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Computer Networks Using the Every Aspect of Modern Life
International Journal of Scientific & Engineering Research, Volume 8, Issue 4, April-2017 ISSN 2229-5518 122 Computer Networks Using the Every Aspect Of Modern Life G.V.Vijey Kaarthic, N.V. Sakthivel, L.Manikandan Abstract: Computer netw orks run over the telephone infrastructure at relatively low cost and providing the data cost to using the connections. Netw orks enable international communication w ith suppliers and stack holders as the traffic netw orks. Challenges that arise in netw orking and particularly in the internet trend to have the millions of peoples w ill use the internet. On huge grow ing impact is the online shopping has grow n over the last 10 years to become the huge market . Wireless internet technology is development also know n as Wi-Fi has really taking over the w ay of people to access through the username and then passw ord for that connecting the Wi-Fi, w idely more popular and then very short space and the save the time. Internet connections w ill allow s the individual access the internet via a netw ork hotspots w hile travelling w ithout using the cables and w ires. Computer netw ork technology is the high-level technology it w ill maintains the developing companies are also fighting against the damaging softw are such as the attacks the malw are, virus, w orms. Keyw ords : Hotspot, Wi-fi, netw ork, Li-fi, virus, stack holders, dial-up connections. —————————— —————————— 1. INTRODUCTION Modern Life Network has a number of modern devices work on a network and then often to communicate technology, lifestyle, business, sports, and society. -
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. -
Blue Coat Proxysg Configuration and Management Guide, Version 4.1.4
Blue Coat® Systems ProxySG™ Configuration and Management Guide Version SGOS 4.1.4 Blue Coat ProxySG Configuration and Management Guide Contact Information Blue Coat Systems Inc. 420 North Mary Ave Sunnyvale, CA 94085-4121 http://www.bluecoat.com/support/index.html [email protected] [email protected] http://www.bluecoat.com For concerns or feedback about the documentation: [email protected] Copyright© 1999-2006 Blue Coat Systems, Inc. All rights reserved worldwide. No part of this document may be reproduced by any means nor modified, decompiled, disassembled, published or distributed, in whole or in part, or translated to any electronic medium or other means without the written consent of Blue Coat Systems, Inc. All right, title and interest in and to the Software and documentation are and shall remain the exclusive property of Blue Coat Systems, Inc. and its licensors. ProxySG™, ProxyAV™, CacheOS™, SGOS™, Spyware Interceptor™, Scope™ are trademarks of Blue Coat Systems, Inc. and CacheFlow®, Blue Coat®, Accelerating The Internet®, WinProxy®, AccessNow®, Ositis®, Powering Internet Management®, and The Ultimate Internet Sharing Solution® are registered trademarks of Blue Coat Systems, Inc. All other trademarks contained in this document and in the Software are the property of their respective owners. BLUE COAT SYSTEMS, INC. DISCLAIMS ALL WARRANTIES, CONDITIONS OR OTHER TERMS, EXPRESS OR IMPLIED, STATUTORY OR OTHERWISE, ON SOFTWARE AND DOCUMENTATION FURNISHED HEREUNDER INCLUDING WITHOUT LIMITATION THE WARRANTIES OF DESIGN, MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL BLUE COAT SYSTEMS, INC., ITS SUPPLIERS OR ITS LICENSORS BE LIABLE FOR ANY DAMAGES, WHETHER ARISING IN TORT, CONTRACT OR ANY OTHER LEGAL THEORY EVEN IF BLUE COAT SYSTEMS, INC. -
CONTROL and ASSURANCE in E-COMMERCE: PRIVACY, INTEGRITY, and SECURITY at E-BAY
Yale ICF Working Paper No. 02-38 September 13, 2002 CONTROL AND ASSURANCE IN E-COMMERCE: PRIVACY, INTEGRITY, AND SECURITY AT e-BAY Rong-Ruey Duh National Taiwan University Karim Jamal University of Alberta at Edmonton Shyam Sunder Yale School of Management This paper can be downloaded without charge from the Social Science Research Network Electronic Paper Collection: http://ssrn.com/abstract_id=350663 Control and Assurance In e-Commerce: Privacy, Integrity, and Security at eBay Rong-Ruey Duh, National Taiwan University Karim Jamal, University of Alberta Shyam Sunder, Yale University Please address correspondence to: Shyam Sunder Yale School of Management 135 Prospect Street P.O. Box 208200 New Haven, CT 06520-8200 Phone: (203) 432-5960 Fax: (203) 432-6974 September 13, 2002 An earlier version of this paper was presented at the 2001 American Accounting Association annual meeting. The authors are grateful for the comments of the conference participants. Financial support provided to the first author by National Science Council, Republic of China is appreciated (NSC-90-2416-H-002-008). Copyright 2002. All rights reserved. Control and Assurance In e-Commerce: Privacy, Integrity and Security at eBay ABSTRACT Concern about privacy, integrity, and security of online transactions hampers absorption of e-commerce technologies as a normal way of doing business. To gain acceptance and trust of their participants, all organizations must achieve control or expectations equilibrium—a state where participants choose to do what others expect of them. Establishing control in e-commerce requires us to expand the traditional view of internal control to encompass the activities of customers, suppliers, and other “outside” users of their electronic platforms. -
Argentina-Punto-Com: an Analysis of the Development of the Dot-Com Sector in Argentina
Argentina-punto-com: An Analysis of the Development of the Dot-com Sector in Argentina Ed Marcum The Lauder Institute April 10, 2001 Introduction....................................................................................................................................1 Section I – Foundations and Fundamental Drivers ...................................................................5 Wealth.......................................................................................................................................5 Education..................................................................................................................................7 Infrastructure ...........................................................................................................................9 Public Policy ..........................................................................................................................13 Government/Stability ...........................................................................................................16 Section II – Other Drivers ...........................................................................................................18 Timing .....................................................................................................................................18 Venture Capital......................................................................................................................20 Other Actors ...........................................................................................................................22 -
Creating Effective Broadband Network Regulation
Creating Effective Broadband etwork Regulation Daniel L. Brenner* I. INTRODUCTION ........................................................................... 14 II. IS BROADBAND SUFFICIENTLY COMPETITIVE TO LEAVE NETWORK MANAGEMENT TO MARKET FORCES ? ...................... 18 A. The FCC and Communications Markets ........................... 18 B. The Broadband etwork Market Is Less Than Fully Competitive ationwide ..................................................... 21 III. THE FCC’ S EXPERIENCE WITH PRESCRIPTIVE RULES BODES POORLY FOR REGULATORY INTERVENTION .............................. 26 A. The Origins of Prescriptive Rules—Radio Regulation ...... 26 B. The FCC’s Success with Laissez Faire Regulation in Creating ew Services ....................................................... 27 1. Open Skies ..................................................................... 27 2. Direct Broadcast Satellites ............................................ 28 3. Competitive Long-Distance and Local-Phone Competition .............................................................. 29 4. Broadband ..................................................................... 30 C. On the Other Hand: The Failure of Prescriptive Ex Ante etwork Design ......................................................... 32 1. Video Dialtone .......................................................... 32 2. Open Video Systems ................................................. 33 * B.A., A.M., Stanford University; J.D., Stanford Law School. Partner, Hogan & Hartson LLP, Adjunct -
Neural Network FAQ, Part 1 of 7
Neural Network FAQ, part 1 of 7: Introduction Archive-name: ai-faq/neural-nets/part1 Last-modified: 2002-05-17 URL: ftp://ftp.sas.com/pub/neural/FAQ.html Maintainer: [email protected] (Warren S. Sarle) Copyright 1997, 1998, 1999, 2000, 2001, 2002 by Warren S. Sarle, Cary, NC, USA. --------------------------------------------------------------- Additions, corrections, or improvements are always welcome. Anybody who is willing to contribute any information, please email me; if it is relevant, I will incorporate it. The monthly posting departs around the 28th of every month. --------------------------------------------------------------- This is the first of seven parts of a monthly posting to the Usenet newsgroup comp.ai.neural-nets (as well as comp.answers and news.answers, where it should be findable at any time). Its purpose is to provide basic information for individuals who are new to the field of neural networks or who are just beginning to read this group. It will help to avoid lengthy discussion of questions that often arise for beginners. SO, PLEASE, SEARCH THIS POSTING FIRST IF YOU HAVE A QUESTION and DON'T POST ANSWERS TO FAQs: POINT THE ASKER TO THIS POSTING The latest version of the FAQ is available as a hypertext document, readable by any WWW (World Wide Web) browser such as Netscape, under the URL: ftp://ftp.sas.com/pub/neural/FAQ.html. If you are reading the version of the FAQ posted in comp.ai.neural-nets, be sure to view it with a monospace font such as Courier. If you view it with a proportional font, tables and formulas will be mangled. -
Case 15-10104-LSS Doc 309 Filed 04/08/15 Page 1 of 98
Case 15-10104-LSS Doc 309 Filed 04/08/15 Page 1 of 98 UNITED STATES BANKRUPTCY COURT FOR THE DISTRICT OF DELAWARE In re: Chapter 11 HIPCRICKET, INC.,1 Case No. 15-10104 (LSS) Debtor. AFFIDAVIT OF SERVICE STATE OF CALIFORNIA } } ss.: COUNTY OF LOS ANGELES } DARLEEN SAHAGUN, being duly sworn, deposes and says: 1. I am employed by Rust Consulting/Omni Bankruptcy, located at 5955 DeSoto Avenue, Suite 100, Woodland Hills, CA 91367. I am over the age of eighteen years and am not a party to the above-captioned action. 2. On April 3, 2015, I caused to be served the: a) Notice of (I) Conditional Approval of the Amended Disclosure Statement; (II) Hearing to Consider Confirmation of the Plan; (III) Deadline for Filing Objections to Confirmation of the Plan; (IV) Deadline for Voting on the Plan; and (V) Bar Date for Filing Administrative Claims Established by the Plan, (the “Notice”), b) Amended Plan of Reorganization of the Debtor Dated March 31, 2015 [Docket No. 293], c) Amended Disclosure Statement for the Plan of Reorganization of Hipcricket, Inc. [Docket No. 294], d) Committee Plan Support Letter (re: Recommendation of Creditors’ Committee in Favor of Chapter 11 Plan of Reorganization), (2a through 2d collectively referred to as the “Solicitation Package”) e) Class 3 General Unsecured Claims Ballot to Accept or Reject Chapter 11 Plan of Reorganization (the “Class 3 Ballot”), 1 The last four digits of the Debtor’s tax identification number are 2076. The location of the Debtor’s headquarters and the service address for the Debtor is 110 110th Avenue NE. -
Index of Mentioned Companies
Valuation Methods and Shareholder Value Creation Index of companies mentioned in the book Academic Press Pablo Fernandez. IESE Business School INDEX OF COMPANIES MENTIONED IN THE BOOK (Chapter in which the companies are mentioned) 12 Technologies 1 Bank Bldg Equip 5 China Mobile (HK) 8 3Com 14 Bank of New York 1, 14 Chrysler 14 3M 1, 14 Bank of Scotland 14 Chubb Corporation 1 Abbott Laboratories 1, 14 BankAmerica Corp. 1, 13 Cigna 14 ABN Amro 3 Bankers Trust 5, 15 CIGNA Corporation 1 About.com 8, 12 Bankinter 8 Cisco Systems 1, 3, 5, 11, 14, 23 Acciona 8 Barbie 23 Citibank 1, 5, 14, 15, 23 Accor 8 Barnes & Noble 11, 16 Clear Channel Comm 1, 14 Aceralia 8 Barnesandnoble.com 16 Cleveland-Cliffs 5 Acerinox 8 Barry Wright 5 Clorox 14 Acesa 8 Basf 3 Club Med 8 ACS 8 Bass 8 CMGI 8, 12 Adidas 23 Baxter International 1 Coca-Cola 1, 5, 6, 11, 13, 14, 23 Adv. Info. Service (AIS) 8 Bayer 3 Coca-Cola Enterprises 14 Aegon 3, 14 Bayern Munich 23 Colgate 1, 23 Agency. Com 8 BBVA 3, 8, 14 Colt Industries 5 Aguas Barcelona 8 BCP 8 Comcast 1 Ahold 3, 14 Bea Systems 1 Commonwealth Teleph 8 Air Liquide 3 Bell Atlantic 14 Compaq Computer 1, 14, 23 Alba 8 BellSouth 1, 8, 14 Computer Associates 1 Alcatel 3 Benetton 23 Compuware 14 Alcoa 1, 5 Bertelsmann 16 Comverse Technology 1 Allianz 3 BES 8 ConAgra 1 Allstate Corporation 1 Bestfoods 1 Continente 8 Alltel Corporation 1 BMW 23 Corning 1 Altadis 8 BNP 3 Costco Companies 14 Amadeus 8 Boeing 1, 5, 6, 14, 18 Cox Communications 1 Amazon.com 8, 12, 16, 22, 23 Boston Chicken 16 Creative Computers 16 America Online (AOL) 1, 8, 12, 14, Boston Consulting Group 13 CRH 8 16, 23 BP 23 CTC 8 American Airlines 5 BPI 8 CUC International 5 American Express 1, 5, 14, 23 Brasil Telecom 8 CVS Corp 1 American General Corporation Braun Consulting 8 DaimlerChrysler 3 American Home 1, 14 Bristol Myers Saquibb 1, 14 Danone 3 American Inter. -
Business Models, Business Strategy and Innovation
Long Range Planning 43 (2010) 172e194 http://www.elsevier.com/locate/lrp Business Models, Business Strategy and Innovation David J. Teece Whenever a business enterprise is established, it either explicitly or implicitly employs a particular business model that describes the design or architecture of the value creation, delivery, and capture mechanisms it employs. The essence of a business model is in de- fining the manner by which the enterprise delivers value to customers, entices customers to pay for value, and converts those payments to profit. It thus reflects management’s hypothesis about what customers want, how they want it, and how the enterprise can organize to best meet those needs, get paid for doing so, and make a profit. The purpose of this article is to understand the significance of business models and explore their connections with business strategy, innovation management, and economic theory. Ó 2009 Published by Elsevier Ltd. Introduction Developments in the global economy have changed the traditional balance between customer and supplier. New communications and computing technology, and the establishment of reasonably open global trading regimes, mean that customers have more choices, variegated customer needs can find expression, and supply alternatives are more transparent. Businesses therefore need to be more customer-centric, especially since technology has evolved to allow the lower cost provision of information and customer solutions. These developments in turn require businesses to re-eval- uate the value propositions they present to customers e in many sectors, the supply side driven logic of the industrial era has become no longer viable. This new environment has also amplified the need to consider not only how to address customer needs more astutely, but also how to capture value from providing new products and services. -
Google Analytics Search Engines
Google Analytics Search Engines By default, Google Analytics identifies the following list of websites as search engine referrals in your reports. Engine Example Domain Name About http://www.about.com/ Alice http://www.alice.com/ Alltheweb http://www.alltheweb.com/ Altavista http://www.altavista.com/ AOL http://www.aol.com/ Ask http://www.ask.com/ Baidu http://www.baidu.com/ Bing http://www.bing.com/ CNN http://www.cnn.com/SEARCH/ Daum http://www.daum.net/ Ekolay http://www.ekolay.net/ Eniro http://www.eniro.se/ Google All Google Search domains (e.g. www.google.com, www.google.co.uk, etc) Kvasir http://www.kvasir.no/ Live http://www.bing.com/ Lycos http://www.lycos.com/ Mamma http://www.mamma.com/ MSN http://www.msn.com/ Mynet http://www.mynet.com/ Najdi http://www.najdi.org.mk/ Naver http://www.naver.com/ Netscape http://search.netscape.com/ O*NET http://online.onetcenter.org/ Ozu http://www.ozu.es/ PCHome http://www.pchome.com/ Rambler http://www.rambler.ru/ Search http://www.search.com/ Sesam http://sesam.no/ Seznam http://www.seznam.cz/ Szukacz http://www.szukacz.pl/ Terra http://www.terra.com/ Virgilio http://search.virgilio.it/ Voila http://www.voila.fr/ Wirtulana Polska http://www.wp.pl/ Yahoo http://www.yahoo.com/ Yam http://www.yam.com/ Yandex http://www.yandex.com/ . -
Trends in Multichannel Tv and Online Video in the United States
APPENDIX 3* Joint Submission of ACTRA, APFTQ, CMPA, DGC and WGC in response to B/TNOC 2011-344 * Funding for this study was provided by Ontario Media Development Corporation. Any opinions, findings, conclusions or recommendations expressed in this material are those of the author and do not necessarily reflect the views of Ontario Media Development Corporation or the Government of Ontario Joint Submission of ACTRA, APFTQ, CMPA, DGC and WGC in response to B/TNOC 2011-344 TRENDS IN MULTICHANNEL TV AND ONLINE VIDEO IN THE UNITED STATES Robert Tercek FRSA ** General Creativity Consulting LLC July 2011 About The Author Robert Tercek is one of the world's most prolific creators of interactive content. He has created entertainment experiences on every digital platform, including satellite television, game consoles, broadband Internet, interactive television and mobile networks. His expertise spans television, telecommunications and software. To design interactive multimedia products, Mr Tercek draws upon a broad range of experience as a television director, game designer, artist, and educator. Tercek has served in executive leadership roles at major media companies, most recently as President of Digital Media at OWN: The Oprah Winfrey Network, and previously as Senior Vice President of Digital Media at Sony Pictures Entertainment and earlier as Creative Director at MTV: Music Television. He also co-founded five startup ventures, including 7th Level, Inc., which went public in 1993. In 2008, Robert Tercek was named a Fellow of the Royal Society for the Arts. About General Creativity Consulting In addition to providing research and analysis of evolving market conditions, General Creativity Consulting provides business strategy services to companies in the media, telecommunications, and technology sectors.