The Second Step—Conservators of the National Nutrient Database
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A Resource Guide for Transitioning Your Class Online
A Resource Guide for Transitioning Your Class Online SPECIAL REPORT MAGNA PUBLICATIONS CONTENTS Education Initiatives: A Mashup of Emergency A Checklist for Moving Your Resources and Other Great Course Online 03 Tips 13 How Teaching Online Can Eight Steps for a Smoother Improve Your Face-to-Face Transition to Online Teaching 05 15 Classes Five Ways to Foster Seven Ways to Facilitate Creativity in Your Online Effective Online Discussions 07 Classroom 19 Online Discussions: Would Simple Animation for Your Changing the Environment Courses 09 23 Help? What Do Students Really Want from Online Instruc- 11 tors? Education Initiatives: A Mashup of Emergency Resources and Other Great Tips Faculty Focus n response to COVID-19, we’ve seen in- links to educational resources from all over the structors and universities from around the world. Iworld come together to compile numer- ous resources and lists. Although we’ve only 4. Mandy Berry: A Facebook Post on skimmed the surface, we believe the following Remote Teaching links provide insight on different perspectives A public Facebook post from Amanda Berry, that institutions and staff are currently go- an assistant professor of literature at American ing through. From transitioning to an online University. course to fostering a productive conversation with your students, these resources shed light 5. Resources for Disruptions on education initiatives we hope you find use- A list of resources compiled by Ollie Dreon ful during this time of uncertainty. on his blog pertaining to transitioning to online teaching and coping with education initiatives 1. Remote Teaching Strategies— during this time of disruption. -
American Software, Inc
Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 _________________________ FORM 10-K _________________________ (Mark One) ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended April 30, 2020 OR TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission File Number 0-12456 _________________________ AMERICAN SOFTWARE, INC. (Exact name of registrant as specified in its charter) _________________________ Georgia 58-1098795 (State or other jurisdiction of (IRS Employer incorporation or organization) Identification No.) 470 East Paces Ferry Road, N.E. Atlanta, Georgia 30305 (Address of principal executive offices) (Zip Code) (404) 261-4381 Registrant’s telephone number, including area code Securities registered pursuant to Section 12(b) of the Act: Title of each class Trading Symbol Name of each exchange on which registered None None Table of Contents Securities registered pursuant to Section 12(g) of the Act: Class A Common Shares, $0.10 Par Value (Title of class) _________________________ Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes No Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes No Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. -
Defining the Digital Services Landscape for the Middle East
Defining the Digital Services landscape for the Middle East Defining the Digital Services landscape for the Middle East 1 2 Contents Defining the Digital Services landscape for the Middle East 4 The Digital Services landscape 6 Consumer needs landscape Digital Services landscape Digital ecosystem Digital capital Digital Services Maturity Cycle: Middle East 24 Investing in Digital Services in the Middle East 26 Defining the Digital Services landscape for the Middle East 3 Defining the Digital Services landscape for the Middle East The Middle East is one of the fastest growing emerging markets in the world. As the region becomes more digitally connected, demand for Digital Services and technologies is also becoming more prominent. With the digital economy still in its infancy, it is unclear which global advances in Digital Services and technologies will be adopted by the Middle East and which require local development. In this context, identifying how, where and with whom to work with in this market can be very challenging. In our effort to broaden the discussion, we have prepared this report to define the Digital Services landscape for the Middle East, to help the region’s digital community in understanding and navigating through this complex and ever-changing space. Eng. Ayman Al Bannaw Today, we are witnessing an unprecedented change in the technology, media, and Chairman & CEO telecommunications industries. These changes, driven mainly by consumers, are taking Noortel place at a pace that is causing confusion, disruption and forcing convergence. This has created massive opportunities for Digital Services in the region, which has in turn led to certain industry players entering the space in an incoherent manner, for fear of losing their market share or missing the opportunities at hand. -
Mobile Developer's Guide to the Galaxy
Don’t Panic MOBILE DEVELOPER’S GUIDE TO THE GALAXY U PD A TE D & EX TE ND 12th ED EDITION published by: Services and Tools for All Mobile Platforms Enough Software GmbH + Co. KG Sögestrasse 70 28195 Bremen Germany www.enough.de Please send your feedback, questions or sponsorship requests to: [email protected] Follow us on Twitter: @enoughsoftware 12th Edition February 2013 This Developer Guide is licensed under the Creative Commons Some Rights Reserved License. Editors: Marco Tabor (Enough Software) Julian Harty Izabella Balce Art Direction and Design by Andrej Balaz (Enough Software) Mobile Developer’s Guide Contents I Prologue 1 The Galaxy of Mobile: An Introduction 1 Topology: Form Factors and Usage Patterns 2 Star Formation: Creating a Mobile Service 6 The Universe of Mobile Operating Systems 12 About Time and Space 12 Lost in Space 14 Conceptional Design For Mobile 14 Capturing The Idea 16 Designing User Experience 22 Android 22 The Ecosystem 24 Prerequisites 25 Implementation 28 Testing 30 Building 30 Signing 31 Distribution 32 Monetization 34 BlackBerry Java Apps 34 The Ecosystem 35 Prerequisites 36 Implementation 38 Testing 39 Signing 39 Distribution 40 Learn More 42 BlackBerry 10 42 The Ecosystem 43 Development 51 Testing 51 Signing 52 Distribution 54 iOS 54 The Ecosystem 55 Technology Overview 57 Testing & Debugging 59 Learn More 62 Java ME (J2ME) 62 The Ecosystem 63 Prerequisites 64 Implementation 67 Testing 68 Porting 70 Signing 71 Distribution 72 Learn More 4 75 Windows Phone 75 The Ecosystem 76 Implementation 82 Testing -
Microsoft Offerings for Recommended Accounting Pos Software
Microsoft Offerings For Recommended Accounting Pos Software Is Broddy dried or zymogenic when inditing some zlotys sandbags deceptively? Geocentric and forkier Steward still flocculated his confluence defiantly. Rufus never crackle any phosphenes bedim wrongly, is Pascale worldwide and haunted enough? Users to segment leads through a cash flow, look into actionable next steps: pos for microsoft accounting software offerings, do integrate two factors like docs and We help users oversee the market for microsoft accounting software offerings pos systems we dig deep data according to use rights or feedback on many benefits. Digital Insight CGI IT UK Ltd. Using Spruce, Chic Lumber Increases efficiency and gains management insights. Power bi reports customization, then evaluate and accounting for more informed decisions across the. The GPS OCX program also will reduce cost, schedule and technical risk. Pos software is a credit card, or service software offerings for microsoft accounting pos captures guest details such as an online, customer insights they require. Or you can even download apps to track team performance. POS providers offer a free trial, but you should look for a company that does. Pricing is available on request and support is extended via phone and other online measures. Help inside business owners know that makes it solutions built to perform administrative offices in hand so integration, price for retailers with offers software offerings for pos system! The app provides time tracking features to see how long crucial tasks take. These virtual desktops are accessed from either PCs, thin clients, or other devices. When the subscription ends the institution will no longer have access to subscription benefits or new activations or product keys, however, they receive perpetual use rights to any software obtained during the subscription term and may continue to use the products. -
Chapter 1. the Freemium Business Model
CHAPTER The Freemium Business Model 1 Commerce at a price point of $0 All business models are malleable thought structures, meant to be adapted and decisively employed to best achieve a specific product’s or service’s goals. This being understood, and for the purposes of this book, a broad and basic formal defi- nition of the freemium business model is described as follows: The freemium business model stipulates that a product’s basic functionality be given away for free, in an environment of very low or no marginal distribution and production costs that provides the potential for massive scale, with advanced func- tionality, premium access, and other product-specific benefits available for a fee. The freemium business model is an adaptation of a fairly common distribu- tion and monetization scheme used in software since the 1980s: the feature-limited software paradigm was when consumers saw most of the fundamental core com- ponents of a product released for free, with the product’s remaining functionality (such as saving progress or printing) becoming available only upon purchase, either in a one-time payment or through recurring subscription payments. The most basic point of difference between the freemium business model— freemium being a portmanteau of free and premium—and the feature-limited model is distribution: feature-limited software products were generally distributed on physical discs, whereas freemium products are almost exclusively distributed via the Internet. So the distribution speed and ultimate reach of feature-limited products were a function of the firm’s capacity to produce and ship tangible goods; no such restrictions limit the distribution of freemium products. -
Island Pacific and IBM: Bringing Flexibility to Retail Data Management Retail Merchandizing and Store Operations Software Solutions
IBM ISV & Developer Relations Retail Solution Brief Island Pacific and IBM: bringing flexibility to retail data management Retail merchandizing and store operations software solutions A partnership between Island Pacific Systems, Inc. and IBM enables Highlights: retail organizations to optimize the management of merchandizing and store operations software solutions. By doing so, retailers can • Modular and scalable retail extract more business value from their available data while improving management solutions the customer shopping experience, eliminating risks and speeding • Integrated suite features return on investment. stand-alone applications • Enables retailers to manage entire Solution Overview scope of operations Organizations in the retail industry are awash with data management systems required to run a wide array of business processes. These • IBM Retail Industry Framework validated solution operations can include point-of-sale (POS), customer relationship management, vendor relationship management, merchandising, • Runs exclusively on the IBM Power™ series demand forecasting and more. To cope with their growing data management challenges, many retail IT organizations have evolved into the role of systems integrator, maintaining large and entrenched development staffs to write programs and update source codes on their applications. Such operations are costly, while their systems are typically inflexible and loosely coupled. It does not have to be this way. Island Pacific Systems, Inc. is a global leader in inventory management and other retail software solutions. For more than 30 years, the Irvine, California-based company has provided scalable, flexible and affordable solutions for retailers throughout the world. These solutions enable retailers to manage the entire scope of their operations, and to meet the many demands of their customers. -
Vardhaman Mahaveer Open University, Kota
BCA-14 Vardhaman Mahaveer Open University, Kota Computer Applications in Corporate World Course Development Committee Chairman Prof. (Dr.) Naresh Dadhich Former Vice-Chancellor Vardhaman Mahaveer Open University, Kota Co-ordinator/Convener and Members Convener/ Co-ordinator Dr. Anuradha Sharma Assistant Professor, Department of Botany, Vardhaman Mahaveer Open University, Kota Members 1. Dr. Neeraj Bhargava 3. Dr. Madhavi Sinha Department of Computer Science Department of Computer Science Maharishi Dyanand University, Ajmer Birla Institute of Technology & Science, Jaipur 2. Prof. Reena Dadhich 4. Dr. Rajeev Srivatava Department of Computer Science Department of Computer Science University of Kota, Kota LBS College, Jaipur 5. Dr. Nishtha Keswani Department of Computer Science Central University of Rajasthan, Ajmer Editing and Course Writing Editor Dr. Rajeev Srivastava Department of Computer Science LBS College, Jaipur Unit Writers Unit No. Unit No. 1. Dr. Aman Jain (1,2,3) 5. Ms. Samata Soni (10,11) Department of Computer Application Department of Computer Science Deepshikha Institute of Technology, Jaipur Kanoria Girls College, Jaipur 2. Sh. Ashish Chandra Swami (4,5) 6. Sh. Akash Saxena (12,13) Department of Computer Science Department of Computer Science Subodh PG College, Jaipur St. Wilfred College, Jaipur 3. Dr. Vijay Singh Rathore (6,7) 7. Dr. Leena Bhatia (14,15) Department of Computer Application Department of Computer Science Shri Karni College, Jaipur Subodh PG College, Jaipur 4. Sh. Sandeep Sharma (8,9) Department of Computer Science Deepshikha Institute of Technology, Jaipur Academic and Administrative Management Prof. (Dr.) Vinay Kumar Pathak Prof. B.K. Sharma Prof. (Dr.) P.K. Sharma Vice-Chancellor Director (Academic) Director (Regional Services) Vardhaman Mahveer Open University, Vardhaman Mahveer Open University, Vardhaman Mahveer Open University, Kota Kota Kota Course Material Production Mr. -
The Use of Secrets in Marketing and Value Creation
Bentley University Scholars @ Bentley 2019 Dissertations and Theses 2019 The Use of Secrets in Marketing and Value Creation Ivan Fedorenko Follow this and additional works at: https://scholars.bentley.edu/etd_2019 Part of the Business Administration, Management, and Operations Commons, Marketing Commons, and the Organizational Behavior and Theory Commons @Copyright 2019 Ivan Fedorenko THE USE OF SECRETS IN MARKETING AND VALUE CREATION Ivan Fedorenko A dissertation submitted in partial fulfillment of the requirements for the degree of PhD in Business 2019 Program Authorized to offer degree: Marketing ProQuest Number:13883650 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent upon the quality of the copy submitted. In the unlikely event that the author did not send a complete manuscript and there are missing pages, these will be noted. Also, if material had to be removed, a note will indicate the deletion. ProQuest 13883650 Published by ProQuest LLC ( 2019). Copyright of the Dissertation is held by the Author. All rights reserved. This work is protected against unauthorized copying under Title 17, United States Code Microform Edition © ProQuest LLC. ProQuest LLC. 789 East Eisenhower Parkway P.O. Box 1346 Ann Arbor, MI 48106 - 1346 In presenting this dissertation in partial fulfillment of the requirements for the doctoral degree at Bentley University, I agree that the Library shall make its copies freely available for inspection. I further agree that extensive copying of the dissertation is allowable only for scholarly purposes, consistent with “fair use” as prescribed in the U.S. Copyright Law. Requests for copying or reproduction of this dissertation may be referred to ProQuest Information and Learning Author Relations Team at (800) 521-0600 ext. -
Oracle Retail Demand Forecasting User Guide for the RPAS Fusion Client, 16.0.2 E93967-04
Oracle® Retail Demand Forecasting User Guide for the RPAS Fusion Client Release 16.0.2 E93967-04 August 2018 Oracle Retail Demand Forecasting User Guide for the RPAS Fusion Client, 16.0.2 E93967-04 Copyright © 2018, Oracle and/or its affiliates. All rights reserved. Primary Author: Melissa Artley This software and related documentation are provided under a license agreement containing restrictions on use and disclosure and are protected by intellectual property laws. Except as expressly permitted in your license agreement or allowed by law, you may not use, copy, reproduce, translate, broadcast, modify, license, transmit, distribute, exhibit, perform, publish, or display any part, in any form, or by any means. Reverse engineering, disassembly, or decompilation of this software, unless required by law for interoperability, is prohibited. The information contained herein is subject to change without notice and is not warranted to be error-free. If you find any errors, please report them to us in writing. If this is software or related documentation that is delivered to the U.S. Government or anyone licensing it on behalf of the U.S. Government, then the following notice is applicable: U.S. GOVERNMENT END USERS: Oracle programs, including any operating system, integrated software, any programs installed on the hardware, and/or documentation, delivered to U.S. Government end users are "commercial computer software" pursuant to the applicable Federal Acquisition Regulation and agency-specific supplemental regulations. As such, use, duplication, disclosure, modification, and adaptation of the programs, including any operating system, integrated software, any programs installed on the hardware, and/or documentation, shall be subject to license terms and license restrictions applicable to the programs. -
Transforming Your Saas Business
Transforming your SaaS business A strategic guide for optimizing business performance kpmg.com/SaaS Contents 2 Executive Summary 4 Background: Evolution of an Industry 11 Business Model Dynamics: A New Way of Doing Business 18 Business Drivers: Optimizing Performance for Success 39 Leading Practices: Critical Steps for Achieving Success 44 Appendix: Strategic Drivers: Formulae and Examples Featured Industry Contributors 1 Mark Hawkins, CFO, Salesforce.com 2 Neil Williams, CFO, Intuit 2 Steve Cakebread, CFO, Yext 5 Mark Culhane, CFO, Lithium Technologies 5 Bob L. Corey, CFO, CallidusCloud 7 Ron Gill, CFO, NetSuite 8 Mark Garrett, CFO, Adobe 9 Kevin Bandy, Chief Digital Officer, Cisco 13 R. Scott Herren, CFO, Autodesk 15 Mike Kourey, CFO, Medallia 16 Matt Quinn, CTO and EVP Products & Technology, TIBCO 21 Clyde Hosein, CFO, RingCentral © 2016 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Revolutionary changes in technologies have come in waves -- it brought us the mainframe, “the client-server and the cloud. From our experience, the cloud is exciting in that it enables us to help our customers connect with their customers in a whole new way. As the pioneer in Cloud SaaS offerings, we have witnessed disruption across industries and the globe as people embrace this dramatically improved technology. In 2015, the worldwide As a CFO, the big opportunity is how best to market for SaaS software support our respective companies in these application sales will be times of innovation and disruption, pivoting to new technology models and business models $33.4 billion in order to meet the modern day expectations with projections to grow and demands of customers and investors. -
Investor Release
INVESTOR RELEASE Noida, India, July 19th, 2021 Revenue at US $ 2,720 mn; up 0.9% QoQ & up 15.5% YoY Revenue in Constant Currency; up 0.7% QoQ & up 11.7% YoY EBITDA margin at 24.5%; EBIT margin at 19.6% Net Income at US $ 436 mn (Net Income margin at 16.0%) up 6.4% QoQ & up 12.8% YoY Revenue at ` 20,068 crores; up 2.2% QoQ & up 12.5% YoY Net Income at ` 3,214 crores; up 8.5% QoQ & up 9.9% YoY Financial Highlights 2 Corporate Overview 4 Performance Trends 5 Financials in US$ 19 Cash and Cash Equivalents, Investments & Borrowings 22 Revenue Analysis at Company Level 23 Constant Currency Reporting 24 Client Metrics 25 Headcount 25 Financials in ` 26 - 1 - (Amount in US $ Million) Growth Particulars Q1 FY’22 Margin% QoQ YoY Revenue 2,720 0.9% 15.5% Revenue Growth (Constant Currency) 0.7% 11.7% EBITDA 665 24.5% -5.3% 10.3% EBIT 533 19.6% -2.9% 10.2% Net Income 436 16.0% 6.4% 12.8% (Amount in ` Crores) Growth Particulars Q1 FY’22 Margin% QoQ YoY Revenue 20,068 2.2% 12.5% EBITDA 4,908 24.5% -3.7% 7.5% EBIT 3,931 19.6% -1.2% 7.4% Net Income 3,214 16.0% 8.5% 9.9% Note: All QoQ comparisons with respect to profits and profitability ratios are excluding the impact of onetime milestone bonus in Q4 FY’21: $99.8 mn ($78.8 mn net of tax); ` 728 crores (` 575 crores net of tax).