Inc. (ESRI) shapefile spatial data format SQL Server spatial data - a query that includes SQLGeography or SQLGeometry data types Rob Farley (blog|twitter) points out today in his T-SQL Tuesday post that using the SQL geography field is a preferable alternative to ESRI shapefiles for storing spatial data in SQL Server. So how do you get spatial data? If you don't already have a GIS application in-house, you can find a variety of sources. Here are a few to get you started: US Census Bureau Website, http://www.census.gov/geo/www/tiger/ Global Administrative Areas Spatial Database, http://biogeo.berkeley.edu/gadm/ Digital Chart of the World Data Server, http://www.maproom.psu.edu/dcw/ In a recent post by Pinal Dave (blog|twitter), you can find a link to free shapefiles for download and a tutorial for using Shape2SQL, a free tool to convert shapefiles into SQL Server data. In my post today, I'll show you how to use combine spatial data that describes boundaries with spatial data in AdventureWorks2008R2 that identifies stores locations to embed a map in a report. Preparing the spatial data First, I downloaded Shapefile data for the administrative boundaries in France and unzipped the data to a local folder. Then I used Shape2SQL to upload the data into a SQL Server database called Spatial. I'm not sure of the reason why, but I had to uncheck the option to create a spatial index to upload the data. Otherwise, the upload appeared to run successfully, but no table appeared in my database. The zip file that I downloaded contained three files, but I didn't know what was in them until I used Shape2SQL to upload the data into tables. Then I found that FRA_adm0 contains spatial data for the country of France, FRA_adm1 contains spatial data for each region, and FRA_adm2 contains spatial data for each department (a subdivision of region). Next I prepared my SQL query containing sales data for fictional stores selling Adventure Works products in France. The Person.Address table in the AdventureWorks2008R2 database (which you can download from Codeplex) contains a SpatialLocation column which I joined - along with several other tables - to the Sales.Customer and Sales.Store tables. I'll be able to superimpose this data on a map to see where these stores are located. I included the SQL script for this query (as well as the spatial data for France) in the downloadable project that I created for this post. Step 1: Using the Map Wizard to Create a Map of France You can build a map without using the wizard, but I find it's rather useful in this case. Whether you use Business Intelligence Development Studio (BIDS) or Report Builder 3.0, the map wizard is the same. I used BIDS so that I could create a project that includes all the files related to this post. To get started, I added an empty report template to the project and named it France Stores. Then I opened the Toolbox window and dragged the Map item to the report body which starts the wizard. Here are the steps to perform to create a map of France: On the Choose a source of spatial data page of the wizard, select SQL Server spatial query, and click Next. On the Choose a dataset with SQL Server spatial data page, select Add a new dataset with SQL Server spatial data. On the Choose a connection to a SQL Server spatial data source page, select New. In the Data Source Properties dialog box, on the General page, add a connecton string like this (changing your server name if necessary): Data Source=(local);Initial Catalog=Spatial Click OK and then click Next. On the Design a query page, add a query for the country shape, like this: select * from fra_adm1 Click Next. The map wizard reads the spatial data and renders it for you on the Choose spatial data and map view options page, as shown below. You have the option to add a Bing Maps layer which shows surrounding countries. Depending on the type of Bing Maps layer that you choose to add (from Road, Aerial, or Hybrid) and the zoom percentage you select, you can view city names and roads and various boundaries. To keep from cluttering my map, I'm going to omit the Bing Maps layer in this example, but I do recommend that you experiment with this feature. It's a nice integration feature. Use the + or - button to rexize the map as needed. (I used the + button to increase the size of the map until its edges were just inside the boundaries of the visible map area (which is called the viewport). You can eliminate the color scale and distance scale boxes that appear in the map area later. Select the Embed map data in this report for faster rendering. The spatial data won't be changing, so there's no need to leave it in the database. However, it does increase the size of the RDL. Click Next. On the Choose map visualization page, select Basic Map. We'll add data for visualization later. For now, we have just the outline of France to serve as the foundation layer for our map. Click Next, and then click Finish. Now click the color scale box in the lower left corner of the map, and press the Delete key to remove it. Then repeat to remove the distance scale box in the lower right corner of the map. Step 2: Add a Map Layer to an Existing Map The map data region allows you to add multiple layers. Each layer is associated with a different data set. Thus far, we have the spatial data that defines the regional boundaries in the first map layer. Now I'll add in another layer for the store locations by following these steps: If the Map Layers windows is not visible, click the report body, and then click twice anywhere on the map data region to display it. Click on the New Layer Wizard button in the Map layers window. And then we start over again with the process by choosing a spatial data source. Select SQL Server spatial query, and click Next. Select Add a new dataset with SQL Server spatial data, and click Next. Click New, add a connection string to the AdventureWorks2008R2 database, and click Next. Add a query with spatial data (like the one I included in the downloadable project), and click Next. The location data now appears as another layer on top of the regional map created earlier. Use the + button to resize the map again to fill as much of the viewport as possible without cutting off edges of the map. You might need to drag the map within the viewport to center it properly. Select Embed map data in this report, and click Next. On the Choose map visualization page, select Basic Marker Map, and click Next. On the Choose color theme and data visualization page, in the Marker drop-down list, change the marker to diamond. There's no particular reason for a diamond; I think it stands out a little better than a circle on this map. Clear the Single color map checkbox as another way to distinguish the markers from the map. You can of course create an analytical map instead, which would change the size and/or color of the markers according to criteria that you specify, such as sales volume of each store, but I'll save that exploration for another post on another day. Click Finish and then click Preview to see the rendered report. Et voilà...c'est fini. Yes, it's a very simple map at this point, but there are many other things you can do to enhance the map. I'll create a series of posts to explore the possibilities. Share this post: email it! | bookmark it! | digg it! | reddit! | kick it! | live it!

  Read the article

• Best Web Site Copying Software

  - by GregH

  I just wanted to get some opinions on the best "web site copying" software out there (free or commercial is fine). I have a site that I've recently become responsible for managing, and the previous consultant has not provided operating system access. As such, the plan is to re-host the web site. I realize there are a lot of different issues to consider in doing this. However, I don't have much choice in the matter now. The plan is to use web site copying software (ala HTTrack) to "rip" the web site, and then modify what is downloaded back in to a maintainable site. This, of course, involves HTML, css, javascript, etc on the front-end. I'd like to recover as much of the site as possible to make re-creating it as easy as possible. Your input is appreciated. Input on my approach is also appreciated. Thanks!

  Read the article

• John Burke's Weclome to the Applications Strategy Blog

  - by Tony Ouk

  Hi I'm John Burke and I'm the group Vice President of Oracle's Applications Business Unit.  Thanks for stopping by our Applications blog today.  The purpose of this site is to provide you, our customers, with timely, relevant, and balanced information about the state of the applications business, both here at Oracle and industry-wide. So on this site, you'll find information about Oracle's application products, how our customers have used those products to transform their businesses, and general industry trends which might help you craft YOUR applications roadmap.  So right now I'm walking to meet with one of Oracle's development executives.  I also plan to talk to Oracle customers and leading industry analysts.  I plan to provide a complete and balanced view of the total applications landscape.  I hope you check back often and view our updates.

  Read the article

• Another Marketing Conference, part two – the afternoon

  - by Roger Hart

  In my previous post, I’ve covered the morning sessions at AMC2012. Here’s the rest of the write-up. I’ve skipped Charles Nixon’s session which was a blend of funky futurism and professional development advice, but you can see his slides here. I’ve also skipped the Google presentation, as it was a little thin on insight. 6 – Brand ambassadors: Getting universal buy in across the organisation, Vanessa Northam Slides are here This was the strongest enforcement of the idea that brand and campaign values need to be delivered throughout the organization if they’re going to work. Vanessa runs internal communications at e-on, and shared her experience of using internal comms to align an organization and thereby get the most out of a campaign. She views the purpose of internal comms as: “…to help leaders, to communicate the purpose and future of an organization, and support change.” This (and culture) primes front line staff, which creates customer experience and spreads brand. You ensure a whole organization knows what’s going on with both internal and external comms. If everybody is aligned and informed, if everybody can clearly articulate your brand and campaign goals, then you can turn everybody into an advocate. Alignment is a powerful tool for delivering a consistent experience and message. The pathological counter example is the one in which a marketing message goes out, which creates inbound customer contacts that front line contact staff haven’t been briefed to handle. The NatWest campaign was again mentioned in this context. The good example was e-on’s cheaper tariff campaign. Building a groundswell of internal excitement, and even running an internal launch meant everyone could contribute to a good customer experience. They found that meter readers were excited – not a group they’d considered as obvious in providing customer experience. But they were a group that has a lot of face-to-face contact with customers, and often were asked questions they may not have been briefed to answer. Being able to communicate a simple new message made it easier for them, and also let them become a sales and marketing asset to the organization. 7 – Goodbye Internet, Hello Outernet: the rise and rise of augmented reality, Matt Mills I wasn’t going to write this up, because it was essentially a sales demo for Aurasma. But the technology does merit some discussion. Basically, it replaces QR codes with visual recognition, and provides a simple-looking back end for attaching content. It’s quite sexy. But here’s my beef with it: QR codes had a clear visual language – when you saw one you knew what it was and what to do with it. They were clunky, but they had the “getting started” problem solved out of the box once you knew what you were looking at. However, they fail because QR code reading isn’t native to the platform. You needed an app, which meant you needed to know to download one. Consequentially, you can’t use QR codes with and ubiquity, or depend on them. This means marketers, content providers, etc, never pushed them, and they remained and awkward oddity, a minority sport. Aurasma half solves problem two, and re-introduces problem one, making it potentially half as useful as a QR code. It’s free, and you can apparently build it into your own apps. Add to that the likelihood of it becoming native to the platform if it takes off, and it may have legs. I guess we’ll see. 8 – We all need to code, Helen Mayor Great title – good point. If there was anybody in the room who didn’t at least know basic HTML, and if Helen’s presentation inspired them to learn, that’s fantastic. However, this was a half hour sales pitch for a basic coding training course. Beyond advocating coding skills it contained no useful content. Marketers may also like to consider some of these resources if they’re looking to learn code: Code Academy – free interactive tutorials Treehouse – learn web design, web dev, or app dev WebPlatform.org – tutorials and documentation for web tech  11 – Understanding our inner creativity, Margaret Boden This session was the most theoretical and probably least actionable of the day. It also held my attention utterly. Margaret spoke fluently, fascinatingly, without slides, on the subject of types of creativity and how they work. It was splendid. Yes, it raised a wry smile whenever she spoke of “the content of advertisements” and gave an example from 1970s TV ads, but even without the attempt to meet the conference’s theme this would have been thoroughly engaging. There are, Margaret suggested, three types of creativity: Combinatorial creativity The most common form, and consisting of synthesising ideas from existing and familiar concepts and tropes. Exploratory creativity Less common, this involves exploring the limits and quirks of a particular constraint or style. Transformational creativity This is uncommon, and arises from finding a way to do something that the existing rules would hold to be impossible. In essence, this involves breaking one of the constraints that exploratory creativity is composed from. Combinatorial creativity, she suggested, is particularly important for attaching favourable ideas to existing things. As such is it probably worth developing for marketing. Exploratory creativity may then come into play in something like developing and optimising an idea or campaign that now has momentum. Transformational creativity exists at the edges of this exploration. She suggested that products may often be transformational, but that marketing seemed unlikely to in her experience. This made me wonder about Listerine. Crucially, transformational creativity is characterised by there being some element of continuity with the strictures of previous thinking. Once it has happened, there may be  move from a revolutionary instance into an explored style. Again, from a marketing perspective, this seems to chime well with the thinking in Youngme Moon’s book: Different Talking about the birth of Modernism is visual art, Margaret pointed out that transformational creativity has historically risked a backlash, demanding what is essentially an education of the market. This is best accomplished by referring back to the continuities with the past in order to make the new familiar. Thoughts The afternoon is harder to sum up than the morning. It felt less concrete, and was troubled by a short run of poor presentations in the middle. Mainly, I found myself wrestling with the internal comms issue. It’s one of those things that seems astonishingly obvious in hindsight, but any campaign – particularly any large one – is doomed if the people involved can’t believe in it. We’ve run things here that haven’t gone so well, of course we have; who hasn’t? I’m not going to air any laundry, but people not being informed (much less aligned) feels like a common factor. It’s tough though. Managing and anticipating information needs across an organization of any size can’t be easy. Even the simple things like ensuring sales and support departments know what’s in a product release, and what messages go with it are easy to botch. The thing I like about framing this as a brand and campaign advocacy problem is that it makes it likely to get addressed. Better is always sexier than less-worse. Any technical communicator who’s ever felt crowded out by a content strategist or marketing copywriter  knows this – increasing revenue gets a seat at the table far more readily than reducing support costs, even if the financial impact is identical. So that’s it from AMC. The big thought-provokers were social buying behaviour and eliciting behaviour change, and the value of internal communications in ensuring successful campaigns and continuity of customer experience. I’ll be chewing over that for a while, and I’d definitely return next year.      

  Read the article

• CloudBerry Online Backup 1.5 for Windows Home Server

  - by The Geek

  Overview CloudBerry Online Backup version 1.5 is a front end application for Amazon S3 storage for backing up your Windows Home Server data. It makes backing up your essential data to Amazon S3 an easy process in the event the disaster strikes. Installation You install the Cloudberry Addin as you do for any addins for Windows Home Server. On a PC on your network, browse to the shared folders on your server and open the Add-Ins folder and copy over WHS_CloudBerryOnlineBackupSetup_v1.5.0.81S3o.msi (link below), then close out of the folder. Next launch the Windows Home Server Console, click Settings, then Add-Ins. Click on the Available tab and click the Install button. It installs very quickly, and when you get the Installation Succeeded dialog click OK. You will lose connection through the Console, just click OK, then reconnect. After reconnecting, you’ll see CloudBerry Backup has been installed, and you can begin using it. You can setup a backup plan right away or find out what’s new with version 1.5. Amazon S3 Account If you don’t already have an Amazon S3 account, you’ll be prompted to create a new one. Click on the Create an account hyperlink, which takes you to the Amazon S3 page where you can sign up. After reviewing the functionality of Amazon S3, click on the Sign Up for Amazon S3 button. Enter in your contact information and accept the Amazon Web Services Customer Agreement. You’re then shown their pricing for storage plans. The amount of storage space you use will depend on your needs. It’s relatively cheap for smaller amounts of data. Just keep in mind the more data you store and download, the more S3 is going to cost. Note: Amazon S3 is introducing Reduced Redundancy Storage which will lower the cost of the data stored on S3. CloudBerry 1.5 will support this new feature. You can find out more about this new pricing structure. Note: Keep in mind that after you first sign up for an Amazon S3 account, it can take up to 24 hours to be authorized. In fact, you may want to sign up for the S3 account before installing the Add-In. After you sign up for your S3 Account, you’ll be given access credentials which you can enter in and create a Storage Bucket name. Features & Use CloudBerry is wizard driven, straight-forward and easy to use. Here we take a look at creating a backup plan. To begin, click on the Setup Backup Plan button to kick off the wizard. Select your backup mode based on the amount of features you want. In our example we’re going to select Advanced Mode as it offers more features than Simple Mode. Select your backup storage account or create a new one. You can select a default account by checking Use currently selected account as default. Now you can go through and select the files and folders you want to backup from your home server. Check the box Show physical drives to get more of a selection of files and folders. This also allows you to backup files from your data drive as well. It has full support for drive extenders so you can backup your shares as well. The cool thing about Cloudberry is it allows you to drill down specific files and folders unlike other WHS backup utilities. Next you can use advanced filters to specify files and/or folders to skip if you want. There are compression and encryption options as well. This will save storage space, bandwidth, and keep your data secure. Purge Options allow you to customize options for getting rid of older files. You can also select the option to delete files from the S3 service that have been deleted locally. Be careful with this option however, as you won’t be able to restore files if you delete them locally. You have some nice scheduling options from running backups manually, specific date and time, or recurring daily, weekly or monthly. Receive email notifications in all cases or when a backup fails. This is a good option so you know if things were successful or something failed, and you need to back it up manually. Email notifications… Give your plan a name… Then if the summary page looks good you can continue, or still go back at this point if something doesn’t look correct and needs adjusting. That’s it! You’re ready to go, and you have an option to start your first backup right away. After you’ve created a backup plan, you can go in and edit, delete, view history, or restore files. Restoring Files using CloudBerry To restore data from your backups kick off the Restore Wizard and select the backup to restore from. You can select the last backup, a specific point in time, or manually browse through the files. Browse through the directory and select the files you need to restore. Choose the destination to restore the files to. You can select from the original location, a specific location, to overwrite existing files, or set the location as the default for future restores. If the files are encrypted, enter in the correct passwords. If the summary looks good, click on Next to start the restore process. You’ll be shown a progress bar at the bottom of the screen while the files are restored. After the process has completed, close out of the Restore Wizard. In this example we restored a couple of music files to the desktop of Windows Home Server… But as shown above you can save them to the original location, other network locations, or WHS shared folders. This can make it a lot easier to keep track of files you’ve restored. You can also access different options for CloudBerry by clicking Settings in WHS Console then CloudBerry Backup. Here you can set up a new storage account, check for updates, app options, Diagnostics, and send feedback. Under Options there are several settings you can tweak to get the best experience for your WHS backups. CloudBerry Web Interface Another nice feature is the CloudBerry Web Interface so you can access your data from anywhere you have an Internet connection. To check it out in WHS Console, click on the Backup Web Interface link…you’ll probably want to bookmark the link in your favorite browser. Note: This feature is still in beta and at the time of this review, the Web Interface wasn’t up and running so we weren’t able to test it out. Performance The Cloudberry app works very well through the Windows Home Server Console. The amount of time it takes to backup or restore your data will depend on the speed of your Internet connection and size of the files. In our tests, backing up 1GB of data to the Amazon S3 account took around an hour, but we were running it on a DSL with limited upload speeds so your mileage will vary. Product Support In our experience, the team at CloudBerry offered great support in a timely manner when contacting them. You can fill out a help request through a form on their website and they also have a community forum. Conclusion We were very pleased with CloudBerry Online Backup for WHS. It’s wizard driven interface makes it extremely easy to use, and offers comprehensive backup choices for your Amazon S3 account. CloudBerry will only backup files that have been modified, so if files haven’t been changed, they won’t be backed up again.They offer a free 15 day trial and is $29.99 after that for a full license. Once you buy the app you own it, and charges to your S3 account will vary depending on the amount of data you upload. If you’re looking for an effective and easy to use front end application to backup your Windows Home Server data to your Amazon S3 account, CloudBerry is a recommended affordable choice. Download CloudBerry for Windows Home Server Sign Up For Amazon S3 Account Rating Installation: 9 Ease of Use: 8 Features: 8 Performance: 8 Product Support: 8 Similar Articles Productive Geek Tips Restore Files from Backups on Windows Home ServerGMedia Blog: Setting Up a Windows Home ServerBackup Windows Home Server Folders to an External Hard DriveBackup Your Windows Home Server Off-Site with Asus WebstorageRemove a Network Computer from Windows Home Server TouchFreeze Alternative in AutoHotkey The Icy Undertow Desktop Windows Home Server – Backup to LAN The Clear & Clean Desktop Use This Bookmarklet to Easily Get Albums Use AutoHotkey to Assign a Hotkey to a Specific Window Latest Software Reviews Tinyhacker Random Tips CloudBerry Online Backup 1.5 for Windows Home Server Snagit 10 VMware Workstation 7 Acronis Online Backup Sculptris 1.0, 3D Drawing app AceStock, a Tiny Desktop Quote Monitor Gmail Button Addon (Firefox) Hyperwords addon (Firefox) Backup Outlook 2010 Daily Motivator (Firefox)

  Read the article

• Week 24: Karate Kid Chops, The A-Team Runs, and the OPN Team Delivers

  - by sandra.haan

  The 80's called and they want their movies back. With the summer line-up of movies reminding us to wax on and wax off one can start to wonder if there is anything new to look forward to this summer. The OPN Team is happy to report that - yes - there is. As Hannibal would say "I love it when a plan comes together"! And a plan we have; for the past 2 months we've been working to pull together the FY11 Oracle PartnerNetwork Kickoff. Listen in as Judson tells you more. While we can't offer you Bradley Cooper or Jackie Chan we can promise you an exciting line-up of guests including Safra Catz and Charles Phillips. With no lines to wait in or the annoyingly tall guy sitting in front of you this might just be the best thing you see all summer. Register now & Happy New Year, The OPN Communications Team

  Read the article

• WP7 “Phantom Data” Source Possibly Revealed?

  - by Bil Simser

  Recently there’s been rumours floating around regarding “phantom” Windows Phone 7 data being magically sent and received on the latest WP7 phones. The news has mostly been floating around twitter so I didn’t pay it much attention. The BBC Technology News picked it up so I thought I would look more into it myself seeing that we have WP7 phones and maybe there was some truth to all this (and more importantly what was the cause). Full disclosure. I don’t have a lot of data points around this. This is from looking at a few phone logs, changing the configuration and looking back again after the change. I haven’t done a clean baseline test nor have I done testing with hundreds of phones. I leave the experience up to the reader to decide. So I went spelunking into the phone logs to see what was up. Most providers will show you data usage, at least on a daily basis. I lucked out with the provider and plan in that they provide hourly breakdowns. Here’s a snapshot from my usage throughout one night. Timestamp Data Usage 12:38:30 AM 2098 Kilobytes 1:30:30 AM 2 Kilobytes 2:38:30 AM 7118 Kilobytes 3:38:30 AM 6622 Kilobytes 4:38:30 AM 76 Kilobytes 5:38:30 AM 29 Kilobytes 6:38:30 AM 19 Kilobytes 7:38:30 AM 20 Kilobytes So a few observations from this data: Data seems to be collected on a regular basis. Looking at some other people phone logs, the times vary but it’s always hourly. There’s not a tremendous amount of data here (about 16 megabytes) but it seems like a lot for 7 hours The phone was connected to my home Wifi during this period Nothing was running and the phone was in a locked state Like I said, not a lot of data but it adds up. 16MB for 7 hours = about 50MB in a 24 hour period. That’s just plain old data being collected (somewhere, somehow) and not actual usage (Marketplace, Email, Browsing, etc.). Besides, when connected to a WiFi network you shouldn’t be charged data usage from your phone company (in theory, YMMV). After reviewing the logs I made a theory that the only thing that could possibly be sending data is the Feedback feature. With no other apps running under lock, what else could it be? In Windows 7 under your Settings the last option is Feedback. This sends feedback to Microsoft to “help improve Windows Phone”. On this page you have three options: Send feedback and use my cellular data connection Send feedback and (presumably) use my WiFi connection Don’t send feedback Knowing what I know about Microsoft, they do use the feedback data. For example some of the placement and inclusion of features in Office 2007 was based on that Feedback data that Office sends (assuming you had opted in). However in the Privacy Statement (it’s long but a good read at least once in your life), the Phone manual, and every other source I could look at there is no information about how much data it’s planning to send, just that it’s sending some data and that “some data charges with your carrier may apply”. Looking back at the logs, I have to wonder. 6MB at 3:30 and *then* 7MB the next hour. That’s a lot of information. And it adds up. 50MB in a 24 hour period X 30 days puts most people over a normal 1GB plan. And frankly why am I paying for a data plan only to have 80% of it chewed up by Microsoft, with no real benefit to me. If they included porn in the 50mb daily transfer I’d be okay with this, but I don’t see any new movies on my phone. So I turned it off. Set Feedback to disabled and wait. I waited. And waited. And generally didn’t use the phone if I could. The next day I went back to look at the data usage logs from the time period after turning the feedback mechanism off. Here are the results. Timestamp Data Usage 1:19:48 PM 0 Kilobytes 2:19:48 PM 0 Kilobytes 3:19:48 PM 0 Kilobytes 4:19:48 PM 678 Kilobytes (took a phone call) 5:19:48 PM 82 Kilobytes 6:19:48 PM 88 Kilobytes 7:20:30 PM 86 Kilobytes (guess they changed their reporting time) 8:20:30 PM 86 Kilobytes 9:20:30 PM 66 Kilobytes 10:20:30 PM 67 Kilobytes 11:20:30 PM 49 Kilobytes 12:20:30 AM 32 Kilobytes 1:20:30 AM 38 Kilobytes 2:20:31 AM 18 Kilobytes 3:20:31 AM 27 Kilobytes 4:20:31 AM 86 Kilobytes 5:20:31 AM 53 Kilobytes 6:20:31 AM 22 Kilobytes 7:22:15 AM 30 Kilobytes (another reporting time change) 8:22:15 AM 29 Kilobytes 9:22:15 AM 74 Kilobytes 10:22:15 AM 154 Kilobytes (phone call) 11:22:15 AM 12 Kilobytes 12:13:27 PM 49 Kilobytes 1:13:27 PM 197 Kilobytes (phone call) Quite a *drastic* change from what Feedback was turned on. I mean for a 24 hour period (sans 3 phone calls) I consumed about 1MB. Still quite a bit of transfer going on but at least it amounts to 30MB per month, not 30MB per day! Like I said this observation is neither scientific or conclusive. You decide what to do but frankly until Microsoft makes this data transfer exempt from your data plan (like that will happen) I would just turn Feedback off. YMMV.

  Read the article

• Invitación a evento de Oracle sobre Transformación del CPD

  - by Eloy M. Rodríguez

  Ahora que se acaba el año y se van dejando atrás los últimos empujones a los temas que hay que cerrar, es un buen momento para hacer un pequeño alto en el camino y asistir a este evento que organiza Oracle y reflexionar sobre los enfoques innovadores que se plantean ya que la actual situación reclama actuaciones diferentes y, a veces, el árbol tapa al bosque. Adjunto la invitación oficial, con la agenda y acceso al registro automático.. Oracle Transformación del Centro de Datos: Acelerando la adopción eficaz de la Cloud Transformación del Centro de Datos: Acelerando la adopción eficaz de la Cloud Únase a nosotros en el evento Transformación del Centro de Datos y descubra cómo implementar un centro de datos que esté diseñado para promover la innovación, ofreciendo un mayor rendimiento y fiabilidad, simplificando la gestión y reduciendo significativamente los costes. Venga a conocer los últimas novedades tecnológicas aplicables a su negocio que Oracle acaba de anunciar en Oracle Open World, su conferencia mundial por excelencia, como el Supercluster, el nuevo procesador T4 y las soluciones de Storage Pillar. Sólo Oracle diseña hardware y software, para que estos trabajen conjuntamente desde las aplicaciones al disco, lo que permite reducir la complejidad, impulsar la productividad en toda la empresa y acelerar la innovación empresarial. Únase a nosotros para descubrir cómo transformar su centro de datos para maximizar la eficacia y restablecer IT como una ventaja competitiva del negocio de su empresa. Comparta ideas y experiencias con los mejores expertos y ejecutivos y descubra como: Acelerar la transformación del centro de datos a través de la tecnología que proporciona un rendimiento espectacular y una mayor eficiencia Reducir costes, acelerar y simplificar el despliegue y la consolidación de bases de datos y aplicaciones Optimizar el rendimiento a través de la utilización de los productos Oracle con la tecnología de virtualización incorporada sin coste adicional Minimizar el riesgo durante los despliegues de cloud empresarial con el apoyo de los productos líderes del mercado en materia de seguridad Aumentar la productividad y responder rápidamente a los cambios del mercado con las soluciones optimizadas de Oracle Transforme su centro de datos para optimizar el rendimiento, incrementar la agilidad de su negocio y maximizar sus inversiones en IT. No deje pasar esta oportunidad e inscríbase hoy mismo a este evento que tendrá lugar el próximo 14 de diciembre en Madrid. Inscríbase hoy mismo Para más información, contacte con [email protected] Inscríbase ahora 14 de diciembre de 2011 09:00 - 16:00 CÍRCULO DE BELLAS ARTES DE MADRID C/ Alcalá, 42 28014 MadridEntrada por c/ Marqués de Casa Riera Programa 09:00 Registro 09:30 Bienvenida e IntroducciónJoão Taron, Vice-President & Hardware Leader, Oracle Iberia 09:45 Estrategia OracleGerhard Schlabschi, Business Development Director, Oracle Systems EMEA 10:20 Como transformar su centro de datos eficazmente Manuel Vidal, Director Systems Presales, Oracle Iberia 10:45 Caso de Éxito 11:15 Café 11:45 Consolidacion en Private Cloud Rendimiento extremo con Oracle Exalogic Elastic Cloud & Exadata Lisa Martinez,Business Development Manager, Oracle  Aceleración de las aplicaciones empresariales con SPARC SuperClusters y servidores empresariales T4                                     Carlos Soler Ibanez, Principal Sales Consultant, Oracle 13:15 Almuerzo 14:15 Optimización del Centro de Datos Cómo maximizar el potencial de su infrastructura con sistemas virtualizados de Oracle Javier Cerrada, Senior Sales Consultant, Oracle Optimización de los recursos de almacenamiento con Data Tiering Miguel Angel Borrega, Storage Architect, Oracle 15:00 Gestión del Centro de Datos Oracle Solaris 11                                                                             Javier Cerrada, Senior Sales Consultant, Oracle Enterprise Manager 12c                                                                     Jesus Robles, Master Principal Sales Consultant, Oracle 15:45 Preguntas & respuestas 16:00 Conversaciones con sus interlocutores de Oracle & sorteo de iPAD If you are an employee or official of a government organization, please click here for important ethics information regarding this event. Copyright © 2011, Oracle and/or its affiliates. All rights reserved. Contacte con nosotros | Notas Legales y | Política de Privacidad

  Read the article

< Previous Page | 54 55 56 57 58 59 60 61 62 63 64 65  | Next Page >