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Google Is a Strong Performer in Enterprise Public Cloud Platforms Excerpted from the Forrester Wave™: Enterprise Public Cloud Platforms, Q4 2014 by John R
FOR CIOS DECEMBER 29, 2014 Google Is A Strong Performer In Enterprise Public Cloud Platforms Excerpted From The Forrester Wave™: Enterprise Public Cloud Platforms, Q4 2014 by John R. Rymer and James Staten with Peter Burris, Christopher Mines, and Dominique Whittaker GOOGLE, NOW A FULL-SERVICE PLATFORM, IS RUNNING TO CATCH THE LEADERS Since our last analysis, Google has made significant improvements to its cloud platform — adding an IaaS service, innovated with new big data solutions (based on its homegrown dremel architecture), and added partners. Google is popular among web developers — we estimate that it has between 10,000 and 99,000 customers. But Google Cloud Platform lacks several key certifications, monitoring and security controls, and application services important to CIOs and provided by AWS and Microsoft.1 Google has also been slow to position its cloud platform as the home for applications that want to leverage the broad set of Google services such as Android, AdSense, Search, Maps, and so many other technologies. Look for that to be a key focus in 2015, and for a faster cadence of new features. Forrester Wave™: Enterprise Public Cloud Forrester Wave™: Enterprise Public Cloud Platforms For CIOs, Q4 ‘14 Platforms For Rapid Developers, Q4 ‘14 Risky Strong Risky Strong Bets Contenders Performers Leaders Bets Contenders Performers Leaders Strong Strong Amazon Web Services MIOsoft Microsoft Salesforce Cordys* Mendix MIOsoft Salesforce (Q2 2013) OutSystems OutSystems Google Mendix Acquia Current Rackspace* IBM Current offering (Q2 2013) offering Cordys* (Q2 2013) Engine Yard Acquia CenturyLink Google, with a Forrester score of 2.35, is a Strong Performer in this Dimension Data GoGrid Forrester Wave. -
Professional Heroku® Programming
ffirs.indd i 1/10/2013 1:46:29 PM PROFESSIONAL HEROKU® PROGRAMMING INTRODUCTION . xxv PART I AN OVERVIEW OF HEROKU CHAPTER 1 How Heroku Works . 3 CHAPTER 2 Architectural Considerations . .17 CHAPTER 3 Porting Your Applications to Heroku . 45 PART II CREATING AND MANAGING HEROKU APPLICATIONS CHAPTER 4 Deploying Your Applications to Heroku . 73 CHAPTER 5 Managing Releases with Heroku . 89 CHAPTER 6 Working with Add-Ons . 115 CHAPTER 7 Managing, Monitoring, and Scaling Your Heroku Applications . 133 PART III USING A DATA STORE WITH YOUR HEROKU APPLICATIONS CHAPTER 8 Using Heroku Postgres as a Data Store for Your Heroku Applications . 157 CHAPTER 9 Using Database.com as a Data Store for Your Heroku Applications . .181 CHAPTER 10 Using Third-Party Data Stores for Your Heroku Applications . .207 PART IV PROGRAMMING ON HEROKU’S POLYGLOT PLATFORM CHAPTER 11 Developing with Ruby . .233 CHAPTER 12 Developing with Java . 267 CHAPTER 13 Developing with Other Supported Languages . 301 CHAPTER 14 Understanding Buildpacks . 351 PART V CREATING A NEW GENERATION OF HEROKU APPLICATIONS CHAPTER 15 Building Mobile Applications with Heroku . 383 CHAPTER 16 Building Social Applications with Heroku . 411 APPENDIX Additional Resources . 445 INDEX . 469 ffirs.indd i 1/10/2013 1:46:29 PM ffirs.indd ii 1/10/2013 1:46:30 PM PROFESSIONAL Heroku® Programming ffirs.indd iii 1/10/2013 1:46:30 PM ffirs.indd iv 1/10/2013 1:46:30 PM PROFESSIONAL Heroku® Programming Chris Kemp Brad Gyger John Wiley & Sons, Ltd. ffirs.indd v 1/10/2013 1:46:30 PM © 2013 John Wiley & Sons, Ltd. -
Cloud Computing: a Taxonomy of Platform and Infrastructure-Level Offerings David Hilley College of Computing Georgia Institute of Technology
Cloud Computing: A Taxonomy of Platform and Infrastructure-level Offerings David Hilley College of Computing Georgia Institute of Technology April 2009 Cloud Computing: A Taxonomy of Platform and Infrastructure-level Offerings David Hilley 1 Introduction Cloud computing is a buzzword and umbrella term applied to several nascent trends in the turbulent landscape of information technology. Computing in the “cloud” alludes to ubiquitous and inexhaustible on-demand IT resources accessible through the Internet. Practically every new Internet-based service from Gmail [1] to Amazon Web Services [2] to Microsoft Online Services [3] to even Facebook [4] have been labeled “cloud” offerings, either officially or externally. Although cloud computing has garnered significant interest, factors such as unclear terminology, non-existent product “paper launches”, and opportunistic marketing have led to a significant lack of clarity surrounding discussions of cloud computing technology and products. The need for clarity is well-recognized within the industry [5] and by industry observers [6]. Perhaps more importantly, due to the relative infancy of the industry, currently-available product offerings are not standardized. Neither providers nor potential consumers really know what a “good” cloud computing product offering should look like and what classes of products are appropriate. Consequently, products are not easily comparable. The scope of various product offerings differ and overlap in complicated ways – for example, Ama- zon’s EC2 service [7] and Google’s App Engine [8] partially overlap in scope and applicability. EC2 is more flexible but also lower-level, while App Engine subsumes some functionality in Amazon Web Services suite of offerings [2] external to EC2. -
Software Equity Group's 2012 M&A Survey
The Software Industry Financial Report Software Equity Group, L.L.C. 12220 El Camino Real Suite 320 San Diego, CA 92130 [email protected] (858) 509-2800 Unmatched Expertise. Extraordinary Results Overview Deal Team Software Equity Group is an investment bank and M&A advisory firm serving the software and technology sectors. Founded in 1992, our firm has guided and advised companies on five continents, including Ken Bender privately-held software and technology companies in the United States, Canada, Europe, Asia Pacific, Managing Director Africa and Israel. We have represented public companies listed on the NASDAQ, NYSE, American, (858) 509-2800 ext. 222 Toronto, London and Euronext exchanges. Software Equity Group also advises several of the world's [email protected] leading private equity firms. We are ranked among the top ten investment banks worldwide for application software mergers and acquisitions. R. Allen Cinzori Managing Director Services (858) 509-2800 ext. 226 [email protected] Our value proposition is unique and compelling. We are skilled and accomplished investment bankers with extraordinary software, internet and technology domain expertise. Our industry knowledge and experience span virtually every software product category, technology, market and delivery model. We Dennis Clerke have profound understanding of software company finances, operations and valuation. We monitor and Executive Vice President analyze every publicly disclosed software M&A transaction, as well as the market, economy and (858) 509-2800 ext. 233 technology trends that impact these deals. We offer a full complement of M&A execution to our clients [email protected] worldwide. Our capabilities include:. Brad Weekes Sell-Side Advisory Services – leveraging our extensive industry contacts, skilled professionals and Vice President proven methodology, our practice is focused, primarily on guiding our client s wisely toward the (858) 509-2800 ext. -
Is Paas Becoming Just a Feature of Iaas?
Is PaaS becoming just a feature of IaaS? Analyst: Jay Lyman 6 Jan, 2014 We've seen consistent M&A involving PaaS vendors over the past few years, driven primarily by polyglot programming and the demand among not only developers, but also IT operations teams – meaning devops customers as well – for multiple languages, frameworks, databases and other pieces. The reason is that today's market demands faster software development and deployment cycles and processes while maintaining quality and uptime, and this means developers, system administrators, productivity teams and business units need the best tools for the job. The challenge comes in supporting all of these pieces, most of which fluctuate in popularity over time and also attract newcomers. Some vendors and customers have touted PaaS as a way to support polyglot programming and we also see significant devops uses on both public and private PaaS. However, as PaaS continues to evolve, the newer trend in consolidation in the space is for larger IaaS providers to be acquiring PaaS vendors. Analysis from ChangeWave, a service of 451 Research, also indicates that while IaaS and PaaS continue to grow in popularity and use, there is greater growth in SaaS. Given we're also seeing more consolidated offerings of IaaS and PaaS by the likes of Amazon, Google, Microsoft, Red Hat and VMware, it is clear that PaaS is facing pressure and potentially being supplanted from below in the IT software stack by IaaS and from above by SaaS. This is not to say PaaS as a set of capabilities and features or as a market will simply vanish, but it does highlight how the definition of PaaS is changing, particularly in the context of IaaS and SaaS. -
Dynamic Resource Allocation for Overload Avoidance and Green Cloud Computing
Dynamic Resource Allocation for Overload Avoidance and Green Cloud Computing {tag} {/tag} International Journal of Computer Applications Foundation of Computer Science (FCS), NY, USA Volume 126 - Number 12 Year of Publication: 2015 Authors: Saima Israil, Rajeev Pandey, Uday Chourasia 10.5120/ijca2015906234 {bibtex}2015906234.bib{/bibtex} Abstract Cloud Computing is a flourishing technology because of its scalability, flexibility, availability of resources and other features. Resource multiplexing is done through the virtualization technology in cloud computing. Virtualization technology acts as a backbone for provisioning requirements of the cloud based solutions. At present, load balancing is one of the challenging issues in cloud computing environment. This issue arises due to massive consumer demands variety of services as per their dynamically changing requirements. So it becomes liability of cloud service provide to facilitate all the demanded services to the cloud consumers. However, due to the availability of finite resources, it is very challenging for cloud service providers to facilitate all the demanded services efficiently. From the cloud service provider’s perspective, cloud resources must be allocated in a fair manner. This paper addresses the existing techniques for resource allocation in cloud computing and proposes the dynamic resource allocation technique to mitigate overloads. It also focuses on energy consumption issue of cloud data centres and devised technique for lower energy consumption in order to achieve green cloud computing. 1 / 3 Dynamic Resource Allocation for Overload Avoidance and Green Cloud Computing References 1. Rimal, B.P., Choi, E., Lumb, I., 2009, A Taxonomy and Survey of Cloud Computing Systems, Proceeding of the Fifth International Joint Conference on INC, IMS and IDC, pp. -
Cloud Computing Oct 7 2008
CS 683 Emerging Technologies Fall Semester, 2008 Doc 10 Cloud Computing Oct 7 2008 Copyright ©, All rights reserved. 2008 SDSU & Roger Whitney, 5500 Campanile Drive, San Diego, CA 92182-7700 USA. OpenContent (http:// www.opencontent.org/openpub/) license defines the copyright on this document. References Amazon Simple Storage Service Getting Started Guide, http://docs.amazonwebservices.com/ AmazonS3/2006-03-01/gsg/ Amazon Simple Storage Service, http://aws.amazon.com/s3/ Twenty-One Experts Define Cloud Computing, http://cloudcomputing.sys-con.com/node/612375/ print Cloud Computing Community Wiki, http://wiki.cloudcommunity.org/wiki/Main_Page Cloud computing, http://en.wikipedia.org/wiki/Cloud_computing Reading Cloud computing, http://en.wikipedia.org/wiki/Cloud_computing Amazon Simple Storage Service Getting Started Guide, http://docs.amazonwebservices.com/ AmazonS3/2006-03-01/gsg/ 2 Cloud Computing 3 Examples Google Apps iTunes Store Bittorent Skype Web mail Facebook Google Maps 4 In the Beginning "computation may someday be organized as a public utility" John McCarthy 1960 5 Wikipedia Definition IT-related capabilities are provided “as a service” Services accesses anywhere via network access IEEE It is a paradigm in which information is permanently stored in servers on the Internet and cached temporarily on clients that include desktops, entertainment centers, table computers, notebooks, wall computers, handhelds, etc. 6 Key Characteristics Capital expenditure minimized for users Device and location independence Performance Reliability -
Introduction to Cloud Computing
Introduction to Cloud Computing Business & Technology Timothy Chou © 2010 by Active Book Press 2nd Edition All rights reserved. ,6%1 Printed in the United States of America Contents ACKNOWLEDGEMENTS..........................................................................V INTRODUCTION.................................................................................... VIII SEVEN BUSINESS MODELS......................................................................1 MODEL ONE: TRADITIONAL.........................................................................3 MODEL TWO: OPEN SOURCE........................................................................5 MODEL THREE: OUTSOURCING....................................................................7 MODEL FOUR: HYBRID. ...............................................................................9 MODEL FIVE: HYBRID+ .............................................................................14 MODEL SIX: SOFTWARE AS A SERVICE ......................................................15 MODEL SEVEN: INTERNET .........................................................................17 COST OF SOFTWARE...................................................................................18 SUMMARY..................................................................................................22 APPLICATION CLOUD SERVICES .......................................................24 COLLABORATION .......................................................................................25 WEBEX STORY .............................................................................................26 -
Top Vars 2020 Intros.Indd
Top In association with ARs V 2020 Welcome to Top VARs 2020 Although uncertain times lie ahead, the UK’s top 100 resellers, MSPs and front-line channel partners turned over £17bn in their latest financial years on record, Doug Woodburn discovers This year’s report has a feel of the calm Together, they now turn over before the storm about it. £16.96bn – that’s more than the GDP As a group, the UK’s largest 100 of Botswana and equal to what the resellers and MSPs had a fairly serene government has spent on PPE and and uneventful time of it in their most other COVID-related goods and recent financial years, posting collective services since April. Combined revenues of nearly £17bn – an 8.5 per headcount of over 42,000 means cent annual jump. Profits were also they employ more staff than the roughly flat, depending on how you population of ancient Egyptian city look at it (see p13). Thebes in its pomp. Top VARs charts not current financial When it comes to the rankings, this performance, but the fortunes of these year’s supplement contains more sub- 100 firms in their latest financial years plots than a presidential election. on record – most of which ended The race for top spot has heated before the pandemic hit the industry up, with Softcat just £60m shy of like a force 10 gale. Computacenter’s UK top line (we opted This centuplicate of front-line this year to rank both on their gross channel partners has, however, held up invoiced income, rather than revenue, remarkably well this year. -
In Association with EUROPEAN ELITE Contents
In association with EUROPEAN ELITE Contents Introduction Sam Trendall, Channelnomics Europe 3 Shaun Lynn, Agilitas 4 Benelux: The Elite 5 Q&A: Marco Barkmeijer, SecureLink 8 Ones to Watch 9 Best of the Rest 10 Central & eastern Europe: The Elite 12 Q&A: Tomáš Turkoviˇ, Soitron 15 Ones to Watch 16 Best of the Rest 17 DACH: The Elite 18 Q&A: Dr Thomas Olemotz, Bechtle 22 Ones to Watch 23 Best of the Rest 25 Feature A European union? 26 France & southern Europe: The Elite 30 Q&A: Nikos Psimogiannos, Uni Systems 35 Ones to Watch 36 Best of the Rest 38 The Nordics: The Elite 40 Q&A: Rune Syversen, Crayon 43 Ones to Watch 44 Best of the Rest 45 The UK & Ireland: The Elite 47 Q&A: Martin Hellawell, Softcat 51 Ones to Watch 52 Best of the Rest 54 Index The Elite 55 Ones to Watch 56 Best of the Rest 57 2 EUROPEAN ELITE Welcome to The European Elite Welcome to the inaugural publication of The European Elite, a major new report from Channelnomics Europe The European Elite project aims to consideration for the world beyond define and map the most important their national borders. For resellers channel firms from across the and MSPs, both their end-user breadth of Europe – covering customers and their vendor partners everything from Svalbard to Seville, wish to work with companies that and from Tblisi to Tipperary. This can offer a consistent service across a report contains detailed profiles of range of territories and markets. 200 Elite players, as well as 125 Ones The internet and cloud computing to Watch and, in addition, summary models have made expanding an information on the Best of the Rest enterprise internationally easier – covering a further 500 firms. -
REGISTER of SPONSORS (Tiers 2 & 5 and Sub Tiers Only)
REGISTER OF SPONSORS (Tiers 2 & 5 and Sub Tiers Only) DATE: 20-May-2019 Register of Sponsors Licensed Under the Points-based System This is a list of organisations licensed to sponsor migrants under Tiers 2 & 5 of the Points-Based System. It shows the organisation's name (in alphabetical order), the sub tier(s) they are licensed for, and their rating against each sub tier. A sponsor may be licensed under more than one tier, and may have different ratings for each tier. No. of Sponsors on Register Licensed under Tiers 2 and 5: 30,096 Organisation Name Town/City County Tier & Rating Sub Tier ?What If! Ltd London Tier 2 (A rating) Tier 2 General Tier 2 (A rating) Intra Company Transfers (ICT) @ Home Accommodation Services Ltd London Tier 2 (A rating) Tier 2 General Tier 5 (A rating) Creative & Sporting ]performance s p a c e [ Folkestone Kent Tier 5 (A rating) Creative & Sporting 0-two Maintenance London Tier 2 (A rating) Tier 2 General 1 minus 1 Limited Farnham Surrey Tier 2 (A rating) Tier 2 General 1 Stop Halal Limited Eye Suffolk Tier 2 (A rating) Tier 2 General 1 Stop Print Ltd Ilford Tier 2 (A rating) Tier 2 General 1 Tech LTD London Tier 2 (A rating) Tier 2 General 10 Europe Limited Edinburgh Tier 2 (A rating) Tier 2 General Tier 2 (A rating) Intra Company Transfers (ICT) 10 GROUP LTD T/A THE 10 GROUP LONDON Tier 2 (A rating) Tier 2 General Page 1 of 1986 Organisation Name Town/City County Tier & Rating Sub Tier 100 SHAPES LTD LONDON Tier 2 (A rating) Tier 2 General 1000heads Ltd London Tier 2 (A rating) Tier 2 General 1000mercis -
Annual Report 2019 Ströer Se & Co
ANNUAL REPORT 2019 STRÖER SE & CO. KGAA ANNUAL REPORT 2019 REPORT ANNUAL CONTENT The Group’s Financial Figures at a Glance 3 Foreword by the Board of Management 5 Supervisory Board Report 6 Combined Management Report Background and Strategy of the Ströer Group 10 Economic Report 25 Business Environment 25 Financial Performance of the Group 26 Assets, Liabilities and Financial Position 29 Financial Performance of the Segments 34 Information on Ströer SE & Co. KGaA 36 Information on the Share 40 Employees 43 Remuneration Report 45 Opportunities and Risks 51 Forecast 57 Subsequent Events 60 Information in Accordance with Sec. 315a HGB 61 Consolidated Financial Statements Consolidated Income Statement 64 Consolidated Statement of Comprehensive Income 65 Consolidated Statement of Financial Position 66 Consolidated Statement of Cash Flows 68 Consolidated Statement of Changes in Equity 70 Notes to the Consolidated Financial Statements 72 Responsibility Statement 139 Independent Auditor’s Report 140 Other Information Imprint/Financial Calendar Ströer SE & Co. KGaA (hereinafter „Ströer KGaA“) The Group’s Financial Figures at a Glance 3 THE GROUP’S FINANCIAL FIGURES AT A GLANCE1 CONTINUING OPERATIONS EBITDA (ADJUSTED)2 EBITDA MARGIN (ADJUSTED) REVENUE EUR 570.5m 35.9% EUR 1,591.1m (prior year: EUR 538.2m) (prior year: 35.7%) (prior year: EUR 1,507.8m) ORGANIC REVENUE ADJUSTED EARNINGS GROWTH PER SHARE 7.1% EUR 3.47 SEGMENT REVENUE (prior year: 7.9%) (prior year: EUR 3.40) In EUR m 709.1 663.7 567.0 588.3 FREE CASH FLOW BEFORE ROCE 340.6 302.6 M&A