Search Results

Search found 8976 results on 360 pages for 'advanced customer'.

Page 91/360 | < Previous Page | 87 88 89 90 91 92 93 94 95 96 97 98  | Next Page >

• Insurers Pushed to Transform Their Business

  - by Calvin Glenn

  Everyone in the P&C industry has heard it “We can’t do it.” “Nobody wants to do it.” “We can’t afford to do it.”  Unfortunately, what they’re referencing are the reasons many insurers are still trying to maintain their business processing on legacy policy administration systems, attempting to bide time until there is no other recourse but to give in, bite the bullet, and take on the monumental task of replacing an entire policy administration system (PAS). Just the thought of that project sends IT, Business Users and Management reeling. However, is that fear real?  It is a bit daunting when one realizes that a complete policy administration system replacement will touch most every function an insurer manages, from quoting and rating, to underwriting, distribution, and even customer service. With that, everyone has heard at least one horror story around a transformation initiative that has far exceeded budget and the promised implementation / go-live timeline.    But, does it have to be that hard?  Surely, in the age where a person can voice-activate their DVR to record a TV program from a cell phone, there has to be someone somewhere who’s figured out how to simplify this process. To be able to help insurers, of all sizes, transform and grow their business while also delivering on their overall objectives of providing speed to market, straight-through-processing for applications, quoting, underwriting, and simplified product development. Maybe we’re looking too hard and the answer is simple and straight-forward. Why replace the entire machine when all it really needs is a new part…a single enterprise rating system? This core, modular piece of the policy administration system is the foundation of product development and rate management that enables insurers to provide the right product at the right price to the right customer through the best channels at any given moment in time. The real benefit of a single enterprise rating system is the ability to deliver enhanced business capabilities, such as improved product management, streamlined underwriting, and speed to market. With these benefits, carriers have accomplished a portion of their overall transformation goal. Furthermore, lessons learned from the rating project can be applied to the bigger, down-the-road PAS project to support the successful completion of the overall transformation endeavor. At the recent Oracle OpenWorld Conference in San Francisco, information was shared with attendees about a recent “go-live” project from an Oracle Insurance Tier 1 insurer who did what is proposed above…replaced just the rating portion of their legacy policy administration system with Oracle Insurance Insbridge Rating and Underwriting.  This change provided the insurer greater flexibility to set rates that better reflect risk while enabling the company to support its market segment strategy. Using the Oracle Insurance Insbridge enterprise rating solution, the insurer was able to reduce processing time for agents and underwriters, gained the ability to support proprietary rating models and improved pricing accuracy.      There is mounting pressure on P&C insurers to produce growth and show net profitability in the midst of modest overall industry growth, large weather-related losses and intensifying competition for market share.  Insurers are also being asked to improve customer service, offer a differentiated value proposition and simplify insurance processes.  While the demands are many there is an easy answer…invest in and update the most mission critical application in your arsenal, the single enterprise rating system. Download the Podcast to listen to “Stand-Alone Rating Engine - Leading Force Behind Core Transformation Projects in the P&C Market,” a podcast originally recorded in October 2013. Related Resources: White Paper: Stand-Alone Rating Engine: Leading Force Behind Core Transformation Projects in the P&C Market Webcast On Demand: Stand-Alone Rating Engine and Core Transformation for P&C Insurers Don’t forget to keep up with us year-round: Facebook: www.facebook.com/oracleinsurance Twitter: www.twitter.com/oracleinsurance YouTube: www.youtube.com/oracleinsurance

  Read the article

• Removing Barriers to Create Effective Data Models

  After years of creating and maintaining data models, I have started to notice common barriers that decrease the accuracy and usefulness of models. In my opinion, the main causes of these barriers are the lack of knowledge and communication from within a company. The lack of knowledge in regards to data models or data modeling can take many forms. Company Culture Knowledge Whether documented or undocumented, existing business rules of a company can affect how data is modeled. For example, if a company only allows 1 assigned person per customer to be able to manipulate a customer’s record then then a data model that includes an associated table that joins customers and employee’s would be unneeded because that would allow for the possibility of multiple employees to handle a customer because of the potential for a many to many relationship between Customers and Employees. Technical Knowledge Depending on the data modeler’s proficiency in modeling data they can inadvertently cause issues and/or complications with a design without even noticing. It is important that companies share data modeling responsibilities so that the models are developed from multiple perspectives of a system, company and the original problem.  In addition, the tools that a company selects to create data models can also affect the accuracy of the model if designer are not familiar with the tools or the tools are too complex to use for the designer. Existing System Knowledge In order for a data modeler to model data for an existing system so that new changes can be applied to a system then they need to at least know the basic concepts of a system so that they can work within it. This will promote reusability of data and prevent the chance of duplicating data. Project Knowledge This should be pretty obvious, but it is very hard to create an accurate data model without knowing what data needs to be modeled. I have always found it strange that I have been asked to start modeling data prior to a client formalizing any requirements. Usually when this happens I have to make several iterations to a model, and the client still does not know exactly what they want.  In addition additional issues can arise when certain stakeholders of a project are not consulted prior to the design or after the project is over because it can cause miss understandings and confusion by the end user as well as possibly not solving the original problem for which a project is intended to solve. One common thread between each type of knowledge is that they can all be avoided through the use of good communication. For example, if a modeler is new to a company then they should ask older employees about any business specific rules that may be documented or undocumented that must be applied to projects in general. Furthermore, if a modeler is not really familiar with a specific data modeling software then they need to speak up and ask for help form other employees or their manager. This will not only help the modeler in the project, but also help them in future projects that they do for the company. Additionally, if a project is not clearly defined prior to a data modeler being assigned the modeling project then it is their responsibility to communicate with the other stakeholders to clarify any part of a project that is unclear so that the data model that is created is accurately aligned with a project.

  Read the article

• Are Chief Digital Officers the Result of CMO/CIO Refusal to Change?

  - by Mike Stiles

  Apparently CDO no longer just stands for “Collateralized Debt Obligations.”  It stands for Chief Digital Officer. And they’re the ones who are supposed to answer the bat signal CEO’s are throwing into the sky, swoop in and POW! drive the transition of the enterprise to integrated digital systems. So imagine being a CMO or a CIO at such an enterprise and realizing it’s been determined that you are not the answer that’s needed. In fact, IntelligentHQ author Ashley Friedlein points out the very rise of the CDO is an admission of C-Suite failure to become savvy enough, quickly enough in modern technology. Is that fair? Despite the repeated drumbeat that CMO’s and CIO’s must enter a new era of cooperation and collaboration to enact the social-enabled enterprise, the verdict seems to be that if it’s happening at all, it’s not happening fast enough. Therefore, someone else is needed with the authority to make things happen. So who is this relatively new beast? Gartner VP David Willis says, “The Chief Digital Officer plays in the place where the enterprise meets the customer, where the revenue is generated, and the mission accomplished.” In other words, where the rubber meets the road. They aren’t just another “C” heading up a unit. They’re the CEO’s personal SWAT team, able to call the shots necessary across all units to affect what has become job one…customer experience. And what are the CMO’s and CIO’s doing while this is going on? Playing corporate games. Accenture reports 38% of CMOs say IT deliberately keeps them out of the loop, with 35% saying marketing’s needs aren’t a very high priority. 31% of CIOs say marketers don’t understand tech and regularly go around them for solutions. Fun! Meanwhile the CEO feels the need to bring in a parental figure to pull it all together. Gartner thinks 25% of all orgs will have a CDO by 2015 as CMO’s and particularly CIO’s (Peter Hinssen points out many CDO’s are coming “from anywhere but IT”) let the opportunity to be the agent of change their company needs slip away. Perhaps most interestingly, these CDO’s seem to be entering the picture already on the fast track. One consultancy counted 7 instances of a CDO moving into the CEO role, which, as this Wired article points out, is pretty astounding since nobody ever heard of the job a few years ago. And vendors are quickly figuring out that this is the person they need to be talking to inside the brand. The position isn’t without its critics. Forrester’s Martin Gill says the reaction from executives at some traditional companies to someone being brought in to be in charge of digital might be to wash their own hands of responsibility for all things digital – a risky maneuver given the pervasiveness of digital in business. They might not even be called Chief Digital Officers. They might be the Chief Customer Officer, Chief Experience Officer, etc. You can call them Twinkletoes if you want to, but essentially anyone who has the mandate direct from the CEO to enact modern technology changes not currently being championed by the CMO or CIO can be regarded as “boss.” @mikestiles @oraclesocialPhoto: freedigitalphotos.net

  Read the article

• Cloud Apps News @#OOW12

  - by Natalia Rachelson

  All eyes were on Oracle this past week and the news cycle was in full swing. What better time to make some key announcements that were guaranteed to create buzz ... and so we did. The name of the game was Cloud! Here are the key Cloud announcements for Apps, which included Fusion Tap that enables mobility across all Cloud Apps, HCM customer momentum in the Cloud, and our very first ERP Cloud Services customer. Oracle Unveils Oracle Fusion Tap for the iPadOracle Fusion Tap - Productivity Amplified Anywhere, Anytime "Both the enterprise and technology providers must recognize the need to innovate and adapt for the increasing mobility of the workforce - not just for sales teams, but across the organization," said Carter Lusher, Research Fellow and Chief Analyst of Enterprise Applications Ecosystem, Ovum. "A mobile application that quickly and powerfully allows employees to make connections, analyze data, and complete activities at any time and wherever they may be located drives new levels of business value and enhances efficiency. Frankly, mobile access is no longer a 'nice to have' but a 'must have.'"  "The mobile workforce is a business reality, and Oracle Fusion Tap is an example of how Oracle delivers mobile and cloud innovations that fundamentally improve productivity and how we work," said Chris Leone, Senior Vice President of Application Development, Oracle. "With Oracle Fusion Tap users will have an all-in-one, easily extensible app that puts mission-critical data and colleague connection at their fingertips." The entire release is available here http://www.oracle.com/us/corporate/press/1855392 Customers Live on Oracle Fusion Human Capital ManagementOracle HCM Cloud Service Helps Power HR's Contribution to the Business "More than 25 of the 100-plus customers who have selected Oracle Fusion Human Capital Management (HCM) are already live. Ardent Leisure, Peach Aviation, Toshiba Medical Systems and Zillow have deployed Oracle HCM Cloud Service and are using it to transform their HR operations. They join companies such as Principal Financial Group and Elizabeth Arden, who are already using Oracle HCM Cloud Service to help manage international growth and deliver pervasive, role-based, configurable solutions to their employees. With these recent go-lives, Oracle takes a leading position in successfully bringing live HCM customers in the cloud."  "As a technology company, Zillow looked to a partner who could scale with us. Zillow has gone live on Oracle HCM Cloud Service, which will give us the ability automate and streamline HR operations for our employees in the near future," said Sarah Bilton, Senior Director HR, Zillow. Read the entire release here http://www.oracle.com/us/corporate/press/1859573 Lending Club Selects Oracle ERP Cloud Service to Help Increase Insight and EfficienciesOracle ERP Cloud Service Provides an Open Architecture, Best-of-Breed Decision-Making, and Scalability in the Cloud "Lending Club, the leading platform for investing in and obtaining personal loans, has selected Oracle ERP Cloud Service to help improve decision-making and workflow, implement robust reporting, and take advantage of the inherent scalability and cost savings provided by the cloud. With more than 76,000 borrowers and 90,000 investors Lending Club utilizes technology and innovation to reduce the cost of traditional banking and offer borrowers better rates and investors better returns.  After an extensive search, Lending Club selected Oracle ERP Cloud Service due to the breadth and depth of capabilities and ongoing innovation of Oracle ERP Cloud Service, as well as Oracle's open architecture, industry leadership and commitment to partners." "Lending Club is an innovative, data-intensive, high-growth company and we needed a solution and partner that could match us," said Carrie Dolan, CFO, Lending Club. "We conducted a thorough review of our options, and Oracle ERP Cloud Service was the clear winner in terms of capabilities and business value as well as commitment to us as a customer." Read the entire release here http://www.oracle.com/us/corporate/press/1859020

  Read the article

• Five Key Trends in Enterprise 2.0 for 2011

  - by kellsey.ruppel(at)oracle.com

  We recently sat down with Andy MacMillan, an industry veteran and vice president of product management for Enterprise 2.0 at Oracle, to get his take on the year ahead in Enterprise 2.0 (E2.0). He offered us his five predictions about the ways he believes E2.0 technologies will transform business in 2011. 1. Forward-thinking organizations will achieve an unprecedented level of organizational awareness. Enterprise 2.0 and Web 2.0 technologies have already transformed the ways customers, employees, partners, and suppliers communicate and stay informed. But this year we are anticipating that organizations will go to the next step and integrate social activities with business applications to deliver rich contextual "activity streams." Activity streams are a new way for enterprise users to get relevant information as quickly as it happens, by navigating to that information in context directly from their portal. We don't mean syndicating social activities limited to a single application. Instead, we believe back-office systems will be combined with social media tools to drive how users make informed business decisions in brand new ways. For example, an account manager might log into the company portal and automatically receive notification that colleagues are closing business around a certain product in his market segment. With a single click, he can reach out instantly to these colleagues via social media and learn from their successes to drive new business opportunities in his own area. 2. Online customer engagement will become a high priority for CMOs. A growing number of chief marketing officers (CMOs) have created a new direct report called "head of online"--a senior marketing executive responsible for all engagements with customers and prospects via the Web, mobile, and social media. This new field has been dubbed "Web experience management" or "online customer engagement" by firms and analyst organizations. It is likely to rapidly increase demand for a host of new business objectives and metrics from Web content management solutions. As companies interface with customers more and more over the Web, Web experience management solutions will help deliver more targeted interactions to ensure increased customer loyalty while meeting sales and business objectives. 3. Real composite applications will be widely adopted. We expect organizations to move from the concept of a single "uber-portal" that encompasses all the necessary features to a more modular, component-based concept for composite applications. This approach is now possible as IT and power users are empowered to assemble new, purpose-built composite applications quickly from existing components. 4. Records management will drive ECM consolidation. We continue to see a significant shift in the approach to records management. Several years ago initiatives were focused on overlaying records management across a set of electronic repositories and physical storage locations. We believe federated records management will continue, but we also expect to see records management driving conversations around single-platform content management consolidation. 5. Organizations will demand ECM at extreme scale. We have already seen a trend within IT organizations to provide a common, highly scalable infrastructure to consolidate and support content and information needs. But as data sizes grow exponentially, ECM at an extreme scale is likely to spread at unprecedented speeds this year. This makes sense as regulations and transparency requirements rise. The model in which ECM and lightweight CMS systems provide basic content services such as check-in, update, delete, and search has converged around a set of industry best practices and has even been coded into new industry standards such as content management interoperability services. As these services converge and the demand for them accelerates, organizations are beginning to rationalize investments into a single, highly scalable infrastructure. Is your organization ready for Enterprise 2.0 in 2011? Learn more.

  Read the article

• Webcast Q&A: ResCare Solves Content Lifecycle Challenges with Oracle WebCenter

  - by Kellsey Ruppel

  Last week we had the fourth webcast in our WebCenter in Action webcast series, "ResCare Solves Content Lifecycle Challenges with Oracle WebCenter", where customer Joe Lichtefeld from ResCare and Wayne Boerger & Doug Thompson from Oracle Partner TEAM Informatics shared how Oracle WebCenter is powering allowing ResCare to solve content lifecycle challenges, reduce compliance and business risks, and increase adoption of intranet as primary business communication tool In case you missed it, here's a recap of the Q&A.   Joe Lichtefeld, ResCare  Q: Did you run into any issues in the deployment of the platform?A: We experienced very few issues when implementing the content management and search functionalities. There were some challenges in determining the metadata structure. We tried to find a fine balance between having enough fields to provide the functionality needed, but trying to limit the impact to the contributing members.  Q: What has been the biggest benefit your end users have seen?A: The biggest benefit to date is two-fold. Content on the intranet can be maintained by the individual contributors more timely than in our old process of all requests being updated by IT. The other big benefit is the ability to find the most current version of a document instead of relying on emails and phone calls to track down the "current" version. Q: Was there any resistance internally when implementing the solution? If so, how did you overcome that?A: We experienced very little resistance. Most of our community groups were eager to be able to contribute and maintain their information. We had the normal hurdles of training and follow-up training with implementing a new system and process. As our second phase rolled out access to all employees, we have received more positive feedback on the accessibility of information. Wayne Boerger & Doug Thompson, TEAM Informatics Q: Can you integrate multiple repositories with the Google Search Appliance? Yes, the Google Search Appliance is designed to index lots of different repositories, from both public and internal sources. There are included connectors to many repositories, such as SharePoint, databases, file systems, LDAP, and with the TEAM GSA Connector and the Oracle Content Server. And the index for these repositories can be configured into different collections depending on the use cases that each customer has, and really, for each need within a customer environment. Q: How many different filters can you add when the search results are returned? A: Presuming this question is about the filtering on the search results. You can add as many filters as you like and it can be done by collection or any number of other criteria. Most importantly, customers now have the ability to limit the returned content by a set metadata value. Q: With the TEAM Sites Connector, what types of content can you sync? A: There’s really no limit; if it can be checked into the content server, then it is eligible for sync into Sites.  So basically, any digital file that has relevance to a Sites implementation can be checked into the WC Content central repository and then the connector can/will manage it. Q: Using the Connector, are there any limitations around where in Sites that synced content can be used? A: There are no limitations about where it can be used. When setting up your environment to use it, you just need to think through the different destinations on the Sites side that might use the content; that way you’ve got the right information to create the rules needed for the connector. If you missed the webcast, be sure to catch the replay to see a live demonstration of WebCenter in action!  ResCare Solves Content Lifecycle Challenges with Oracle WebCenter from Oracle WebCenter

  Read the article

• Social Targeting: This One's Just for You

  - by Mike Stiles

  Think of social targeting in terms of the archery competition we just saw in the Olympics. If someone loaded up 5 arrows and shot them straight up into the air all at once, hoping some would land near the target, the world would have united in laughter. But sadly for hysterical YouTube video viewing, that’s not what happened. The archers sought to maximize every arrow by zeroing in on the spot that would bring them the most points. Marketers have always sought to do the same. But they can only work with the tools that are available. A firm grasp of the desired target does little good if the ad products aren’t there to deliver that target. On the social side, both Facebook and Twitter have taken steps to enhance targeting for marketers. And why not? As the demand to monetize only goes up, they’re quite motivated to leverage and deliver their incredible user bases in ways that make economic sense for advertisers. You could target keywords on Twitter with promoted accounts, and get promoted tweets into search. They would surface for your followers and some users that Twitter thought were like them. Now you can go beyond keywords and target Twitter users based on 350 interests in 25 categories. How does a user wind up in one of these categories? Twitter looks at that user’s tweets, they look at whom they follow, and they run data through some sort of Twitter secret sauce. The result is, you have a much clearer shot at Twitter users who are most likely to welcome and be responsive to your tweets. And beyond the 350 interests, you can also create custom segments that find users who resemble followers of whatever Twitter handle you give it. That means you can now use boring tweets to sell like a madman, right? Not quite. This ad product is still quality-based, meaning if you’re not putting out tweets that lead to interest and thus, engagement, that tweet will earn a low quality score and wind up costing you more under Twitter’s auction system to maintain. That means, as the old knight in “Indiana Jones and the Last Crusade” cautions, “choose wisely” when targeting based on these interests and categories to make sure your interests truly do line up with theirs. On the Facebook side, they’re rolling out ad targeting that uses email addresses, phone numbers, game and app developers’ user ID’s, and eventually addresses for you bigger brands. Why? Because you marketers asked for it. Here you were with this amazing customer list but no way to reach those same customers should they be on Facebook. Now you can find and communicate with customers you gathered outside of social, and use Facebook to do it. Fair to say such users are a sensible target and will be responsive to your message since they’ve already bought something from you. And no you’re not giving your customer info to Facebook. They’ll use something called “hashing” to make sure you don’t see Facebook user data (beyond email, phone number, address, or user ID), and Facebook can’t see your customer data. The end result, social becomes far more workable and more valuable to marketers when it delivers on the promise that made it so exciting in the first place. That promise is the ability to move past casting wide nets to the masses and toward concentrating marketing dollars efficiently on the targets most likely to yield results.

  Read the article

• Top 5 Reasons to Invest in Enterprise 2.0 Technologies

  - by kellsey.ruppel(at)oracle.com

  In 2010, Oracle's portal, content management, and collaboration solutions evolved rapidly, supported by increasingly deep integrations across Oracle Fusion Middleware and the entire Oracle stack. In light of these developments, we asked Vince Casarez, vice president of Enterprise 2.0 product management, for his top five reasons to invest in Enterprise 2.0 (E2.0) technologies--including real-world examples of businesses already realizing the benefits of next-generation E2.0 technologies. 1. Provide a modern user experience As E2.0 technologies gain widespread adoption, customers and employees expect intuitive Web experiences that are both interactive and community-based. By partnering with Oracle, Alcatel-Lucent Enterprise Group is already making that happen. With 76,000 employees and operations in more than 100 countries, the company wanted a streamlined, personalized user experience with more relevant content in fewer clicks. Working with Oracle, they created a global support portal that supports personalization and integration with Oracle Business Intelligence Enterprise Edition and Oracle E-Business Suite--and drives collaboration with tools such as wikis, blogs, and forums. Learn more about Alcatel-Lucent Enterprise Group's Global Support Portal in this Webcast. 2. Improve productivity and collaboration As E2.0 technologies mature, Oracle anticipates companies moving beyond the idea of simply creating yet another Facebook-like destination for its employees, and instead shaping work environments around specific business tasks. After rapid growth--both organic and through acquisition--construction and infrastructure services leader Balfour Beatty found itself with multiple homegrown intranet sites with very minimal content-sharing capabilities. Today, thanks to Oracle WebCenter Suite, Oracle WebCenter Spaces, Oracle WebCenter Services, and Oracle Universal Content Management, Balfour Beatty is benefiting from collaborative workspaces, a central place to use and work with documents, and unified search across content. 3. Leverage business processes and applications Modern portals are now able to integrate users, content, and business processes in unprecedented ways. To take advantage of these new possibilities, leading dairy provider Land O'Lakes has implemented a fully integrated ERP solution together with Oracle's ECM platform. As a result, Land O'Lakes has been able to achieve better information management and compliance, increased adoption rates for enterprise tools, and increased business process efficiency thanks to more effective information sharing and collaboration. 4. Enhance customer and supplier relationships Companies have begun to move beyond the idea that E2.0 simply means enabling customer reviews or embedding chat functionality. They are taking E2.0 to the next level and providing interactive experiences for their customers. For example, to enhance customer and supplier relationships, Wind River, a global leader in device software optimization, successfully partnered with Oracle to: Integrate ERP and ECM content to provide customers the latest and most relevant support information for products they own Enable customers to personalize their support experience and receive updates regarding patches, application notes, and other relevant content Enable discussions, wikis, and blogs for more efficient collaboration 5. Increase business visibility and responsiveness By strategically embedding collaboration and communication tools into specific business contexts, companies significantly increase visibility into changing business conditions--and can respond much more agilely. Texas A&M University System--one of the largest systems of higher education in the U.S.--partnered with Oracle to create a unified repository that would enable the retrieval of research and grant data from disparate systems via an Enterprise 2.0 user interface. By enabling researchers to customize their own portals with easy-to-use tools, they have also been able to significantly reduce their reliance on the IT department. Learn how other Oracle customers are leveraging Enterprise 2.0 technologies.

  Read the article

• Brazil is Hot for Social Media

  - by Mike Stiles

  Today’s guest blog is from Oracle SVP Product Development Reggie Bradford, fresh off a visit to Sao Paulo, Brazil where he spoke at the Dachis Social Business Summit and spent some time getting a personal taste for the astonishing growth of social in Brazil, both in terms of usage and engagement. I knew it was big, but I now have an all-new appreciation for why the Wall Street Journal branded Brazil the “social media capital of the universe.” Brazil has the world’s 5th largest economy, an expanding middle class, an active younger demo market, a connected & outgoing culture, and an ongoing embrace of the social media platforms. According to comScore's 2012 Brazil Digital Future in Focus report, 97% are using social media, and that’s not even taking mobile-only users into account. There were 65 million Facebook users in 2012, spending an average 535 minutes there, up 208%. It’s one of Twitter’s fastest growing markets and the 2nd biggest market for YouTube. Instagram usage has grown over 300% since last year. That by itself is exciting, but look at the opportunity for social marketing brands. 74% of Brazilian social users follow brands on Facebook, and 59% have praised a company on either Twitter or Facebook. A 2011 Oh! Panel study found 81% of social networkers there used social to research new products and 75% went there looking for discounts. B2C eCommerce sales in Brazil is projected to hit $26.9 billion by 2015. I bet I’m not the only one who sees great things ahead, and I was fortunate enough give a keynote ABRADI, an association of leading digital agencies in Brazil with 53 execs from 35 agencies attending. I was also afforded the opportunity to give my impressions of what’s going on in Brazil to Jornal Propoganda & Marketing, one of the most popular publications in Latin America for marketers. I conveyed that especially in an environment like Brazil, where social users are so willing to connect and engage brands, marketers need to back away from the heavy-handed, one-way messaging of old school advertising and move toward genuine relationships and trust-building. To aide in this, organizational and operation changes must be embraced inside the enterprise. We've talked often about the new, tighter partnership forming between the CIO and CMO. If this partnership is not encouraged, fostered and resourced, the increasing amount of time consumers spend on mobile and digital, and the efficiencies and integrations offered by cloud-based software cannot be exploited. These are the kinds of changes that can yield social data that, when combined with enterprise data, helps you come to know your social audiences intimately and predict their needs. Consumers are always connected and need your brand to be accessible at any time, be it for information or customer service. And, of course, all of this is happening quite publicly. The holistic, socially-enable enterprise connects social to customer service systems and all other customer touch points, facilitating the kind of immediate, real-time, gratifying response customers are coming to expect. Social users in Brazil are highly active and clearly willing to meet us as brands more than halfway. Empowering yourself with a social management technology platform will have you set up to maximize this booming social market…from listening & monitoring to engagement to analytics to workflow & automation to globalization & language support. Brands, it’s time to be as social as the great people of Brazil are. Obrigado! @reggiebradfordPhoto: Gualberto107, freedigitalphotos.net

  Read the article

• Cream of the Crop

  - by KemButller

  JD Edwards has been working hard to ensure that you shouldn't have to work so hard! Yet there are still JD Edwards customers that may not be up to speed on all the new and or improved tools and utilities we have delivered, all designed to make your life easier. So today, I want to share what I consider to be the cream of the crop….those items that every customer should know about and leverage to make ERP life just a little bit (or A LOT) easier! These are my top picks, the cream of a very good crop! Explore and enjoy, and gain some of your time back to do with as you please. · www.runjde.com It’s where to go when you need to know! The Resource Kits available on www.runjde.com provide comprehensive Resource Kits (guides) by user type. The guides provide brief descriptions of the wide array of resources that are available to JD Edwards’s eco system and links to each of those resources. · My Oracle Support (MOS) Information Centers This link will take you to an index that is designed to provide you with simple and quick navigation to the available EnterpriseOne Information Centers. This index provides links to: · EnterpriseOne Application specific Information Centers · EnterpriseOne Tools and Technology Information Centers · EnterpriseOne Performance Information Center · EnterpriseOne 9.1 and 9.0 Information Centers Information Centers give Oracle the ability to aggregate content for a given focus area and present this content in categories for easy browsing by our customers. Information Centers offer a variety of focused dynamic content organized around one or more of the following tasks. · Overview · Use · Troubleshooting · Patching and Maintenance · Install and Configure · Upgrade · Optimize Performance · Security · Certify JD Edwards Newsletters Be in the know by reading the Global Customer Support Product Newsletters. They are PACKED with news and information covering a wide range of topics and news. It is a must read if you want to know what’s happening in the JD Edwards universe! Read the latest EntepriseOne newsletter Read the latest World newsletter Learn How to receive notification when a new newsletter edition is published Oracle Learning Library – (OLL) Oracle Learn Library is the place to go for easy access to JD Edwards Application and Tools training. For a comprehensive view of the training available for a specific product/functional area, explore the Knowledge Paths For Net Change (new feature) training, explore the TOI sessions (TOI stands for Transfer Of Information). Tip: Be sure to experiment with the search filters! · www.upgradejde.com The site designed to help customers and partners with the process of upgrading JD Edwards. The site is a wealth of information, tools and resources designed to assist in the evaluation, planning and execution steps required when upgrading. Of note is the wildly successful upgrade strategy known as “The Art of the Possible” wherein JD Edwards and many of our partners hold free workshops to teach customers how to conduct upgrades in 100 days or less. Equally important is the fact that on www.upgradejde.com, customers can gain visibility into planned enhancements using the Product and Technology Feature Catalogs. The catalogs are great for creating customer specific reports about the net change between older releases and current or planned releases. Examples of other key resources on www.upgradejde.com are the product data base changes between releases, extensibility guides, (formerly known as programmer’s guides), whitepapers, ROI calculators and much more!

  Read the article

• Drivers for Atheros AR928X?

  - by Pato7

  I am new in Ubuntu and I had a big trouble with wifi. My ubuntu 12.10 doesn't detect my wifi card and I can't toggle the "activate wireless" option on the tasks bar (it is grey). I searched for drivers to make it work, but nothing worked for me. Can anyone give me a hand? Many thanks in advanced! lspci output 00:00.0 Host bridge: Intel Corporation Mobile 4 Series Chipset Memory Controller Hub (rev 07) 00:01.0 PCI bridge: Intel Corporation Mobile 4 Series Chipset PCI Express Graphics Port (rev 07) 00:1a.0 USB controller: Intel Corporation 82801I (ICH9 Family) USB UHCI Controller #4 (rev 03) 00:1a.1 USB controller: Intel Corporation 82801I (ICH9 Family) USB UHCI Controller #5 (rev 03) 00:1a.2 USB controller: Intel Corporation 82801I (ICH9 Family) USB UHCI Controller #6 (rev 03) 00:1a.7 USB controller: Intel Corporation 82801I (ICH9 Family) USB2 EHCI Controller #2 (rev 03) 00:1b.0 Audio device: Intel Corporation 82801I (ICH9 Family) HD Audio Controller (rev 03) 00:1c.0 PCI bridge: Intel Corporation 82801I (ICH9 Family) PCI Express Port 1 (rev 03) 00:1c.1 PCI bridge: Intel Corporation 82801I (ICH9 Family) PCI Express Port 2 (rev 03) 00:1c.2 PCI bridge: Intel Corporation 82801I (ICH9 Family) PCI Express Port 3 (rev 03) 00:1d.0 USB controller: Intel Corporation 82801I (ICH9 Family) USB UHCI Controller #1 (rev 03) 00:1d.1 USB controller: Intel Corporation 82801I (ICH9 Family) USB UHCI Controller #2 (rev 03) 00:1d.2 USB controller: Intel Corporation 82801I (ICH9 Family) USB UHCI Controller #3 (rev 03) 00:1d.7 USB controller: Intel Corporation 82801I (ICH9 Family) USB2 EHCI Controller #1 (rev 03) 00:1e.0 PCI bridge: Intel Corporation 82801 Mobile PCI Bridge (rev 93) 00:1f.0 ISA bridge: Intel Corporation ICH9M LPC Interface Controller (rev 03) 00:1f.2 SATA controller: Intel Corporation 82801IBM/IEM (ICH9M/ICH9M-E) 4 port SATA Controller [AHCI mode] (rev 03) 00:1f.3 SMBus: Intel Corporation 82801I (ICH9 Family) SMBus Controller (rev 03) 01:00.0 VGA compatible controller: Advanced Micro Devices [AMD] nee ATI RV710 [Mobility Radeon HD 4500/5100 Series] 01:00.1 Audio device: Advanced Micro Devices [AMD] nee ATI RV710/730 HDMI Audio [Radeon HD 4000 series] 02:00.0 Ethernet controller: Marvell Technology Group Ltd. 88E8057 PCI-E Gigabit Ethernet Controller (rev 10) 03:00.0 Network controller: Atheros Communications Inc. AR928X Wireless Network Adapter (PCI-Express) (rev 01) 0c:03.0 FireWire (IEEE 1394): Ricoh Co Ltd R5C832 IEEE 1394 Controller (rev 05) 0c:03.1 SD Host controller: Ricoh Co Ltd R5C822 SD/SDIO/MMC/MS/MSPro Host Adapter (rev 22) 0c:03.2 System peripheral: Ricoh Co Ltd R5C592 Memory Stick Bus Host Adapter (rev 12) lshw -c network output *-network descripción: Ethernet interface producto: 88E8057 PCI-E Gigabit Ethernet Controller fabricante: Marvell Technology Group Ltd. id físico: 0 información del bus: pci@0000:02:00.0 nombre lógico: eth0 versión: 10 serie: 00:24:be:83:b2:4f tamaño: 100Mbit/s capacidad: 1Gbit/s anchura: 64 bits reloj: 33MHz capacidades: pm msi pciexpress bus_master cap_list rom ethernet physical tp 10bt 10bt-fd 100bt 100bt-fd 1000bt 1000bt-fd autonegotiation configuración: autonegotiation=on broadcast=yes driver=sky2 driverversion=1.30 duplex=full ip=192.168.1.123 latency=0 link=yes multicast=yes port=twisted pair speed=100Mbit/s recursos: irq:45 memoria:d3520000-d3523fff ioport:c000(size=256) memoria:d3500000-d351ffff *-network DESACTIVADO descripción: Interfaz inalámbrica producto: AR928X Wireless Network Adapter (PCI-Express) fabricante: Atheros Communications Inc. id físico: 0 información del bus: pci@0000:03:00.0 nombre lógico: wlan0 versión: 01 serie: 2c:81:58:e6:b6:03 anchura: 64 bits reloj: 33MHz capacidades: pm msi pciexpress msix bus_master cap_list ethernet physical wireless configuración: broadcast=yes driver=ath9k driverversion=3.5.0-18-generic firmware=N/A latency=0 link=no multicast=yes wireless=IEEE 802.11bgn recursos: irq:17 memoria:d2100000-d210ffff rfkill list all output 0: phy0: Wireless LAN Soft blocked: yes Hard blocked: yes 1: sony-wifi: Wireless LAN Soft blocked: yes Hard blocked: no

  Read the article

• Finalists for Community Manager of the Year Announced

  - by Mike Stiles

  For as long as brand social has been around, there’s still an amazing disparity from company to company on the role of Community Manager. At some brands, they are the lead social innovators. At others, the task has been relegated to interns who are at the company temporarily. Some have total autonomy and trust. Others must get chain-of-command permission each time they engage. So what does a premiere “worth their weight in gold” Community Manager look like? More than anyone else in the building, they have the most intimate knowledge of who the customer is. They live on the front lines and are the first to detect problems and opportunities. They are sincere, raving fans of the brand themselves and are trusted advocates for the others. They’re fun to be around. They aren’t salespeople. Give me one Community Manager who’s been at the job 6 months over 5 focus groups any day. Because not unlike in speed dating, they must immediately learn how to make a positive, lasting impression on fans so they’ll want to return and keep the relationship going. They’re informers and entertainers, with a true belief in the value of the brand’s proposition. Internally, they live at the mercy of the resources allocated toward social. Many, whose managers don’t understand the time involved in properly curating a community, are tasked with 2 or 3 too many of them. 63% of CM’s will spend over 30 hours a week on one community. They come to intuitively know the value of the relationships they’re building, even if they can’t always be shown in a bar graph to the C-suite. Many must communicate how the customer feels to executives that simply don’t seem to want to hear it. Some can get the answers fans want quickly, others are frustrated in their ability to respond within an impressive timeframe. In short, in a corporate world coping with sweeping technological changes, amidst business school doublespeak, pie charts, decks, strat sessions and data points, the role of the Community Manager is the most…human. They are the true emotional connection to the real life customer. Which is why we sought to find a way to recognize and honor who they are, what they do, and how well they have defined the position as social grows and integrates into the larger organization. Meet our 3 finalists for Community Manager of the Year. Jeff Esposito with VistaprintJeff manages and heads up content strategy for all social networks and blogs. He also crafts company-wide policies surrounding the social space. Vistaprint won the NEDMA Gold Award for Twitter Strategy in 2010 and 2011, and a Bronze in 2011 for Social Media Strategy. Prior to Vistaprint, Jeff was Media Relations Manager with the Long Island Ducks. He graduated from Seton Hall University with a BA in English and a minor in Classical Studies. Stacey Acevero with Vocus In addition to social management, Stacey blogs at Vocus on influential marketing and social media, and blogs at PRWeb on public relations and SEO. She’s been named one of the #Nifty50 Women in Tech on Twitter 2 years in a row, as well as included in the 15 up-and-coming PR pros to watch in 2012. Carly Severn with the San Francisco BalletCarly drives engagement, widens the fanbase and generates digital content for America’s oldest professional ballet company. Managed properties include Facebook, Twitter, Tumblr, Pinterest, Instagram, YouTube and G+. Prior to joining the SF Ballet, Carly was Marketing & Press Coordinator at The Fitzwilliam Museum at Cambridge, where she graduated with a degree in English. We invite you to join us at the first annual Oracle Social Media Summit November 14 and 15 at the Wynn in Las Vegas where our finalists will be featured. Over 300 top brand marketers, agency executives, and social leaders & innovators will be exploring how social is transforming business. Space is limited and the information valuable, so get more info and get registered as soon as possible at the event site.

  Read the article

• PCI Encryption Key Management

  - by Unicorn Bob

  (Full disclosure: I'm already an active participant here and at StackOverflow, but for reasons that should hopefully be obvious, I'm choosing to ask this particular question anonymously). I currently work for a small software shop that produces software that's sold commercially to manage small- to mid-size business in a couple of fairly specialized industries. Because these industries are customer-facing, a large portion of the software is related to storing and managing customer information. In particular, the storage (and securing) of customer credit card information. With that, of course, comes PCI compliance. To make a long story short, I'm left with a couple of questions about why certain things were done the way they were, and I'm unfortunately without much of a resource at the moment. This is a very small shop (I report directly to the owner, as does the only other full-time employee), and the owner doesn't have an answer to these questions, and the previous developer is...err...unavailable. Issue 1: Periodic Re-encryption As of now, the software prompts the user to do a wholesale re-encryption of all of the sensitive information in the database (basically credit card numbers and user passwords) if either of these conditions is true: There are any NON-encrypted pieces of sensitive information in the database (added through a manual database statement instead of through the business object, for example). This should not happen during the ordinary use of the software. The current key has been in use for more than a particular period of time. I believe it's 12 months, but I'm not certain of that. The point here is that the key "expires". This is my first foray into commercial solution development that deals with PCI, so I am unfortunately uneducated on the practices involved. Is there some aspect of PCI compliance that mandates (or even just strongly recommends) periodic key updating? This isn't a huge issue for me other than I don't currently have a good explanation to give to end users if they ask why they are being prompted to run it. Question 1: Is the concept of key expiration standard, and, if so, is that simply industry-standard or an element of PCI? Issue 2: Key Storage Here's my real issue...the encryption key is stored in the database, just obfuscated. The key is padded on the left and right with a few garbage bytes and some bits are twiddled, but fundamentally there's nothing stopping an enterprising person from examining our (dotfuscated) code, determining the pattern used to turn the stored key into the real key, then using that key to run amok. This seems like a horrible practice to me, but I want to make sure that this isn't just one of those "grin and bear it" practices that people in this industry have taken to. I have developed an alternative approach that would prevent such an attack, but I'm just looking for a sanity check here. Question 2: Is this method of key storage--namely storing the key in the database using an obfuscation method that exists in client code--normal or crazy? Believe me, I know that free advice is worth every penny that I've paid for it, nobody here is an attorney (or at least isn't offering legal advice), caveat emptor, etc. etc., but I'm looking for any input that you all can provide. Thank you in advance!

  Read the article

• 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

  Read the article

• How Does a 724% Return on Your Salesforce Automation Investment Sound?

  - by Brian Dayton

  Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 Oracle Sales Cloud and Marketing Cloud customer Apex IT gained just that, a 724% return on investment (ROI) when they implemented these Oracle Cloud solutions in their fast-moving, rapidly-growing business. Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif";} Congratulations Apex IT! Apex IT was just announced as a winner of the Nucleus Research 11th annual Technology ROI Awards. The award, given by the analyst firm highlights organizations that have successfully leveraged IT deployments to maximize value per dollar spent. Fast Facts: Return on Investment - 724% Payback - 2 months Average annual benefit - $91,534 Cost: Benefit Ratio – 1:48 Business Benefits In addition to the ROI and cost metrics the award calls out improvements in Apex IT’s business operations—across both Sales and Marketing teams: Improved ability to identify new opportunities and focus sales resources on higher-probability deals Reduced administration and manual lead tracking—resulting in more time selling and a net new client increase of 46% Increased campaign productivity for both Marketing and Sales, including Oracle Marketing Cloud’s automation of campaign tracking and nurture programs Improved margins with more structured and disciplined sales processes—resulting in more effective deal negotiations Please join us in congratulating Apex IT on this award and their business achievements. Want More Details? Don’t take our word for it. Read the full Apex IT ROI Case Study and learn more about Apex IT’s business—including their work with Oracle Sales and Marketing Cloud on behalf of their clients in leading Sales organizations. Learn More About Oracle Sales Cloud www.oracle.com/salescloud www.facebook.com/oraclesalescloud www.youtube.com/oraclesalescloud Oracle Customer Experience and Complementary Sales Solutions Oracle Configure, Price and Quote (CPQ) Cloud Oracle Marketing Cloud Oracle Customer Experience /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;}

  Read the article

• Multiple Zend application code organisation

  - by user966936

  For the past year I have been working on a series of applications all based on the Zend framework and centered on a complex business logic that all applications must have access to even if they don't use all (easier than having multiple library folders for each application as they are all linked together with a common center). Without going into much detail about what the project is specifically about, I am looking for some input (as I am working on the project alone) on how I have "grouped" my code. I have tried to split it all up in such a way that it removes dependencies as much as possible. I'm trying to keep it as decoupled as I logically can, so in 12 months time when my time is up anyone else coming in can have no problem extending on what I have produced. Example structure: applicationStorage\ (contains all applications and associated data) applicationStorage\Applications\ (contains the applications themselves) applicationStorage\Applications\external\ (application grouping folder) (contains all external customer access applications) applicationStorage\Applications\external\site\ (main external customer access application) applicationStorage\Applications\external\site\Modules\ applicationStorage\Applications\external\site\Config\ applicationStorage\Applications\external\site\Layouts\ applicationStorage\Applications\external\site\ZendExtended\ (contains extended Zend classes specific to this application example: ZendExtended_Controller_Action extends zend_controller_Action ) applicationStorage\Applications\external\mobile\ (mobile external customer access application different workflow limited capabilities compared to full site version) applicationStorage\Applications\internal\ (application grouping folder) (contains all internal company applications) applicationStorage\Applications\internal\site\ (main internal application) applicationStorage\Applications\internal\mobile\ (mobile access has different flow and limited abilities compared to main site version) applicationStorage\Tests\ (contains PHP unit tests) applicationStorage\Library\ applicationStorage\Library\Service\ (contains all business logic, services and servicelocator; these are completely decoupled from Zend framework and rely on models' interfaces) applicationStorage\Library\Zend\ (Zend framework) applicationStorage\Library\Models\ (doesn't know services but is linked to Zend framework for DB operations; contains model interfaces and model datamappers for all business objects; examples include Iorder/IorderMapper, Iworksheet/IWorksheetMapper, Icustomer/IcustomerMapper) (Note: the Modules, Config, Layouts and ZendExtended folders are duplicated in each application folder; but i have omitted them as they are not required for my purposes.) For the library this contains all "universal" code. The Zend framework is at the heart of all applications, but I wanted my business logic to be Zend-framework-independent. All model and mapper interfaces have no public references to Zend_Db but actually wrap around it in private. So my hope is that in the future I will be able to rewrite the mappers and dbtables (containing a Models_DbTable_Abstract that extends Zend_Db_Table_Abstract) in order to decouple my business logic from the Zend framework if I want to move my business logic (services) to a non-Zend framework environment (maybe some other PHP framework). Using a serviceLocator and registering the required services within the bootstrap of each application, I can use different versions of the same service depending on the request and which application is being accessed. Example: all external applications will have a service_auth_External implementing service_auth_Interface registered. Same with internal aplications with Service_Auth_Internal implementing service_auth_Interface Service_Locator::getService('Auth'). I'm concerned I may be missing some possible problems with this. One I'm half-thinking about is a config.ini file for all externals, then a separate application config.ini overriding or adding to the global external config.ini. If anyone has any suggestions I would be greatly appreciative. I have used contextswitching for AJAX functions within the individual applications, but there is a big chance both external and internal will get web services created for them. Again, these will be separated due to authorization and different available services. \applicationstorage\Applications\internal\webservice \applicationstorage\Applications\external\webservice

  Read the article

• Entity Framework - Condition on one to many join (Lambda)

  - by nirpi

  Hi, I have 2 entities: Customer & Account, where a customer can have multiple accounts. On the account, I have a "PlatformTypeId" field, which I need to condition on (multiple values), among other criterions. I'm using Lambda expressions, to build the query. Here's a snippet: var customerQuery = (from c in context.CustomerSet.Include("Accounts") select c); if (criterions.UserTypes != null && criterions.UserTypes.Count() > 0) { List<short> searchCriterionsUserTypes = criterions.UserTypes.Select(i => (short)i).ToList(); customerQuery = customerQuery.Where(CommonDataObjects.LinqTools.BuildContainsExpression<Customer, short>(c => c.UserTypeId, searchCriterionsUserTypes)); } // Other criterions, including the problematic platforms condition (below) var customers = customerQuery.ToList(); I can't figure out how to build the accounts' platforms condition: if (criterions.Platforms != null && criterions.Platforms.Count() > 0) { List<short> searchCriterionsPlatforms = criterions.Platforms.Select(i => (short)i).ToList(); customerQuery = customerQuery.Where(c => c.Accounts.Where(LinqTools.BuildContainsExpression<Account, short>(a => a.PlatformTypeId, searchCriterionsPlatforms))); } (The BuildContainsExpression is a method we use to build the expression for the multi-select) I'm getting a compilation error: The type arguments for method 'System.Linq.Enumerable.Where(System.Collections.Generic.IEnumerable, System.Func)' cannot be inferred from the usage. Try specifying the type arguments explicitly. Any idea how to fix this? Thanks, Nir.

  Read the article

• Binding TabControl ItemsSource to an ObservableCollection of ViewModels causes content to refresh on

  - by Brent

  I'm creating an WPF application using the MVVM framework, and I've adopted several features from Josh Smith's article on MVVM here... Most importantly, I'm binding a TabControl to an ObservableCollection of ViewModels. This means that am using a tabbed MDI interface that displays a UserControl as the content of a TabItem. The issue I'm seeing in my application is that when I have several tabs and I flip back and forth between tabs, the content is being refersh each time I change tabs. If you download Josh Smith's source code, you'll see that his app has the same problem. For example, click on the "View All Customers" button and scroll down to the bottom the ListView. Next click on the "Create New Customer" button. When you switch back to the All Customer view you'll notice that the ListView scrolls back to the top. If you switch back to the New Customer tab and place your cursor in one of the TextBoxes, then switch to All Customers tab and back, you'll notice that the cursor is now gone. I imagine that this is because I'm using an ObservableCollection, but I can't be sure. Is there any way to prevent the tab's content from refreshing when it receives the focus? EDIT: I found my problem when I ran the profiler on my application. I'm defining a DataTemplate for my ViewModels so it knows how to render the ViewModel when it is displayed in the tab... like so: <DataTemplate DataType="{x:Type vm:CustomerViewModel}"> <vw:CustomerView/> </DataTemplate> So whenever I switch to a different tab, it has to re-create the ViewModel again. I fixed it temporarily by changing my ObservableCollection of ViewModels to an ObservableCollection of UserControls. However, I would really still like to use DataTemplates if possible. Is there a way to make a DataTemplate work?

  Read the article

• Binding TabControl ItemsSource to an ObservableCollection causes content to refresh on focus

  - by Brent

  I'm creating an WPF application using the MVVM framework, and I've adopted several features from Josh Smith's article on MVVM here... Most importantly, I'm binding a TabControl to an ObservableCollection of ViewModels. This means that am using a tabbed MDI interface that displays a UserControl as the content of a TabItem. The issue I'm seeing in my application is that when I have several tabs and I flip back and forth between tabs, the content is being refersh each time I change tabs. If you download Josh Smith's source code, you'll see that his app has the same problem. For example, click on the "View All Customers" button and scroll down to the bottom the ListView. Next click on the "Create New Customer" button. When you switch back to the All Customer view you'll notice that the ListView scrolls back to the top. If you switch back to the New Customer tab and place your cursor in one of the TextBoxes, then switch to All Customers tab and back, you'll notice that the cursor is now gone. I imagine that this is because I'm using an ObservableCollection, but I can't be sure. Is there any way to prevent the tab's content from refreshing when it receives the focus?

  Read the article

• SQL Server slow in production environment

  - by Lieven Cardoen

  I have a weird problem in a customer's production environment. I can't give any details on the infrastructure, except that SQL server runs on a virtual server. The data, log and filestream file are on another storage server (data and filestream together and log on a separate server). In our local Test environment, there's one particular query that executes with these durations: first we clear the cache 300ms (First time it takes longer, but from then on it's cached.) 20ms 15ms 17ms In the customer's production environment, the SQL Server is more powerful, these are the durations (I didn't have the rights to clear the cache. Will try this tomorrow). 2500ms 2600ms 2400ms The servers in the customer's production environment are more powerful but they do have virtual servers (we don't). What could be the cause... Not enough memory? Fragmentation? Physical storage? How would you tackle this performance problem? EDIT: Some people have asked me if the data set is equal and it is. I restored their database on our environment. It's true that this was the first thing I looked at. (@Everyone: I added the edit because it will be the first thing that many will think off).

  Read the article

• Cross domains sessions - shared shopping cart cross domains

  - by Jaroslav Moravec

  Hi, we are solving the problem with eshop (php, mysql). The client want to have the same eshop on two domains with shared shopping cart. In the shop customer can do the shopping without users account (can't be logged in). And there is the problem, how to make the shared shopping cart cross domain. The data from cart is stored in sessions, which we stored in database too. But we can't solve the problem in carrying data over domains. Identifying unlogged user is not holeproof (research). The example, how it should work Customer goes to domainOne and add some things to the cart. Than he goes to domainTwo (by link, typing domain address, however) and add some other things to the cart. In the cart he has things from both domains (after refreshing page). Do you have any idea, how to solve this problem? What didn't work: redirecting is not possible due to customer requirments cookies are related to domain set_cookie with the other domain didn't work the simpliest way is to carry over only the sessionid (stored in cookies) but we don't know, how to wholeproof identify unlogged users. is there any other place, where data can be stored on client side except cookies? (probably not) we can't use sending sessionid by params in url (if user click to link to the other domain) or resolving the header referer, bcs we don't know, how user can achieve the other domain. If you can't understand me, take me a question. If you think, that having eshop on two domains with shared (common) cart is bad idea, don't tell me, we know it. Thanks for each answer.

  Read the article

• get property from XML using PHP

  - by Adnan

  Hello, I am using PHP's SimpleXML to get some values out of the following XML; - <entry> <id>http://www.google.com/m8/feeds/contacts/email_address%40gmail.com/base/0</id> <updated>2010-01-14T22:06:26.565Z</updated> <category scheme="http://schemas.google.com/g/2005#kind" term="http://schemas.google.com/contact/2008#contact" /> <title type="text">Customer Name</title> <link rel="http://schemas.google.com/contacts/2008/rel#edit-photo" type="image/*" href="http://www.google.com/m8/feeds/photos/media/email_address%40gmail.com/0/34h5jh34j5kj3444" /> <link rel="self" type="application/atom+xml" href="http://www.google.com/m8/feeds/contacts/email_address%40gmail.com/full/0" /> <link rel="edit" type="application/atom+xml" href="http://www.google.com/m8/feeds/contacts/email_address%40gmail.com/full/0/5555" /> <gd:email rel="http://schemas.google.com/g/2005#other" address="[email protected]" primary="true" /> </entry> I can get the title with: $xml = new SimpleXMLElement($response_h1); foreach ($xml->entry as $entry) { echo $entry->title, '<br />'; } But how to get the address="[email protected]" property?

  Read the article

• Created nested model setting a property on nested model before save

  - by CWitty

  I have two models a Company and a User the Company has_many :users and the User belongs_to :company. I have a form such as: <%= form_for @company, data: {toggle: :validator}, novalidate: "novalidate", html: {role: :form} do |f| %> company fields Then in there I have <%= f.fields_for :users, @company.users.build do |user_form| %> A bunch of user fields It posts the data with the nested attributes of users_attributes: {"0" => {name: "Chad"}} But it doesn't create the user only the company object. Company Model class Company < ActiveRecord::Base has_many :users, dependent: :destroy has_many :contacts, dependent: :destroy accepts_nested_attributes_for :users accepts_nested_attributes_for :contacts attr_accessor :card_token, :users_attributes before_create :create_company_customer_token before_create :create_admin_user before_destroy :set_deleted_flag validates_presence_of :name, :phone_number private def create_admin_user self.users.first.admin = true end def set_deleted_flag self.deleted = true save users.each do |u| u.destroy end false end def create_company_customer_token begin customer = Stripe::Customer.create(description: "Company: #{self.name}", card: self.card_token, plan: self.plan) self.stripe_customer_id = customer['id'] rescue Stripe::StripeError => e self.errors.add(:stripe_customer_id, "Looks like we are having an issue at the moment, please try again shortly") @logger ||= Rails.logger @logger.error(e) end end end User Model class User < ActiveRecord::Base include Clearance::User has_many :messages belongs_to :company before_destroy :set_deleted_flag after_create :send_welcome_email validates_presence_of :first_name, :last_name validates_uniqueness_of :email, scope: :company_id, conditions: -> { where.not(deleted: true) } def name "#{first_name} #{last_name}" end private def set_deleted_flag self.deleted = true save end def send_welcome_email UserMailer.welcome_email(self).deliver end end

  Read the article

• choosing row (from group) with max value in a SQL Server Database

  - by sriehl

  I have a large database and am putting together a report of the data. I have aggregated and summed the data from many tables to get two tables that look like the following. id | code | value id | code | value 13 | AA | 0.5 13 | AC | 2.0 13 | AB | 1.0 14 | AB | 1.5 14 | AA | 2.0 13 | AA | 0.5 15 | AB | 0.5 15 | AB | 3.0 15 | AD | 1.5 15 | AA | 1.0 I need to get a list of id's, with the code (sumed from both tables) with the largest value. 13 | AC 14 | AA 15 | AB There are 4-6 thousand records and it is not possible to change the original tables. I'm not too worried about performance as I only need to run it a few times a year. edit: Let me see if I can explain a bit more clearly, imagine the id is the customer id, the code is who they ordered from and the value is how much they spent there. I need a list of the all the customer id's and the store that customer spent the most money at (and if they spent the same at two different stores, put a value such as 'ZZ' in for the store name).

  Read the article

• Model relationships in ASP.NET MVC

  - by Fabiano

  Hi I recently started evaluating ASP.NET MVC. While it is really easy and quick to create Controllers and Views for Models with only primitive properties (like shown in the starter videos from the official page) I didn't find any good way to work with references to complex types. Let's say, I have these Models: public class Customer { public int Id { get; set; } public string Name { get; set; } public Address Address { get; set; } public IList<Order> Orders { get; set; } } public class Address { public int Id { get; set; } public string ..... ..... } public class Order { public int Id { get; set; } public Customer Customer { get; set; } public string OrderName { get; set; } ..... } Note that I don't have foreign keys in the models (like it's typical for LINQ to SQL, which is also used in the sample video) but an object reference. How can I handle such references in asp.net mvc? Does someone has some good tips or links to tutorials about this problem? maybe including autobinding with complex types.

  Read the article

< Previous Page | 87 88 89 90 91 92 93 94 95 96 97 98  | Next Page >