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000-219 IBM Sterling Order Management V9.1 Deployment

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000-219 exam Dumps Source : IBM Sterling Order Management V9.1 Deployment

Test Code : 000-219
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: 104 true Questions

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IBM IBM Sterling Order Management

Cloud Computing: IBM Acquires Sterling Commerce | killexams.com true Questions and Pass4sure dumps

via PR Newswire

Article score:

August 27, 2010 02:forty five PM EDT

Reads:

20,162

IBM on Friday introduced the closing of its acquisition of Sterling Commerce. The business expands IBM's skill to support customers accelerate their interactions with valued clientele, companions and suppliers via dynamic business networks using either on-premise or cloud delivery fashions.

companies are trying to find ways to create extra clever networks of business partners, customers and suppliers in order to enhance efficiency and profitability. These interactions are increasing dramatically as a result of the proliferation of digital business transactions, from banks replacing transaction information and manufacturers sourcing uncooked materials electronically, to agents automating stock replenishment and managing orders online.

Sterling Commerce provides software for cross-channel commerce and integration of consumer, ally and enterprise networks throughout a wide compass of industries. The aggregate of IBM and Sterling Commerce enables the mixing of key enterprise techniques across channels and among trading companions - from advertising and marketing and selling to order administration and achievement.

"We now proffer an entire platform for multi-business enterprise transactions," stated Craig Hayman, prevalent manager, IBM trade options. "In combination with IBM's latest choices, Sterling Commerce, Coremetrics and Unica are increasing IBM's means to assist agencies automate, manage and accelerate core company strategies across advertising, selling, order management and fulfillment."

With the acquisition of Sterling Commerce, IBM advances its capability to serve shoppers integrate and automate business methods, resulting in better require generation, client journey and fulfillment. using the combined applied sciences of IBM and Sterling Commerce, consumers gain the pliability to exploit these tactics - and their networks of business companions - through public or private cloud computing environments.

given that IBM announced its intent to acquire the company in may additionally, Sterling Commerce has viewed continued momentum with valued clientele in each its company integration and commerce solutions organizations. Sterling Commerce lately announced that Hostess brands has implemented its B2B integration solutions both on-premise and as a carrier to enrich Hostess' provide chain performance. In June, Cengage learning went are vital with the latest edition of Sterling Multi-Channel promoting to seize odds of latest market segmentation and stronger promotions performance that raise the client undergo of its award-profitable site, CengageBrain.com.

"We view the IBM acquisition of Sterling Commerce as a generous move," referred to Charles Qian, supervisor of eCommerce systems at Cengage learning, a leading global issuer of creative educating, getting to know and research solutions. "Our contemporaneous implementation changed into seamless, and accomplished beneath a generous timeframe. I are expecting the extraordinary solutions they now gain obtained from Sterling Commerce will best be improved below IBM."

moreover enhancing IBM's integration and commerce offerings, Sterling Commerce application additionally complements IBM's trade-focused utility together with the enterprise's frameworks supporting the retail, manufacturing, communications, fitness custody and banking industries.

more than 18,000 world consumers signify on Sterling Commerce's choices, together with tremendous groups such as Boston Market, Honeywell, Monsanto and Pitney Bowes. outdoor the us, Sterling Commerce's client checklist contains leading manufacturers dote Toshiba and proper agents corresponding to Auchan and John Lewis.

The acquisition builds on IBM's starting to be portfolio of industry utility options designed to support organizations automate, manage and speed up core business tactics across marketing, promoting, ordering and fulfillment. IBM's fresh acquisitions of Sterling Commerce and Coremetrics and the intended acquisition of Unica will expand the enterprise's capacity to steer shoppers' needs during this turning out to be market.

With the closing of this acquisition approximately 2,500 Sterling Commerce personnel combine IBM. according to IBM's utility approach, IBM will continue to assist Sterling Commerce's clients whereas enabling them to seize skills of the broader IBM portfolio.

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GSA goes with IBM cloud to enhance acquisition services | killexams.com true Questions and Pass4sure dumps

Cloud Computing

GSA goes with IBM cloud to better acquisition functions
  • by means of frank Konkel
  • Oct 21, 2013
  • The well-known services Administration is getting thinking about give chain management, settling on IBM to give the cloud infrastructure and complete conclusion-to-conclusion capabilities within GSA global deliver, which gives $1 billion value of commercial goods and functions yearly to government valued clientele global.

    As a fragment of the five-12 months, $30 million constrict announced Oct. 21, GSA will install IBM's SmartCloud for government to handle some 5.5 million annual orders. whereas cloud hosting is a vital fragment of this deal, it's the additional capabilities IBM will provide GSA that invent it a huge victory for huge Blue.

    GSA world deliver will invent consume of a couple of cloud-based mostly solutions from IBM starting in early 2014, including its Sterling Order administration and Sterling B2B Integrator, permitting GGS a single view of order management for demand, stock and provide throughout its global supply chain networks. GSA will likewise invent consume of IBM's analytics application, using buy information and other massive records to determine traits, order patterns and business enterprise reviews.

    Leveraged with IBM's SmartCloud for executive, these and other features are expected to support GSA streamline its enterprise mannequin over the next five years.

    "The GSA is showing colossal leadership for different government groups by using poignant their order administration gadget to the cloud," observed Anne Altman, usual manager of IBM's federal division.

    "IBM SmartCloud will boost visibility into GSS channel operations and invent sense of huge records inside, however likewise optimize stock and provide appreciable manner innovation, resulting in more suitable business strategies to exploit the company's giant deliver chain and logistics operations," Altman mentioned. "this will reduce prices; developing more efficient effects for GSA customers, and sooner or later translate privilege into a benefit for the taxpayer."

    for many of 2013, IBM has been locked in a battle with Amazon internet functions for the usurp to strengthen a $600 million cloud computing infrastructure for the CIA. Yet even if AWS in the halt win that deal -- as seems likely in response to contemporaneous prison complaints -- it might not be a disagreeable yr for IBM.

    big Blue's cloud computing income handed $1 billion during the third-quarter – the primary time that has came about – and in the first three quarters of 2013, its cloud profits jumped 70 % over closing 12 months. it's regardless of the business taking a third-quarter profits hit of greater than $1 billion -- $23.72 billion in comparison to terminal 12 months's $24.seventy four billion -- in vast fragment as a result of vulnerable performance from the company's hardware division.

    in terms of ordinary price, IBM landed its greatest public sector cloud constrict to date in August, securing an interior department deal value up to $1 billion over 10 years. IBM officers predict its SmartCloud for govt own to acquire Federal risk and Authorization management application (FedRAMP) compliance through 12 months's conclusion as smartly, acceptation it's going to conform to the executive's rigorous cloud computing security specifications.

    The GSA deal, youngsters, highlights how a lot of IBM's growth in the cloud market is due to the conclusion-to-conclusion services it offers on excellent of the cloud infrastructure itself. IBM has long offered agencies with professional consulting and different B2B solutions that many cloud infrastructure suppliers would exigency to subcontract out.

    "The explanation why IBM was chosen privilege here is they couldn't simplest give [GSA] the cloud gadget, however the end-to-conclusion capacity – the analytics and fresh how you can study enterprise and effectivity," talked about Luann Pavco, managing associate for IBM Public Sector capabilities. "There basically is a inequity between IBM and a basic cloud infrastructure issuer."

    concerning the writer

    Frank Konkel is a former corpse of workers writer for FCW.


    IBM captures GSA constrict to exploit $1B in transactions | killexams.com true Questions and Pass4sure dumps

    CLOUD COMPUTING

    IBM captures GSA constrict to manage $1B in transactions
  • by using frank Konkel
  • Oct 23, 2013
  •  

    EDITOR's notice: A edition of this text first appeared on FCW.com.

    IBM has landed a $30 million cloud computing constrict with the confidential functions Administration to give conclusion-to-end services to the GSA global provide.

    international deliver offers $1 billion cost of industrial goods and functions annually to executive customers global every year.

    As fragment of the 5-12 months constrict announced Oct. 21, GSA will consume IBM's SmartCloud for executive to address some 5.5 million annual orders. while cloud internet hosting is a crucial a fragment of this deal, or not it's the further functions IBM will supply GSA that invent it a huge victory for ample Blue.

    GSA international deliver will invent consume of a few cloud-primarily based options from IBM birth in early 2014, together with its Sterling Order management and Sterling B2B Integrator, giving GSA a single view of order management for demand, stock and provide across its international supply chain networks. GSA will likewise invent consume of IBM's analytics software, the consume of buy information and other massive facts to establish trends, order patterns and enterprise experiences.

    Leveraged with IBM's SmartCloud for government, these and different features are anticipated to serve GSA streamline its enterprise model over the next 5 years.

    "The GSA is showing colossal management for different govt businesses by relocating their order administration materiel to the cloud," mentioned Anne Altman, widely wide-spread supervisor of IBM's federal division.

    "IBM SmartCloud will raise visibility into GSS channel operations and invent undergo of massive statistics inside, however additionally optimize inventory and provide appreciable technique innovation, resulting in enhanced company approaches to control the agency's sizeable deliver chain and logistics operations," Altman said. "this could crop back fees; growing extra efficient effects for GSA purchasers, and sooner or later translate into a benefit for the taxpayer."

    for most of 2013, IBM has been locked in a struggle with Amazon web functions for the privilege to boost a $600 million cloud computing infrastructure for the CIA. Yet in spite of the fact that AWS in the halt win that deal -- as appears seemingly in response to fresh prison proceedings -- it might not be a disagreeable 12 months for IBM.

    large Blue's cloud computing revenue passed $1 billion everything the way through the third-quarter – the primary time that has came about – and in the first three quarters of 2013, its cloud profits jumped 70 percent over ultimate yr. it is despite the enterprise taking a third-quarter revenue hit of more than $1 billion -- $23.72 billion compared to closing yr's $24.seventy four billion -- in ample fragment due to weak performance from the company's hardware division.

    when it comes to usual value, IBM landed its greatest public sector cloud constrict so far in August, securing an indoors arm deal cost as much as $1 billion over 10 years. IBM officials are expecting its SmartCloud for govt own to gather Federal possibility and Authorization management application (FedRAMP) compliance via yr's conclusion as well, which means it will disagree to the government's rigorous cloud computing security requirements.

    The GSA deal, besides the fact that children, highlights how tons of IBM's expand within the cloud market is due to the conclusion-to-conclusion services it gives on properly of the cloud infrastructure itself. IBM has long offered corporations with professional consulting and other B2B options that many cloud infrastructure suppliers would gain to subcontract out.

    "The reason why IBM turned into chosen privilege here is they could not handiest provide [GSA] the cloud equipment, however the end-to-conclusion skill – the analytics and fresh how to study company and efficiency," referred to Luann Pavco, managing accomplice for IBM Public Sector services. "There definitely is a change between IBM and a fundamental cloud infrastructure company."

    in regards to the author

    Frank Konkel is a former workforce author for FCW.


    000-219 IBM Sterling Order Management V9.1 Deployment

    Study steer Prepared by Killexams.com IBM Dumps Experts


    Killexams.com 000-219 Dumps and true Questions

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    000-219 exam Dumps Source : IBM Sterling Order Management V9.1 Deployment

    Test Code : 000-219
    Test name : IBM Sterling Order Management V9.1 Deployment
    Vendor name : IBM
    : 104 true Questions

    just attempted as quickly as and i'm happy.
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    Is your DC struggling with fulfillment? account DOM software | killexams.com true questions and Pass4sure dumps

    Home > Technology > Is your DC struggling with fulfillment? account DOM software

    Technology May 14, 2012

    Column | techwatch

    "Distributed order management" applications determine the best fulfillment location for a particular order.

    By James A. Cooke

    The days when consumers did most of their shopping at stores are long gone. Today's shopper is just as apt to order an particular online or with a mobile phone as walk into a shop, and that's creating ample headaches for some retailers. In particular, many are struggling to invent sure they gain the privilege inventory on hand and in the privilege places to hold the customer happy.

    That's why a number of retailers gain begun using a type of software known as "distributed order management" (DOM). Distributed order management applications determine the best fulfillment location for a particular order. Essentially, they provide visibility into inventory holdings on a network-wide basis—at distribution centers, in stores, and even at supplier sites—so the retailer can resolve where to haul the product from. For instance, the app might bespeak that the retailer's best option for filling an online order would be to haul the particular from a store, rather than the e-commerce site's fulfillment center.

    "A lot of retailers grew up using different systems and serving different channels," says Chad Hooker, senior director of supply chain solutions at the Oxford Consulting Group. "With DOM, you Get the visibility as to what the customer is doing across everything channels."

    Although retailers are currently the main users of DOM software, industry experts believe that other sectors struggling with order fulfilment across multiple channels may soon start turning to these apps as well. Hooker notes that the government is showing an interest in this type of software, while Gartner analyst Jessica O'Brien says that the life sciences industry has started looking into its use.

    Despite the recent surge of interest, DOM software is not new. These applications gain been around for more than a decade. But they've been gaining traction in the retail sector in the past two years as more merchants struggle with multi-channel fulfillment. Interest in this application is "largely driven by retail and the exigency to support all-channel commerce seamlessly without busting the budget," explains Jim Le Tart, director of marketing at RedPrairie, one vendor of this type of software.

    In addition to RedPrairie, a number of well-known vendors provide DOM software, including Manhattan Associates, Sterling (IBM), Oracle, and Softeon. Other software companies in this space embrace Jagged Peak, IMI, OrderMotion, and VendorNet.

    Prior to the changes in consumer shopping behavior, companies were hesistant to invest in this kindhearted of software because of the integration work involved. DOM software must connect to multiple systems, including warehouse management systems, front-end e-commerce systems, merchandising systems, order management systems, point-of-sale systems, and customer relationship management systems.

    Because of the amount of tie-in work required, installation and deployment of DOM systems are expensive undertakings. Although the actual cost depends on the order volume and the complexity of the integration, Gartner analyst O'Brien says installation of this type of software can easily attain $1 million. "They are definitely not cheap projects," she says.

    Despite the huge capital investment for this software, a lot of retailers would rather deploy a DOM system than upgrade their existing systems or install fresh ones. "They spy to consume their current [information technology] infrastructure without having to rip out and supersede existing systems," explains O'Brien. "They can gain a layer of inventory visibility and enable brilliant order sourcing throughout their distribution network."

    The payback for users comes about from the savings in improved inventory management. "You're not stockpiling inventory," says Hooker, "because instead of having the stores just pulling from the store DC and the dotcom pulling from the dotcom DC, you can haul from the entire network."

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    INTERVIEW Alex Alexander of Yoox Net-A-Porter on innovation | killexams.com true questions and Pass4sure dumps

    It is only two years since the merger of Yoox and Net-a-Porter but since then much has been done to integrate these two fashion retailers, which sell frill in-season fashion and out-of-season discounted goods as well as developing flagship ecommerce sites for frill brands. Listed on the Milan stock exchange, the Yoox Net-a-Porter Group has headquarters in Bologna, Italy – where Yoox is based – as well as in London, where Net-a-Porter has its roots. Commercial and tech teams are based in both locations. The Group has a turnover of almost £2bn and set its sights on double-digit growth through to 2020.

    As well as boosting sales through its multi-brand in-season Net-a-Porter and Mr Porter sites the Group aims to expand sales of multi-brand off-season frill fashion from its original Italy-run Yoox.com and the Net-a-Porter launched site, The Outnet. Its expertise in frill content and customer service will further be brought to the fore through partnerships with frill brands for which it designs and operates flagship ecommerce stores. It currently operates 40 flagship stores for brands including Armani and Chloe using technology from the Yoox arm of the business.

    It plans to deepen the digital chance for these brands through evolution of omnichannel capabilities, autochthonous apps services, editorial content, tailored customer service, and further creative and digital projects.

    Core platform

    Since the merger, the group has been reorganising its operations around three several parts of the business – in season, off season and flagship stores. A core cloud-based platform has been developed with IBM using Yoox’s proprietary software and IBM WebSphere Commerce. This will provide a robust and scalable foundation for the different ecommerce sites within the business as well helping to ease post-merger systems integration. Running everything of the businesses on one platform likewise provides a single focal point for in-house technology development.

    In addition, working with IBM gives YNAP access to the IBM Innovation Lab and the fashion & frill Innovation Committee. The core commerce platform is underpinned by product information management, IBM Sterling Order Management and back-end systems including ERP and warehouse management systems. “Decoupling the front halt from the platform means they can create the differentiators and maintain the DNA of the brands while they focus on the platform to just expose the services, so if you spy at Net-a-Porter or Moncler they are pixel consummate but they are everything different, but that is everything experience, UI and UX,” says Alex Alexander, CIO, Yoox Net-a-Porter Group. He adds: “They everything consume the selfsame sort of capability but not everything brands want the selfsame features, certain payment methods or checkout features.” Aspects such as these are determined at the brand level, based on the features they want to enable for customers, along with regional aspects such as payment methods.

    UI and UX can further localise the experience. The view is to build only once with a set of APIs enabling the core functionality and features to be used many times in different ways across the various brands. This enables brands to differentiate and provide the desired undergo for their own customer base, whether it is via a mobile app, m-web, smart watch or in-car device. In addition, the front-end customer undergo can be differentiated by country or even by customer. One core global platform likewise means that the tech teams can develop solutions for specific brands with functionality added into the core platform and then made available to all.

    Funding this five-year growth scheme is an investment of more than £462m (€500m) in technology and logistics across the group, including a fresh Tech Hub in London which opened at the halt of June.

    The Tech Hub

    The Tech Hub, in London’s White City, brings together 500 developers from two separate offices in the capital, with space for a further 100 recruits, Alexander explains. It works closely with the group’s other tech hub in Bologna, which likewise has 500 developers. They work on projects across the business but each has its own areas of expertise: Bologna is a centre of excellence for fulfilment optimisation, warehouse management tools and techniques, and omnichannel, order management and ERP, while London focuses on mobile, content, visual merchandising and ersatz intelligence (AI). Each zone of functionality has a lead, such as the owner of payments functionality, but the team working on it may be spread across both locations.

    Data is a global team effort, for example, but some of the niche smart data elements are being worked on in London. AI’s initial basis was in the capital, but Alexander believes that within 2 years it will be applied across every fragment of the business as niche technology uses are matured in one centre and then migrated to the comfort of the organisation. For the past two years, the two Tech Hubs gain been working closely together on a number of projects and co-locating project teams between Bologna and London. Alexander explains: “We tried to inspirit face-to-face working in the early days of 2015/16. It was essential to structure a global team you gain to know people and interact with them.” He adds that some projects were deliberately chosen in 2016 to ensure people from both locations had to work together. A mobile initiative, for example, was set up in a similar way to a start-up so the team had to work out their own co-location arrangements and complete the product evolution at the earliest workable time.

    The group has invested heavily in video and conferencing tools at the London hub, as well as in collaboration apps and unified communications tools, to enable continued nigh working across project teams wherever they are located. “We tried to inspirit face-to-face in the early days but now the teams are effectively working as a global team so they can consume collaboration tools and video tools to maintain that collaboration,” says Alexander “The notion of one team is so significant to me,” he adds. “Because as a global team, unless they reflect and act as one team, they won’t be efficient to support a global business, and that is one of my key priorities, to continue to reinforce this one team mindset.”

    Alexander aims to set YNAP at the forefront of technology innovation in frill retailing and to create a team that’s able to develop in a sustainable way wherever particular project teams are based – and that may extend to further tech hubs in different locations in the future. He comments: “I want to gain more technology hubs because of the diversity of the talent and the speciality they can Get from different locations is key. They gain cracked the notion of creating a global technology team and the next focus is execution.

    Innovating with AI

    “AI is one of the technologies which will transform their business. Every decade there is a game-changing technology which comes to the landscape and I observe AI as one of those game changers which will serve us give their customers a personalised undergo and not spy at customers as a segment but as an individual,” says Alexander. YNAP plans to consume AI in areas such as returns optimisation, pricing optimisation and targeted marketing enhancement and its focus this year is natural language search.

    Three pillars

    The tech hubs are concentrating on three pillars for the business growth: personalisation, omnichannel and mobile. Underlying much of this is machine learning and AI. “Personalisation is key to creating inspiration for the customer,” says Alexander explaining how the Group plans to enable one-to-one personalisation of every aspect of customer interaction, be it on web, mobile, apps or other touchpoints. He believes that staunch personalisation means understanding each customer, their location and their mission.

    His stated goal is to enable one-to-one personalisation in terms of assortment, outfit curation, experience, content and pricing. “The way they are trying to achieve their personalisation objective is through AI and machine learning and key to that is smart data,” he adds. The Group has view of lots of data on customers from its own sites, in the configuration of how they behave and their searches, as well as from external sources, including the images they viewed on Instagram. However, as Alexander points out: “Only AI and machine learning can actually process everything kinds of data because that data is partly structured. But the majority of it is unstructured data and putting everything of that together is what their AI and personalisation strategy is everything about. That is the key game changer for us in being able to create the personalised undergo for their customers.” Further external data, such as the weather, the customer’s current location and the location of the occasion for which they are buying attire can be combined with this data to give a fully personalised outfit recommendation experience. He comments that there is no point sending someone an proffer for a fur coat when they are spending Christmas in Australia.

    YNAP is using IBM Watson to build, train and test a natural language engine which will allow customers to speak or type into a mobile app without having to adhere to specific rules. Alexander gives examples of a customer wanting to buy a skiing outfit from a specific brand or someone motto they want to buy a gift for their husband. “We’re structure the engine and testing it and this can then be exposed to the front end,” he says. How the different sites utilise the technology will be up to them. Another feature being developed with AI is an outfit builder which uses personalisation data held by the company, such as the customer’s clothes size and preferred brands. The outfit builder can be triggered by a retailer, personal shopper or by the customer themselves with different forms of interaction added at the front end. Visual search is likewise being investigated. This enables a shopper to upload an image of someone and hiss that they want to purchase a similar outfit. The engine will then build them an outfit based on that photograph offering garments sold by the retailer or the brand.

    Omnichannel

    Omnichannel evolution is providing opportunities for the flagship stores to fulfil customers’ exigency for speedy omnichannel solutions and enabling them to pick up items from anywhere in the world and return them either to the selfsame store or to another one in a different country. Customers will likewise be able to order certain brands from Net-a-Porter and pick up their purchase from the brands’ own shops. This ‘omni-stock programme’ uses IBM Sterling Order Management to provide the Group with a single, global view of stock across the distribution centres of Yoox, Net-a-Porter and the brands’ own stores. Distribution centres across the Group are being repurposed in line with the in-season and off-season businesses, and a hub and spoke model implemented so stock efficiencies can be increased as well as growing the even of full-price sell-through. The model likewise future proofs the movement of goods against workable post-Brexit customs duties.

    The omnichannel functionality will in addition enable more flexible fulfilment options and services, including same-day delivery in fresh York, London, Milan, Dubai, Shanghai and Tokyo. It will likewise enable the flagship stores to gain a better view of customers and link their online and offline behaviour. Yoox and the flagship stores gain already migrated to IBM Sterling Order Management with Valentino becoming the first brand to fade live with the first angle of omnichannel functionality in September. Net-a-Porter and Mr Porter gain moved across to the Yoox Group’s ERP and will migrate to the fresh OMS in 2018, when they likewise trail to the complete commerce platform. The Outnet will migrate to the complete platform at the halt of this year. Italian brand Moncler was the first of the flagship stores to accelerate on the commerce and content fragment of the platform when it went live this July.

    Mobile

    Mobile apps are becoming increasingly significant for YNAP. The number of brands selling via apps is growing every financial quarter and now accounts for 50% of everything sales, compared with terminal year’s 40%. The company is investing in iOS and Android apps to meet the varying demands of customers in everything the countries in which it does business. “We can really deliver an inspirational undergo through mobile,” says Alexander.

    The company has recently added messaging via mobile apps and screen sharing, whereby a personal shopper can share information with a customer. YNAP has ambitious plans for the future as it moves towards becoming a mobile-only company, investing in mobile frameworks – to enable speedier deployment and faster apps as well as fresh services for existing apps – and developing AI and natural language capabilities. For example, customers when travelling will be able to hunt information from what’s trending and what the weather is dote at their destination and then collect their order from the closest store. The Group’s Tech Hubs exigency to poise innovation and the core platform with the needs of each individual company as well as having an understanding of the halt customers. If a number of sites are experiencing similar issues, a single functionality can be developed for the core platform but deployed in different ways to match customer behaviour on the individual sites.

    The even of cart abandonment, for example, was lowered through subtle messaging which showed the shopper the items that had been left in the basket the next time they visited the app. “The tone of the message was such that it was not seen as a random message,” Alexander says. An R&D team is looking further ahead to explore technologies which gain yet to be commercially proven, such as augmented reality and shopping from physical shop windows when the store is closed. It is likewise investigating fresh consume cases for proven technology such as visual recognition in warehouses. “It’s a fail-fast approach,” Alexander comments.

    As fresh technologies and business uses are developed, refined, tested and proven, they are added to the core platform and so made available to everything of the retailers and brands. Integration plans and cross-group working certainly look to be working for the business. In the first half of its financial year its net revenues hit £923m (€1bn) for the first time, an expand of 19.5% on an organic basis compared with £828m (€897m) in the first half of 2016. YNAP has successfully launched Moncler as the first online flagship store on the fresh front-end platform as well as signing a multi-year global agreement for the fresh Ferrari online flagship store. Over the selfsame period it recorded 400 million site visits, compared with 342.7 million in the first half of 2016, and 4.5 million orders (3.9 million) with the mediocre order value increasing by €10.

    Active customers are on the rise, too, hitting the 3 million designate in the first half of 2017 (2.6 million). With more parts of the business migrating onto the fresh platform and the synergies that brings, along with optimisation, innovation and engagement, the Group is set to further establish itself in the minds of its customers worldwide, while fresh markets and the rise of personalised undergo on mobile devices ensure its sites remain nigh at hand.

    A longer version of this interview first appeared in InternetRetailing Magazine in September. Click here to explore the series of magazines.

    Image author: Gabriel de la Chapelle

    Image courtesy of Yoox Net-A-Porter


    The Joy of Hybrid IT: Embracing Hybrid IT Will Lead to business Opportunities and IT Stardom | killexams.com true questions and Pass4sure dumps

    Gartner predicts that 50 percent of enterprises will deploy some configuration of hybrid IT by 2017, an significant acknowledgement of the potential benefit of this application strategy. But Gartner likewise reports that “actual hybrid cloud computing deployments are rare,” which means that most companies are missing out on this huge opportunity, not to mention failing to gain a first-mover advantage. It’s time for IT managers to fully embrace hybrid IT. Those who carry out will not only deliver significant business benefits to their organizations, but likewise position themselves as vital resources for years to come.

    A hybrid IT model is created when an organization uses cloud-based applications, such as Salesforce.com or NetSuite, in combination with their existing on-premises applications. Common reasons for taking this approach embrace reducing costs and limiting or even shrinking the IT footprint. But the opportunities fade far beyond these advantages.

    Best-of­-Breed Capabilities

    Perhaps the greatest benefit of adding cloud applications to the IT environment is the liberty it provides to reckon on best-of-breed applications for significant marketing, sales, operations and HR functions to gain a competitive advantage. reflect about typical on-premises customer-relationship-management (CRM) or enterprise-resource-planning (ERP) deployments. They require endeavor to deploy and maintain, and they aren’t updated very often. When a fresh version finally appears, the long evolution cycle means that the fresh features are often already dated. Nevertheless, the update requires another major deployment effort, and once this endeavor is done, the solution again remains static for a lengthy period even as the organization continues to evolve.

    By contrast, most cloud applications are updated monthly or quarterly, so they are state of the knack everything the time—typically without any headache at everything for users or IT. Marketo and Zuora, for example, continually interact with and learn from their users, then consume a rapid evolution cycle to code, test and deploy the fresh features that users exigency the most. In early April 2015, Marketo announced integration with Google AdWords and Google Analytics to deliver more personal digital advertising; later in the selfsame month, it announced the capacity to engage customers across everything major digital channels from a single marketing-software platform.

    Data Aggregation and Analysis at Scale

    In addition to enabling always state-of-the knack applications, the cloud allows organization to  aggregate data across multiple solutions—including on-premises applications and social-media channels—and anatomize this information in true time to give organizations a unique and up-to-the-minute perspective on their customers, employees, partners and supply chains. Why gain sales suddenly dipped? Are customers reacting to something about the product, something in the advice or a social meme? What is the occasions of a sudden disruption in the supply chain? Has something happened somewhere in the world to shut down a supplier factory or disrupt shipping lanes? Is it a local, regional or global problem?

    With the addition of social-media streams, this type of real-time analysis can occur only if the environment can expand with the speed and scale far beyond the capabilities of most businesses. Only the cloud offers the elasticity and quick connectivity to invent it possible, and this capability offers value even for companies that don’t exigency to anatomize social-media streams. Let’s hiss a bank customer withdraws $10,000 from an ATM and then immediately tries to seize out a loan from different bank. Without real-time risk and credit scoring, the lending organization may not realize that the customer’s credit risk has suddenly gone from a nine to a six. Only via the cloud can most financial-services organizations develop the capacity and the applications to haul off such a capability.

    Agility and Creativity

    Cloud technologies, whether as infrastructure, a platform or an application, deliver extraordinary agility for developers, including rapid evolution and testing as well as low project costs. This capability enables organizations to, for example, rapidly develop a sales-assistance tool accessible on mobile phones, consume it for six months, track usage and success rates in various regions, then update the application or even throw it away and start over, everything with very miniature downside risk. Without a hybrid IT environment, organizations are stuck doing it the outmoded way: making a huge investment in hardware, software, human resources and time. everything too frequently, this approach means the project delivery is too late to provide the maximum benefit, and even if it fails to proffer any true benefit at all, managers are loath to throw it away, merely extending the wasted endeavor indefinitely.

    Rapidly Expand Geographic Reach

    The capacity to aggregate ally and supply-chain information enables even midsize companies to develop a global reach. For example, Daylight Transport, a non-asset-based national trucking company, operates a virtual network of independent contractors, agents and carriers. The company struggled to tightly integrate a number of systems, including IBM Sterling Gentran, TruckMate from TMW Systems, and a patchwork of FTP applications and home-grown scripts, in order to manage customer orders, coordinate freight movement, monitor shipments, notify partners, invoice clients and more. Using cloud-based integration platform as a service (iPaaS), Daylight Transport was able to rapidly create highly dependable processes, including structure an end-to-end cash flood process in a single day. Because iPaaS is geographically independent, Daylight Transport has the potential to expand its operations anywhere in the world.

    To read this article in its entirety please click here

    The Joy of Hybrid IT: Embracing Hybrid IT Will Lead to business Opportunities and IT Stardom was terminal modified: August 24th, 2015 by Chris McNabb, generic Manager of Dell Boomi

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    References :


    Dropmark : http://killexams.dropmark.com/367904/11705995
    Wordpress : http://wp.me/p7SJ6L-1ei
    Issu : https://issuu.com/trutrainers/docs/000-219
    Dropmark-Text : http://killexams.dropmark.com/367904/12209929
    Blogspot : http://killexamsbraindump.blogspot.com/2017/11/kill-your-000-219-exam-at-first-attempt.html
    RSS Feed : http://feeds.feedburner.com/killexams/OVef
    Box.net : https://app.box.com/s/fhzp0go58yyu9l8ktodcx7fw17lpiu0v
    publitas.com : https://view.publitas.com/trutrainers-inc/real-000-219-questions-that-appeared-in-test-today
    zoho.com : https://docs.zoho.com/file/5wmnz1f2fa69998794196b1a5beb07ae734d4






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