Mobile Smart Fundamentals Mma Members Edition November 2015
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Internet Economy 25 Years After .Com
THE INTERNET ECONOMY 25 YEARS AFTER .COM TRANSFORMING COMMERCE & LIFE March 2010 25Robert D. Atkinson, Stephen J. Ezell, Scott M. Andes, Daniel D. Castro, and Richard Bennett THE INTERNET ECONOMY 25 YEARS AFTER .COM TRANSFORMING COMMERCE & LIFE March 2010 Robert D. Atkinson, Stephen J. Ezell, Scott M. Andes, Daniel D. Castro, and Richard Bennett The Information Technology & Innovation Foundation I Ac KNOW L EDGEMEN T S The authors would like to thank the following individuals for providing input to the report: Monique Martineau, Lisa Mendelow, and Stephen Norton. Any errors or omissions are the authors’ alone. ABOUT THE AUTHORS Dr. Robert D. Atkinson is President of the Information Technology and Innovation Foundation. Stephen J. Ezell is a Senior Analyst at the Information Technology and Innovation Foundation. Scott M. Andes is a Research Analyst at the Information Technology and Innovation Foundation. Daniel D. Castro is a Senior Analyst at the Information Technology and Innovation Foundation. Richard Bennett is a Research Fellow at the Information Technology and Innovation Foundation. ABOUT THE INFORMATION TECHNOLOGY AND INNOVATION FOUNDATION The Information Technology and Innovation Foundation (ITIF) is a Washington, DC-based think tank at the cutting edge of designing innovation policies and exploring how advances in technology will create new economic opportunities to improve the quality of life. Non-profit, and non-partisan, we offer pragmatic ideas that break free of economic philosophies born in eras long before the first punch card computer and well before the rise of modern China and pervasive globalization. ITIF, founded in 2006, is dedicated to conceiving and promoting the new ways of thinking about technology-driven productivity, competitiveness, and globalization that the 21st century demands. -
How to Elevate Your Cloud Solutions Practice
How to elevate your cloud solutions practice AZURE MANAGED SERVICES PLAYBOOK FOR CSP PARTNERS 1 © 2016 MICROSOFT ALL RIGHTS RESERVED Azure managed services playbook for CSP partners Introduction 3 How to build an MSP practice 37 Who is an Azure Managed Services Provider? 4 Business planning 38 What is a cloud MSP? 5 Offer design 44 Why cloud managed services? 7 Go to market 51 Azure Managed Services opportunities 9 Cost of setting up an MSP practice 55 MSP profitability 10 Helpful links for Azure MSPs 56 How do MSPs make money? 11 MSP service offerings 12 Managed Services – Under the hood 13 Breaking down the functions of an MSP 14 Cloud assessment and planning 15 Cloud migration/deployments 17 Infrastructure operations management 19 Configuration management 20 Automation/Dev-Ops 21 Backup and Disaster Recovery 22 Identity and access management 23 Cloud monitoring services 24 Cost optimization 26 Security 28 Support 30 Azure Managed Services Spectrum 32 2 Introduction Cloud is disrupting traditional IT faster than we think. Today, with 80%1 business The playbook not only answers the “Why managed services?” question, it also deploying or fully embracing the cloud, we have ‘crossed the chasm’ and are addresses the “What is it?” and the “How to build” type of questions regarding in the ‘early majority’ stage of the adoption curve. All of this means more managed services practices. Over the course of this e-book, you will find answers opportunities for cloud solution providers. IDC discusses this opportunity to the following questions: extensively in “The Booming Cloud” report. 1. -
To E-Commerce EC4E Ch 01 WA 11-23.Qxd 12/10/2007 5:16 PM Page 2
EC4E_Ch_01_WA_11-23.qxd 12/10/2007 5:16 PM Page 1 PART 1 CHAPTER 1 The Revolution Is Just Beginning CHAPTER 2 E-commerce Business Models and Concepts Introduction to E-commerce EC4E_Ch_01_WA_11-23.qxd 12/10/2007 5:16 PM Page 2 CHAPTER11 The Revolution Is Just Beginning LEARNING OBJECTIVES After reading this chapter, you will be able to: ■ Define e-commerce and describe how it differs from e-business. ■ Identify and describe the unique features of e-commerce technology and discuss their business significance. ■ Recognize and describe Web 2.0 applications. ■ Describe the major types of e-commerce. ■ Discuss the origins and growth of e-commerce. ■ Understand the evolution of e-commerce from its early years to today. ■ Identify the factors that will define the future of e-commerce. ■ Describe the major themes underlying the study of e-commerce. ■ Identify the major academic disciplines contributing to e-commerce. EC4E_Ch_01_WA_11-23.qxd 12/10/2007 5:16 PM Page 3 MySpace and Facebook: It’s All About You ow many people watched the final episode of the most popular American Htelevision show in history, the Sopranos? Answer: about 12 million (out of a total television audience size of 111 million). Only once in American history has a television show drawn more simultaneous viewers—13 million for NBC’s “America’s Got Talent” premiere in 2006. How many people visit MySpace each month? About 70 million. There are now more than 100 million personal profiles on MySpace. Almost 40 million visit MySpace’s closest social network rival, Facebook, each month. -
Testimony of John Denniston Partner Kleiner Perkins Caufield & Byers Before the Senate Energy & Natural Resources Commit
TESTIMONY OF JOHN DENNISTON PARTNER KLEINER PERKINS CAUFIELD & BYERS BEFORE THE SENATE ENERGY & NATURAL RESOURCES COMMITTEE MARCH 7, 2007 Introduction Good morning, Chairman Bingaman, Ranking Member Domenici and Members of the Committee. My name is John Denniston and I am a Partner at the venture capital firm Kleiner Perkins Caufield & Byers. It’s my privilege to be here today and to have the opportunity to share my views on moving advanced energy technologies to the marketplace. Ensuring a sound energy future is one of the most urgent policy challenges facing our nation and indeed the global community, and I sincerely appreciate this Committee’s leadership in this arena. Along with the rest of America, venture capital and technology industry professionals – Republicans and Democrats alike -- are deeply concerned about the risks to our nation’s welfare posed by our energy dilemma. Specifically, this includes the looming climate crisis, our oil addiction, and the very real danger of losing our global competitive edge. Yet our industry is also in a unique position to recognize that each challenge presents dramatic new opportunities to build our economy, creating jobs and prosperity. Kleiner Perkins is a member of the National Venture Capital Association and a founding member of TechNet, a network of 200 CEOs of the nation’s leading technology companies. I serve on TechNet’s Green Technologies Task Force, which next week will release a detailed set of policy recommendations to drive the development and adoption of technologies we believe can help solve some of the world’s most pressing energy and environmental problems. -
Post-Pandemic Reflections: Future Mobility COVID-19’S Potential Impact on the New Mobility Ecosystem
THEMATIC INSIGHTS Post-Pandemic Reflections: Future Mobility COVID-19’s potential impact on the new mobility ecosystem msci.com msci.com 1 Contents 04 Mobility-as-a-Service and the COVID-19 shock 06 Growing Pains in the Future Mobility Market 16 Mobility Services: Expansion and Acceleration 18 COVID-19: A Catalyst for Autonomous Delivery? 2 msci.com msci.com 3 Future Mobility A growing database collated by Neckermann Strategic Advisors has over Mobility-as- 700 public and private companies involved with different elements of the autonomous Mobility-as-a-Service (MaaS) value chain. a-Service A list that doesn’t yet include all the producers of electric, two-wheeled and public transport that contribute to the full and the mobility ecosystem. In the 1910s, the automotive industry was COVID-19 shock vast, and the rising tide was lifting every boat, albeit not profitably. However, by the time the Roaring Twenties came to an end in Even prior to the COVID-19 crisis, we discussed in our first Thematic 1929, the number of US auto manufacturers Insight1 how the world might be in the midst of the largest transformation had already fallen to 44, only to consolidate in mobility since the advent of the automobile some 120 years ago. Will much further after the Great Depression. the current pandemic prove to be a system shock that accelerates the It is, of course, tempting to see a parallel demise of inflexible and unprofitable business models and acts as a to the last five years in mobility. Just prior catalyst for the growth of more digital and service-oriented businesses in to the COVID-19 crisis, there were initial the mobility space? How might industry-wide headwinds affect the new signs of stress in this tapestry of privately- business models and technologies at least in the short-term? funded companies in the Future Mobility New industries naturally go through a series of iterations before becoming ecosystem. -
Dipartimento Di Impresa E Management Cattedra Di Strategia
Dipartimento di Impresa e Management Cattedra di Strategia di Impresa CORPORATE VENTURE CAPITAL ED OPEN INNOVATION: MOTORI PER LA CRESCITA INNOVATIVA AZIENDALE RELATORE Prof. Paolo Boccardelli CANDIDATO Carlo Maria Torregrossa Matricola 681361 CORRELATORE Prof. Luca Pirolo ANNO ACCADEMICO 2017/2018 INDICE INTRODUZIONE ............................................................................................................................. 3 CAPITOLO 1 – CORPORATE VENTURE CAPITAL ................................................................ 4 1.1 - Definizione, numeri e classificazione ...................................................................................... 4 1.2 - Principali tipologie di investimento ......................................................................................... 9 1.3 - Modelli e fasi di corporate venture capital ............................................................................ 11 1.4 - Il concetto di open innovation ............................................................................................... 14 CAPITOLO 2 – L’INVESTIMENTO IN INNOVAZIONE ........................................................ 23 2.1 - Start-up e corporate venturing ............................................................................................... 23 2.2 - Il fenomeno delle start-up nel mondo e in Italia .................................................................... 25 2.3 - Valutazione d’azienda: come valutare grandi imprese e start-up ......................................... -
The Social Economy
McKinsey Global Institute McKinsey Global Institute The social economy: Unlocking value and productivity through social technologies social through productivity and value Unlocking economy: The social July 2012 The social economy: Unlocking value and productivity through social technologies The McKinsey Global Institute The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. MGI research combines the disciplines of economics and management, employing the analytical tools of economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on six themes: productivity and growth; the evolution of global financial markets; the economic impact of technology and innovation; urbanization; the future of work; and natural resources. Recent reports have assessed job creation, resource productivity, cities of the future, and the impact of big data. MGI is led by three McKinsey & Company directors: Richard Dobbs, James Manyika, and Charles Roxburgh. Susan Lund serves as director of research. Project teams are led by a group of senior fellows and include consultants from McKinsey’s offices around the world. These teams draw on McKinsey’s global network of partners and industry and management experts. In addition, leading economists, including Nobel laureates, act as research advisers. -
HP Atalla Information Protection and Control: Automatically Classify And
Family data sheet HP Atalla Information Protection and Control Automatically classify and protect unstructured data persistently June 2014 Family data sheet | HP Atalla Information Protection and Control Figure 1. Embed protection in the data at the point of creation SaaS applications Classification Data repositories and Intercept File shares Classify Protection Protect Users generated mechanism In an era of increasing cyber threats and targeted attacks, organizations must now assume that their network has been breached. How, then, can organizations protect sensitive unstructured data like documents and spreadsheets from The second-highest return on improper access? HP Atalla Information Protection and Control investment (ROI) in security (IPC) solves this complex issue by giving organizations the investments comes from the means to bring protection to the data itself. HP Atalla IPC widespread and effective applies protection at the point information is created and application of encryption, makes that protection persistent, so it follows the information policy, and access controls wherever it goes. This secures sensitive data no matter where on data. it actually resides. The challenge of protecting unstructured information Analysts estimate that by 2015, nearly 90 percent of organizational data will be unstructured.1 Sensitive organizational data in spreadsheets, documents, presentations, and other files resides in multiple locations—for example, employee laptops/mobile devices, file servers, and storage arrays (NAS and SAN). In today’s de-perimiterized environment, collaboration is crucial—but sharing data necessitates exposing it. Traditional data protection solutions inhibit productivity by applying protection unnecessarily, and items classified as “sensitive” easily lose this classification if it’s not saved in a predefined format or network location, or if modified out of original context. -
Modern Workplace Mit Microsoft 365
MODERN WORKPLACE MIT MICROSOFT 365 LUKAS SPITALER LÖSUNGSVERTRIEB MODERN WORKPLACE Österreich MEHR ZUSAMMENARBEIT Die Arbeit im Team hat sich verdoppelt. 2x Außerdem entfallen 50 % mehr Zeit auf Zusammenarbeit. INTERN, EXTERN, MOBIL Mitarbeiter müssen über Unternehmen, Standorte und Zeitzonen hinweg Kontakte TRENDS knüpfen und kommunizieren können. DIVERSE BELEGSCHAFT Mitarbeiter verfügen über unterschiedliche “DAS NEUE NORMAL” Erwartungen, Vorlieben, Kenntnisse und Fähigkeiten. MITARBEITER-ENGAGEMENT Weltweit liegt das Mitarbeiter-Engagement bei 15 %, die leistungsstärksten Unternehmen verzeichnen jedoch einen Wert von 70 % sowie um 21 % Prozent höhere Profite. MICROSOFT 365 MICROSOFT 365 DIE UMFASSENDSTE, INTEGRIERTE UND INTELLIGENTE LÖSUNG OFFICE 365 EMS WINDOWS 10 100+ MICROSOFT DATACENTER MICROSOFT 365 UNIVERSELLES TOOLKIT FÜR TEAMARBEIT TEAMS SHAREPOINT YAMMER OFFICE APPS OUTLOOK Zentraler Ort Intranet und Unternehmensweite Gemeinsame E-Mail für Teamarbeit Content Management Kommunikation Dokumenterstellung und Kalender OFFICE 365 GROUPS Ein einziges Teamabonnement für alle Apps und Services MICROSOFT GRAPH SECURITY & COMPLIANCE MICROSOFT 365 SICHERHEIT UND COMPLIANCE Identity und Access Threat Information Security Management Protection Protection Management Sichere Identitäten, um Angriffe mit integrierter und Informationen überall dort Stärken Sie Ihre “zero trust”-Szenarien zu automatisierter Sicherheit lokalisieren und klassifizieren, Sicherheitsmaßnahmen mit ermöglichen stoppen wo sie leben Insights und Guidance Infrastructure -
A Cruiser's View of Bequia
C A R I B B E A N On-line C MPASS NOVEMBER 20088 NO.NO. 158 The Caribbean’s Monthly Look at Sea & Shore A CRUISER'S VIEW OF BEQUIA See story on page 28 WILFRED DEDERER NOVEMBER 2008 CARIBBEAN COMPASS PAGE 2 a NOVEMBER 2008 CARIBBEAN COMPASS PAGE 3 CALENDAR NOVEMBER 1 All Saints’ Day. Public holiday in French West Indies 1 Independence Day. Public holiday in Antigua & Barbuda 1 D Hamilton Jackson Day. Public holiday in USVI 1 - 2 Women’s Caribbean One Design Keelboat Championship, St. Maarten. [email protected] The Caribbean’s Monthly Look at Sea & Shore 2 19th West Marine Caribbean 1500 sets sail from Hampton, VA to Tortola. www.carib1500.com www.caribbeancompass.com 3 Independence Day. Public holiday in Dominica 4 Community Service Day. Public holiday in Dominica NOVEMBER 2008 • NUMBER 158 6 - 11 Le Triangle Emeraude rally, Guadeloupe to Dominica. [email protected] 7 - 8 BVI Schools Regatta, Royal British Virgin Islands Yacht Club (RBVIYC), tel (284) 494-3286, [email protected], www.rbviyc.net 7 – 9 Heineken Regatta Curaçao. www.heinekenregattacuracao.com 7 – 9 BMW Invitational J/24 Regatta, St. Lucia. [email protected] Repo Man 8 Reclaiming a stolen yacht ..... 32 St. Maarten Optimist Open Championship. [email protected] 8 - 10 Triskell Cup Regatta, Guadeloupe. http://triskellcup.com TERI JONES 10 - 15 Golden Rock Regatta, St Maarten to Saba. CONNELLY-LYNN [email protected] 11 Veterans’ Day. Public holiday in Puerto Rico and USVI 11 Armistice Day. Public holiday in French West Indies and BVI 13 FULL MOON 13 - 21 Heineken Aruba Catamaran Regatta. -
Multimedia, Internet, On-Line
Section IV: Multimedia, the Internet, and On-Line Services High-End Digital Video Applications Larry Amiot Electronic and Computing Technologies Division Argonne National Laboratory The emphasis of this paper is on the high-end applications Internet and Intranet that are driving digital video. The research with which I am involved at Argonne National Laboratory is not done on dig- The packet video networks which currently support many ital video per se, but rather on how the research applications applications such as file transfer, Mbone video (talking at the laboratory drive its requirements for digital video. The heads), and World Wide Web browsing are limiting for high- paper will define what digital video is, what some of its com- quality video because of the low throughput one can achieve ponents are, and then discuss a few applications that are dri- via the Internet or intranets. Examples of national packet ving the development of these components. The focus will be switched networks developed in the last several years include on what digital video means to individuals in the research the National Science Foundation Network (NSFNet). The and education community. Department of Energy had its own network called ESNET, and the National Aeronautics and Space Administration The Digital Video Environment (NASA) had a network as well. Recently, the NSFNet was de- commissioned, and commercial interests are now starting to In 1996, a group of people from several universities in the fill that void. Research and education communities are find- Midwest and from Argonne formed a Video Working Group. ing, however, that this new commercial Internet is too re- This body tried to define the areas of digital video of impor- stricting and does not meet their throughput requirements; it tance to their institutions. -
Microsoft 365 and Office 365 Commercial Plan Comparison
Microsoft 365 and Office 365 Commercial Plan Comparison ©2020 Microsoft Corporation. All rights reserved. This document is for informational purposes only. MICROSOFT MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS SUMMARY. This document is provided "as-is." Information and views expressed in this document, including URL and other Internet Web site references, may change without notice. This document does not provide you with any legal rights to any intellectual property in any Microsoft product. Last updated July 27, 2020 Microsoft 365 Office 3652 Apps for Apps for Business Business Business F12 F32 E32 E52 F3 E1 E3 E5 business1,23 enterprise2,23 Basic1,23 Standard1,23 Premium1,23 USD estimated retail price per user per month (with annual commitment) $8.25 $12 $5 $12.50 $20 $4 $10 $32 $57 $4 $8 $20 $35 Install Microsoft 365 Apps on up to 5 PCs/Macs + 5 tablets + 5 smartphones per user3 ● ● ● ● ● ● ● ● Multilingual user interface for Office applications ● ● ● ● ● ● ● Office Mobile Apps – Create/edit rights for commercial use of Office Mobile apps4 ● ● ●5 ● ●5 Read-only ●5 ● ● ●5 ●5 ● ● Office for the Web – Create/edit rights for online versions of core Office apps ● ● ● ● ● Read-only ● ● ● ● ● ● ● Exchange Plan 1 (50 GB) Plan 1 (50 GB) Plan 1 (50 GB) EXO K (2 GB) Plan 2 (100 GB) Plan 2 (100 GB) EXO K (2 GB) Plan 1 (50 GB) Plan 2 (100 GB) Plan 2 (100 GB) SharePoint Plan 1 Plan 1 Plan 1 SPO K6 SPO K6 Plan 2 Plan 2 SPO K6 Plan 1 Plan 2 Plan 2 Skype for Business Online Plan 2 Plan 2 Plan 2 Plan 1 Plan 1 Plan 2 Plan 2 Plan 1 Plan 2 Plan 2 Plan