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Commvault on AWS Comprehensive Cloud Data Management for Hybrid IT Table of Contents
Commvault on AWS Comprehensive Cloud Data Management for Hybrid IT Table of Contents The Data Management Challenge 3 Commvault and Amazon Web Services 4 Benefits 7 Case Study: Dow Jones 8 Getting Started 9 2 The Data Management Challenge Today, more data is being generated than ever before. Keeping up with the rapid pace of data growth presents a series of challenges. Enterprise organizations are collecting petabytes of customer and application data that must be backed up and accessible to meet compliance requirements. Increased regulation around data retention policies make it more difficult to manage backup and archive storage, as critical data may be required to be kept for years and maybe difficult to find. Further complicating matters, point solutions often overlap and leave gaps where data is unprotected and require additional staff to manage them. These issues lead to increased costs, yet many IT departments are facing budget cuts and cannot expand upon their capital to meet increased performance demands. Today’s hybrid IT organizations realize cloud can help solve many data storage issues. With cloud storage comes the need for a comprehensive data management platform to manage data both on-premises and in the cloud. Savvy organizations streamline IT operations and reduce cloud waste with flexible orchestration to automate resource provisioning, policies and routine tasks. This eBook will demonstrate how Commvault and Amazon Web Services (AWS) deliver a cost-effective data management solution that addresses all of these challenges with a single, scalable solution. 3 Commvault and Amazon Web Services Unlike most backup and recovery solutions, Commvault offers a single data platform solution for all backup and recovery needs; as opposed to having to several point solutions for each use case (i.e. -
Amazon's Antitrust Paradox
LINA M. KHAN Amazon’s Antitrust Paradox abstract. Amazon is the titan of twenty-first century commerce. In addition to being a re- tailer, it is now a marketing platform, a delivery and logistics network, a payment service, a credit lender, an auction house, a major book publisher, a producer of television and films, a fashion designer, a hardware manufacturer, and a leading host of cloud server space. Although Amazon has clocked staggering growth, it generates meager profits, choosing to price below-cost and ex- pand widely instead. Through this strategy, the company has positioned itself at the center of e- commerce and now serves as essential infrastructure for a host of other businesses that depend upon it. Elements of the firm’s structure and conduct pose anticompetitive concerns—yet it has escaped antitrust scrutiny. This Note argues that the current framework in antitrust—specifically its pegging competi- tion to “consumer welfare,” defined as short-term price effects—is unequipped to capture the ar- chitecture of market power in the modern economy. We cannot cognize the potential harms to competition posed by Amazon’s dominance if we measure competition primarily through price and output. Specifically, current doctrine underappreciates the risk of predatory pricing and how integration across distinct business lines may prove anticompetitive. These concerns are height- ened in the context of online platforms for two reasons. First, the economics of platform markets create incentives for a company to pursue growth over profits, a strategy that investors have re- warded. Under these conditions, predatory pricing becomes highly rational—even as existing doctrine treats it as irrational and therefore implausible. -
Informatica Powerexchange for Amazon Redshift
Informatica® PowerExchange for Amazon Redshift 10.0 User Guide for PowerCenter Informatica PowerExchange for Amazon Redshift User Guide for PowerCenter 10.0 May 2016 © Copyright Informatica LLC 2014, 2018 This software and documentation contain proprietary information of Informatica LLC and are provided under a license agreement containing restrictions on use and disclosure and are also protected by copyright law. Reverse engineering of the software is prohibited. No part of this document may be reproduced or transmitted in any form, by any means (electronic, photocopying, recording or otherwise) without prior consent of Informatica LLC. This Software may be protected by U.S. and/or international Patents and other Patents Pending. Use, duplication, or disclosure of the Software by the U.S. Government is subject to the restrictions set forth in the applicable software license agreement and as provided in DFARS 227.7202-1(a) and 227.7702-3(a) (1995), DFARS 252.227-7013©(1)(ii) (OCT 1988), FAR 12.212(a) (1995), FAR 52.227-19, or FAR 52.227-14 (ALT III), as applicable. The information in this product or documentation is subject to change without notice. If you find any problems in this product or documentation, please report them to us in writing. Informatica, Informatica Platform, Informatica Data Services, PowerCenter, PowerCenterRT, PowerCenter Connect, PowerCenter Data Analyzer, PowerExchange, PowerMart, Metadata Manager, Informatica Data Quality, Informatica Data Explorer, Informatica B2B Data Transformation, Informatica B2B Data Exchange Informatica On Demand, Informatica Identity Resolution, Informatica Application Information Lifecycle Management, Informatica Complex Event Processing, Ultra Messaging, Informatica Master Data Management, and Live Data Map are trademarks or registered trademarks of Informatica LLC in the United States and in jurisdictions throughout the world. -
To the Strategy of Amazon Prime
to the strategy of Amazon Prime “Even if a brick and mortar store does everything right, even if the store is exactly where you parked your car and it puts the thing you want right in the window and is having a sale on it that day— if you’re a Prime customer, it’s easier to buy from Amazon.” Mike Shatzkin, CEO of The Idea Logical Company Side 2 af 2 Overview: Main points and conclusions • Amazon is the world’s leading e- third of Amazon’s turnover in the commerce business with an annual US derives from Prime member- turnover of more than 100 billion ships. Prime is also an important USD and its growth is still expo- part of Amazon’s strategy for the nential. At the same time, Amazon future that revolves around a com- is one of the world’s leading sub- plete disruption of the interplay scription businesses with Amazon between e-commerce and retail Prime. The service is believed to and a domination of the same-day have above 80 million members delivery market. worldwide. • To win the position as the same- • Amazon prime is considered a sig- day delivery dominator in the mar- nificant part of Amazon’s great ket, Amazon has entered the mar- success. Amazon Prime members ket for groceries in the US. Ama- pay an annual sum of 99 USD or a zonFresh delivers groceries and monthly sum of 10.99 USD and get other goods directly to the cus- free two-day delivery on more than tomer’s doorstep on the same day 15 million different items. -
AWS Managed Services (AMS)
AWS Managed Services (AMS) Application Developer's Guide AMS Advanced Operations Plan Version September 16, 2020 AWS Managed Services (AMS) Application Developer's Guide AMS Advanced Operations Plan AWS Managed Services (AMS) Application Developer's Guide: AMS Advanced Operations Plan Copyright © Amazon Web Services, Inc. and/or its affiliates. All rights reserved. Amazon's trademarks and trade dress may not be used in connection with any product or service that is not Amazon's, in any manner that is likely to cause confusion among customers, or in any manner that disparages or discredits Amazon. All other trademarks not owned by Amazon are the property of their respective owners, who may or may not be affiliated with, connected to, or sponsored by Amazon. AWS Managed Services (AMS) Application Developer's Guide AMS Advanced Operations Plan Table of Contents Application Onboarding to AMS Introduction ........................................................................................ 1 What is Application Onboarding? ................................................................................................. 1 What we do, what we do not do .................................................................................................. 1 AMS Amazon Machine Images (AMIs) ............................................................................................ 2 Security enhanced AMIs ...................................................................................................... 4 Key terms ................................................................................................................................. -
Performance Efficiency Pillar
Performance Efficiency Pillar AWS Well-Architected Framework Performance Efficiency Pillar AWS Well-Architected Framework Performance Efficiency Pillar: AWS Well-Architected Framework Copyright © Amazon Web Services, Inc. and/or its affiliates. All rights reserved. Amazon's trademarks and trade dress may not be used in connection with any product or service that is not Amazon's, in any manner that is likely to cause confusion among customers, or in any manner that disparages or discredits Amazon. All other trademarks not owned by Amazon are the property of their respective owners, who may or may not be affiliated with, connected to, or sponsored by Amazon. Performance Efficiency Pillar AWS Well-Architected Framework Table of Contents Abstract and Introduction ................................................................................................................... 1 Abstract .................................................................................................................................... 1 Introduction .............................................................................................................................. 1 Performance Efficiency ....................................................................................................................... 2 Design Principles ........................................................................................................................ 2 Definition ................................................................................................................................. -
Amazon's Competitive Advantage
The Amazon Amazon’s Network Australia Brazil Canada China France Germany Competitive India Italy Japan Mexico Spain United Kingdom Advantage 6pm East Dane Score deals Designer Men's on fashion brands Fashion Audible Soap.com Download Health, Beauty & April 1, 2014 Audio Books Home Essentials AbeBooks BeautyBar.com Rare Books Prestige Beauty & Textbooks Delivered Fabric TenMarks.com Sewing, Quilting Math Activities & Knitting for Kids & Schools AfterSchool.com Book Depository Kids’ Sports, Outdoor Books With Free & Dance Gear Delivery Worldwide IMDb Vine.com Movies, TV Everything & Celebrities to Live Life Green Alexa Bookworm.com Actionable Analytics Books For Children for the Web Of All Ages Junglee.com Wag.com Shop Online Everything in India For Your Pet Amazon “The Earth’s Most AmazonFresh Casa.com Groceries & More Kitchen, Storage Right To Your Door & Everything Home Customer-Centric Company” Kindle Direct AmazonSupply Publishing Business, Industrial Indie Digital & Scientific Supplies Publishing Made Easy Amazon Local CreateSpace Great Local Deals Indie Print Publishing in Your City Made Easy Look.com Woot! Kids' Clothing Discounts and & Shoes Shenanigans Warehouse Deals Diapers.com Open-Box Everything Discounts But The Baby MYHABIT Yoyo.com Private Fashion A Happy Place Designer Sales To Shop For Toys Amazon Web DPReview Services Digital Scalable Cloud Photography Computing Services Tutorial D203 Shopbop Zappos Group 3 : Katrina Sekhon, Jacob Designer Shoes & Fashion Brands Clothing Blacklock, Kerwin Leung For more information, please visit our blog: Amazon's Competitive Advantage When it first began in the 1990s Amazon aimed to be “The Earth’s Largest Bookseller.” In the past twenty years, its goal has since evolved to being How Does Amazon “The Earth’s most Customer-Centric Company.” This company-wide focus is at the heart of its long-term competitive advantage. -
E-Books on the Mobile E-Reader
Mobile Information Systems 9 (2013) 55–68 55 DOI 10.3233/MIS-2012-0148 IOS Press E-books on the mobile e-reader Chulyun Kim, Ok-Ran Jeong∗, Jaehyuk Choi and Won Kim Department of Software Design and Management, Gachon University, Seongnam, Korea Abstract. The market for e-books has been established during the past several years. Many e-book readers are commercially available, and millions of e-book titles are available for purchase or free download. E-paper technology has matured enough to be used as the screen for dedicated e-book readers which make reading possible with the familiar feel of reading printed books. In this paper, we provide a comprehensive review of the status of the e-book, including the architecture and features of e-book readers, market adoption and e-book industry ecosystem. Keywords: E-book, e-paper technology, e-book reader, e-book industry ecosystem 1. Introduction A book organizes texts and images. As texts and images can be stored and retrieved from computers in digital form, the emergence of e-books is only natural. An e-book (electronic book) is a book that is stored in digital form and read on a mobile e-book reader. There are two types of e-book reader: a dedicated e-book reader (such as Amazon’s Kindle, Sony’s PRS Reader), and a multi-function computing device (such as a PC, a tablet computer, a PDA, a smart phone). (Henceforth, we will use the term “e-book reader” to mean either type where a distinction is not necessary.) Figure 1 shows an Amazon Kindle e-book reader. -
Amazon Silk Developer Guide Amazon Silk Developer Guide
Amazon Silk Developer Guide Amazon Silk Developer Guide Amazon Silk: Developer Guide Copyright © 2015 Amazon Web Services, Inc. and/or its affiliates. All rights reserved. The following are trademarks of Amazon Web Services, Inc.: Amazon, Amazon Web Services Design, AWS, Amazon CloudFront, AWS CloudTrail, AWS CodeDeploy, Amazon Cognito, Amazon DevPay, DynamoDB, ElastiCache, Amazon EC2, Amazon Elastic Compute Cloud, Amazon Glacier, Amazon Kinesis, Kindle, Kindle Fire, AWS Marketplace Design, Mechanical Turk, Amazon Redshift, Amazon Route 53, Amazon S3, Amazon VPC, and Amazon WorkDocs. In addition, Amazon.com graphics, logos, page headers, button icons, scripts, and service names are trademarks, or trade dress of Amazon in the U.S. and/or other countries. Amazon©s trademarks and trade dress may not be used in connection with any product or service that is not Amazon©s, in any manner that is likely to cause confusion among customers, or in any manner that disparages or discredits Amazon. All other trademarks not owned by Amazon are the property of their respective owners, who may or may not be affiliated with, connected to, or sponsored by Amazon. AWS documentation posted on the Alpha server is for internal testing and review purposes only. It is not intended for external customers. Amazon Silk Developer Guide Table of Contents What Is Amazon Silk? .................................................................................................................... 1 Split Browser Architecture ...................................................................................................... -
EXPERT REPORT of JENNIFER KING Federal Trade Commission V
Case 2:14-cv-01038-JCC Document 80-2 Filed 12/17/15 Page 2 of 79 EXPERT REPORT OF JENNIFER KING Federal Trade Commission v. Amazon.com, Inc. Case No. 2:14-cv-01038-JCC (W.D. Wash.) October 16, 2015 Case 2:14-cv-01038-JCC Document 80-2 Filed 12/17/15 Page 3 of 79 Table of Contents I. QUALIFICATION STATEMENT........................................................................................................4 II. SCOPE OF WORK AND SUMMARY OF CONCLUSIONS....................................................................6 III. MATERIALS REVIEWED AND CONSIDERED .......................................................................................9 IV. METHODS USED ...........................................................................................................................12 A. WHAT IS HCI?.......................................................................................................................................12 B. BACKGROUND ON METHODS USED ...........................................................................................................13 V. ANALYSIS .......................................................................................................................................18 A. ANALYSIS OF THE IN-APP PURCHASE DISCLOSURES ..................................................................................19 1. Placement, Prominence, and Appearance of the In-App Purchase Note ..................................22 2. Placement, Prominence, and Appearance of the Key Details Badge ........................................27 -
Amazon.Com Has Come a Long Way Since Its Founder and Chief Executive Officer, Jeff Bezos, Envisioned the Company As a Virtual Bookstore
Amazon.com has come a long way since its founder and chief executive officer, Jeff Bezos, envisioned the company as a virtual bookstore. It has evolved into an online retail giant that generated US $74.45 billion in revenues in 2013, much of that coming from its support of more than two million companies that used Amazon to sell their products online and distribute them to customers. Under the company's various programs, Amazon not only provides its customers with a means of advertising and selling their products, but also offers to store those products in its fulfillment centers; pick, pack, and ship them; and provide customer service, including handling returns. Amazon keeps the most popular products in inventory. This gives Amazon an advantage that its rivals find hard to replicate. Manages and ships not only its own inventory but that of other retailers such as Eddie Bauer and Target, giving it an economy of scale that dwarfs its rivals. As it stands, Amazon can currently ship some 10 million products, compared with Walmart's 500,000 In the process of developing its network to support those services, Amazon has built out an infrastructure that by one recent account now includes 145 warehouses around the world (84 in the United States, four in Canada, 29 in Europe, 15 in China, 10 in Japan, and seven in India), which collectively account for more than 40 million square feet of space. Amazon has also has made substantial INVESTMENTS in material handling systems, including the acquisition of Kiva Systems for $775 million in 2012.1 Kiva, now a wholly owned subsidiary of Amazon, designs robots, software, workstations, and other hardware that has been used in the distribution facilities of companies such as Staples, Office Depot, and The Gap. -
The Foreign Service Journal, May 2010
C1-C4_FSJ_0510_COV:proof 4/15/10 8:55 PM Page C1 GETTING UP TO SPEED ■ BEFORE USAID ■ A CASE OF WANDERLUST $3.50 / MAY 2010 OREIGN ERVICE FJ O U R N A L STHE MAGAZINE FOR FOREIGN AFFAIRS PROFESSIONALS BACK TO THE DRAWING BOARD? The Future of the Foreign Service C1-C4_FSJ_0510_COV:proof 4/15/10 8:55 PM Page C2 01-16_FSJ_0510_FRO:first 4/15/10 5:29 PM Page 1 01-16_FSJ_0510_FRO:first 4/15/10 5:29 PM Page 2 01-16_FSJ_0510_FRO:first 4/15/10 5:30 PM Page 3 OREIGN ERVICE FJ O U R N A L S CONTENTS May 2010 Volume 87, No. 5 F OCUS ON The Future of the Foreign Service THE CHALLENGE OF PROFESSIONAL DEVELOPMENT / 17 It is time for the Foreign Service to pull together recent advances in training into a comprehensive plan. By Ronald E. Neumann DIPLOMACY 3.0: A PROGRESS REPORT / 24 Unlike the Diplomatic Readiness Initiative, Diplomacy 3.0 is envisioned as a long-term approach to FS hiring needs. Cover and inside illustration By Bob Guldin by Gary Kempston THE NEXT-GENERATION DEPARTMENT OF STATE PROJECT / 29 We must empower the Secretary of State to coordinate the entire PRESIDENT’S VIEWS / 5 U.S. international relations mechanism. Seeing Diplomacy As a Profession By Edward Marks By Susan R. Johnson THE “REFORM” OF FOREIGN SERVICE REFORM / 35 SPEAKING OUT / 14 The constant need to redefine the diplomatic mission and organize Time for State to Get Up to Speed accordingly continues to drive a debate that began in the late 1940s.