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  • Evaluating Solutions to Manage Product Compliance? Don’t Wait Much Longer

    - by Evelyn Neumayr
    By Kerrie Foy, Director PLM Product Marketing, Oracle Depending on severity, product compliance issues can cause various problems from run-away budgets to business closures. But effective policies and safeguards can create a strong foundation for innovation, productivity, market penetration and competitive advantage. If you’ve been putting off a systematic approach to product compliance, it is time to reconsider that decision. Why now?  No matter what industry, companies face a litany of worldwide and regional regulations that require proof of product compliance and environmental friendliness for market access.  For example, Restriction of Hazardous Substances (RoHS), a regulation that restricts the use of six dangerous materials used in the manufacture of electronic and electrical equipment, was originally adopted by the European Union in 2003 for implementation in 2006 and has evolved over time through various regional versions for North America, China, Japan, Korea, Norway and Turkey. In addition, the RoHS directive allowed for material exemptions used in Medical Devices, but that exemption ends in 2014. Additional regulations worth watching are the Battery Directive, Waste Electrical and Electronic Equipment (WEEE), and Registration, Evaluation, Authorization and Restriction of Chemicals (REACH) directives. Additional regulations are expected from organizations such as the Food and Drug Administration in the US and similar organizations elsewhere. Meeting compliance requirements and also successfully investing in eco-friendly designs can be a major challenge. It may involve transforming business models, go-to-market strategies, supply networks, quality assurance policies and compliance processes.  Without a single source of truth for product data and without proper processes in place, ensuring product compliance burgeons into a crushing task that is cost-prohibitive and overwhelming.  However, the risk to consumer goodwill and satisfaction, revenue, business continuity, and market potential is too great not to solve the compliance challenge. Companies are beginning to adapt and thrive by implementing systematic approaches to product compliance that are more than functional bandages, they are revenue-generating engines. Consider working with Oracle to help you address your compliance needs. Many of the world’s most innovative leaders and pioneers are leveraging Oracle’s Agile Product Lifecycle Management (PLM) portfolio of enterprise applications to manage the product value chain, centralize product data, automate processes, and launch more eco-friendly products to market faster.   Particularly, the Agile Product Governance & Compliance (PG&C) solution provides out-of-the-box functionality to integrate actionable regulatory information into the enterprise product record from the ideation to the disposal/recycling phase.  Agile PG&C is a comprehensive solution that makes product compliance per corporate initiatives and regulations more reliable and efficient. Throughout product lifecycles, use the solution to support full material disclosures, gain rapid visibility into non-compliance issues, efficiently manage declarations with your suppliers, feed compliance data into a corrective action if a product must be changed, and swiftly satisfy audits by showing all due diligence tracked in one solution. Given the compounding regulation and consumer focus on urgent environmental issues, now is the time to act. Implementing an enterprise-wide systematic approach to product compliance is a competitive investment. From the start, Agile PG&C enables companies to confidently design for compliance and sustainability, reduce the cost of compliance, minimize the risk of business interruption, deliver responsible products, and inspire new innovation.  Don’t wait any longer! To find out more about Agile Product Governance & Compliance download the data sheet, contact your sales representative, or call Oracle at 1-800-633-0738.

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  • Ongoing confusion about ivars and properties in objective C

    - by Earl Grey
    After almost 8 months being in ios programming, I am again confused about the right approach. Maybe it is not the language but some OOP principle I am confused about. I don't know.. I was trying C# a few years back. There were fields (private variables, private data in an object), there were getters and setters (methods which exposed something to the world) ,and properties which was THE exposed thing. I liked the elegance of the solution, for example there could be a class that would have a property called DailyRevenue...a float...but there was no private variable called dailyRevenue, there was only a field - an array of single transaction revenues...and the getter for DailyRevenue property calculated the revenue transparently. If somehow the internals of daily revenue calculation would change, it would not affect somebody who consumed my DailyRevenue property in any way, since he would be shielded from getter implementation. I understood that sometimes there was , and sometimes there wasn't a 1-1 relationship between fields and properties. depending on the requirements. It seemed ok in my opinion. And that properties are THE way to acces the data in object. I know the difference betweeen private, protected, and public keyword. Now lets get to objectiveC. On what factor should I base my decision about making someting only an ivar or making it as a property? Is the mental model the same as I describe above? I know that ivars are "protected" by default, not "private" asi in c#..But thats ok I think, no big deal for my presnet level of understanding the whole ios development. The point is ivars are not accesible from outside (given i don't make them public..but i won't). The thing that clouds my clear understanding is that I can have IBOutlets from ivars. Why am I seeing internal object data in the UI? *Why is it ok?* On the other hand, if I make an IBOutlet from property, and I do not make it readonly, anybody can change it. Is this ok too? Let's say I have a ParseManager object. This object would use a built in Foundation framework class called NSXMLParser. Obviously my ParseManager will utilize this nsxmlparser's capabilities but will also do some additional work. Now my question is, who should initialize this NSXMLParser object and in which way should I make a reference to it from the ParseManager object, when there is a need to parse something. A) the ParseManager -1) in its default init method (possible here ivar - or - ivar+ppty) -2) with lazyloading in getter (required a ppty here) B) Some other object - who will pass a reference to NSXMLParser object to the ParseManager object. -1) in some custom initializer (initWithParser:(NSXMLPArser *) parser) when creating the ParseManager object.. A1 - the problem is, we create a parser and waste memory while it is not yet needed. However, we can be sure that all methods that are part ot ParserManager object, can use the ivar safely, since it exists. A2 - the problem is, the nsxmlparser is exposed to outside world, although it could be read only. Would we want a parser to be exposed in some scenario? B1 - this could maybe be useful when we would want to use more types of parsers..i dont know... I understand that architectural requirements and and language is not the same. But clearly the two are in relation. How to get out of that mess of my? Please bear with me, I wasn't able to come up with a single ultimate question. And secondly, it's better to not scare me with some superadvanced newspeak that talks about some crazy internals (what the compiler does) and edge cases.

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  • The Evolution of Oracle Direct EMEA by John McGann

    - by user769227
    John is expanding his Dublin based team and is currently recruiting a Director with marketing and sales leadership experience: http://bit.ly/O8PyDF Should you wish to apply, please send your CV to [email protected] Hi, my name is John McGann and I am part of the Oracle Direct management team, based in Dublin.   Today I’m writing from the Oracle London City office, right in the heart of the financial district and up to very recently at the centre of a fantastic Olympic Games. The Olympics saw individuals and teams from across the globe competing to decide who is Citius, Altius, Fortius - “Faster, Higher, Stronger" There are lots of obvious parallels between the competitive world of the Olympics and the Business environments that many of us operate in, but there are also some interesting differences – especially in my area of responsibility within Oracle. We are of course constantly striving to be the best - the best solution on offer for our clients, bringing simplicity to their management, consumption and application of information technology, and the best provider when compared with our many niche competitors.   In Oracle and especially in Oracle Direct, a key aspect of how we achieve this is what sets us apart from the Olympians.  We have long ago eliminated geographic boundaries as a limitation to what we can achieve. We assemble the strongest individuals across multiple countries and bring them together in teams focussed on a single goal. One such team is the Oracle Direct Sales Programs team. In case you don’t know, Oracle Direct EMEA (Europe Middle East and Africa) is the inside sales division in Oracle and it is where I started my Oracle career.  I remember that my first role involved putting direct mail in envelopes.... things have moved on a bit since then – for me, for Oracle Direct and in how we interact with our customers. Today, the team of over 1000 people is located in the different Oracle Direct offices around Europe – the main ones are Malaga, Berlin, Prague and Dubai plus the headquarters in Dublin. We work in over 20 languages and are in constant contact with current and future Oracle customers, using the latest internet and telephone technologies to effectively communicate and collaborate with each other, our customers and prospects. One of my areas of responsibility within Oracle Direct is the Sales Programs team. This team of 25 people manages the planning and execution of demand generation, leading the process of finding new and incremental revenue within Oracle Direct. The Sales Programs Managers or ‘SPMs’ are embedded within each of the Oracle Direct sales teams, focussed on distinct geographies or product groups. The SPMs are virtual members of the regional sales management teams, and work closely with the sales and marketing teams to define and deliver demand generation activities. The customer contact elements of these activities are executed via the Oracle Direct Sales and Business Development/Lead Generation teams, to deliver the pipeline required to meet our revenue goals. Activities can range from pan-EMEA joint sales and marketing campaigns, to very localised niche campaigns. The campaigns might focus on particular segments of our existing customers, introducing elements of our evolving solution portfolio which customers may not be familiar with. The Sales Programs team also manages ‘Nurture’ activities to ensure that we develop potential business opportunities with contacts and organisations that do not have immediate requirements. Looking ahead, it is really important that we continue to evolve our ability to add value to our clients and reduce the physical limitations of our distance from them through the innovative application of technology. This enables us to enhance the customer buying experience and to enable the Inside Sales teams to manage ever more complex sales cycles from start to finish.  One of my expectations of my team is to actively drive innovation in how we leverage data to better understand our customers, and exploit emerging technologies to better communicate with them.   With the rate of innovation and acquisition within Oracle, we need to ensure that existing and potential customers are aware of all we have to offer that relates to their business goals.   We need to achieve this via a coherent communication and sales strategy to effectively target the right people using the most effective medium. This is another area where the Sales Programs team plays a key role.

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  • Join us on our Journey to be #1 in SaaS!

    - by jessica.ebbelaar(at)oracle.com
    WHY ORACLE? Oracle is a robust organization that has proven to maintain growth and innovation at all levels with a constant evolving attitude. The main ingredient of Oracles success is the 105.000 talented employees who constantly amaze each other in building a better and more innovative organization. Oracle is a company where YOU can make a difference. What is OD? Oracle Direct is a state-of-the-art, multi-channel EMEA sales operation bringing to life the benefits of Oracle’s complete technology stack. It offers you the unique opportunity to work with the most talented and like-minded sales professionals in the industry.  You will have access to world class training and structured career development programmes allowing you to accelerate your Solution Sales career across a multitude of product lines and a choice of attractive locations. What positions are OD Hiring?   Oracle is on a journey to be the #1 SaaS vendor in EMEA.  Due to recent expansion and acquisitions within our Cloud Business, we are now growing our EMEA Cloud Applications Sales Group in Dublin. We have many exciting NEW opportunities across our CRM and HCM SaaS Sales teams. As a SaaS Sales Account Manager, you will proactively manage an assigned territory / vertical with responsibility for the full sales cycle. This role requires strong business development, solution selling, account management and closing skills. WHY ORACLE? Oracle is a robust organization that has proven to maintain growth and innovation at all levels with a constant evolving attitude. The main ingredient of Oracles success is the 105.000 talented employees who constantly amaze each other in building a better and more innovative organization. Oracle is a company where YOU can make a difference. What is OD? Oracle Direct is a state-of-the-art, multi-channel EMEA sales operation bringing to life the benefits of Oracle’s complete technology stack. It offers you the unique opportunity to work with the most talented and like-minded sales professionals in the industry.  You will have access to world class training and structured career development programmes allowing you to accelerate your Solution Sales career across a multitude of product lines and a choice of attractive locations. What positions are OD Hiring? Oracle is on a journey to be the #1 SaaS vendor in EMEA.  Due to recent expansion and acquisitions within our Cloud Business, we are now growing our EMEA Cloud Applications Sales Group in Dublin. We have many exciting NEW opportunities across our CRM and HCM SaaS Sales teams. As a SaaS Sales Account Manager, you will proactively manage an assigned territory / vertical with responsibility for the full sales cycle. This role requires strong business development, solution selling, account management and closing skills. What is the Business Development Group (BDG) The Business Development Group is the key entry point in Oracle for the future Sales and Management talent of the organisation. We are the Demand Generation engine for Oracle in EMEA. We provide revenue generating, quality sales pipeline to our Inside and Field Sales professionals as well as to our Channel Partners. Our current focus is to provide an agile and flexible service offering to our customers and stakeholders to meet ever changing business needs, whilst constantly striving to improve the customer experience, quality of our pipeline, market coverage and penetration. As a SaaS Business Development Consultant (BDC) you will be the first touch point with new customers. Your goal is to proactively identify and qualify business opportunities leading to revenue for Oracle. You will work closely with your Inside Sales colleagues who will progress your qualified pipeline and opportunities. Work for us Work for the only multi-pillar SaaS vendor in the market Be part of a FUN, fast paced and truly International sales team  Develop you solution sales EXPERTISE Drive your CAREER development within a structured and supportive environment The Profile You have a passion for selling cutting-edge technology You thrive in a fast paced and dynamic work environment where being the best is paramount Your priority is always the customer You live for a challenge and you love to win Join us on our Journey to be #1 in SaaS and be part of our Cloud Success Story! You will find more information about open roles here

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  • PASS: The Legal Stuff

    - by Bill Graziano
    I wanted to give a little background on the legal status of PASS.  The Professional Association for SQL Server (PASS) is an American corporation chartered in the state of Illinois.  In America a corporation has to be chartered in a particular state.  It has to abide by the laws of that state and potentially pay taxes to that state.  Our bylaws and actions have to comply with Illinois state law and United States law.  We maintain a mailing address in Chicago, Illinois but our headquarters is currently in Vancouver, Canada. We have roughly a dozen people that work in our Vancouver headquarters and 4-5 more that work remotely on various projects.  These aren’t employees of PASS.  They are employed by a management company that we hire to run the day to day operations of the organization.  I’ll have more on this arrangement in a future post. PASS is a non-profit corporation.  The term non-profit and not-for-profit are used interchangeably.  In a for-profit corporation (or LLC) there are owners that are entitled to the profits of a company.  In a non-profit there are no owners.  As a non-profit, all the money earned by the organization must be retained or spent.  There is no money that flows out to shareholders, owners or the board of directors.  Any money not spent in furtherance of our mission is retained as financial reserves. Many non-profits apply for tax exempt status.  Being tax exempt means that an organization doesn’t pay taxes on its profits.  There are a variety of laws governing who can be tax exempt in the United States.  There are many professional associations that are tax exempt however PASS isn’t tax exempt.  Because our mission revolves around the software of a single company we aren’t eligible for tax exempt status. PASS was founded in the late 1990’s by Microsoft and Platinum Technologies.  Platinum was later purchased by Computer Associates. As the founding partners Microsoft and CA each have two seats on the Board of Directors.  The other six directors and three officers are elected as specified in our bylaws. As a non-profit, our bylaws layout our governing practices.  They must conform to Illinois and United States law.  These bylaws specify that PASS is governed by a Board of Directors elected by the membership with two members each from Microsoft and CA.  You can find our bylaws as well as a proposed update to them on the governance page of the PASS web site. The last point that I’d like to make is that PASS is completely self-funded.  All of our $4 million in revenue comes from conference registrations, sponsorships and advertising.  We don’t receive any money from anyone outside those channels.  While we work closely with Microsoft we are independent of them and only derive a very small percentage of our revenue from them.

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  • The five steps of business intelligence adoption: where are you?

    - by Red Gate Software BI Tools Team
    When I was in Orlando and New York last month, I spoke to a lot of business intelligence users. What they told me suggested a path of BI adoption. The user’s place on the path depends on the size and sophistication of their organisation. Step 1: A company with a database of customer transactions will often want to examine particular data, like revenue and unit sales over the last period for each product and territory. To do this, they probably use simple SQL queries or stored procedures to produce data on demand. Step 2: The results from step one are saved in an Excel document, so business users can analyse them with filters or pivot tables. Alternatively, SQL Server Reporting Services (SSRS) might be used to generate a report of the SQL query for display on an intranet page. Step 3: If these queries are run frequently, or business users want to explore data from multiple sources more freely, it may become necessary to create a new database structured for analysis rather than CRUD (create, retrieve, update, and delete). For example, data from more than one system — plus external information — may be incorporated into a data warehouse. This can become ‘one source of truth’ for the business’s operational activities. The warehouse will probably have a simple ‘star’ schema, with fact tables representing the measures to be analysed (e.g. unit sales, revenue) and dimension tables defining how this data is aggregated (e.g. by time, region or product). Reports can be generated from the warehouse with Excel, SSRS or other tools. Step 4: Not too long ago, Microsoft introduced an Excel plug-in, PowerPivot, which allows users to bring larger volumes of data into Excel documents and create links between multiple tables.  These BISM Tabular documents can be created by the database owners or other expert Excel users and viewed by anyone with Excel PowerPivot. Sometimes, business users may use PowerPivot to create reports directly from the primary database, bypassing the need for a data warehouse. This can introduce problems when there are misunderstandings of the database structure or no single ‘source of truth’ for key data. Step 5: Steps three or four are often enough to satisfy business intelligence needs, especially if users are sophisticated enough to work with the warehouse in Excel or SSRS. However, sometimes the relationships between data are too complex or the queries which aggregate across periods, regions etc are too slow. In these cases, it can be necessary to formalise how the data is analysed and pre-build some of the aggregations. To do this, a business intelligence professional will typically use SQL Server Analysis Services (SSAS) to create a multidimensional model — or “cube” — that more simply represents key measures and aggregates them across specified dimensions. Step five is where our tool, SSAS Compare, becomes useful, as it helps review and deploy changes from development to production. For us at Red Gate, the primary value of SSAS Compare is to establish a dialog with BI users, so we can develop a portfolio of products that support creation and deployment across a range of report and model types. For example, PowerPivot and the new BISM Tabular model create a potential customer base for tools that extend beyond BI professionals. We’re interested in learning where people are in this story, so we’ve created a six-question survey to find out. Whether you’re at step one or step five, we’d love to know how you use BI so we can decide how to build tools that solve your problems. So if you have a sixty seconds to spare, tell us on the survey!

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  • Thinking Local, Regional and Global

    - by Apeksha Singh-Oracle
    The FIFA World Cup tournament is the biggest single-sport competition: it’s watched by about 1 billion people around the world. Every four years each national team’s manager is challenged to pull together a group players who ply their trade across the globe. For example, of the 23 members of Brazil’s national team, only four actually play for Brazilian teams, and the rest play in England, France, Germany, Spain, Italy and Ukraine. Each country’s national league, each team and each coach has a unique style. Getting all these “localized” players to work together successfully as one unit is no easy feat. In addition to $35 million in prize money, much is at stake – not least national pride and global bragging rights until the next World Cup in four years time. Achieving economic integration in the ASEAN region by 2015 is a bit like trying to create the next World Cup champion by 2018. The team comprises Brunei Darussalam, Cambodia, Indonesia, Lao PDR, Malaysia, Myanmar, Philippines, Singapore, Thailand and Vietnam. All have different languages, currencies, cultures and customs, rules and regulations. But if they can pull together as one unit, the opportunity is not only great for business and the economy, but it’s also a source of regional pride. BCG expects by 2020 the number of firms headquartered in Asia with revenue exceeding $1 billion will double to more than 5,000. Their trade in the region and with the world is forecast to increase to 37% of an estimated $37 trillion of global commerce by 2020 from 30% in 2010. Banks offering transactional banking services to the emerging market place need to prepare to repond to customer needs across the spectrum – MSMEs, SMEs, corporates and multi national corporations. Customers want innovative, differentiated, value added products and services that provide: • Pan regional operational independence while enabling single source of truth at a regional level • Regional connectivity and Cash & Liquidity  optimization • Enabling Consistent experience for their customers  by offering standardized products & services across all ASEAN countries • Multi-channel & self service capabilities / access to real-time information on liquidity and cash flows • Convergence of cash management with supply chain and trade finance While enabling the above to meet customer demands, the need for a comprehensive and robust credit management solution for effective regional banking operations is a must to manage risk. According to BCG, Asia-Pacific wholesale transaction-banking revenues are expected to triple to $139 billion by 2022 from $46 billion in 2012. To take advantage of the trend, banks will have to manage and maximize their own growth opportunities, compete on a broader scale, manage the complexity within the region and increase efficiency. They’ll also have to choose the right operating model and regional IT platform to offer: • Account Services • Cash & Liquidity Management • Trade Services & Supply Chain Financing • Payments • Securities services • Credit and Lending • Treasury services The core platform should be able to balance global needs and local nuances. Certain functions need to be performed at a regional level, while others need to be performed on a country level. Financial reporting and regulatory compliance are a case in point. The ASEAN Economic Community is in the final lap of its preparations for the ultimate challenge: becoming a formidable team in the global league. Meanwhile, transaction banks are designing their own hat trick: implementing a world-class IT platform, positioning themselves to repond to customer needs and establishing a foundation for revenue generation for years to come. Anand Ramachandran Senior Director, Global Banking Solutions Practice Oracle Financial Services Global Business Unit

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  • SQL Server INSERT ... SELECT Statement won't parse

    - by Jim Barnett
    I am getting the following error message with SQL Server 2005 Msg 120, Level 15, State 1, Procedure usp_AttributeActivitiesForDateRange, Line 18 The select list for the INSERT statement contains fewer items than the insert list. The number of SELECT values must match the number of INSERT columns. I have copy and pasted the select list and insert list into excel and verified there are the same number of items in each list. Both tables an additional primary key field with is not listed in either the insert statement or select list. I am not sure if that is relevant, but suspicious it may be. Here is the source for my stored procedure: CREATE PROCEDURE [dbo].[usp_AttributeActivitiesForDateRange] ( @dtmFrom DATETIME, @dtmTo DATETIME ) AS BEGIN SET NOCOUNT ON; DECLARE @dtmToWithTime DATETIME SET @dtmToWithTime = DATEADD(hh, 23, DATEADD(mi, 59, DATEADD(s, 59, @dtmTo))); -- Get uncontested DC activities INSERT INTO AttributedDoubleClickActivities ([Time], [User-ID], [IP], [Advertiser-ID], [Buy-ID], [Ad-ID], [Ad-Jumpto], [Creative-ID], [Creative-Version], [Creative-Size-ID], [Site-ID], [Page-ID], [Country-ID], [State Province], [Areacode], [OS-ID], [Domain-ID], [Keyword], [Local-User-ID], [Activity-Type], [Activity-Sub-Type], [Quantity], [Revenue], [Transaction-ID], [Other-Data], Ordinal, [Click-Time], [Event-ID]) SELECT [Time], [User-ID], [IP], [Advertiser-ID], [Buy-ID], [Ad-ID], [Ad-Jumpto], [Creative-ID], [Creative-Version], [Creative-Size-ID], [Site-ID], [Page-ID], [Country-ID], [State Province], [Areacode], [OS-ID], [Domain-ID], [Keyword], [Local-User-ID] [Activity-Type], [Activity-Sub-Type], [Quantity], [Revenue], [Transaction-ID], [Other-Data], REPLACE(Ordinal, '?', '') AS Ordinal, [Click-Time], [Event-ID] FROM Activity_Reports WHERE [Time] BETWEEN @dtmFrom AND @dtmTo AND REPLACE(Ordinal, '?', '') IN (SELECT REPLACE(Ordinal, '?', '') FROM Activity_Reports WHERE [Time] BETWEEN @dtmFrom AND @dtmTo EXCEPT SELECT CONVERT(VARCHAR, TripID) FROM VisualSciencesActivities WHERE [Time] BETWEEN @dtmFrom AND @dtmTo); END GO

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  • JOIN (SELECT DISTINCT [..] substitute

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

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  • Gizmodo Made No Money On Their iPhone 4G Scoop Blog Posts

    - by Gopinath
    Amit Agarwal of Labnol reported couple of days ago that Gizmodo would have made $150,000 from the iPhone 4G scoop that revealed  all the secrets about iPhone 4G. But the reality seems to be entirely different. Gawker Media owner Nick Denton says that "There were no immediate revenue benefits whatsoever — in fact, only costs,"(via businessinsider) Gizmodo paid $5,000 to get hold of iPhone 4G which was lost by an Apple Engineer at a bar after his birthday party. Plus an additional amount of $7000 is spent on keeping the servers up to server 23 page views attracted by the iPhone 4G blog posts. Irrespective of whether Gizmodo made profits or not, they got huge publicity. But at the same time Apple should be very angry with Gizmodo for derailing it’s planned unveiling of the product. We have to wait and see what action Apple is going to take against Gizmodo. Join us on Facebook to read all our stories right inside your Facebook news feed.

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  • Itautec Accelerates Profitable High Tech Customer Service

    - by charles.knapp
    Itautec is a Brazilian-based global high technology products and services firm with strong performance in the global market of banking and commercial automation, with more than 2,300 global clients. It recently deployed Siebel CRM for sales, customer support, and field service. In the first year of use, Siebel CRM enabled a 30% growth in services revenue. Siebel CRM also reduced support costs. "Oracle's Siebel CRM has minimized costs and made our customer service more agile," said Adriano Rodrigues da Silva, IT Manager. "Before deployment, 95% of our customer service contacts were made by phone. Siebel CRM made it possible to expand' choices, so that now 55% of our customers contact our helpdesk through the newer communications channels." Read more here about Itautec's success, and learn more here about how Siebel CRM can help your firm to grow customer service revenues, improve service levels, and reduce costs.

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  • Change Comes from Within

    - by John K. Hines
    I am in the midst of witnessing a variety of teams moving away from Scrum. Some of them are doing things like replacing Scrum terms with more commonly understood terminology. Mainly they have gone back to using industry standard terms and more traditional processes like the RAPID decision making process. For example: Scrum Master becomes Project Lead. Scrum Team becomes Project Team. Product Owner becomes Stakeholders. I'm actually quite sad to see this happening, but I understand that Scrum is a radical change for most organizations. Teams are slowly but surely moving away from Scrum to a process that non-software engineers can understand and follow. Some could never secure the education or personnel (like a Product Owner) to get the whole team engaged. And many people with decision-making authority do not see the value in Scrum besides task planning and tracking. You see, Scrum cannot be mandated. No one can force a team to be Agile, collaborate, continuously improve, and self-reflect. Agile adoptions must start from a position of mutual trust and willingness to change. And most software teams aren't like that. Here is my personal epiphany from over a year of attempting to promote Agile on a small development team: The desire to embrace Agile methodologies must come from each and every member of the team. If this desire does not exist - if the team is satisfied with its current process, if the team is not motivated to improve, or if the team is afraid of change - the actual demonstration of all the benefits prescribed by Agile and Scrum will take years. I've read some blog posts lately that criticise Scrum for demanding "Big Change Up Front." One's opinion of software methodologies boils down to one's perspective. If you see modern software development as successful, you will advocate for small, incremental changes to how it is done. If you see it as broken, you'll be much more motivated to take risks and try something different. So my question to you is this - is modern software development healthy or in need of dramatic improvement? I can tell you from personal experience that any project that requires exploration, planning, development, stabilisation, and deployment is hard. Trying to make that process better with only a slightly modified approach is a mistake. You will become completely dependent upon the skillset of your team (the only variable you can change). But the difficulty of planned work isn't one of skill. It isn't until you solve the fundamental challenges of communication, collaboration, quality, and efficiency that skill even comes into play. So I advocate for Big Change Up Front. And I advocate for it to happen often until those involved can say, from experience, that it is no longer needed. I hope every engineer has the opportunity to see the benefits of Agile and Scrum on a highly functional team. I'll close with more key learnings that can help with a Scrum adoption: Your leaders must understand Scrum. They must understand software development, its inherent difficulties, and how Scrum helps. If you attempt to adopt Scrum before the understanding is there, your leaders will apply traditional solutions to your problems - often creating more problems. Success should be measured by quality, not revenue. Namely, the value of software to an organization is the revenue it generates minus ongoing support costs. You should identify quality-based metrics that show the effect Agile techniques have on your software. Motivation is everything. I finally understand why so many Agile advocates say you that if you are not on a team using Agile, you should leave and find one. Scrum and especially Agile encompass many elegant solutions to a wide variety of problems. If you are working on a team that has not encountered these problems the the team may never see the value in the solutions.   Having said all that, I'm not giving up on Agile or Scrum. I am convinced it is a better approach for software development. But reality is saying that its adoption is not straightforward and highly subject to disruption. Unless, that is, everyone really, really wants it.

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  • Don’t miss the live FY12 Oracle PartnerNetwork Kickoff event - 28/Jun/11

    - by pfolgado
    Register now for the live, interactive FY12 OPN Kickoff event on June 28th! Hosted by Judson Althoff, Oracle senior vice president of WW Alliances & Channels, this hour-long event will outline the opportunities for partners to increase revenue with Oracle in FY12. Oracle President, Mark Hurd, will update you on his focus for partners in FY12. You will also hear from Stein Surlien, senior vice president, EMEA Alliances & Channels, and have the opportuntity to ask him questions in a special Q&A session. In addition, we will be making a special announcement for our ISV partners, highlighting some exciting new offerings on how we will go to market together. You will also hear the latest from Oracle product executives, who will outline their priorities for the upcoming year. Please register for the OPN Partner Kickoff at Tuesday, June 28th at 2:00 pm UK/3pm CET! Don’t be left out, mark your calendar and register now!

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  • LDom Direct - IO gives fast and virtualized IO to ECI Telecom

    - by Claudia Caramelli-Oracle
    By Orgad Kimch, Principal Software Engineer. Originally posted on Openomics blog. "As one of the leading suppliers in the telecom networking infrastructure, ECI has a long term relationship with Oracle. Our main Network Management products are based on Oracle Database, Oracle Solaris and Oracle's Sun servers. Oracle Solaris is proven to be a mission critical OS for its high performance, extreme stability and binary compatibility guarantee." Mark Markman, R&D Infrastructure Manager, ECI Telecom ECI Telecom is a leading telecom networking infrastructure vendor and a long-time Oracle partner. ECI provides innovative communications platforms and solutions to carriers and service providers worldwide, that enable customers to rapidly deploy cost-effective, revenue-generating services. ECI Telecom's Network Management solutions are built on the Oracle 11gR2 Database and Solaris Operating System. Please read the full post here, and discover a new successful case history that well explains how Oracle technologies are "engineered to work together” for providing better values for Oracle customers.

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  • Friday Spotlight: The Value of Oracle Linux

    - by Chris Kawalek
    Happy Friday! Our spotlight this week is on a brand new white paper, chock full of fantastic information about Oracle Linux. From the intro to Oracle Linux - Maximize Value, Minimize Cost: "This paper describes the savings and efficiencies that an IT department can realize by choosing Oracle Linux as their enterprise standard. It highlights sample deployments and explains how deploying Oracle Linux can reduce operational costs and result in less downtime, improved productivity, and greater opportunities for revenue generation.?" The paper explains exactly how Oracle Linux can reduce costs, and goes into some of the features of Oracle Linux that can make it more valuable for your organization. Read the paper now. Have a great week! -Chris 

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  • Podcast Best Practices - Page Development & Monetization Considerations

    - by Christopher Ickes
    Our current podcast page has show notes and a link to download an mp3 of our podcast. We were advised to add an audio player to stream the file live from our website. The thought being this would improve time spent on our site and allow for greater advertising dollars. Is it better to have a page with show notes, an mp3 for download AND also stream the podcast live OR just stick to the show notes & mp3 download? Does anyone see any affect on advertising revenue, either way?

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  • Deloitte IFRS Seminar for Oil and Gas Industries

    - by Theresa Hickman
    What: Deloitte will be giving an educational program that explores IFRS in the Oil & Gas industry. This two-day event will be more of a technical training on how to implement IFRS from an accounting perspective where participants will work through journal entries. This training will provide CPE credits and include breakout sessions. They will cover the following IFRS topics: Derivatives & Financial Instruments Income Taxes Regulatory Update State of the Industry Asset Retirement Obligations Joint Ventures Revenue Recognition When: June 16 and 17, 2010 Where: Omni Houston Hotel (Houston, TX) To learn more and register for this exciting event, visit this webpage.

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  • Google AdSense scorecard : Text and image ads enabled is marked as Yellow

    - by Shivan Raptor
    Start with definitions: Yellow: Satisfactory. You could make some further improvements to this item. I have few sites using Google AdSense to make cents (yes, cents only). On recent update of Google AdSense, a new module called Scorecard displayed on my dashboard. In item Revenue optimization Text and image ads enabled , it is marked as Yellow. But I have already enabled Text and Image ads in all my sites. Why does it still having Yellow instead of Green? Is it a bug of Google AdSense Scorecard ?

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  • Inside Red Gate - Project teams

    - by Simon Cooper
    Within each division in Red Gate, development effort is structured around one or more project teams; currently, each division contains 2-3 separate teams. These are self contained units responsible for a particular development project. Project team structure The typical size of a development team varies, but is normally around 4-7 people - one project manager, two developers, one or two testers, a technical author (who is responsible for the text within the application, website content, and help documentation) and a user experience designer (who designs and prototypes the UIs) . However, team sizes can vary from 3 up to 12, depending on the division and project. As an rule, all the team sits together in the same area of the office. (Again, this is my experience of what happens. I haven't worked in the DBA division, and SQL Tools might have changed completely since I moved to .NET. As I mentioned in my previous post, each division is free to structure itself as it sees fit.) Depending on the project, and the other needs in the division, the tech author and UX designer may be shared between several projects. Generally, developers and testers work on one project at a time. If the project is a simple point release, then it might not need a UX designer at all. However, if it's a brand new product, then a UX designer and tech author will be involved right from the start. Developers, testers, and the project manager will normally stay together in the same team as they work on different projects, unless there's a good reason to split or merge teams for a particular project. Technical authors and UX designers will normally go wherever they are needed in the division, depending on what each project needs at the time. In my case, I was working with more or less the same people for over 2 years, all the way through SQL Compare 7, 8, and Schema Compare for Oracle. This helped to build a great sense of camaraderie wihin the team, and helped to form and maintain a team identity. This, in turn, meant we worked very well together, and so the final result was that much better (as well as making the work more fun). How is a project started and run? The product manager within each division collates user feedback and ideas, does lots of research, throws in a few ideas from people within the company, and then comes up with a list of what the division should work on in the next few years. This is split up into projects, and after each project is greenlit (I'll be discussing this later on) it is then assigned to a project team, as and when they become available (I'm sure there's lots of discussions and meetings at this point that I'm not aware of!). From that point, it's entirely up to the project team. Just as divisions are autonomous, project teams are also given a high degree of autonomy. All the teams in Red Gate use some sort of vaguely agile methodology; most use some variations on SCRUM, some have experimented with Kanban. Some store the project progress on a whiteboard, some use our bug tracker, others use different methods. It all depends on what the team members think will work best for them to get the best result at the end. From that point, the project proceeds as you would expect; code gets written, tests pass and fail, discussions about how to resolve various problems are had and decided upon, and out pops a new product, new point release, new internal tool, or whatever the project's goal was. The project manager ensures that everyone works together without too much bloodshed and that thrown missiles are constrained to Nerf bullets, the developers write the code, the testers ensure it actually works, and the tech author and UX designer ensure that people will be able to use the final product to solve their problem (after all, developers make lousy UI designers and technical authors). Projects in Red Gate last a relatively short amount of time; most projects are less than 6 months. The longest was 18 months. This has evolved as the company has grown, and I suspect is a side effect of the type of software Red Gate produces. As an ISV, we sell packaged software; we only get revenue when customers purchase the ready-made tools. As a result, we only get a sellable piece of software right at the end of a project. Therefore, the longer the project lasts, the more time and money has to be invested by the company before we get any revenue from it, and the riskier the project becomes. This drives the average project time down. Small project teams are the core of how Red Gate produces software, and are what the whole development effort of the company is built around. In my next post, I'll be looking at the office itself, and how all 200 of us manage to fit on two floors of a small office building.

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  • Learn How to Deliver a Superior Customer Experience

    - by steve.diamond
    That's right. Irene Ng, internationally acclaimed Oracle Web TV superstar, is hitting the Web airwaves again with a highly informative webcast! Tune in to hear Irene interview Steve Fearon, Oracle Vice President of CRM, Europe, Middle East and Africa, and explore how traditional CRM is converging with social networking and mobile technologies to deliver superior customer experiences that drive increased revenue and customer advocacy. And for you folks on the U.S. West Coast who REALLY like to get a jump on your day, we've got even better news. This Web TV event is taking place on June 17th at 2:00 a.m. Pacific time. But remember that for our friends in Central Europe, that is 11:00 a.m. CET. But we'll all be able to view a replay of this Webcast for those of us not awake for the original airing. So sign up now.

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  • What should PASS be?

    - by RickHeiges
    Recently, there have been some blog posts about what PASS should be? It is great to see these posts because it gives the BoD feedback on how we are doing and where we can improve. When I first started to get involved in PASS back in 2001, PASS was little more than a conference and some loosely affiliated chapters. It wanted to be more and claimed to be more, but it wasn't. The conference was (and still is) our main source of revenue. The website was essentially a brochure for the conference. The...(read more)

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  • Supercharging the Performance of Your Front-Office Applications @ OOW'12

    - by Sanjeev Sharma
    [Re-posted from here.] You can increase customer satisfaction, brand equity, and ultimately top-line revenue by deploying  Oracle ATG Web Commerce, Oracle WebCenter Sites, Oracle Endeca applications, Oracle’s  Siebel applications, and other front-office applications on Oracle Exalogic, Oracle’s combination  of hardware and software for applications and middleware. Join me (Sanjeev Sharma) and my colleague, Kelly Goetsch, at the following conference session at Oracle Open World to find out how Customer Experience can be transformed with Oracle Exalogic: Session:  CON9421 - Supercharging the Performance of Your Front-Office Applications with Oracle ExalogicDate: Wednesday, 3 Oct, 2012Time: 10:15 am - 11:15 am (PST)Venue: Moscone South (309)

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  • Walmart and Fusion Apps

    - by ultan o'broin
    Photograph: Misha Vaughan I attended Fusion Apps (yes, I know I am supposed to say "Oracle Fusion Applications", but stuffy old style guides are a turn-off in interwebs conversations) User Experience Advocate (FXA) training in Long Beach, California last week; a suitable location as ODTUG KSCOPE 11 was kicking off and key players were in the area. As a member of Oracle's Apps-UX team I know the Fusion Apps messaging, natch, and done some other Fusion Apps go-to-market content work too. For the messaging details themselves, see Lonneke Dikmans (@lonnekedikmans) great blog, by the way. However, I wanted some 'formal' training combined with the opportunity to meet and learn from people already out there delivering those messages. The idea in me reaching out to Misha Vaughan, Apps-UX FXA maven, to get me onto this training was that in addition to my UX knowledge, I could leverage my location in EMEA and hit up customer events more quickly and easily. Those local user groups do like to hear the voice of locals too you know (so I need to work on that mid-Atlantic accent). I'm looking forward to such opportunities. The training was all smashing stuff, just the right level of detail, delivered professionally and with great style and humor. I was especially honored to be paired off for my er, coaching with Debra Lilley (@debralilley), who shared with everyone all kinds of tips and insights from her experiences of delivering the message and demo. For me, that was the real power of the FXA event--the communal, conversational aspect--the meeting up with people who had done all this for real, the sharing in their experiences, while learning along with other newbies. Sorry, but that all-important social aspect doesn't work so well with remote meetings. Katie Candland (Apps-UX) gave us a great tour of the Fusion Apps demo and included some useful presentational tips too (any excuse to buy that iPad). It's clear to me that the Fusion Apps messaging and demos really come alive with real-world examples that local application users will recognize, and I picked up some "yes, that's my job made easier" scene-stealers from Debra and Karen Brownfield too, to add to the great ones already provided. This power of examples shouldn't surprise anyone, they've long been a mainstay of applications user assistance, popular with users. We'll offer customers different types of example topics in the Fusion Apps online help too (stay tuned), and we know from research how important those 3S's (stories, scenarios, and simulations) are to users when they consume and apply information. Well, we've got the simulation, now it's time for more stories and scenarios. If you get a chance to participate in an FXA event (whether you are an Oracle employee or otherwise), I'd encourage it. It's committing your time and energy for sure, but I got real bang for the buck from it for my everyday job too. Listening to the room's feedback on the application demo really brought our internal design work to life, and I picked up on some things that I need to follow up on (like how you alphabetically sort stuff in other languages). User experience is after all, about users. What will I be doing next, and what would I like to see happen? Obviously, I need to develop my story-telling links with the people I met in Long Beach and do some practicing with the materials, and then get out there and deliver them at a suitable location. The demo is what it is right now, and that's a super-rich demo that I know everyone will want to see and ask questions about. Then, as mentioned by attendees at the FXA event, follow up on those translated and localized messages for EMEA (and APAC), that deal with different statutory or reporting requirements of the target markets. Given my background I would say that, wouldn't I? However, language is part of the UX, and international revenue is greater than US-only revenue for Oracle, so yes dear, we all need to get over the fact that enterprise apps users don't all speak, or want to speak, American-English. Most importantly perhaps, the continued development of a strong messaging community between Oracle and partners and customers where we can swap and share those FXA messaging stories and scenarios about Fusion Apps in a conversational way. The more the better, a combination of online and face-to-face meetings. I must also mention the great dinner after the event at Parker's Lighthouse, and the fun myself and Andrew Gilmour (Apps-UX) had at our end of the table talking about just about everything except Fusion Apps with Ronald Van Luttikhuizen and Ben Prusinski (who now understands the difference between Cork and Dublin people. I hope). Thanks to all the Apps-UXers who helped bring the FXA training to town, and to Debra and all the others that I am too jetlagged to mention right who were instrumental in making it happen for me. Here's to the next one. And the Walmart angle? That was me doing my Robert Scoble (ScO'bilizer?)-style guerilla smart phone research in Walmart in Long Beach, before the FXA event. It's all about stories for me. You can read more about it on the appslab blog (see the comments).

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  • Verizon Business Delivers New Sales and Support Tools

    - by michael.seback
    Verizon Business Delivers New Sales and Support Tools and Improves System Performance by 35% Verizon Business, a unit of Verizon Communications, is a global leader in communications and IT solutions. With one of the world's most connected internet protocol networks, Verizon Business delivers communications, IT, security, and network solutions to many of the largest businesses and governments. ..."Our work with Accenture to upgrade our Oracle systems has improved system performance significantly. In a recent survey, 84% of users said performance was 'faster' or 'much faster.' Plus, our sales and support staff have new tools to improve productivity and customer service, which ultimately drives customer retention and revenue." - Rob Moore, Director Verizon Business ...Read more.

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  • RightNow CX @ OpenWorld: What to Experience

    - by Tony Berk
    We want to welcome our RightNow CX customers to Oracle OpenWorld next week. Get ready for a great week and a whole new experience! For a high level overview of what is going on during the week, please review these previous posts: Is There a Cloud Over OpenWorld? and What to "CRM" in San Francisco? CRM Highlights for OpenWorld '12. Also, don't forget you can add on the Customer Experience Summit @ OpenWorld to make your week even more complete and get involved with the Experience Revolution! Below is a highlight of only some of the RightNow related sessions at OpenWorld. Please use OpenWorld Schedule Builder or check the OpenWorld Content Catalog for all of the session details and any time or location changes. Tip: Pre-enrolled session registrants via Schedule Builder are allowed into the session rooms before anyone else, so Schedule Builder will guarantee you a seat. Many of the sessions below will likely be at capacity. No better way to start off than hearing where Oracle RightNow is going! Oracle RightNow CX Cloud Service Vision and Roadmap (CON9764) - Oct 1, 10:45 AM. Oracle RightNow CX Cloud Service combines Web, social, and contact center experiences for a unified, cross-channel service solution in the cloud, enabling organizations to increase sales and adoption, build trust, strengthen relationships, and reduce costs and effort. Come to this session to hear from David Vap and his team of Oracle experts about where the product is going and how Oracle is committed to accelerating the pace of innovation and value to its customers. Interested in the Cloud and want to know why some leading CIOs are moving to the cloud? You can hear first hand from CIOs from Emerson, Intuit and Overstock.com: CIOs and Governance in the Cloud (CON9767) - Oct 3, 11:45 AM.   And of course there are a number of sessions that drill down into more specific areas. Here are just a few: Deliver Outstanding Customer Experiences: Oracle RightNow Dynamic Agent Desktop Cloud Service (CON9771) - Oct 1, 4:45 PM. This session covers how companies have delivered exceptional customer experiences and how the Oracle RightNow Dynamic Agent Desktop Cloud Service roadmap will evolve in the future. The Oracle RightNow Contact Center Experience suite includes incident management, knowledge, guided processes, and other service capabilities to unify the customer experience across channels. Come learn about the powerful tools that enable even your junior agents to consistently provide outstanding service across all customer interaction channels. Self-Service in the Age of Data Intimacy (CON11516) - Oct 1, 3:15. Even though businesses are generating more and more data around their relationships and interactions with customers, very little of the information a business generates ends up available to the contact center and even less is made available to the online service experience. The generic one-size-fits-all approach that typifies most online service experiences ultimately fails to address all user needs, and that failure ultimately leads to the continued use of high-cost agent-assisted channels for low-value interactions. This session introduces Oracle RightNow Web Experience’s Virtual Assistant and discusses how you can deliver rich, engaging, highly personalized experiences with the quality of agent-assisted service at a much lower cost. Improve Chat Experiences: Best Practices for Chat Pilots and Deployments (CON11517) - Oct 1, 4:45 PM. Today’s organizations are challenged to grow revenue and retain customers with fewer resources, and many have turned to chat as an approach to improving the customer experience, increasing sales conversions, and reducing costs at the same time. From setting goals and metrics and training staff to customizing and tuning the solution, this session provides best practices and lessons learned from a broad set of implementations to help you get the most out of your chat solution. Differentiated Experience with Web Service (CON9770) - Oct 2, 1:15 PM. A reputation for excellent customer service can differentiate your brand and drive revenue. In this session, learn how to develop that reputation by transforming your online self-service into a highly interactive, branded customer experience. See live examples of how Oracle RightNow Web Experience has helped customers deliver on their Web service strategies. Unifying the Agent’s Engagement Console (CON11518) - Oct 2, 1:15 PM. Does your customer experience suffer because your agents are toggling between multiple tools? Do your agent productivity and morale suffer as well? Come to this session to learn how Oracle RightNow CX Cloud Service seamlessly unifies these disparate systems into a single engagement console. Regardless of channel, powerful adaptive tools consistently guide agents across contextually aware personalized workflows. Great agent experiences drive great customer experiences. Oracle RightNow CX Cloud Service and the Oracle Customer Experience Portfolio (CON9775) - Oct 3, 10:15 AM. This session covers how Oracle’s integrated suite of customer experience (CX) products fits with the Oracle CX portfolio of products (Oracle Fusion Customer Relationship Management; the Oracle ATG, Oracle Endeca, and Oracle Knowledge product families; and Oracle Business Intelligence) to increase revenues, strengthen customer relationships, and reduce costs across the entire end-to-end customer lifecycle for companies that sell to consumers and those that sell to businesses. Greater Insights from Customer Engagements (CON9773) Oct 4, 12:45 PM. In this session, hear how to leverage service interaction insights, customer feedback, and segmented service engagements to improve the customer experience. Discover how customers, such as J&P Cycles, learn and take action based on business insights gained through their customer engagements. Again, these are just some of the sessions, so check out the Content Catalog for details on Knowledge Management, Customization, Integration and more in the Oracle Develop stream for Customer Experience. Be sure to visit the Oracle DEMOgrounds in the Moscone West Exhibit Hall. If this is your first OpenWorld, welcome! If you are returning, hi again and enjoy!

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