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  • The Kids Are Alright. With Facebook and SMS. But Not Twitter

    - by ultan o'broin
    I delivered a lecture to business and technology freshmen (late teens, I reckon) in Trinity College Dublin recently. I spoke about user experience in enterprise applications, trends that UX pros need to be aware of such as social media, community support, mobile and tablet platforms and a bunch of nuances around those areas (data and device security, privacy, reputation, branding, and so on). It was all fairly high level stuff given the audience, and I included lots of colorful screenshots. Irish-related examples helped to get the message across. During the lecture I did a quick poll. “How many students here use Twitter?” Answer: None. “How many use Facebook?” All (pretty much). So what do these guys like to use instead of Twitter? Easy - text messaging (or SMS if you like). They all had phones. Perhaps I should not have been so surprised about Twitter, but it’s always great to have research validated by some guerilla UX research on the street. There’s already quite a bit of research about teen uptake (or lack) of Twitter, telling us young adults don’t tweet. Twitter is seen as something for er, older people. Affordable devices and data plans that allow students to text really quickly are also popular (BlackBerry, for example). Younger people just luuurve to text each other. A lot.  Facebook versus Twitter for younger folks? Well, we know the story. No contest. I would love to engage more with students like these. I’ll plan for it. It will also be interesting to see if Twitter becomes more important to them over time. There were a few other interesting observations about the lack of uptake of Foursquare, Gowalla and mobile apps like that. I  don’t think there’s a huge uptake in these kind of apps in Ireland anyway, but maybe students have different priorities anyway?   I’ll return to that another day. Technorati Tags: Gowalla,FourSquare,Twitter,UX,user experience,user assistance,Trinity College Dublin

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  • JDeveloper on Facebook - quite an active user

    - by shay.shmeltzer
    If you are both a facebook user and a JDeveloper user then you should combine the two and become a fan of JDeveloper on facebook. Once you do, you'll start getting daily updates of recent blog entries relating to JDeveloper and ADF. Something like this: Quite a useful way to track what's going on in the JDeveloper sphere.

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  • Using the af:poll to refresh parts of the page periodically

    - by shay.shmeltzer
    Just a quick sample of using the af:poll components. A component that enables you to do things in a periodic fashion. For example check if something has changed on the server and update the UI. A more "modern" approach is to actually use push instead of pull, and ADF Faces will allow you to do that with ADS (here, and here). But the poll still has its place. It's quite useful for dashboard type of applications where you want periodic updates of the graphs shown on the page. As you can see it's quite simple to use the tag. I also show my lazy approach to invoking declarative operations on a data control from a backing bean without manually writing code.

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  • ASX: Just Another Stock Market Operator

    - by Theresa Hickman
    I try to stay informed with what's happening in global financial markets since we all know they are all interconnected. Last week, on Mar. 11 2010, Australia's Senate passed a law that reduced Australia's stock market's role to just a stock market operator. Before this, ASX (Australian Stock Exchange) acted as both its own regulator and operator (supervising trade actvities and handling the trades) of Australia's stock market. Many viewed this as a conflict of interest. So now, the Australian Securities & Investments Commision (ASIC) will act as regulator and ASX will simply be a stock market operator to ensure the continued integrity of financial markets. I believe what this is doing is laying the groundwork to have more than one stock exchange in Australia. I woudn't be surpised if Nasdaq makes a play. As you may or may not know, Nasdaq had been trying for years to take over control of the London Stock Exchange (LSE), which LSE had rejected because it thinks it is worth more than what Nasdaq is willing to pay. Nasdaq or even NYSE may want a piece of Asia/Pacific because nowadays most of the IPOs are coming from foreign companies outside the US. I didn't know this, but apparently many Asia/Pacific stock exchanges have a monopoly where they act as both regulator and operator. I'll be curious to see what happens after the ASIC meet and decide how to regulate Australia's stock exchange to see how many suitors come running towards Australia's financial market.

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  • Solving Null Entity Problems with JPA Data Controls in PS1

    - by shay.shmeltzer
    Turns out there is a slight bug that seems to prevent you from doing interactions (update, scroll) with the results of a JPA named query that you dropped on a page using ADF Binding. People are running into this when they are doing the EJB tutorial on OTN for example. The problem is that the way the binding is set up for you automatically doesn't allow you to actually access the iterator set of records to do follow up operations. When I last checked this was solved in the next release of JDeveloper, but in the meantime there is a quick simple way to resolve the issue by changing the refresh condition of the oiterator in your page binding. Here is a little demo that shows the problem and the solution:

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  • Defining Social Media Terms

    - by David Dorf
    As I talk about social in the context of retail, I sometimes get tripped up on different terms. I know what I mean, but the audience may have something else in mind. So I decided to see if I could find some well accepted definitions for common terms. While there are definitions on the Internet, I'm not sure they are well accepted. After reviewing several, here's what I came up with: Social Network: a structure of individuals and groups connected together by commonality. That seems pretty straightforward. A group of friends, co-workers, music fans, etc. The key here is that they have something in common that connects them. Social Media: Internet channels that support the collaborative publishing of information by and for social networks. The key here is to differentiate between traditional one-way media, and conversational social media. When its social its two-way, allowing both the publishing and consuming of information. Examples are blogs, wikis, Twitter, Facebook, etc. Social Marketing: the use of social media for marketing, public relations, and customer service. Wikipedia actually includes "selling" here but I think that's separate from marketing, as you'll see further down below. Most people look at social media as entertainment, but the marketing angle adds business value. This is where retailers discover and engage customers to build a relationship. Social Merchandising: the integration of social media and product discovery. Whereas marketing is focused more on brand image, customer engagement, and promotions, merchandising is more directly trying to convert browsers into purchases. This includes deciding what customers want, often by asking the social network, and deciding how to position products to the social network. Social Selling: the incorporation of e-commerce into social media. While on a social media site, social selling enables the purchasing of goods/services in the user's context, without leaving the social media channel. If a user clicks on an advertisement and is taken to an e-commerce site, then that's really just web advertising and not social selling. Well, do these terms and definitions make sense? Let me know what you think.

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  • Who Are the BI Users in Your Neighborhood?

    - by Brian Dayton
    Forrester's Boris Evelson recently wrote a blog titled "Who are the BI Personas?" that I enjoyed for a number of reasons. It's a quick read, easy to grasp and (refreshingly) focuses on the users of technology VS the technology. As Evelson admits, he meant to keep the reference chart at a high-level because there are too many different permutations and additional sub-categories to make such a chart useful. For me, I wouldn't head into the technical permutations but more the contextual use of BI and the issues that users experience.  My thoughts brought up more questions than answers such as: Context: -          HOW: With the exception of the "Power User" persona--likely some sort of business or operations analyst? -          WHEN: Are they using the information to make real-time decisions on the front lines (a customer service manager or shipping/logistics VP) or are they using this information for cumulative analysis and business planning? Or both? -          WHERE: What areas of the business are more or less likely to rely on BI across an organization? Human Resources, Operations, Facilities, Finance--- and why are some more prone to use data-driven analysis than others? Issues: -          DELAYS & DRAG ON IT?: One of the persona characteristics Evelson calls out is a reliance on IT. Every persona except for the "Power User" has a heavy reliance on IT for support. What business issues or delays does that cause to users? What is the drag on IT resources who could potentially be creating instead of reporting? -          HOW MANY CLICKS: If BI is being used within the context of a transaction (sales manager looking for upsell opportunities as an example) is that person getting the information within the context of that action or transaction? Or are they minimizing screens, logging into another application or reporting tool, running queries, etc.?   Who are the BI Users in your neighborhood or line of business? Do Evelson's personas resonate--and do the tools that he calls out (he refers to it as "BI Style") resonate with what your personas have or need? Finally, I'm very interested if BI use is viewed as  a bolt-on...or an integrated part of your daily enterprise processes?

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  • What will be important in Training in 2011?

    - by anders.northeved
      Now that we have started a new year I would like to give you a list of topics I think we will be discussing in training and learning in 2011. Some of the areas we have discussed earlier will still be just as important in 2011: Time-to-knowledge Still one of the most important issues for the training department. Internal content production Related to time-to-knowledge. How do we convert internal knowledge to a format that can be used for teaching others? LMS integration How do we get our existing LMS fully integrated with our other ERP modules like HCM, Order Management, Finance, Payroll etc. Some areas have been discussed before, but we’ll focus more on these in 2011: Combining internal and external training A majority of training departments use a combination of external and internal training. Having the right mix is vital for the quality and efficiency for most training organizations. Certification More rules and regulations means managing all employee certifications is more important than ever. Evolving trends in 2011: Social Learning We have been talking about this for a long time, but 2011 will be the year where we will start using it for real (OK, I also said so last year – but this year I’m right…). Real-life use of SCORM 2004 Again a topic we have talked about for a long time, but we are now actually starting to use it to give learners a better e-learning experience. How do we engage and delight the learner? e-learning makes economical sense, it can be easy to understand, it is convenient – but how do we make it more engaging and delight our learners? How to include more types of training in LMS One of the main focus area of 2011 will be how to manage and measure mobile learning , on-the-job-training and other forms of training in the LMS. Mobile Learning With the ever growing use of smart phones mobile learning will be THE hot topic of 2011 in the training world. New topics we will begin discussing in 2011: What is beyond web 2.0 and social learning? - could it be content verification and personal accreditation? Why gaming will not be the silver bullet for all types of e-learning Many people believe gaming can be used for any kind of training, but the creation is too expensive and time consuming for most applications. Do you agree with these predictions? What are your own predictions? Let me see your comments! (photo: © Marti, photoxpress.com)

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  • Tuning GlassFish for Production

    - by arungupta
    The GlassFish distribution is optimized for developers and need simple deployment and server configuration changes to provide the performance typically required for production usage. The formal Performance Tuning Guide provides an explanation of capacity planning and tuning tips for application, GlassFish, JVM, and the operating system. The GlassFish Server Control (only with the commercial edition) also comes with Performance Tuner that optimizes the runtime for optimal throughput and scalability. And then there are multiple blogs that provide more insights as well: • Optimizing GlassFish for Production (Diego Silva, Mar 2012) • GlassFish Production Tuning (Vegard Skjefstad, Nov 2011) • GlassFish in Production (Sunny Saxena, Jul 2011) • Putting GlassFish v3 in Production: Essential Surviving Guide (JeanFrancois, Nov 2009) • A GlassFish Tuning Primer (Scott Oaks, Dec 2007) What is your favorite source for GlassFish Performance Tuning ?

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  • iPad and User Assistance

    - by ultan o'broin
    What possibilities does the iPad over for user assistance in the enterprise space? We will research the possibilities but I can see a number of possibilities already for remote workers who need access to trouble-shooting information on-site, implementers who need reference information and diagrams, business analysts or technical users accessing reports and dashboards for metrics or issues, functional users who need org charts and other data visualizations, and so on. It could also open up more possibilities for collaborative problem solving. User assistance content can take advantage of the device's superb display, graphics capability, connectivity, and long battery life. The possibility of opening up more innovative user assistance solutions (such as comics) is an exciting one for everyone in the UX space. Aligned to this possibility we need to research how users would use the device as they work.

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  • O modelo diamante para gerenciamento de projetos

    - by fernando.galdino
    Este ano comecei a fazer o mestrado em Gestão de Projetos. No decorrer deste período estudamos vários assuntos envolvendo abordagens de gerenciamento de projetos. Uma dessas abordagens é o Modelo Diamante. Elaborada por Aaron Shenhar e Dov Dvir, e explicada em detalhes no livro “Reinventando Gerenciamento de Projetos”, trata-se de uma estrutura que permite avaliar um projeto, e com base nos resultados, permite que o gerente de projetos possa usar uma abordagem como o descrito no PMBOK (PMI), de modo a aproveitar da melhor forma possível, as boas práticas listadas. A apresentação abaixo foi realizada por mim, numa das aulas do curso. Explica com alguns detalhes, e ao mesmo tempo fornece uma visão geral, sobre o modelo NTCP, que é uma estrutura que permite avaliar um projeto em termos de novidade, incerteza tecnológica, complexidade e ritmo.   Modelo NTCP View more presentations from Fernando Galdino.

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  • Cloud Computing : publication du volet 3 du Syntec Numérique

    - by Eric Bezille
    Une vision client/fournisseur réunie autour d'une ébauche de cadre contractuel Lors de la Cloud Computing World Expo qui se tenait au CNIT la semaine dernière, j'ai assisté à la présentation du nouveau volet du Syntec numérique sur le Cloud Computing et les "nouveaux modèles" induits : modèles économiques, contrats, relations clients-fournisseurs, organisation de la DSI. L'originalité de ce livre blanc vis à vis de ceux déjà existants dans le domaine est de s'être attaché à regrouper l'ensemble des acteurs clients (au travers du CRIP) et fournisseurs, autour d'un cadre de formalisation contractuel, en s'appuyant sur le modèle e-SCM. Accélération du passage en fournisseur de Services et fin d'une IT en silos ? Si le Cloud Computing permet d'accélérer le passage de l'IT en fournisseur de services (dans la suite d'ITIL v3), il met également en exergue le challenge pour les DSI d'un modèle en rupture nécessitant des compétences transverses permettant de garantir les qualités attendues d'un service de Cloud Computing : déploiement en mode "self-service" à la demande, accès standardisé au travers du réseau,  gestion de groupes de ressources partagées,  service "élastique" : que l'on peut faire croitre ou diminuer rapidement en fonction de la demande mesurable On comprendra bien ici, que le Cloud Computing va bien au delà de la simple virtualisation de serveurs. Comme le décrit fort justement Constantin Gonzales dans son blog ("Three Enterprise Principles for Building Clouds"), l'important réside dans le respect du standard de l'interface d'accès au service. Ensuite, la façon dont il est réalisé (dans le nuage), est de la charge et de la responsabilité du fournisseur. A lui d'optimiser au mieux pour être compétitif, tout en garantissant les niveaux de services attendus. Pour le fournisseur de service, bien entendu, il faut maîtriser cette implémentation qui repose essentiellement sur l'intégration et l'automatisation des couches et composants nécessaires... dans la durée... avec la prise en charge des évolutions de chacun des éléments. Pour le client, il faut toujours s'assurer de la réversibilité de la solution au travers du respect des standards... Point également abordé dans le livre blanc du Syntec, qui rappelle les points d'attention et fait un état des lieux de l'avancement des standards autour du Cloud Computing. En vous souhaitant une bonne lecture...

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  • Project Nashorn Slides & Talks

    - by $utils.escapeXML($entry.author)
    At the Eclipse Demo Camp in Hamburg last week I got asked about resources on Project Nashorn. So, I compiled a quick list:slides from Jim Laskey's JavaOne 2011 talk titled "The Future of JavaScript in the JDK".slides from Bernard Traversat's JavaOne 2011 talk titled "HTLM5 and Java: The Facts and the Myths".slides and video from Jim Laskey's JVM Language Simmit talk titled "Adventures in JSR 292 (Nashorn)".

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  • Gamify your Web

    - by Isabel F. Peñuelas
    Yesterday Valencia welcomed the Gamification World Congress that I follow virtually through #GWC2012. BBVA, Iberia, Ligeresa, Axe, Wayra, ESADE, GlaxoSmithKline, Macmillan, Gamisfaction, Nomaders, Blaffin were among the companies presenting success stories on gaming. It has been proved that people remember things easily when an emotion is created. The marketing expectations around Gamification techniques have a lot to do with Neuromarketing theories. There are a lot of expectations on internal enterprise Gamification. In the public Web some sectors are taking the lead on following the trend. The Gartner Analyst Brian Burke opened another Gamification recent event in Madrid remembering that “Gamification is mostly about Engagement”, and this can be applied both to customers or employees. Gamification and Banking The experience of the Spanish Financial Group BBVA that just launched BBVA Game was also presented a week ago at the BBVA Innovation Centre during the event “Gamification & Banking: a fad or a serious business?” . One of the objectives of the BBVA Game was to double the name of registered users. “People like the efficiency of the online channel want to keep a one-to-one contact with the brand”-explained Bernardo Crespo. Another interested data coming out the BBVA presentation was that “only 20% of Spanish users –out of the total holders of Bank Accounts in the country- is familiar with the use of a Web Site to consult their bank accounts”, the project aims also to reverse this situation helping people to learn making a heavy use of the Video in the gaming context. In general Banking presenters seem to agree that Gamification techniques are helping to increase the time spent on the Web. Gamification and Health Using Gamification techniques for chronic illness rehabilitation was another topic of the World Congress. Here you can find some ideas and experiences What can games do for the health (In Spanish) I have personally started my own mental-health gaming project at http://www.lumosity.com/ Gamification in the Enterprise I really recommend Reading this excellent post of Ultan ÓBroin my Introduction to Gamification and Applications. Employee´s motivation and learning are experiencing a 360º turn and it looks than some of us will become soon the Dragon of the year instead of the Employee of the Year. Using Web 2.0 Tools for Gamification Projects  What type of tools do we need for a quick-win Gamification project? To certain extend Gamification can be considered an evolution of the participative Web. Badging, avatars, points and awards, leader boards, progress charts, virtual currencies, gifting and giving challenges and quests are common components and elements. The Web is offering new development frameworks to that purpose as this Avatar Framework from Paypal or Badgeville to include in web applications. Besides, tools to create communities around a game are required to comment, share and vote players as well as for an efficient multimedia management. Due to its entirely open architecture, its community features, and its multimedia and imaging solutions is were I see WebCenter as a tool helping brands to success. Link to Sources & Recommended Readings YouTube Video of BBVAGame presentation Where To Apply Gamification In Your Incentive Jim Calhoun Cancer Challenge Ride and Walkh For my Spanish Readers El aburrimiento es el enemigo número uno del éxito

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  • Undeploying Apps Running JDev 11g WLS

    - by Christian David Straub
    Guest post from Jeanne Waldman:I was running my application in JDeveloper when I noticed log messages in the console for a different application, let's call it OldApp. I stopped and started the my application server, the WLS server, re-ran my application, and still I'd see messages for OldApp. I shut down JDeveloper, restarted, and still when I ran my application, I'd see the OldApp's messages   Well, it turns out that at some point in time the OldApp was not properly undeployed. To really stop OldApp, I had to:   Go to http://127.0.0.1:7101/console.   This deployed the console app where you configure WLS. By default the login credentials are:   username: weblogic password: weblogic1 I clicked on Deployments and I saw that OldApp was still running. I selected the checkbox next to OldApp and clicked on the Stop -> Force Stop Now.  Now when I run my application, I do not see the OldApp log messages.

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  • Want to Run OS Commands From WLST?

    - by Bala Kothandaraman
    If you spend a lot of time with WLST in the interactive mode, I am sure you have opened another command prompt/shell to check something at the OS file system level. If you wonder whether can execute an OS command from within WLST prompt, the answer is "Yes". This is very convenient similar to how you can execute OS commands from within "Vi" editor. In fact this feature is not from WLST but from underlying Jython. There is "os" module in Jython that provides a unified interface to a number of operating system functions. There is "system" function in the "os" module that can take a OS command as a string input and returns either "0" or "1" depends on whether the command was successful or failed. So this feature can also be used with scripting mode where the return code can be verified for further processing in the script. For eg. os.system(r'dir c:\bea') can list the contents of the bea folder under c drive. Notice the use of the preceding 'r' for escaping the entire string.

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  • Understanding the value of Customer Experience & Loyalty for the Telecommunications Industry

    - by raul.goycoolea
    Worried by economic woes and market forces, especially in mature markets, communications service providers (CSPs) increasingly focus on improving customer experience. In fact, it seems difficult to find a major message by a C-level executive in the developed world that does not include something on "meeting and exceeding customers' needs". Frequently in customer satisfaction studies by prominent firms, CSPs fall short of the leadership demonstrated by other industries that take customer-centric approaches to their bottom-line strategies. Consider the following:Despite the continued impact of global economic crisis, in July 2010, Apple Computer posted record revenue and net quarterly profit. Those who attribute the results primarily to the iPhone 4 launch should note that Apple also shipped around 30% more Macintosh computers than the same period the previous year. Even sales of the iPod line increased by 8% in a highly commoditized, shrinking media player market. Finally, Apple began selling iPads during the quarter, with total sales of more than 3 million units. What does Apple have that the others lack? Well, some great products (and services) to be sure, but it also excels at customer service and support, marketing, and distribution, and has one of the strongest brands globally. Its products are useful, simple to use, easy to acquire and augment, high quality, and considered very cool. They also evoke such an emotional response from many of Apple's customers, which they turn up their noses at competitive products.In other words, Apple appears to have mastered virtually every aspect of customer experience and the resultant loyalty of its customer base - even in difficult financial times. Through that unwavering customer focus, Apple continues to drive its revenues and profits to new heights. Other customer loyalty leaders like Wal-Mart, Google, Toyota and Honda are also doing well by focusing on customer experience as an essential driver of profitability. Service providers should note this performance and ask themselves how they might leverage the same principles to increase their own profitability. After all, that is what customer experience and loyalty are all about: profitability.To successfully manage all the critical touch points of customer experience, CSPs must shun the one-size-fits-all approach. They can no longer afford to view customer service fundamentally as an act of altruism - which mentality dates back to the industry's civil service days, when CSPs were typically government organizations that were critical to economic development and public safety.As regulators and public officials have pushed, and continue to push, service providers to new heights of reliability - using incentives and punishments - most CSPs already have some of the fundamental building blocks of customer service in place. Yet despite that history and experience, service providers still lag other industries in providing what is seen as good customer service.As we observed in the TMF's 2009 Insights Research report, Customer Experience Management: Driving Loyalty & Profitability there has been resurgence in interest by CSPs. More and more of them have stated ambitions to catch up other industries, and they are realizing that good customer service is a powerful strategy for increasing business performance and profitability, not an act of good will.CSPs are recognizing the connection between customer experience and profitability, as demonstrated in many studies. For example, according to research by Bain & Company, a 5 percent improvement in customer retention rates can yield as much as a 75 percent increase in profits for companies across a range of industries.After decades of customer experience strategy formulation, Bain partner and business author, Frederick Reichheld, considers "would you recommend us to a friend?" as the ultimate question for a customer. How many times have you or your friends recommended an iPod, iPhone or a Mac? What do your children recommend to their peers? Their peers to them?There are certain steps service providers have to take to create more personalized relationships with their customers, as well as reduce churn and increase profitability, all while becoming leaner and more agile. First, they have to define customer experience, we define it as the result of the sum of observations, perceptions, thoughts and feelings arising from interactions and relationships between customers and their service provider(s). Virtually every customer touch point - whether directly or indirectly linked to service providers and their partners - contributes to customer perception, satisfaction, loyalty, and ultimately profitability. Gaining leadership in customer experience and satisfaction will not be a simple task, as it is affected by virtually every customer-facing aspect of the service provider, and in turn impacts the service provider deeply - especially on the all-important bottom line. The scope of issues affecting customer experience is complex and dynamic.With new services, devices and applications extending the basis of customer experience to domains beyond the direct control of the service provider, it is likely to increase in complexity and dynamism.Customer loyalty = increased profitsAs stated earlier, customer experience programs are not fundamentally altruistic exercises, but a strategic means of improving competitiveness and profitability in the short and long term. Loyalty is essential to deriving long term profits from customers.Some of the earliest loyalty programs date back to the 1930s, when packaged goods companies offered embedded coupons for rewards to buyers, and eventually retail chains began offering reward programs to frequent shoppers. These programs continued for decades but were leapfrogged in the 1980s by more aggressive programs from the airlines.This movement was led by American Airlines, which launched the first full-scale loyalty marketing program of the modern era with the AAdvantage frequent flyer scheme. It was the first to reward frequent fliers with notional air miles that could be accumulated and later redeemed for free travel. Figure 1: Opportunities example of Customer loyalty driven profitOther airlines and travel providers were quick to grasp the incredible value of providing customers with an incentive to use their company exclusively. Within a few years, dozens of travel industry companies launched similar initiatives and now loyalty programs are achieving near-ubiquity in many service industries, especially those in which it is difficult to differentiate offerings by product attributes.The belief is that increased profitability will result from customer retention efforts because:•    The cost of acquisition occurs only at the beginning of a relationship: the longer the relationship, the lower the amortized cost;•    Account maintenance costs decline as a percentage of total costs, or as a percentage of revenue, over the lifetime of the relationship;•    Long term customers tend to be less inclined to switch and less price sensitive which can result in stable unit sales volume and increases in dollar-sales volume;•    Long term customers may initiate word-of-mouth promotions and referrals, which cost the company nothing and arguably are the most effective form of advertising;•    Long-term customers are more likely to buy ancillary products and higher margin supplemental products;•    Long term customers tend to be satisfied with their relationship with the company and are less likely to switch to competitors, making market entry or competitors gaining market share difficult;•    Regular customers tend to be less expensive to service, as they are familiar with the processes involved, require less 'education', and are consistent in their order placement;•    Increased customer retention and loyalty makes the employees' jobs easier and more satisfying. In turn, happy employees feed back into higher customer satisfaction in a virtuous circle. Figure 2: The virtuous circle of customer loyaltyFigure 2 represents a high-level example of a virtuous cycle driven by customer satisfaction and loyalty, depicting how superiority in product and service offerings, as well as strong customer support by competent employees, lead to higher sales and ultimately profitability. As stated above, this is not a new concept, but succeeding with it is difficult. It has eluded many a company driven to achieve profitability goals. Of course, for this circle to be virtuous, the customer relationship(s) must be profitable.Trying to maintain the loyalty of unprofitable customers is not a viable business strategy. It is, therefore, important that marketers can assess the profitability of each customer (or customer segment), and either improve or terminate relationships that are not profitable. This means each customer's 'relationship costs' must be understood and compared to their 'relationship revenue'. Customer lifetime value (CLV) is the most commonly used metric here, as it is generally accepted as a representation of exactly how much each customer is worth in monetary terms, and therefore a determinant of exactly how much a service provider should be willing to spend to acquire or retain that customer.CLV models make several simplifying assumptions and often involve the following inputs:•    Churn rate represents the percentage of customers who end their relationship with a company in a given period;•    Retention rate is calculated by subtracting the churn rate percentage from 100;•    Period/horizon equates to the units of time into which a customer relationship can be divided for analysis. A year is the most commonly used period for this purpose. Customer lifetime value is a multi-period calculation, often projecting three to seven years into the future. In practice, analysis beyond this point is viewed as too speculative to be reliable. The model horizon is the number of periods used in the calculation;•    Periodic revenue is the amount of revenue collected from a customer in a given period (though this is often extended across multiple periods into the future to understand lifetime value), such as usage revenue, revenues anticipated from cross and upselling, and often some weighting for referrals by a loyal customer to others; •    Retention cost describes the amount of money the service provider must spend, in a given period, to retain an existing customer. Again, this is often forecast across multiple periods. Retention costs include customer support, billing, promotional incentives and so on;•    Discount rate means the cost of capital used to discount future revenue from a customer. Discounting is an advanced method used in more sophisticated CLV calculations;•    Profit margin is the projected profit as a percentage of revenue for the period. This may be reflected as a percentage of gross or net profit. Again, this is generally projected across the model horizon to understand lifetime value.A strong focus on managing these inputs can help service providers realize stronger customer relationships and profits, but there are some obstacles to overcome in achieving accurate calculations of CLV, such as the complexity of allocating costs across the customer base. There are many costs that serve all customers which must be properly allocated across the base, and often a simple proportional allocation across the whole base or a segment may not accurately reflect the true cost of serving that customer;  This is made worse by the fragmentation of customer information, which is likely to be across a variety of product or operations groups, and may be difficult to aggregate due to different representations.In addition, there is the complexity of account relationships and structures to take into consideration. Complex account structures may not be understood or properly represented. For example, a profitable customer may have a separate account for a second home or another family member, which may appear to be unprofitable. If the service provider cannot relate the two accounts, CLV is not properly represented and any resultant cancellation of the apparently unprofitable account may result in the customer churning from the profitable one.In summary, if service providers are to realize strong customer relationships and their attendant profits, there must be a very strong focus on data management. This needs to be coupled with analytics that help business managers and those who work in customer-facing functions offer highly personalized solutions to customers, while maintaining profitability for the service provider. It's clear that acquiring new customers is expensive. Advertising costs, campaign management expenses, promotional service pricing and discounting, and equipment subsidies make a serious dent in a new customer's profitability. That is especially true given the rising subsidies for Smartphone users, which service providers hope will result in greater profits from profits from data services profitability in future.  The situation is made worse by falling prices and greater competition in mature markets.Customer acquisition through industry consolidation isn't cheap either. A North American service provider spent about $2,000 per subscriber in its acquisition of a smaller company earlier this year. While this has allowed it to leapfrog to become the largest mobile service provider in the country, it required a total investment of more than $28 billion (including assumption of the acquiree's debt).While many operating cost synergies clearly made this deal more attractive to the acquiring company, this is certainly an expensive way to acquire customers: the cost per subscriber in this case is not out of line with the prices others have paid for acquisitions.While growth by acquisition certainly increases overall revenues, it often creates tremendous challenges for profitability. Organic growth through increased customer loyalty and retention is a more effective driver of profit, as well as a stronger predictor of future profitability. Service providers, especially those in mature markets, are increasingly recognizing this and taking steps toward a creating a more personalized, flexible and satisfying experience for their customers.In summary, the clearest path to profitability for companies in virtually all industries is through customer retention and maximization of lifetime value. Service providers would do well to recognize this and focus attention on profitable customer relationships.

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  • SOA Governance Starts with People and Processes

    - by Jyothi Swaroop
    While we all agree that SOA Governance is about People, Processes and Technology. Some experts are of the opinion that SOA Governance begins with People and Processes but needs to be empowered with technology to achieve the best results. Here's an interesting piece from David Linthicum on eBizq: In the world of SOA, the concept of SOA governance is getting a lot of attention. However, how SOA governance is defined and implemented really depends on the SOA governance vendor who just left the building within most enterprises. Indeed, confusion is a huge issue when considering SOA governance, and the core issues are more about the fundamentals of people and processes, and not about the technology. SOA governance is a concept used for activities related to exercising control over services in an SOA, including tracking the services, monitoring the service, and controlling changes made to the services, simple put. The trouble comes in when SOA governance vendors attempt to define SOA governance around their technology, all with different approaches to SOA governance. Thus, it's important that those building SOAs within the enterprise take a step back and understand what really need to support the concept of SOA governance. The value of SOA governance is pretty simple. Since services make up the foundation of an SOA, and are at their essence the behavior and information from existing systems externalized, it's critical to make sure that those accessing, creating, and changing services do so using a well controlled and orderly mechanism. Those of you, who already have governance in place, typically around enterprise architecture efforts, will be happy to know that SOA governance does not replace those processes, but becomes a mechanism within the larger enterprise governance concept. People and processes are first thing on the list to get under control before you begin to toss technology at this problem. This means establishing an understanding of SOA governance within the team members, including why it's important, who's involved, and the core processes that are to be follow to make SOA governance work. Indeed, when creating the core SOA governance strategy should really be independent of the technology. The technology will change over the years, but the core processes and discipline should be relatively durable over time.

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  • BIP BIServer Query Debug

    - by Tim Dexter
    With some help from Bryan, I have uncovered a way of being able to debug or at least log what BIServer is doing when BIP sends it a query request. This is not for those of you querying the database directly but if you are using the BIServer and its datamodel to fetch data for a BIP report. If you have written or used the query builder against BIServer and when you run the report it chokes with a cryptic message, that you have no clue about, read on. When BIP runs a piece of BIServer logical SQL to fetch data. It does not appear to validate it, it just passes it through, so what is BIServer doing on its end? As you may know, you are not writing regular physical sql its actually logical sql e.g. select Jobs."Job Title" as "Job Title", Employees."Last Name" as "Last Name", Employees.Salary as Salary, Locations."Department Name" as "Department Name", Locations."Country Name" as "Country Name", Locations."Region Name" as "Region Name" from HR.Locations Locations, HR.Employees Employees, HR.Jobs Jobs The tables might not even be a physical tables, we don't care, that's what the BIServer and its model are for. You have put all the effort into building the model, just go get me the data from where ever it might be. The BIServer takes the logical sql and uses its vast brain to work out what the physical SQL is, executes it and passes the result back to BIP. select distinct T32556.JOB_TITLE as c1, T32543.LAST_NAME as c2, T32543.SALARY as c3, T32537.DEPARTMENT_NAME as c4, T32532.COUNTRY_NAME as c5, T32577.REGION_NAME as c6 from JOBS T32556, REGIONS T32577, COUNTRIES T32532, LOCATIONS T32569, DEPARTMENTS T32537, EMPLOYEES T32543 where ( T32532.COUNTRY_ID = T32569.COUNTRY_ID and T32532.REGION_ID = T32577.REGION_ID and T32537.DEPARTMENT_ID = T32543.DEPARTMENT_ID and T32537.LOCATION_ID = T32569.LOCATION_ID and T32543.JOB_ID = T32556.JOB_ID ) Not a very tough example I know but you get the idea. How do I know what the BIServer is up to? How can I find out what the issue might be if BIServer chokes on my query? There are a couple of steps: In the Administrator tool you need to set the logging level for the Administrator user to something greater than the default '0'. '7' is going to give you the max. Just remember to take it back down after you have finished the debug. I needed to bounce my BIServer service Now here's the secret sauce. Prefix the following to your BIP query set variable LOGLEVEL = 7; Set the log level to that you have in the admin tool Now run your BIP report. With the prefix in place; BIServer will write to the NQQuery.log file. This is located in the ./OracleBI/server/Log directory. In there you are going to find the complete process the BIServer has gone through to try and get the data back for you A quick note, if the BIServer can, its going to hit that great BIEE cache to get your data and you may not see the full log. IF this is the case. Get inot hte Administration page (via the browser login) and clear out your BIP report cursor. Then re-run. This will hopefully help out if you are trying to debug that annoying BIP report that will not run or is getting some strange data. Don't forget to turn that logging level back down once you are done. This will avoid the DBA screaming at you for sucking up all the disk space on the system.

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  • JavaOne pictures and Community Commentary on JCP Awards

    - by heathervc
    We posted some pictures from JCP related events at JavaOne 2012 on the JCP Facebook page today.  The 2012 JCP Program Award winners and some of the nominees responded to the community recognition of their achievements during some of the JCP events last week.     “Our job on the EC is to balance the need of innovation – so we don’t standardize too early, or too late. We try to find that sweet spot that makes innovation and standardization work together, and not against each other.”- Ben Evans, CEO of jClarity and Executive Committee (EC) representative of the London Java Community, 2012 JCP Member/Participant of the Year Winner“SouJava has been evangelizing the Java platform, promoting the Java ecosystem in Brazil, and contributing to JSRs for several years. It’s very gratifying to have our work recognized, on behalf of many developers and Java User Groups around the world. This really is the work of a large group of people, represented by the few that can be here tonight.”- Michael Santos, representative of SouJava, 2012 JCP Member/Participant of the Year Winner "In the last years Credit Suisse has contributed to the development of Java EE specifications through participation in many customer advisory boards, through statements of requirements for extensions to the core Java related products in use, and active participation in JSRs. Winning the JCP Outstanding Spec Lead Award 2012 is very encouraging for our engagement and also demonstrates the level of expertise and commitment to drive the evolution of Java. Victor Grazi is happy and honored to receive this award." - Susanne Cech Previtali, Executive Committee (EC) representative of Credit Suisse, accepting award for 2012 JCP Outstanding Spec Lead Winner "Managing a JSR is difficult. There are so many decisions to be made and so many good and varied opinions, you never really know if you have decided correctly. The key to success is transparency and collaboration. I am truly humbled by receiving this award, there are so many other active JSRs.” Victor added that going forward in the JCP EC, they would like to simplify and open the process of participation – being addressed in the JCP.Next initiative of the JCP EC. "We would also like to encourage the engagement of universities, professors and students – as an important part of the Java community. While innovation is the lifeblood of our community and industry, without strong standards and compatibility requirements, we all end up in a maze of technology where everything is slightly different and doesn’t quite work with everything else." Victo Grazi, Executive Committee (EC) representative of Credit Suisse, 2012 JCP Outstanding Spec Lead Winner“I am very pleased, of course, to accept this award, but the credit really should go to all of those who have participated in the work of the JCP, while pushing for changes in the way it operates.  JCP.Next represents three JSRs. The first two are done, but the final step, JSR 358, is the complicated one, and it will bring in the lawyers. Just to give you an idea of what we’re dealing with, it affects licensing, intellectual property, patents, implementations not based on the Reference Implementation (RI), the role of the RI, compatibility policy, possible changes to the Technical Compatibility Kit (TCK), transparency, where do individuals fit in, open source, and more.”- Patrick Curran, JCP Chair, Spec Lead on JCP.Next JSRs (JSR 348, JSR 355 and JSR 358), 2012 JCP Most Significant JSR Winner“I’m especially glad to see the JCP community recognize JCP.Next for its importance. The governance work it represents is KEY to moving the Java platform forward and the success of the technology.”- John Rizzo, Executive Committee (EC) representative of Aplix Corporation, JSR Expert Group Member “I am deeply honored to be nominated. I had the privilege to receive two awards on behalf of Expert Groups and Spec Leads two years ago. But this time, I am nominated personally, which values my own contribution to the JCP, and of course, participation in JSRs and the EC work. I’m a fan of Agile Principles and Values Working. Being an Agile Coach and Consultant, I use it for some of the biggest EC Member companies and projects. It fuels my ability to help the JCP become more agile, lean and transparent as part of the JCP.Next effort.” - Werner Keil, Individual Executive Committee (EC) Member, a 2012 JCP Member/Participant of the Year Nominee, JSR Expert Group Member“The JCP ever has been some kind of institution for me,” Markus said. “If in technical doubt, I go there, look for the specifications of the implementation I work with at the moment and verify what I had observed. Since the beginning of my Java journey more than 12 years back now, I always had a strong relationship with the JCP. Shaping the future of a technology by joining the JCP – giving feedback and contributing to the road ahead through individual JSRs – that brings you to a whole new level.”Calling himself, “the new kid on the block,” he explained that for years he was afraid to join the JCP and contribute. But in reality, “Every single one of the big names I meet from the different Expert Groups is a nice person. People you can actually work with,” he says. “And nobody blames you for things you don't know. As long as you are committed and bring what is worth the most: passion, experiences and the desire to make a difference.” - Markus Eisele, a 2012 JCP Member of the Year Nominee, JSR Expert Group MemberCongratulations again to all of the nominees and winners of the JCP Program Awards.  Next year, we will add another award for the group of JUG members (not an entire JUG) that makes the best contribution to the Adopt-a-JSR program.  Let us know if you have other suggestions or improvements.

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  • Finally home - and something fully off topic

    - by Mike Dietrich
    Arrived at Munich Pasing last night at 0:50am ... finally :-) On Sunday I've left the Dylan Hotel in Dublin (thanks to the staff there as well: you were REALLY helpful!!) around 7:30pm to go to the port - and came home on Tuesday morning 1:15am. So all together 29:45hrs door-to-door - not bad for nearly 2000km just relying on public transport. And could have been faster if there were seats in ealier TGV's left. But I don't complain at all ;-) Just checked the website of Dublin Airport - it says currently: 17.00pm: Latest on flight disruptions at Dublin Airport The IAA have advised us that based on the latest Volcanic Ash Advisory Centre London Dublin Airport will remain closed for all inbound and outbound commercial flights until 20.00hours. This effectively means that no flights will land or take off at Dublin Airport until then. A further update will be posted this afternoon. When traveling I have always my iPod with me. It has gotten a bit old now (I think I've bought it 3 years ago in November 2007) but it has a 160GB hard disk in it so it fits most of my music collection (not the entire collection anymore as I'm currently re-riping everything to Apple Lossless because at least for my ears it makes a big difference - but I listen to good ol' vinyl as well ...and I don't download compressed music ;-) ). The battery of my little travel companion is still good for more than 20 hours consistent music playback - and there was a band from Texas being in my ears most of the whole journey called Midlake. I haven't heard of them before until I asked a lady at a Munich store some few weeks ago what she's playing on the speakers in the shop. She was amazed and came back with the CD cover but I hesitated to buy it as I always want to listen the tunes before - and at this day I had no time left to do so. But in Dublin I had a bit of spare time on Saturday and I always enter record stores - and the Tower Records was the sort of store I really enjoy and so I've spent there nearly two hours - leaving with 3 Midlake CDs in my bag. So if you are interested just listen those tunes which may remind some people on Fleetwood Mac: As I said in the title, fully off topic ;-)

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