IBM Watson Health-NPR Poll

Total Page:16

File Type:pdf, Size:1020Kb

Load more

HEALTH POLL: Anger February 2019 Survey overview Every other month, the IBM Watson Health-NPR Health Poll surveys approximately 3,000 Americans to gauge attitudes and opinions on a wide range of healthcare issues. Poll results are reported by NPR on the health blog Shots (http://www.npr.org/blogs/health/) and on air. The IBM Watson Health-NPR Health Poll is powered by the IBM Watson Health PULSE® Healthcare Survey, an independently funded, multi-modal (land line, cell phone, internet) survey that collects information from approximately 80,000 U.S. households annually. The results depicted here represent responses from 3,004 survey participants interviewed from November 1-14, 2018. The margin of error is +/- 1.8 percentage points. Solutions from Truven Health Analytics® are being rebranded as IBM Watson Health. This month’s IBM Watson Health-NPR Health Poll asked respondents about their anger. Overall, 84% of respondents said that they felt Americans are angrier than they were a Executive generation ago. Additional findings include: summary – 42% of respondents said that, over the last year, they were angrier more often than they had been in the past. – 29% of respondents said they get angry often, and 42% said they get angry sometimes, when they check the news, a rate that decreases with increasing age. In contrast, 18% said they rarely get angry, and 12% said they never get angry, when they watch the news. – 31% of respondents said they get angry sometimes, and 12% said they get angry often, when they check social media, a rate that also decreases with increasing age. 25% said they rarely get angry, and 20% said they never get angry, when they watch the news. 12% of all respondents said they do not use social media. – 91% of respondents said that they feel people are more likely to express their anger on social media than they are in person. – 69% of respondents said anger is a negative emotion. 2 HEALTH POLL: Anger Survey data Question 1 Do you think Americans are angrier today than a generation ago? Yes No Bolded figures are statistically significant. Age <35 81.1% 18.9% 35 - 64 85.4% 14.6% 65+ 82.4% 17.6% Total 83.6% 16.4% Education HS or Less 75.0% 25.0% Some College/Assoc 90.6% 9.4% College+ 83.2% 16.8% Total 83.6% 16.4% Generation Silent Generation 84.4% 15.6% Baby Boomers 83.3% 16.7% Generation X 86.1% 13.9% Millennials 80.4% 19.6% Total 83.6% 16.4% Income <$25k 82.0% 18.0% $25k - $49.9k 87.3% 12.7% $50k - $99.9k 87.9% 12.1% $100k+ 76.5% 23.5% Total 83.6% 16.4% 3 HEALTH POLL: Anger Question 2 Have you felt angrier more often in the past year than you have in the past? Yes No Age <35 47.9% 52.1% 35 - 64 39.6% 60.4% 65+ 42.4% 57.6% Total 42.3% 57.7% Education HS or Less 36.4% 63.6% Some College/Assoc 36.8% 63.2% College+ 49.1% 50.9% Total 42.3% 57.7% Generation Silent Generation 40.0% 60.0% Baby Boomers 40.8% 59.2% Generation X 40.1% 59.9% Millennials 47.3% 52.7% Total 42.3% 57.7% Income <$25k 44.4% 55.6% $25k - $49.9k 41.2% 58.8% $50k - $99.9k 44.7% 55.3% $100k+ 43.8% 56.2% Total 42.3% 57.7% 4 HEALTH POLL: Anger Question 3 When you check the news, do you find yourself getting angry…? Often Sometimes Rarely Never Age <35 37.6% 38.5% 17.5% 6.5% 35 - 64 27.8% 44.8% 17.1% 10.3% 65+ 21.3% 39.0% 19.8% 19.9% Total 28.8% 41.9% 17.8% 11.5% Education HS or Less 28.3% 39.0% 16.0% 16.8% Some College/Assoc 25.8% 45.0% 18.7% 10.5% College+ 31.1% 41.3% 18.1% 9.5% Total 28.8% 41.9% 17.8% 11.5% Generation Silent Generation 22.4% 37.5% 18.1% 22.0% Baby Boomers 25.5% 41.5% 20.0% 13.0% Generation X 26.8% 45.1% 17.0% 11.1% Millennials 36.4% 39.4% 16.5% 7.7% Total 28.8% 41.9% 17.8% 11.5% Income <$25k 28.2% 38.6% 21.0% 12.3% $25k - $49.9k 31.6% 42.1% 13.7% 12.5% $50k - $99.9k 31.4% 44.5% 14.9% 9.2% $100k+ 26.3% 41.9% 25.9% 5.8% Total 28.8% 41.9% 17.8% 11.5% 5 HEALTH POLL: Anger Question 4 When you check social Media, do you find yourself getting angry…? Often Sometimes Rarely Never Don’t Use Age <35 18.2% 40.4% 28.3% 10.9% 2.2% 35 - 64 10.3% 32.3% 25.4% 21.4% 10.5% 65+ 6.6% 17.8% 22.1% 25.2% 28.3% Total 11.5% 31.2% 25.4% 19.6% 12.3% Education HS or Less 9.9% 26.9% 21.1% 26.2% 15.9% Some College/Assoc 9.5% 30.4% 30.3% 18.1% 11.7% College+ 13.7% 33.9% 24.2% 17.3% 10.9% Total 11.5% 31.2% 25.4% 19.6% 12.3% Generation Silent Generation 7.8% 15.6% 15.0% 26.8% 34.9% Baby Boomers 5.7% 21.6% 28.7% 23.2% 20.8% Generation X 11.8% 35.0% 24.0% 20.3% 8.9% Millennials 17.8% 39.5% 26.8% 13.2% 2.7% Total 11.5% 31.2% 25.4% 19.6% 12.3% Income <$25k 8.5% 27.7% 29.6% 17.2% 16.9% $25k - $49.9k 13.4% 36.5% 23.2% 17.2% 9.7% $50k - $99.9k 14.1% 33.3% 24.9% 16.9% 10.9% $100k+ 9.8% 28.8% 28.6% 20.7% 12.2% Total 11.5% 31.2% 25.4% 19.6% 12.3% 6 HEALTH POLL: Anger Question 5 Do you think people are more likely to express their anger on social media than in person? Yes No Age <35 95.2% 4.8% 35 - 64 91.6% 8.4% 65+ 78.3% 21.7% Total 90.5% 9.5% Education HS or Less 81.9% 18.1% Some College/Assoc 95.6% 4.4% College+ 90.8% 9.2% Total 90.5% 9.5% Generation Silent Generation 73.4% 26.6% Baby Boomers 86.3% 13.7% Generation X 92.8% 7.2% Millennials 93.4% 6.6% Total 90.5% 9.5% Income <$25k 89.6% 10.4% $25k - $49.9k 87.2% 12.8% $50k - $99.9k 94.9% 5.1% $100k+ 92.9% 7.1% Total 90.5% 9.5% 7 HEALTH POLL: Anger Question 6 Do you think anger is a negative emotion? Yes No Age <35 63.5% 36.5% 35 - 64 69.6% 30.4% 65+ 71.8% 28.2% Total 68.6% 31.4% Education HS or Less 74.1% 25.9% Some College/Assoc 69.7% 30.3% College+ 65.0% 35.0% Total 68.6% 31.4% Generation Silent Generation 71.3% 28.7% Baby Boomers 71.8% 28.2% Generation X 68.0% 32.0% Millennials 65.3% 34.7% Total 68.6% 31.4% Income <$25k 70.7% 29.3% $25k - $49.9k 64.9% 35.1% $50k - $99.9k 67.7% 32.3% $100k+ 69.8% 30.2% Total 68.6% 31.4% 8 HEALTH POLL: Anger About IBM Watson Health © Copyright IBM Corporation 2019 IBM products are warranted according Each day, professionals throughout the health to the terms and conditions of the ecosystem make powerful progress toward a IBM Corporation agreements under which they are Software Group provided. healthier future. At IBM Watson Health, we help Route 100 them remove obstacles, optimize efforts and Somers, NY 10589 Statement of Good Security Practices: IT system security involves protecting reveal new insights to support the people they Produced in the United States of America systems and information through serve. Working across the landscape, from payers February 2019 prevention, detection and response to improper access from within and outside and providers to governments and life sciences, IBM, the IBM logo, ibm.com and Watson your enterprise. Improper access can we bring together deep health expertise; proven Health are trademarks of International result in information being altered, innovation; and the power of artificial intelligence Business Machines Corp., registered destroyed or misappropriated or can in many jurisdictions worldwide. Other result in damage to or misuse of your to enable our customers to uncover, connect and product and service names might be systems, including to attack others. act — as they work to solve health challenges for trademarks of IBM or other companies. A current list of IBM trademarks is No IT system or product should be people everywhere. available on the web at “Copyright considered completely secure and no and trademark information” at single product or security measure can ibm.com/legal/copytrade.shtml. be completely effective in preventing For more information on IBM Watson Health, improper access. IBM systems and visit ibm.com/watsonhealth. This document is current as of the initial products are designed to be part of date of publication and may be changed a comprehensive security approach, by IBM at any time. Not all offerings are which will necessarily involve additional available in every country in which IBM operational procedures, and may require operates.
Recommended publications
  • Think Journey Business and AI Campus

    Think Journey Business and AI Campus

    Think Journey Business and AI Campus March 19–March 22 Mandalay Bay Convention Center Las Vegas Think is the flagship IBM® conference built to help enhance or jumpstart your journey to AI and the cloud. Forty-thousand of the world’s most inspiring innovators, leaders and thinkers will be in attendance; gathering to learn how AI can solve business challenges, and to discuss the current state of the art and the future possibilities of AI. Think is IBM’s only conference in 2018, and it will be your last chance until Think 2019 to learn how to make the most of AI for your business. 1 Table of Contents Top seven things to know about AI, Watson™ and Think 2018 03 Access to Watson expertise and leadership 03 Think week at-a-glance 04 Watson clients and partners 04 Entertainment at Think 04 Watson Primer 05 Watson at Work Activations 06 Future of the Call Center in Augmented Reality 07 With Watson Studio 08 The eight sessions everyone should attend 09 Watson tech talks for beginners to experts 11 Client sessions not to be missed 13 Think Campus Map 20 Watson Campus Map 20 IBM Events mobile app 21 Transportation 21 Think Journey | Business and AI Campus 2 Top seven things to know about AI, Watson and Think 2018 1. Be the first to hear about the newest Watson AI products and solutions to be unveiled at Think 2. Attend one of 50+ client-led sessions to learn about projects with Watson 3. Develop or evolve your AI strategy and business case in hands-on sessions with IBM AI experts 4.
  • Formatting Guide: Colors & Fonts

    Formatting Guide: Colors & Fonts

    SAAS & CLOUD M&A AND VALUATION UPDATE Q1 2016 BOSTON CHICAGO LONDON LOS ANGELES NEW YORK ORANGE COUNTY PHILADELPHIA SAN DIEGO SILICON VALLEY TAMPA CONTENTS Section Page Introduction . Research Coverage: SaaS & Cloud 3 . Key Takeaways 4-5 M&A Activity & Multiples . M&A Dollar Volume 7 . M&A Transaction Volume 8-10 . LTM Revenue Multiples 11-12 . Revenue Multiples by Segment 13 . Highest Revenue Multiple Transaction for LTM 14 . Notable M&A Transactions 15 . Most Active Buyers 16-17 Public Company Valuation & Operating Metrics . SaaS & Cloud 125 Public Company Universe 19-20 . Recent IPOs 21 . Stock Price Performance 22 . LTM Revenue, EBITDA & P/E Multiples 23-25 . Revenue, EBITDA & EPS Growth 26-28 . Margin Analysis 29-30 . Best / Worst Performers 31-32 Notable Transaction Profiles 34-43 Public Company Trading & Operating Metrics 45-50 Technology & Telecom Team 52 1 INTRODUCTION RESEARCH COVERAGE: SAAS & CLOUD Capstone’s Technology & Telecom Group focuses its research efforts on the follow market segments: ENTERPRISE SAAS & MOBILE & WIRELESS CONSUMER INTERNET CLOUD • Analytics / Business Intelligence • Cloud & IT Infrastructure • Cloud Computing / Storage • Communication & Collaboration • Content Creation & Management • CRM & Customer Services • ERP, Supply Chain & Commerce CONSUMER IT & E-COMMERCE • Finance & Administration TELECOM HARDWARE • Human Resources • Marketing & Advertising • Software Conglomerates • Vertical Markets 3 KEY TAKEAWAYS – M&A ACTIVITY & MULTIPLES LTM M&A dollar volume continued to increase in Q1’16, representing
  • Building the Cognitive Enterprise: Nine Action Areas Deep Dive

    Building the Cognitive Enterprise: Nine Action Areas Deep Dive

    Research Insights Building the Cognitive Enterprise: Nine Action Areas Deep Dive This Deep Dive document is the in- depth version. For an abridged version, please read, “Building the Cognitive Enterprise: Nine Action Areas, Core Concepts.” Building the Cognitive Enterprise | 1 Mark Foster Senior Vice President IBM Services and Global Business Services Introduction A new era of business reinvention is dawning. Organizations are facing an unprecedented convergence of technological, social, and regulatory forces. As artificial intelligence, blockchain, automation, Internet of Things, 5G, and edge computing become pervasive, their combined impact will reshape standard business architectures. The “outside-in” digital transformation of the past decade is giving way to the “inside-out” potential of data exploited with these exponential technologies. We call this next-generation business model the Cognitive Enterprise™. 2 | Building the Cognitive Enterprise Table of contents Executive summary 3 Introduction to the Cognitive Enterprise 4 Chapter 1 Market-making Business Platforms 11 – Double down on “Big Bets” 15 – Create a new business blueprint 19 – Orchestrate compelling change 22 – Action guide 25 Chapter 2 Intelligent Workflows 26 – Embed exponential technologies 31 – Drive value from data 37 – Deploy through hybrid multicloud 39 – Action guide 42 Chapter 3 Enterprise Experience and Humanity 43 – Elevate human-technology partnerships 47 – Cultivate smart leadership, skills, and culture 51 – Perform with purposeful agility 55 – Action guide 58 Chapter 4 New way of building: Garage 59 Conclusion A new way to grow, a new way to compete 64 Related IBM Institute for Business Value studies 65 Notes and sources 66 Executive summary | 3 Executive summary The impact of the convergence of multiple exponential ever-clearer strategic bets that they are placing.
  • Changeman ZMF Administrator's Guide

    Changeman ZMF Administrator's Guide

    ChangeManZMF Administrator’s Guide © Copyright 2001-2019 Micro Focus or one of its affiliates. The only warranties for products and services of Micro Focus and its affiliates and licensors (“Micro Focus”) are set forth in the express warranty statements accompanying such products and services. Nothing herein should be construed as constituting an additional warranty. Micro Focus shall not be liable for technical or editorial errors or omissions contained herein. The information contained herein is subject to change without notice. Contains Confidential Information. Except as specifically indicated otherwise, a valid license is required for possession, use or copying. Consistent with FAR 12.211 and 12.212, Commercial Computer Software, Computer Software Documentation, and Technical Data for Commercial Items are licensed to the U.S. Government under vendor's standard commercial license. Product version: 8.2 Patch 2 Publication date: September 2019 Table of Contents Welcome to ChangeMan® ZMF. 9 Guide to ChangeMan ZMF Documentation. 9 ChangeMan ZMF Documentation Suite . 9 Using the Manuals . 11 Searching the ChangeMan ZMF Documentation Suite. 11 Using the ISPF Interface . 13 Description of the ISPF Interface. 13 Using Online Help . 13 Typographical Conventions . 14 Notes . 14 Chapter 1 Introduction . 15 Global Administrator . 16 Application Administrator . 16 Security Administrator . 16 ChangeMan ZMF Monitor . 17 General Administrator . 17 Chapter 2 What is ChangeMan ZMF? . 19 Change Package . 20 Impact Analysis . 20 Checkout . 20 Staging. 21 Audit . 21 Recompile and Relink . 22 Freeze . 22 Promotion . 23 Approval . 23 Production Installation . 23 Baseline Libraries and Delta Decks. 24 Backout Management Facilities . 24 Emergency Changes. 24 ChangeMan ZMF Life Cycle . 24 Chapter 3 Pre-Implementation Decisions .
  • PART I: People & Strategy

    PART I: People & Strategy

    By Ken Luskin [email protected] October 28, 2014 PART I: People & Strategy The Brilliance of Steve Jobs was in building a team of geniuses Virtually everyone in the world knows that Steve Jobs was the driving force behind the success of Apple. Unfortunately, few of them understand that without the team of technical gurus Jobs assembled, his visions would not have become reality. Without a Microprocessor Brain, the iPhone would not exist Inside every “smart” computing device is a microprocessor, considered the brains of the device. When Jobs was creating what is now known as the iPhone, he needed a special microprocessor, which could make it through the day without draining the battery. Jobs first approached Intel, the company that was supplying the microprocessors for the entire MAC line. Intel was not interested in supplying a relatively low cost mobile chip, because the bean counters and FAB guys had no vision. So, Jobs built a team of top mobile microproprocessor engineers, licensed the ARM architecture, and created a chip that became the brains of the iPhone and iPad. Apple buys P.A. Semiconductor in 2008 to keep Apple’s microprocessors on the cutting edge With this acquisition Apple received a group of highly innovative engineers, including ex AMD employee Jim Keller. From a VentureBeat article: “Keller spearheaded the development of Apple’s custom mobile processors — including the A4 in the iPhone 4, the A5 in the iPhone 4S and iPad 2, and the A5X in the new iPad — all of which have managed to keep Apple’s mobile devices on the cutting edge.
  • Understanding the Motivations for Business to Create Shared Value 18 Case Studies 3

    Understanding the Motivations for Business to Create Shared Value 18 Case Studies 3

    3 Understanding the Motivations for Business to Create Shared Value 18 Case Studies 3 Understanding the Motivations for Business to Create Shared Value 18 Case Studies Introduction - a Mix of Motivations for All but Organised in the Primary In this section, there are 18 case studies listing companies from Hong Kong and around the world who are embracing business for good. This is a snapshot of different types of activities, not a comprehensive analysis. The write-ups are based on interviews that the Consulting Team conducted mainly in the third and fourth quarter of 2019. Since this study is interested in what motivates businesses to do good, this section has been organised around three broad categories, based on our research and the interviews. The three categories are 1) New business opportunities 2) Leadership and 3) External influence. In reality,there are a variety of drivers that are driving these companies to behave differently, not just one. We have clustered the cases around the primary driver to do good. This categorisation should not be viewed in a strict sense - rather the motivations are interlinked and not mutually exclusive. New Business Opportunities Whilst Transforming Society This section lists companies who are primarily motivated by finding a new business opportunity, at the same time as tackling a societal challenge. 53 Hong Kong Broadband Network Purposeful Profits HKSAR “Under the goal of Making Hong Kong a Better Place to Live, HKBNers share a strong collective alignment of interest, and are extra passionate to deliver products, services and outcomes that are always great for our stakeholders and Hong Kong’s communities.
  • POV – Watson Privacy, Compliance, & Security

    POV – Watson Privacy, Compliance, & Security

    POV – Watson Privacy, Compliance, & Security “Every organization that develops or uses AI, or hosts or processes data, must do so responsibly and transparently. Companies are being judged not just by how we use data, but by whether we are trusted stewards of other people’s data. Society will decide which companies it trusts.” -Ginni Rometty, IBM Chairman, President, and CEO Table of contents: • Scope • Introduction • Data privacy: What is it and how to do it • Compliance & regulations • Security • Frequently asked questions Scope The scope of this document is the IBM Watson services running on IBM Cloud. The document does not address other IBM or client offerings with Watson in their names (e.g., Watson Health), or services that are not in the AI part of the IBM Cloud catalog. Nor does it address any third-party services showing up under AI in the IBM Catalog. Introduction The ability of artificial intelligence (AI) to transform vast amounts of complex, ambiguous information into insights has the potential to reveal long-held secrets and solve some of the world’s most enduring problems. It can help doctors treat disease, predict the weather, and manage the global economy. It is an undeniably powerful tool. And like all powerful tools, great care must be taken in its development and deployment. To reap the societal benefits of artificial intelligence, we will first need to trust it. We have created a system of best practices that guide the management of Watson; a system that includes contracts and disclosures that help foster full transparency; a strategy that reflects our compliance efforts with existing legislation and policy; third-party certifications and security testing by third parties to validate the best practices; and a framework that provides for privacy and personal data protection.
  • Healthcare Cost in the Long Term, and Significantly Reduce the High Administrative Fees Doctors Expend in Their Practices

    Healthcare Cost in the Long Term, and Significantly Reduce the High Administrative Fees Doctors Expend in Their Practices

    Spring 2014 Industry Study Final Report Health Care Industry The Eisenhower School for National Security and Resource Strategy National Defense University Fort Lesley J. McNair, Washington, D.C. 20319-5062 ii HEALTH CARE 2014 Abstract: Former Chairman of Joint Chiefs of Staff Adm. Mike Mullen stated that the most significant threat to our national security is the US debt.1 Adm. Mullen’s rationale was that mandatory government funding of debt payments has potential to crowd out areas of discretionary funding such as defense. Similar to the debt crisis, rising federal health care costs in the non-discretionary Medicare and Medicaid programs have potential to squeeze defense budgets. Health care costs are a growing share of business and individuals expenses. The Patient Protection and Affordable Care Act (PPACA) attempts to address rising costs, access to health care and improve quality of care. The PPACA triple aim of cost, access and quality are the basis for this paper’s recommendations. The thesis of this paper is that the value of America’s health care system can be improved by reducing costs, increasing access and improving the quality of care. This paper focuses on select provisions and policy changes that will improve the value of America’s health care system by increasing access, improving quality, and controlling costs. Lt Col Jon Bakonyi, US Air Force COL Stephen Bowles, US Army COL Daniel Brookhart, US Army Lt Col Burton Catledge, US Air Force Ms. Maureen Danzot, Dept of Sate Lt Col Scott Gondek, US Marine Corps CDR Wistar Hardison, US Navy Col Clarence Johnson, US Air Force Mr.
  • Quintessential Quotes (PDF, 118KB)

    Quintessential Quotes (PDF, 118KB)

    QUINTESSENTIAL QUOTES The IBM Corporate Archives contains among its holdings many of the preserved words -- and, by extension, the philosophy and wisdom -- of the company’s chairmen and chief executives. As this body of work is both very large and widely distributed among several collections, it is not feasible to make all of it available to researchers at one time and in one place. Instead, we offer in the pages that follow just a small sampling of statements and comments which personify some of the people who have led IBM since 1914. An index on pages 21 and 22 lists authors and subjects. 2412QQ02 2 Thomas J. Watson, Sr. ! What every business needs is more people who think. ! A man is known by the company he keeps; a company is known by the men it keeps. ! The IBM spirit, the IBM heart and the IBM language were the same in all tongues and in all countries. ! It is better to aim at perfection and miss it than to aim at imperfection and hit it. ! Good management means good organization. ! A manager should regard his position as one that gives him a splendid opportunity to render assistance. ! Every manager’s first duty is to help the men under his direction. ! Knowledge creates enthusiasm. ! Teaching is of no value unless somebody learns what is being taught. ! The forces that produce success are manpower and brain-power. ! Education is the foundation of our progress. ! Your success will be determined by the manner in which you use the tools you have been given to work with.
  • Making the World Work Better

    Making the World Work Better

    Copyrighted Material makIng The World Work Better The Ideas ThaT shaped a CenTury and a Company Kevin Maney • Steve Hamm • Jeffrey M. O’Brien Foreword by Samuel J. Palmisano Copyrighted Material Copyrighted Material The authors and publisher have taken care in the The following terms are trademarks of contents Foreword: Of Change and Progress 6 preparation of this book, but make no expressed International Business Machines Corporation or implied warranty of any kind and assume no in many jurisdictions worldwide: IBM, IBM Press, responsibility for errors or omissions. No liability is THINK, Blue Gene, CICS, Deep Blue, Lotus, assumed for incidental or consequential damages PROFS, InnovationJam, Cognos, ILOG, Maximo, pioneering the science in connection with or arising out of the use of the Smarter Planet, Global Business Services, World information or programs contained herein. Community Grid, On Demand Community, Many of Information 14 Eyes, DB2 and Blue Gene/L. A current list of IBM © Copyright 2011 trademarks is available on the web at “Copyright Sensing 20 by International Business Machines Corporation. and trademark information” at www.ibm.com/ Memory 36 Cover and interior design: legal/copytrade.shtml. Processing 52 VSA Partners, Inc. Intel and Pentium are trademarks or registered Logic 68 Editor: trademarks of Intel Corporation or its subsidiaries Connecting 88 Mike Wing in the United States and other countries. Architecture 102 Copy editor: UNIX is a registered trademark of The Open Group Pennie Rossini in the United States and other countries. Fact checker: Linux is a registered trademark of Linus Torvalds Janet Byrne in the United States, other countries, or both.
  • The Control Editor 15.0

    The Control Editor 15.0

    The Control Editor 15.0 The Control Editor, operating within or outside the z/OS Integrity Controls Environment (ICE), detects, records and reports on events that change z/OS LPAR configurations. The Control Editor 15.0 Getting Started Contact us for additional information: NewEra Software Technical Support 800-421-5035 or 408-201-7000 Or text support requests to 669-888-5061 [email protected] www.newera.com Rev: 2019-6-24 1 NewEra Software, Inc. - Integrity Controls Environment (ICE) Applications The Control Editor 15.0 1 Foreword 1.1 Copyright, Trademark and Legal Notices 1.1.1 Copyrights This User Guide and the related Software Product(s) are protected under a Copyright dated 2017 by NewEra Software, Inc. All rights are reserved. 1.1.2 License Agreement This User Guide describes the installation and operation of The Control Editor, its environment and applications. It is made available only under the terms of a license agreement between the licensee and NewEra Software, Inc. No part of this Guide or the related Software Product(s) may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, for any purpose, without the express written permission of NewEra Software, Inc. 1.1.3 Trademarks and Copyrights of Others The following products and/or registered trademarks of International Business Machines Corporation (IBM) are referenced in this document: MVS, VM, RACF, z/OS, SYSPLEX, JES, VTAM, TSO, ISPF, ICKDSF, DFSMSdss, and DF/DSS. Other company, product or service names may be trademarks or service marks of IBM or other organizations.
  • Median Ltm Ebitda Multiples – Saas & Cloud 130

    Median Ltm Ebitda Multiples – Saas & Cloud 130

    SAAS & CLOUD M&A AND VALUATION UPDATE Q3 2017 BOSTON CHICAGO LONDON LOS ANGELES NEW YORK ORANGE COUNTY PHILADELPHIA SAN DIEGO SILICON VALLEY TAMPA CONTENTS Section Page Introduction ▪ Research Coverage: SaaS & Cloud 3 ▪ Key Takeaways 4-5 M&A Activity & Multiples ▪ M&A Dollar Volume 7 ▪ M&A Transaction Volume 8-10 ▪ LTM Revenue Multiples 11-12 ▪ Revenue Multiples by Segment 13 ▪ Highest Revenue Multiple Transaction for LTM 14 ▪ Notable M&A Transactions 15 ▪ Most Active Buyers 16-17 Public Company Valuation & Operating Metrics ▪ SaaS & Cloud 130 Public Company Universe 19-20 ▪ Recent IPOs 21-32 ▪ Stock Price Performance 33 ▪ LTM Revenue, EBITDA & P/E Multiples 34-36 ▪ Revenue, EBITDA & EPS Growth 37-39 ▪ Margin Analysis 40-41 ▪ Best / Worst Performers 42-43 Notable Transaction Profiles 44-53 Public Company Trading & Operating Metrics 54-61 Technology & Telecom Team 62 1 INTRODUCTION RESEARCH COVERAGE: SAAS & CLOUD Capstone’s Technology & Telecom Group focuses its research efforts on the follow market segments: ENTERPRISE SAAS & MOBILE & WIRELESS CONSUMER INTERNET CLOUD • Analytics / Business Intelligence • Cloud & IT Infrastructure • Cloud Computing / Storage • Communication & Collaboration • Content Creation & Management • CRM & Customer Services • ERP, Supply Chain & Commerce CONSUMER IT & E-COMMERCE • Finance & Administration TELECOM HARDWARE • Human Resources • Marketing & Advertising • Software Conglomerates • Vertical Markets 3 KEY TAKEAWAYS – M&A ACTIVITY & MULTIPLES LTM M&A dollar volume decreased significantly to $60.9B