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A2030-283 Accessment: Foundations of IBM Cloud Computing Architecture V3

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A2030-283 exam Dumps Source : Accessment: Foundations of IBM Cloud Computing Architecture V3

Test Code : A2030-283
Test name : Accessment: Foundations of IBM Cloud Computing Architecture V3
Vendor name : IBM
: 94 existent Questions

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IBM Accessment: Foundations of IBM

Cloudy climate forward for IBM and pink Hat? | killexams.com existent Questions and Pass4sure dumps

the realm is buzzing concerning the application industry’s greatest acquisition ever. This “video game changing” IBM acquisition of purple Hat for $34 billion eclipses Microsoft’s $26.2 billion of LinkedIn, which set the previous record. And it’s the third greatest tech acquisition in tradition in the back of Dell purchasing EMC for $sixty four billion in 2015 and Avago’s buyout of Broadcom for $37 billion the equal 12 months.

Wall street certainly receives worried when it sees these lofty fee tags. IBM’s inventory was down four.2 p.c following the announcement, and there are doubtless more concerns over a broader IBM selloff around how a distinguished deal IBM is buying pink Hat.

This units the stage for large expectations on IBM to leverage this asset as a captious turning factor in its background. when you reckon that IBM’s Watson AI poster newborn has didn't create sustainable growth, may this subsist their most beneficial opportunity to perquisite the ship once and for all? Or is this mega merger a sophisticated affray of cultures and products as a way to beget it difficult to realize the entire capabilities?

big Blue’s been in massive main issue

When the chips are down, it’s time to head utter in. huge Blue certainly greatly surprised the technology world when it introduced it will finish its largest deal ever and buy red Hat for a massive 11x top rate. The reality is that red Hat changed into no longer necessarily seeking to subsist obtained, so overpaying was the simplest viable alternative. And if IBM didn’t pay, Google, Amazon, VMWare and even Alibaba would have.

determined times exact desperate measures. IBM has been struggling to exhibit boom in modern markets for reasonably some time. before 2018, it had 22 straight quarters of income decline. And it has misplaced over $28 billion in profits over the eventual six years. Its revenue on the conclusion if 2017 become $seventy nine.14 billion, the lowest in 20 years and the more serious annual number on the grounds that 1997, when IBM revenues Have been $seventy eight.fifty one billion, aside from inflation.

In early 2018, IBM become able to yield three consecutive quarters of profits increase, however that became exceptionally because of the introduction of a brand modern line of IBM Z mainframe computer systems.

IBM has been a company in decline for many years. It’s challenging to sustain a enterprise with shrinking sales.

Too historical to develop?

IBM is more than 100 years antiquated and positively suffers from comparisons to younger and nimbler agencies comparable to Amazon, Google, fb, and Apple which Have posted record boom in concurrent times. Amazon’s fresh gains Have surpassed $2 billion, as an instance.

if you distinction IBM to Microsoft, a different antiquated world application enterprise, it’s startling to stare the change in how Microsoft has been capable of reposition itself as increase enterprise in response to the cloud.

In 1990, when Microsoft release home windows 3.0, IBM had revenues of $sixty nine billion (best $10 billion shy of what it has today), whereas Microsoft had round $800 million. Microsoft surpassed IBM in revenue in 2015 and crossed the $a hundred billion annual salary trace in 2018.

during the eventual a few years, as IBM’s income shrank, Microsoft invested in its “industrial cloud” commerce that encompasses Azure, office 365, and Dynamics 365, bringing in over $23 billion in modern revenues. Microsoft has recently been firing on utter cylinders whereas IBM skilled growth stalls.

slow to win to the cloud

IBM’s success within the hardware enterprise, particularly it’s Z-collection mainframes, forced it to tender protection to its turf and distracted it from seeing the long sprint affect of cloud. AWS started providing public cloud services again in 2006. As late as 2011, IBM become barely citing the note “cloud” in its annual stories or earnings calls. The commerce at eventual realized in 2013 that cloud computing became the future and made a hail-Mary purchase of SoftLayer to bridge the gap, paying $2 billion and then investing an further $1 billion to integrate the platform.

It’s challenging to establish significant market share in the event you’re late to the party. Softlayer’s worldwide market share is still fifth behind AWS, Microsoft, Google, and even more energizing newcomer Alibaba, which exceeded IBM’s cloud revenues in June of 2018.

IBM made a yoke of different cloud-related acquisitions, together with Gravitant (a cloud brokerage and management software), Bluebox (a private cloud as a carrier platform in keeping with OpenStack), Sanovi (a hybrid cloud healing and migration application), Lighthouse and CrossIdeas (both cloud protection systems), and CSL alien (a cloud virtualization platform).

despite these acquisitions within the cloud market, IBM has did not in fact monetize those products and profit market share within the cloud.

The company has didn't capitalize on innovations earlier than: Watson AI become on the suitable of its video game when it debuted on Jeopardy in 2011 to beat human contestants however rapidly fell behind Amazon, Google, and Microsoft.

Will purple Hat subsist the savior?

purple Hat is the realm’s largest company of open-supply commerce application solutions. red Hat’s bread and butter Linux enterprise continues to deliver boom specifically as it powers many concurrent AI and analytics workloads. Its model has advanced from basically on-premise to a suit subscription company used on public cloud systems corresponding to Amazon net features (AWS), Microsoft Azure, and Google Cloud Platform (GCP).

purple Hat has besides improved into open middleware options comparable to OpenStack, a cloud infrastructure platform, and OpenShift, a platform for managing utility containers. OpenShift has lengthy been a smartly-kept clandestine as Cloud endemic Computing foundation (CNCF) has grabbed many of the headlines with its Kubernetes container orchestration platform. IBM has a haphazard to leverage its marketing and global achieve to inspire mainframe and legacy consumers to undertake OpenShift. These platforms were totally leveraged in deepest and hybrid cloud deployments, specially in industries dote telecommunications.

There isn't any doubt that red Hat gives IBM a an Awful lot extra credible cloud story. but the question really is, is it too late?

The acquisition is actually first rate information for organizations trying to shift classic container-based mostly purposes and digital machines to the cloud. despite the fact, Amazon has already captured a major a portion of that market.

while the acquisition of pink Hat offers IBM a strong location in the hybrid-cloud market, which can subsist generic for firms that aren't taking the time to decommission or re-architect legacy applications, the quick-growing to subsist public cloud market could subsist the battleground of the future.

Will the integration win messy?

IBM has had a spotty listing when it involves integrating and capitalizing on giant acquisitions.

while nearly utter of IBM’s M&A has been within the belt of utility, income within the segment has been disappointing. possibly what's regarding is that adjusting for acquisitions, IBM’s utility enterprise continues to decline — frequently as a result of the indisputable fact that these colossal acquisitions Have become portion of the IBM textile and company as typical.

Can IBM integrate some thing as massive as crimson Hat without interfering with its core value proposition? Many concern that ample Blue will try and “blue wash” their platform of alternative.

And there’s the query of whether these two distinctive corporate cultures can Come together – IBM, a gradual boom enterprise not making plenty growth in the cloud area, and crimson Hat, an creative, open source company it really is edifice foundational components for working within the cloud.

We’ve seen tradition clashes derail many other exorbitant profile mergers corresponding to HP/Compaq, HP/Autonomy, Microsoft/Nokia, AOL/Time Warner, sprint/Nextel and Alcatel/Lucent. IBM will should involve the open source group and strategy.

The joint enterprise will face vital platform choices on the cloud entrance. IBM has a public cloud that competes with AWS and Microsoft. however developers exhaust crimson Hat’s Linux on many public clouds. whereas that multi-cloud approach will aid IBM bring in earnings across the general public clouds, it will create affray with its personal Softlayer cloud offering. IBM has struggled to manage this type of channel and product affray successfully during the past.

and then there is the future of IBM’s personal AIX operating device vs. Linux — not to mention the SCO-IBM Unix lawsuit nonetheless lingering within the courts.

also to note are the lesser common pink Hat storage items dote purple Hat Ceph (an protest file storage) and purple Hat Gluster (a NAS product). As pink Hat integrates into IBM’s hybrid cloud neighborhood, these storage items might subsist separated from IBM, which could create confusion and battle.

So while IBM certainly faces loads of probability with the acquisition, there is no assure this massive guess will pay off. IBM essential a bold movement. however in the brief term, we're not likely to peer any unexpected tide of IBM’s location in the public cloud area. utter eyes could subsist on its capacity to catapult into the hybrid cloud market. For that, the enterprise will should beget sure it doesn’t win in its personal method.

Frank Palermo is the govt vp at Virtusa’s global Digital enterprise, the location he is answerable for technology practices in UX, mobility, social, cloud, analytics, ample information, and IoT.


How IBM and purple Hat Will affect Your Cloud fashion | killexams.com existent Questions and Pass4sure dumps

Barring a heavy-exceeded fashion to the fresh acquisition, IBM and pink Hat can finish some astonishing issues out there.

IBM is a protracted fashion from making actual machines. That portion of the commerce went with Lenovo a few years in the past. So, what has been their focal point ever when you reckon that? application and functions. And, among these utility pieces and services has been the cloud.

unless nowadays, you may besides Have heard Little about IBM’s cloud presence. despite the fact i can guarantee you it’s there, it was actually struggling to compete with the likes of AWS, Azure, and even GCP. Now, with predictions dote those from Gartner stating that by 2020, 90% of corporations will adopt hybrid infrastructure administration capabilities and that the market in widespread may well subsist price $240 billion or more – this changed into as beneficial a time as any to really prefer a dive into the cloud management and birth ecosystem.

Image: Shutterstock

photo: Shutterstock

And IBM basically took the plunge. basically, this turned into the largest acquisition or deal that IBM has ever gambled on utter through its 107-12 months existence. In realizing the expertise they just took under their ample Blue wings, it could truly repay.

What this potential for IBM, red Hat, and your cloud

Let’s birth with IBM. It’s been a difficult ride for this company. once well-known for constant increase and innovation, IBM has been struggling in terms of keeping up with fundamental trade players. This stagnation became modern and really uncomfortable for IBM’ers and fans alike. So, what to do? buy a magnificent, multinational, open-source software commerce that’s been establishing some leading solutions. This includes crimson Hat commercial enterprise Linux, middleware retort JBoss, CloudForms, and the very potent cloud and container administration gadget – OpenShift.

For IBM, this capability opening the aperture into a quick-paced and becoming hybrid cloud market. Most of all, this means focused on commerce purchasers and arming them with leading apparatus around cloud administration. truly, using probably the most trade’s foremost container administration options (OpenShift) will supply IBM customers the kinds of tools and services to fashion digital transformation efforts in addition to entire know-how modernization shifts.

The complete thought of "monolith to microservices" can subsist encompassed with the aid of this IBM+red Hat deal. know-how dote OpenShift will provide IBM a leading Kubernetes administration platform capable of providing true-world cloud-native options. This isn’t simply IBM paperware any further, with purple Hat, the ammunition is completely there. combine this with a bigger portfolio of middleware and powerful cloud-equipped (and validated) developer tools and you Have a very strong narrative for hybrid cloud deployment and administration.

“With IBM’s recent movement to containerize its middleware, these days’s landmark partnership between IBM and red Hat offers purchasers with greater altenative and flexibility. Their unprejudiced vision for hybrid cloud the exhaust of container architectures permits thousands and thousands of agencies – from banks, to airways, to executive organizations - to access main know-how from each groups without needing to beget a altenative from public and private cloud.”

- Arvind Krishna, Senior vp, IBM Hybrid Cloud

For IBM, purple Hat (and OpenShift) is a perquisite away gateway perquisite into a developer group that’s actually designing the structure for enterprise agencies and their hybrid cloud initiatives. Did IBM pay a premium for crimson Hat? You better reckon it. become it worth it? Time will tell. Coming from in the back of isn't easy, however this is a fine fashion to establish a turbo engine for your cloud enterprise.

For red Hat, there are pretty massive advantages, too. other than the large quantities of elements and scale capabilities, crimson Hat is entrenching itself even additional into an commercial enterprise market that’s primed and ready for the cloud. Now, believe about leveraging pink Hat apparatus to Have an outcome on utter of those marvelous IBM valued clientele that Have been itching for an IBM-able hybrid cloud architecture.

“by way of extending their long-standing collaboration with IBM, we’re bringing collectively two leading commercial enterprise application structures in purple Hat OpenShift Container Platform and IBM Cloud inner most and adding the vigour of IBM’s application and cloud solutions.”

- Paul Cormier, President, products and applied sciences, purple Hat

in keeping with a concurrent pink Hat remark, in the course of the acquisition, IBM and purple Hat shoppers can now:

  • Maximize their current technology investments and circulation them more without vicissitude to the hybrid cloud with IBM Cloud deepest and purple Hat OpenShift serving because the proper foundation;
  • build and installation containerized functions on one single, integrated container platform IBM Cloud private presenting a single view of utter enterprise statistics;
  • permit developers to design, modernize, and set up modern purposes extra perquisite away whereas taking potential of IBM’s cloud-based mostly services corresponding to artificial intelligence (AI), information superhighway of issues (IoT) and blockchain with IBM Cloud inner most on red Hat OpenShift Container Platform.
  • “becoming a member of forces with IBM,” observed purple Hat CEO Jim Whitehurst, “will supply us with a greater degree of scale, supplies and capabilities to accelerate the influence of open source because the foundation for digital transformation and convey red Hat to an even wider audience, utter whereas conserving their wonderful tradition and unwavering commitment to open supply innovation.”

    this is where I exigency to pump the brakes, simply slightly. I truly hope that IBM doesn’t fade heavy-exceeded in making an attempt to alternate pink Hat’s market definition and culture. as a result of if it tries to push purple Hat to adopt a broader IBM cultural and corporate model, I don’t in fact observe it ending neatly. Plus, I’m sure there are actually additional considerations from latest pink Hat consumers: What’ll chance to RHEL? How does this Have an outcome on licensing and the tools that i use? finish I should study rivals dote Pivotal or other solutions dote Cloud Foundry? again, time will uncover how this can utter play out. My hope is for a straightforward integration, while holding purple Hat just as awesome as it is today.

    eventually, it’s crucial to understand what this will suggest to your hybrid cloud and proper cloud administration solution. Barring a heavy-surpassed approach to this acquisition, IBM and red Hat can finish some basically striking issues out there. this is honestly the primary time in a very long time that IBM pushed itself into the forefront of cloud, container, and hybrid cloud innovation. The pleasing half is how IBM will combine other solutions, Watson as an example, into crimson Hat items. If achieved right, there will besides subsist loads of advantages for the client, enterprises, and the cloud in familiar. I’m staying optimistic.

    invoice is an enthusiastic technologist with event in loads of industries. This contains records core, cloud, virtualization, safety, AI, mobility, aspect solutions, and plenty extra. His structure work includes large virtualization and cloud deployments in addition to ... View plenary Bio We welcome your comments on this subject matter on their social media channels, or [contact us directly] with questions in regards to the website.

    more Insights


    IBM Raises The Bar For Storage, again | killexams.com existent Questions and Pass4sure dumps

    The massive information within the know-how world this previous week turned into IBM enterprise’s purchase of purple Hat in a single of the biggest application enterprise acquisitions in heritage. while that is a basis-shaking circulation for each IBM and red Hat, it's going to now not affect the everyday lives of most working IT authorities.

    IT experts center of attention on supplying continually professional and nice carrier to their purchasers.  while the crimson Hat integration will prefer ages to yield updated product and technologies roadmaps for the modern combined enterprise, IBM’s concurrent plethora of storage announcements is a distinguished deal more crucial when pondering your IT firm’s wants.

    i dote overlaying IBM's storage announcements. The storage group, whereas sitting inside an unquestionable behemoth of a know-how business, moves with the pace and agility of a plenty smaller organization. it's an organization that has palpable power within it.

    This agility and pace has allowed the IBM storage group to bring a cadence of miraculous modern know-how and product bulletins. What I find charming about this team is its steadfast alignment against a compelling vision of how enterprise statistics should still subsist managed.

    IBM’s storage narrative makes a speciality of how information is generated, managed, and consumed within an commercial enterprise. it's that understanding that generates a group of technologies that will besides subsist leveraged to convey a cohesive retort to any IT firm.

    Would you've got guessed that IBM now has the broadest portfolio of NVMe and NVMe-over-material enabled products in the trade? It surprised me. I wasn’t surprised to learn that IBM is the realm chief in tape archive options, in view that I started in this trade through changing nine-music tapes for gas money. IBM and tape are completely cemented in my mind. at the identical time, a portfolio that reaches from arguably the fastest storage arrays in creation to the lowliest tape pressure is reasonably a span.

    All about software

    IBM has always been about providing cohesive software-first options to IT, which it closely couples with well-engineered hardware. This has been actual because IBM delivered its first mainframe seventy years in the past, carrying on with these days with its broad latitude of offerings in compute and storage that span on-premises and cloud architectures.

    as it agencies circulation from tape to cloud for records insurance policy and archival storage, and as data comes alive with the tower of AI-pushed analytics and aspect-driven compute, managing that records becomes a logistical problem. understanding where facts is, what it’s used for, and what the organization’s necessities are in retaining that statistics is what drives long-term technology selections.

    Managing the stream of a company’s facts, whereas delivering insights on the features of that statistics, is what IBM’s Spectrum Storage suite is utter about. There are IBM Spectrum Storage items that control statistics in virtualized environments, provision storage into hybrid-cloud deployments, maneuver the complexities of records-insurance contrivance and backup, and that provide utility-defined storage options for file, block, and objects.

    IBM's recent announcements blanketed a flurry of latest facets across the Spectrum Storage line, including a brand modern solution for SAP HANA installations that leverages IBM storage, IBM Spectrum give protection to, and IBM Spectrum replica. It’s a large list, but two application-connected announcements dominated my attention.

    IBM Storage Insights

    IBM Storage Insights is a cloud-based administration device that leverages IBM AI expertise to ascertain storage networking performance issues and proactively generate usher situations to aid IT earlier than concerns turn into problems. This class of capability is rolling out from vendors across the IT trade and is quick fitting desk stakes for promoting storage solutions into the commercial enterprise.

    i'm cheerful to observe IBM unlock this product. Given IBM's tradition in synthetic intelligence, mixed with its half-century-lengthy institutional legacy in assisting datacenter technology, it might become something particular.

    Mapping unstructured statistics

    Analytics-pushed workloads and portion computing both drive modern requirements for unstructured facts. protest storage is likely one of the fastest becoming storage applied sciences in commerce IT, with options from most proper-tier storage organizations, including IBM. The challenge of unstructured data lies inside the capability to recall what the facts is, the location it got here from, and what an IT crew should still finish with it.

    IBM Spectrum ascertain is a brand modern providing from IBM that aims to tame unstructured information and provide insights into precisely what that data is. Spectrum find, which arose from technology generated inner of IBM research, scans and creates metadata, developing catalogs for an unstructured records set. here's designed to give a roadmap to a company's data. IBM Spectrum find will support records within IBM Cloud protest Storage and IBM Spectrum Scale techniques and, most highly, is anticipated to aid Dell EMC Isilon someday in 2019.

    realizing unstructured records is a problem for businesses, one that becomes extra elaborate each day. It’s besides no longer a simple vicissitude to installation common utility apparatus to remedy. It’s grotesque to observe IBM carry know-how into this house. it will set the bar for others to follow.

    efficiency and density

    As excited as I win about software, it is simply as beneficial as the underlying hardware. IT buyers today should still reckon spoiled via the first-class and breadth of options accessible to them. the upward thrust of solid-state storage, NVMe interconnects, and built-in server-type processing makes it a superb time to purchase storage options.

    IBM is increasing its portfolio of hardware choices and, at the very time, turning into the technology company with the broadest providing of NVMe and NVMe-over-fabric storage items. IBM specializes in efficiency with NVMe, and on storage density with its unique twinkle packaging know-how.

    The most suitable illustration of IBM’s focus on density is the DS8880F, which essentially doubles its twinkle means to a whopping 737TB (compared to its previous 368TB). at the equal time, the IBM FlashSystem 900 and 9100 items are doubling in capability with modern 18TB modules on the way to usher up to 44TB positive potential. This modern means is up from 22TB supplied via the antiquated generation module.

    The updated third-technology Storwize V7000 features built-in NVMe and a purview of enlargement alternate options, while delivering what IBM describes as a 2.7x increase in optimum throughput for some workloads—all whereas being clustered with other V7000 arrays to serve a cluster-wide 32PB of potential.

    IBM announced further hardware points and tweaks across its storage line. prefer a stare at its web site in case you wish to fade abysmal on the particulars.

    Concluding strategies

    within the battle for bragging rights, vendors submit "hero numbers" that pomp that they've the realm's fastest array. This yr that declare turned into credibly made by Dell EMC, sheer Storage, and IBM. The actuality is that the majority systems that are constructed on contemporary-technology—leveraging NVMe interconnects both internal and outside of the box, and carrying existent media—will utter satisfy most stressful storage wants.

    beyond hardware bragging rights, IT groups should focus on the broader query of how these storage options are built-in into their general IT structure. software is the glue that ties collectively storage hardware with cloud, hybrid-cloud, and different storage and compute models to provider the changing demands of records in the enterprise.

    IBM focuses on supplying a holistic solution to datacenters. Given the breadth and depth of its storage portfolio, its assisting utility suites, and its penetration into cloud, IBM is one to watch as corporations’ bits and bytes are grew to become into actionable records.

    Disclosure: My enterprise, Moor Insights & strategy, dote several analysis and analyst firms, provides or has offered research, evaluation, advising, and/or consulting to many high-tech groups within the industry, including Dell EMC, purple Hat, and IBM, which may well subsist cited listed here. I finish not grasp any fairness positions with any businesses stated during this column.


    A2030-283 Accessment: Foundations of IBM Cloud Computing Architecture V3

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    A2030-283 exam Dumps Source : Accessment: Foundations of IBM Cloud Computing Architecture V3

    Test Code : A2030-283
    Test name : Accessment: Foundations of IBM Cloud Computing Architecture V3
    Vendor name : IBM
    : 94 existent Questions

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    Digimarc Corporation (DMRC) Q3 2018 Earnings Conference summon Transcript | killexams.com existent questions and Pass4sure dumps

    Logo of jester cap with thought bubble with words 'Fool Transcripts' below it© The Motley Fool Logo of jester cap with thought bubble with words 'Fool Transcripts' below it

    Digimarc(NASDAQ: DMRC)

    Q3 2018 Earnings Conference Call

    Oct. 31, 2018 5:00 p.m. ET

    Contents:
  • Prepared Remarks
  • Questions and Answers
  • Call Participants
  • Prepared Remarks:

    Operator

    Good afternoon and thank you for participating in today's conference call. Now I would dote to turn summon over to Bruce Davis, chairman and CEO of Digimarc. Mr. Davis, gratify proceed.

    Bruce Davis -- Chairman and Chief Executive Officer

    Thank you. beneficial afternoon. Welcome to their conference call. Charles Beck, their CFO, is with me.

    On the summon today, we'll review Q3 financial results, provide their preliminary views on 2019, argue significant commerce developments and market conditions and provide an update on execution strategy. They will archive this webcast in the Investor Relations section of their website. gratify note that during the course of this call, they will subsist making sure forward-looking statements, including those regarding revenue recognition matters, results of operations, investments, initiatives, perspectives on commerce partners, customers, prospects, industry trends and growth strategies. We'll also, from time to time, provide information given to us by channel partners and actual and potential customers about their commerce activities.

    SPONSORED: 10 stocks they dote b

    We are providing this information as they understand and was represented to us. They finish not verify, nor vouch for such information. Such forward-looking statements and statements about partners and customers are subject to many assumptions, risks, uncertainties and changes in circumstances. Any assumptions they share about future performance depict a point-in-time estimate.

    Actual results may vary materially from those expressed or implied by such statements. They expressly disclaim any duty to revise or update any assumptions, projections or other forward-looking statements to reflect events or circumstances that may arise after the date of this conference call. For more information about risk factors that may occasions actual results to differ from expectations, gratify observe the company's filings with the SEC, including the figure 10-Q that they hope to file shortly. Charles will open by commenting on their Q3 financial results followed by their preliminary reviews on 2019 and then I'll argue significant commerce developments, market conditions and execution strategy.

    Charles?

    Charles Beck -- Chief financial Officer

    Thanks, Bruce. beneficial afternoon, everyone. First off, I want to address the rationale for issuing the earnings release ahead of schedule. There was a glitch in the release process that transmitted the release shortly after market close yesterday.

    We identified the issue within five minutes and recalled release, however, at that point, the information within the release had become public. To ensure they did not detriment any shareholders, they decided it was prudent to beget the release public to utter shareholders before the market open today. They considered poignant up the earnings call, but the logistical challenges outweighed the benefits. Q3 revenue was $4.9 million compared to $8.7 million in the third quarter of eventual year.

    The reduce in revenue was due to the $3.5 million upfront license fee and 300,000 of royalties reported in Q3 of eventual year. As a result of renegotiation of the patent license, wherein they waived any future royalty obligations from a licensee and one of the license fields of exhaust in exchange for the upfront payment. ascertain and Barcode revenues doubled from Q3 eventual year. These gains were offset by lower service revenue due to timing of program work, which they hope to beget up for in Q4, and lower Guardian revenue.

    Discover and Barcode bookings were higher at $600,000 versus $100,000 in Q3 eventual year. We're continuing to sustain lumpiness in quarterly bookings in the early stages of market progress due to timing and varying provisions of early contracts. As of today, bookings for ascertain and Barcode are $2.6 million for the year, which is already more than 60% higher than total bookings for utter of eventual year of $1.6 million. vulgar margin for the quarter was 61%, down from 76% eventual year, reflecting the repercussion of lower license revenue.

    Operating expenses were 5% higher than the third quarter of eventual year due to staffing increases in sales and marketing during late 2017 and early 2018. OPEX has stayed relatively flat for the past four quarters as they slowed the pace of hiring until they observe significant top-line growth as they continue to drive operational efficiency. Net loss for the quarter was $8.3 million or $0.73 per diluted share versus a net loss of $4.2 million or $0.39 per diluted share in the very quarter eventual year, largely due to the licensing deal done in Q3 of eventual year. They invested $7.4 million of working capital during Q3, near the midpoint of the purview they provided on their eventual call.

    We used $6.3 million to fund operations and $600,000 for capital expenditures. They ended the quarter with over $49 million in cash and marketable securities. They anticipate cash usage between $7 million to $7.5 million in the fourth quarter. Everyone is intently focused on growing revenues from key accounts.

    Much of their efforts revolve around orchestration of suppliers and identifying and supporting customer commerce process changes to scale implementations. We're doing utter they can to shorten the captious path to top-line growth. They Have some preliminary views of planning assumptions for 2019 to share. They hope service revenue to subsist flat to modestly higher and to vary quarter-to-quarter based on timing of when services are performed.

    It looks dote license revenue has stabilized around the current rate. Guardian revenue made trend down modestly as they continue to focus on maximizing contribution margin from this belt of the business. ascertain and Barcode bookings will grow significantly in 2018. They hope growth to continue, but still anticipate a wide purview of potential outcomes for this key belt of the business.

    We believe the most likely outcome is the continued acceleration in bookings trends, consistent with their momentum theory of market development. When bookings will accelerate due to a tipping point in the market remains hard to predict. The purview of potential outcomes is largely a function of the nature and timing of key account developments and the outcome of adopting by market leaders on the relaxation of the industry. The translation of bookings to revenues will subsist affected by revenue recognition principles as applied to specific contract structures.

    As they signed more and larger contracts, the application and revenue recognition rules and policies will become better understood. In the meantime, there is a wide purview of workable revenue recognition outcomes as well. Given their assumptions about revenue composition, they hope margins will improve several basis points from 2018, reflecting a higher concentration of ascertain and Barcode revenue. They hope operating expenses to subsist up single digits, reflecting the plenary year repercussion of 2018 hiring as well as 2018 cost of alive adjustments.

    For further discussion of their financial results, and risks and prospects for their business, gratify observe their figure 10-Q that they hope to file shortly. Bruce will now provide his comments on significant commerce developments, market conditions and execution strategy.

    Bruce Davis -- Chairman and Chief Executive Officer

    Thanks, Charles. Bookings and revenues for Digimarc Barcode for retailers and CPGs Have grown this year, but not enough. Despite significant percentage growth, the absolute plane of these measures are not tall enough yet to support their work capital investments, not yet reached the inflection point and market momentum that is a tent-pole strategy, at which point, they hope revenue growth will accelerate. They are doing what they can to step up the pace.

    We're improving their tools as evidenced by the recent release of Digimarc Barcode for Adobe Illustrator and integration of their quality management software with workflow and management leader Esko. The illustrator software and Esko's integration will improve enhancement efficiency for prepress professionals. We've trained 90 professional artists of 20 prepress partners to finish enhancement. They Have extended other supplier relationships with leading point-of-sale scanner vendors, press product scalable printer suppliers, machine vision companies and packaging print suppliers.

    And they launched an online learning system and service portal to support them. Some of their retail customers Have begun giving us particular particular movement data. This proving very helpful to them and to us by informing research and progress activities on highest repercussion items and helping customers and their suppliers to focus selection of packaging for enhancement on the highest-impact items. The improvement in tools, process, training, support and analytics are making us more efficient.

    This is an famous progress of making progress toward their financial goals. Acceleration of growth will subsist heavily influenced by the pace and outcome of the pending contract negotiations with sure customers and prospects. In the meantime, they are restraining the rate of investment. Their operational focus is on account management and delivery.

    Our customer focus is on large format grocery and general merchandise, including the warehouse club channel. And as you know, they can support many enhancement store operations and shopper date for these retailers via their Intuitive Computing Platform. This leads to variations in implementation plans from account to account. Carriers of focus involve packaging, thermal labels on fresh products, hangtags on apparel and shelf labels.

    Important applications involve faster checkout, more reliable product labels and better shelf inventory management. We're making progress in packaging enhancement with Digimarc Barcode with several retailers. We're making progress with soft goods as well. Test results for the Digimarc enhanced hangtags for apparel in stores Have been good.

    The products are in the stores and are looking and working well. They are told that the customer has informed supplies that hangtags going forward should subsist Digimarc enhanced. The volume of hangtags submitted for enhancement has increased significantly. The retailer that began exhaust of their platform hangtags Have begun testing of private packaged goods.

    The first enhanced private brand packaging has been printed and is now at the converter rounds with stores. Their presentation regarding thermal labels to the IT management of this retailer was well received, and next up was to work with store operations to amass information, setting the stage for a pilot program. Scheduling the pilot is depending on continuing success with hangtags and assessment of early private brand packaging pilot results. We're working with another large retailer and their suppliers on a contrivance for implementation of their platform, dawn with enhancement of private brand packaged goods and thermal for actual label products.

    Contract negotiations are continuing with this retailer. Digimarc Barcode for thermal labels is live with two retailers. We're actively marketing across the industry. financial and operational leverage is magnified by CPG participation.

    The application focus of the CPGs is on the manufacturing quality control and consumer engagement. The manufacturing quality control application that they Have developing cooperation with a leading CPG and their machine vision supplier has been presented to a number of other CPGs and seems to subsist gaining traction. Several CPGs are piloting the solution as they package it up for general commercial release. Their collaboration with a leading CPG on commerce process is bearing fruit as they contrivance for first production of tall visibility brand product poignant to stores in the next quarter or so.

    Our focus with them is on how to efficiently scale the Digimarc Barcode enhancement process. The next stages of their work together are to open shifting responsibility for enhancement to their existing packaging suppliers, as they amble product and test environments into retail stores. Another CPG has several SKUs on the shelf at a large retailer in a silent pilot, with a contrivance to supervene along with a dozen more -- dozens more SKUs utter in support of the various consumer date programs planned for 2019. CPG interest has increase recently due to some outreach from a large retail customer.

    A pilot program has been proposing following five major suppliers to this retailer to the deliver Digimarc enhanced products to the shelf in the first half of 2019. We're encouraging several other CPGs supplies that we're working it to participate in the pilot. The objects of their developments of their platform requires that they orchestrate many aspects of account management, including customer and supplier resources. The commerce process changes govern the pace of their progress with accounts.

    Given the relative scale of Digimarc to their key customers and their suppliers, this is quite a challenge to win everyone rowing in the very direction. As their software and support mature, we're becoming more sophisticated and efficient, and their supplier relations Have started improving. Their supplier partners are stepping up their marketing and sales activities. For instance, at a recent trade show, PACK EXPO, three suppliers, Berry Plastics, Polytainers and Cheer Pack featured Digimarc enhanced packaging in their exhibits.

    I was very pleased to observe an article today in the trade publication Packaging news Australia about a Halloween promotion by Arnott's, Australia's second largest supplier of snack foods, to activate their holiday crusade using Digimarc Barcode on packaging and Digimarc Discover. What is notable here is that the program required no direct support from Digimarc. It was conceived and executed by Fuel Communications and shops. It provides how globalization can occur as their execution strategy matures.

    All these developments should allow us to amble more quickly to close accounts, conduct pilots and transition to production. As you know, their vision assumes that in a age state, partners can act autonomously in edifice value on the platform and they or their client will dispatch money to Digimarc. In Europe, planning for the packaging pilot with a large supermarket chain that I mentioned in their summon has transitioned to planning for rollout, without a formal pilot stage. Their supplier partners are besides leading this initiative.

    This is an ambitious project. Although, everyone seems to subsist on very page, the contract is not yet done. Elsewhere on the European scene they Have some recent developments regarding plastics recycling that may become quite important. The board of directors of the influential Consumer Goods Forum issued a statement eventual Sunday, calling for the consumer goods industry to play a leading role in eliminating plastic waste and endorsing the Ellen MacArthur Foundation's modern plastic economy initiative.

    The foundation has been funding work, known as the Holy Grail project to identify means for improved sorting of plastics in recycling facilities for many years. They Have been told that the research has narrowed to digital watermarking and chemical tracers. The digital watermarking option is built on their Intuitive Computing Platform. The Holy Grail team is headed by a principal scientist for package research and progress at Procter & Gamble.

    Notable participants involve Danone, L'Oreal, PepsiCo, Henkel, Constantia Flexibles, Tomra Sorting Solutions and the European Association of Plastics Recycling and Recovery Organizations. Earlier this year, the European commission reported to the European Parliament that scaling up modern technology solutions, such as digital watermarking, to allow much better sorting and traceability of materials with few retrofitting costs. The workgroup intends to publish its recommendation for a global industry standard in May of 2019. The head of Digimarc's European team has been asked to speak at a conference in Berlin on December 6 concerning their platform for plastics recycling sorting.

    The conference entitled, Recyclability and Secondary Raw Material Used in Packaging, is sponsored by the German Federal Ministry for Environment, Nature Conversation and Nuclear Safety and other agencies. The exhaust of Digimarc Barcode in plastic consumer product packaging is beautifully synergistic with their general strategy, adding value for CPGs to embrace their platform. When coupled with their emerging manufacturing and quality control solution, it completes the plenary cycle of product package life cycle support that their platform provides. I visited their other key geographic market, Japan, in August, where commercial activities are dawn to prefer shape.

    While there I presented an update to the largest audience ever of study group representatives. I besides met key partners and with executives from two famous retail prospects. One, a large grocery chain in Japan has completed a successful proof of concept and has planned to fade live with Digimarc enhanced products on shelf in Q4. I had a productive high-level discussion with another retailer and will subsist returning to Japan in a few weeks with a specific proposal for implementation as a follow-up to that meeting.

    During the quarter, one of their greatest allies in Japan, Dai Nippon Printing, wants to brand protection service that includes a proprietary formulation of Digimarc Barcode. They publicly disclosed a forecast of $8 million for the modern service for fiscal year 2020. They Have no belief on the forecast, however, they observe it as nice -- they believe it's nice to observe commercialization of the platform under way in Japan with a valued partner. It's another sign of progress.

    We hope that they will open joint R&D with a global leader CPG in Japan in Q4, following several months of scoping and negotiation of contract terms. CPGs Have been struggling with how to improve consumer date via packaging. They don't want to subsist beholden to intermediaries dote Google or Shazam, nor finish they want retailers dote Walmart or Amazon in the middle of the brand experience. This foretells poignant the Discovery via scanning or image recognition into the lower levels of the camera stack and smartphones.

    Our work with Microsoft has demonstrated operating system integration of Digimarc Barcode detection. Apple's recent integration of QR code reading into the iOS was another sign of growing receptivity to making auto identification endemic in the future set of smartphones. Their Intuitive Computing Platform architecture has long presumed this outcome. They are encouraging the growing number of CPGs that we're working with to support raise progress priority of auto ID for smartphone makers.

    As most of you know, this is an famous aspect of the endgame envisioned in their strategy. They Have establish in location the basic edifice blocks with industry leaders and their suppliers in key geographic markets, with most of their resources focused on U.S. retailers and CPGs. An famous question on everyone's mind is when will the inflection point occur.

    I'm not satisfied with their progress thus far this year on growing bookings, and publicizing evidence of progress among early adopters and details about collaboration with their industry leaders. Never the less, my sustain has strengthened my credence in the wisdom of the top-down approach to market development. I Have witnessed instances of the powerful influence that these industry leaders can Have on suppliers and competitors. To succeed, they must deliver value and scale to these leaders.

    When they do, I'm confident that the market will amble in the ample way, supporting their financial and strategic goals. Management is obsessing about creating these tipping points. Much of their work concerns orchestrating customer and supplier resources to accommodate a modern data carrier and mission captious highly managed aspects of complex supply chains. They are making progress and doing utter they can to beget more progress faster, including capturing sustain and process, expanding their quality tools and improving enhancement efficiency, and buttressing their account management with seasoned leadership and thoughtfully organized account teams.

    Digital transformation is atop the C-suite, their target markets. They Have not doubt about the relevance of their platform to this transformation. Intelligence gathering interfaces are proliferating toward societies and economies around the world. Reliable, efficient, identification of media is a captious ingredient to the foundation for this massive modern information processing architecture.

    We recognize that the key measures of performance for capital markets are bookings, revenues, cash flow, and number and scale of client engagements. Customers are focused on demonstration of ROI, functional and aesthetic quality of enhancement, efficiency, repercussion on commerce process and TCO. As they address these key performance indicators of investors and customers, they endeavor confiscate capital wisely, while improving their customer engagement, supplier management, software progress and training and support. They are becoming more sophisticated in utter aspects of successful execution of strategy, as their understanding of the platform, markets and ecosystem matures.

    As yearend approaches, they are doing utter they can to bring home the business. We're besides getting ready to the National Retail Federation show, January 13 to 15 at the Javits center in modern York City. I stare forward to providing a particular update to the Capital Markets fresh from the demonstrate at the Needham growth conference being held January 15, 16 besides in modern York. Their priorities for 2019 are to amble the market leaders to levels of implantation, where they will influence the relaxation of the market to adopt, which should accelerate growth in bookings and revenues.

    That's it for their prepared remarks. Now I'll open the floor to questions. 

    Questions and Answers:

    Operator

    Thank you, sir. [Operator instructions] And your first question comes from Rob Stone from Cowen and Company.

    Rob Stone -- Cowen and Company -- Analyst

    Hi, Bruce. Being one of those pesky capital markets people, I wonder if I could just examine you to summarize the status by now of how many customers with -- how many retailers with product in store -- you don't Have to lisp which type -- how many with whom you are in contract negotiations and the very two data points for CPGs?

    Bruce Davis -- Chairman and Chief Executive Officer

    Product in store, I believe, is four. And they Have negotiations going on with two. Actually, and there will soon subsist another with product in store that I mentioned in Japan. And then with respect to CPGs, it's actually getting to subsist a pretty ample number in terms of, I'll summon them, early discussions, pilot programs, and so forth, not necessarily large-scale contracts.

    But they Have one contract with a global leader. We're hopefully in the final stages of the contract with another one. And they Have another five-or-so CPGs that are interested working with us in the pilot program they referred to. And they Have several more of that we're doing various things with, including setting up pilots for the manufacturing quality control, and a yoke of CPGs who are interested in security applications, who will probably not win disclosed in the foreseeable future.

    So I think, that's my best top-of-mind retort to your question, Rob.

    Rob Stone -- Cowen and Company -- Analyst

    OK. And following up on the plastics recycling commentary, it's earlier days for you in Europe than it is in the U.S., where you've been chipping away at this problem for quite a while and centrally planned your frantic efforts tend to amble along at a pretty Slow pace. But finish you Have a sense of by when the regulators envision this modern program being implemented, if they're going to conclude on something by May of next year or submit it?

    Bruce Davis -- Chairman and Chief Executive Officer

    Well, the understanding that I Have disclosed it for the first time publicly is that there seems to subsist a tremendous surge in support going on that is represented by the statement from the board of directors of the Consumer Goods Forum on Sunday from their meeting in Paris. The CGF is really the CEO plane global leaders of consumer products industry. And so when they establish out that statement, I felt dote things are getting pretty serious. The study group that has been looking at means of improving plastics sorting, has actually been examining their platform for about 10 years now.

    So they Have much behind us. I haven't talked about it because I haven't felt it was ripe enough to subsist meaningful in terms of the interest to capital markets, but now the committee says that they're going to issue a statement in May of '19. And with the CGF now behind them, it looks to me dote something is going to happen. And as far as I know, there are only two options under consideration, us and chemical taggants.

    And so it's time for us to become more public about the virtues of their platform. And as I eminent in the remarks, it's synergistic and supportive of the strategy that we've described to the CPGs utter along of plenary product life cycle support from a single platform. So that's why I brought it up and that's what the schedule is as I know it. In terms of implementation, that I can uncover you my theory, I don't Have any particular insight on any company's product plans, but I believe that the plastics issue is growing in perceived significance globally by governments.

    And so one of my thoughts is that if the committee does issue a decision, I wouldn't subsist surprised if the European Union began to talk about incorporating it into regulation. Because they Have an ambition in the EU to Have demonstrated significant improvement in plastics recycling by 2025. So they're really getting worried over there about the outcome of ineffective plastics recycling on the environment and people's health. So that's as much as I know at this point in time.

    Our Head of European operations is going to subsist speaking at this conference in a few weeks. I believe that we'll probably bring back some fresh information from that that may subsist useful, and if they do, then I'll communicate it in January.

    Rob Stone -- Cowen and Company -- Analyst

    So looking at the merits of the two options, I guess, taggants would subsist added directly to the material itself before packages are made, and hence would subsist in any of the various containers made out of that batch of raw material, whereas watermarking is added at the plane of labeling. I suppose, I don't want to establish words in your mouth, but looking at the cost capitalize analysis for the brands and retailers that Have to participate, the chemical taggants would Have no other parallel capitalize in the supply chain, whereas watermarking of individual products has utter sorts of other benefits that we've been talking about for a while. Can you shed any more light on the pros and cons of either solution?

    Bruce Davis -- Chairman and Chief Executive Officer

    I can, and thank you for raising the point about labels. It actually is about Digimarc Barcode in plastic and in labels, which is profoundly significant. So we've long envisioned and how research and progress on the application of Digimarc Barcode to surfaces through micro-topological variation, which means basically that the signal becomes portion of the mold. And so there would actually subsist Digimarc Barcode in the plastic and in the label.

    And they are doing some demonstrations and some tests here in Q4 with Europeans, demonstrating that they can not only encode the plastic, but encode the label and then Have the two of them synergistically identified in the plastics recycling process. And so that would subsist a major handicap over taggants, in that there are labels that cover much of the plastic surface in the plastic waste as it's being transported along belts through recycling facilities. Huge handicap that they provide over taggants is the very handicap they provide over RFID, which is there is zero marginal cost per unit. And so we're much more economical at scale.

    And then the retrofitting of manufacturing facilities would subsist substantial of either approach, frankly. But the addition to chemical taggants would subsist subject to lots of controversy, I think, in the sense of adding chemicals to reduce the ecological danger of chemicals. So I believe they Have a beneficial shot. And they besides Have the efficiency controversy that you just made, which is that the chemical taggants Have just one purpose only, and their application would Have many purposes, including improving the manufacturing application, which is gaining quite a lot of interest in the CPG market, where today, are work is focused on labels; and in the future they may subsist able to identify both the substrate of the packaging and the labels in the manufacturing quality control process, as well as in recycling.

    So I observe lots of strong arguments in their favor. And they intend to participate more directly in these deliberations and to enlist the support of the leading CPGs or interest from in their platform to besides support with achieving auspicious conclusion from the committee.

    Rob Stone -- Cowen and Company -- Analyst

    Great stuff. One quick housekeeping one for Charles, if I may. What sort of percentage increase should they subsist thinking about for cost of alive increases relative to OPEX next year?

    Charles Beck -- Chief financial Officer

    Generally, pretty small, and CPI kindhearted of plane 3%.

    Rob Stone -- Cowen and Company -- Analyst

    OK. Thanks so much. I'll jump back in the queue.

    Operator

    And your next question comes from Jim Ricchiuti from Needham.

    Jim Ricchiuti -- Needham & Co. -- Analyst

    Hi, beneficial afternoon. Bruce, a lot of information that you gave us. And I'm wondering if they stare at over the next one to two quarters, which of these customer programs or applications that you're working toward, perhaps Have the greatest potential to win to this elusive tipping point that you want to win to?

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes, it's still quite an actuarial exercise to try to design that out. Any of the ample players exerting influence or being seen as a competitive influence could occasions a groundswell of activity that would create surge. They besides are going to subsist putting quite a lot of application into packaging for general commercial release, the work that we've done on manufacturing and quality control in the past, just been now about a year and a half of work R&D on that. And we're going to observe -- the early indications of interest are substantial, and so I don't yet know how to forecast that in terms of volume, but we're going establish a ample push on it.

    And then with the large players, they sometimes still are, kindhearted of, I'll summon it, meandering, in trying to design out the implementation approach for enterprise transformation. And if they can win them squared away, and win them running down the path, then that could besides subsist a significant repercussion on their revenues. So those are the kinds of factors that I believe about, and I don't know how to quantify the likelihood of one versus the other at this point.

    Jim Ricchiuti -- Needham & Co. -- Analyst

    OK. objective enough. You talked about supermarket chains, food retailers and discounts. I don't recall in the eventual few conference calls if you've actually called out warehouse -- the warehouse club channel.

    And maybe it's because I haven't -- it had slipped my mind. But the reference that you made to that, the activity in that area, is there anything you can lisp about that or whether that's something relatively new?

    Bruce Davis -- Chairman and Chief Executive Officer

    I had mentioned it or called it out in eventual quarter's call. What I'm trying to finish to subsist as transparent as I can subsist and helpful as I can subsist is to talk generically about what we're doing with retail in more detail than I ever have, but without specific attribution. And so I hope you recognize that's what I'm trying to do, trying to give more information, not less. But I wanted to characterize the channels in which we're operating, and you guys can beget whatever inference you dote from it.

    But it's large-format grocery, general merchandise and warehouse channel.

    Jim Ricchiuti -- Needham & Co. -- Analyst

    All right. I cherish the transparency to the extent you can. You besides -- if they believe about the international opportunity, there are some things going on, lively things that you just alluded to in Europe. Yet it sounds as if there is the potential for things to amble a Little faster in Japan over the near term, is that objective to say?

    Bruce Davis -- Chairman and Chief Executive Officer

    Well, they're both poignant faster than the U.S., which is what they would expect. And that they Have a distinguished team in Europe. They Have one gentleman working with a longtime ally of ours in Japan. And then they're utter doing excellent work in trying to amble the market quickly to commercialization.

    And so Japan is really heating up perquisite now, as my remarks indicate. But in Europe they believe they Have retailer who is a very significant retailer who is saying, "Well, we'll just sort of merge the notion of pilot with production. Let's just go." And what's terrific about that situation, and a yoke of situations in Japan, and the situation in Australia, is that their suppliers are dawn to prefer a leading role. And in the U.S.

    one of the problems that we've had is the customers Have asked us to play the leading role and we're too damn small. So I'm excited about getting proofs out of these experiences of the strategy, because the strategy is that they enable the suppliers, the suppliers serve the clients. They don't directly serve the clients. So they are where they are in the U.S., I think, because of where they began.

    That is that they were seen as the innovator and thus held accountable for developing the application of the platform within the business, but then we're small and they are trying to deal with these ample elephants and it's hard. So I hope they can bring back some overseas, some lessons learned the U.S. marketable the perquisite way to finish it, frankly.

    Jim Ricchiuti -- Needham & Co. -- Analyst

    OK. Thank you.

    Operator

    And your next question from Josh Nichols from B. Riley FBR.

    Josh Nichols -- B. Riley FBR, Inc. -- Analyst

    Yes, hi. Just want to ask, there's been a lot of news circling of late about the expansion of Amazon fade stores, Microsoft as well, now you even observe dote Sam's Club getting into the cashier-less space a Little bit. What are your thoughts on that as far as implications for the industry, potential opportunities for Digimarc and impacts that may have?

    Bruce Davis -- Chairman and Chief Executive Officer

    I believe it's utter terrific, Josh. I believe they exigency to finish a better job of articulating their vision of a more cost-effective convenient means of serving the public as these concepts depict them serve the public. So we'll observe if they can finish a better job of articulating that for the product market you guys will observe. But in any of these situations that are going on, ranging from the QR codes exhaust in China, to the Amazon fade exhaust of, largely, of cameras in the U.S.

    market, if the consumer can prefer a package off the shelf and just point their phone at it and press a buy button, I don't know that you exigency to win a lot more convenient than that. And so the QR, you've got to -- still Have to reorient the package and design out where the QR code is and line it up to your viewfinder. And in Amazon fade you Have to deal with them chronicling every aspect of your deportment in that physical space and then using it to market to you in ways that you haven't yet probably imagined. And they don't know yet whether the Amazon concept can scale.

    It's obviously extremely expensive and utter of the stores are quite small. And so they are pleased to observe SAM's starting to step up and say, "OK, we've got to find a more efficient way to support their consumers shop." And then when you amble to even larger formats, they believe the notions that are represented in Amazon fade are not economically feasible and would prefer a yoke of decades to implement in the existing footprints. And so they believe we're more efficient than QR, and more economical and easier to implement than Go, so they got to win out there and beget it happen. And that's the point about their responsibility to scale their accounts.

    We've got to support them to subsist focused and to cherish what they can do, and to articulate that very well with them and then to usher them to success. And when they finish that's where the inflection point occurs on that particular aspect of the application environment enabled by the platform. So they know what you exigency to do, they just exigency to win it done.

    Josh Nichols -- B. Riley FBR, Inc. -- Analyst

    OK. And then eventual question from me is, I know you mentioned before that one of the near-term opportunities that the company might subsist able to capitalize on is thermal labels, just given that they are relatively simple to implement, monochromatic and whatnot. Any updates you can provide on that front?

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes, they Have the solution now available for -- it's called general release. So it's ready to fade and we're marketing it to the industry, so we'll observe whether assumptions are well founded. But it is a less complicated supply chain. They finish Have steadily growing synergies with their suppliers.

    And again consistent with what I've been aphorism about some of the suppliers stepping up and edifice their sales and marketing, we've made some internal adjustments in their resources here to align their ally relationships more closely with sales to try to cheer that. And so this is a distinguished opportunity for us to work with scale printer vendors to win them to support us to market this effectively to industry, and to subsist able to tender not only to the largest players, but besides to some of the smaller sized players to achieve scale.

    Josh Nichols -- B. Riley FBR, Inc. -- Analyst

    Thank you.

    Bruce Davis -- Chairman and Chief Executive Officer

    Thanks, Josh.

    Operator

    And your next question comes from Jeff Van Rhee from Craig-Hallum.

    Jeff Van Rhee -- Craig-Hallum Capital Group -- Analyst

    Great. Thanks for taking my questions. Bruce, back to one of the prior questions. Just trying to winnow through this really long list of opportunities and try to sort of design out which ones are at the front of the line.

    I believe the prior question you tried to focus maybe on the customers. And I wondered maybe from a different perspective, as you stare at the next six months pipeline of potential size bookings, can you classify them as the exhaust case, which exhaust cases tend to stare dote the most material and the most sort of next six months-ish in terms of opportunity? Just trying to design out sort of prioritization of what is that at the front of that stack. Because it sounds dote a very plenary sort of pipeline with respect to quantity opportunities, but it's just really, really hard to uncover what you're seeing at the front conclude of that.

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes. There are three applications that are the focus of their attention: it's thermal labels, manufacturing and quality control for CPGs and the improved checkout for retailers. It's the notion I was just describing in some detail response to Josh question. So those are the three.

    There are others, but that's, if you want the focus in terms of where the opportunity resides, in my view, that's where it resides.

    Jeff Van Rhee -- Craig-Hallum Capital Group -- Analyst

    And so, I guess, you'd lisp those three are sort of neck and neck? You can't really discern one from the other as to which is the near-term opportunity?

    Bruce Davis -- Chairman and Chief Executive Officer

    No. As I said a few minutes ago, the handicapping of one versus the other is challenging because we're Somewhat unconcerned to the starting point, as you know from their strategy. They want to win started with an account in an belt of greatest interest to them and then expand their footprint. So we're trying to exert influence on their customers and some listen more than others.

    We are -- again, we're pretty small. And so they try their best. But they're going to trend toward whatever their Hot buttons are, and so they try to arm-wrestle them being smart about how to amble forward. But they're going to finish what they want to do, and we're going to try their best influence them.

    Jeff Van Rhee -- Craig-Hallum Capital Group -- Analyst

    OK. Shifting gears, I guess, over to the sales side. You establish modern leadership in location in April. Can you just talk to what the out of the gate changes Have they made due to that addition to the team?

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes, yes. So they hired Aimee Arana from Nike, and we've hired yoke of senior folks from IBM. And we've been restructuring their entire company around the sales organization. In utter of them are planning quite explicitly, internally, they work backward from sales in how to close sales more quickly and to scale more quickly with the accounts that they close.

    So we've got now strong experienced leadership that is driving utter of those changes in the organization. So it's been quite a profound change.

    Jeff Van Rhee -- Craig-Hallum Capital Group -- Analyst

    OK. And then, I guess, eventual for me. I believe several quarters back, you had alluded to your desires to win your hands on a data set from point of sale to win a sense of the increased throughput at the registers due to the technology. Is the data set there? Have you been able to win any increased quantification to build that in more blatant ROI case for future customers?

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes. So some of their customers Have given us what's called TLog, data -- transaction log data, which is very kindhearted of them and besides serves their self-interest, allowing us to subsist better work for them. And it's -- these are massive data sets, even they win a small sample. But what we're learning from it, and we've tried to win this information from other places in the industry and organize it hard to win elsewhere, is where they can Have the greatest impact.

    And it comes down to a theoretical notion of a scan velocity per object. Which you could imagine exists in the world out there, but it's hard to isolate. So we're using very statistical techniques to try to determine which products Have what influence, and then to determine the prioritization of those products. And to determine where the long tail resides.

    And there is a long tail they found. So there are many, many products that don't Have much influence on IPM. And so in their early days, in their efforts to build their tools and expand their sophistication and to train their staff and ally staffs they sort of took on the whole range. What we're finding now is -- at this stage of maturation of their execution strategy, that they can actually subsist much more efficient, and they can deliver an repercussion sooner at lower costs for that particular application of improving IPM.

    So it's an a-ha moment. It's a really terrific opportunity that's been given to us by the access to these data. And so that will inform their sales and execution or implementation strategies going forward, and thus allow us to amble faster to Have more repercussion sooner.

    Jeff Van Rhee -- Craig-Hallum Capital Group -- Analyst

    Sounds good. That's it for me. Thanks.

    Bruce Davis -- Chairman and Chief Executive Officer

    OK.

    Operator

    And you next question comes from Ilya Grozovsky with National Securities.

    Ilya Grozovsky -- National Securities Corporation -- Analyst

    Thanks, guys. I was actually wanting to know about the trial that you had at Wegmans. If you could give us an update of what's going on there, how many products are on the shelves? And what specifically has been learned there?

    Bruce Davis -- Chairman and Chief Executive Officer

    I want to beget sure that I understand your question, Ilya. So they don't Have a trial or test at Wegmans. They Have plenary implementation. So are you talking about packaging, consumer products packaging?

    Ilya Grozovsky -- National Securities Corporation -- Analyst

    Yes, yes.

    Bruce Davis -- Chairman and Chief Executive Officer

    OK. We've done well over 90% of the packages there and they Have a substantial now on-shelf presence with them, and they are in the pilot side on thermal labels with them. So that's why I want to beget sure I understood your question. So with respect to the packaging piece of it, we're working with them now on creating some statistical models.

    And with respect to the thermal labels, we're expanding the pilot.

    Ilya Grozovsky -- National Securities Corporation -- Analyst

    So I feel dote eventual time you guys reported back in the dawn of August, you had said that you guys were starting to design out -- to resolve the data. So is there an update on what the analysis three months later has wrought?

    Bruce Davis -- Chairman and Chief Executive Officer

    That may subsist portion of what I was just talking about. So as I've said repeatedly in prior calls and everywhere, when I talk to the capital markets is, Wegmans information is Wegmans information. So they exhaust it to beget their operations better to serve them better, and to beget their operations better, but I don't Have authorization to share more broadly. So we'll either let them lisp what they want to say, or eventually, perhaps, win authorization from them to talk about what's going on there.

    But it's their information so I really can't give you any details, other than to lisp what I just said, and that is that it's proving very helpful to us in understanding how to subsist most efficient in delivering revert on their investment at Wegmans.

    Ilya Grozovsky -- National Securities Corporation -- Analyst

    OK. Thank you.

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes.

    Operator

    And you next question comes from Glenn Mattson from Ladenburg's.

    Glenn Mattson -- Ladenburg Thalmann -- Analyst

    Hi. Yes, most of the topics Have been covered, but I was curious, edifice on Josh's question on the Sam's Club. finish you know how they're going about that? Is it simply a barcode reader? And finish you know whose technology they are using to finish that?

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes and yes. Next question. It's a barcode reader perquisite now. They're just reading barcodes.

    Glenn Mattson -- Ladenburg Thalmann -- Analyst

    And on Wegmans, also, I mean, it's nice to observe that you're starting to learn, win insights from that, I guess, what's the most expansive sphere application to date. But finish you still view them -- they were viewed as kindhearted of a thought leader in the industry and ahead of the curve, and a lot of people liked to emulate what they do. Are they still working hard as an advocate for kindhearted of helping to propel this solution more industrywide? Because obviously that would capitalize them as well. finish you still Have them as a proponent for your activity in the sales base?

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes. They've been an outstanding collaborator with us and industry leader in innovation. I believe that much of the interest in the industry actually flows from the Little work that we've done together with them. And they don't generally try to examine them too often to provide advocacy, but when they Have they've been very kindhearted in helping us out.

    You know, of course, about the store visits that they did for a yoke of years at NRF that they hosted. So they've done a lot of work in helping us to subsist successful that they appreciate.

    Glenn Mattson -- Ladenburg Thalmann -- Analyst

    OK. Great. Congrats on the progress. Thanks, Bruce.

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes. Thanks, Glenn.

    Operator

    And you next question comes from Jeff Bernstein of Cowen.

    Jeff Bernstein -- Cowen Prime Investors -- Analyst

    Hey, Bruce. Just quick question for you, a number of months ago, you had a webinar with McCormick and Sun-Maid talking about the journey they were going through with their packaging, and McCormick was translating their packaging very quickly. Sun-Maid was very obsessed about the appearance of their kindhearted of classic packaging art. Where is that utter sorting out? And is that an issue even in the CPG space where people are looking at quality -- manufacturing quality as opposed to the customer interaction piece? How much of a stumbling screen is appearance of packaging? And what kindhearted of progress is being made there?

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes. Those are distinguished questions, Jeff. So with respect to McCormick, again, I don't want to speak out of school too much. They Have a very challenging format for their highest volume products, their small cylinders.

    And so as they Have just been talking about the outcome of products with Digimarc Barcode on IPM, on those kinds of products you wouldn't hope a lot of impact. Now, that wouldn't subsist a primary interest of the company dote McCormick. But their interest would subsist more in consumer engagement. But -- and I don't know how much you study the retail environment or personal shopping habits, but consumer date at the package does not really happen.

    It's been surprising to me how Little that has developed industrywide, regardless of Digimarc. Leaving us out of the equation, just if you believe about barcodes, QR codes, image recognition, NFC tags, utter of that stuff, you add it utter up, it still isn't happening as much as any CPG would dote it to happen. They'd dote to Have more of it happening. But I besides thought they would find the path through to that answer.

    Well, what they hear from utter of the ample players is, OK, fine, Digimarc Barcode would beget it easier to do. But the question they lisp is, "What's the app. What is the app?" And so in my remarks today, I eminent that they're totally confounded by that. They didn't want to pay Shazam OK, and then Shazam now belongs to Apple.

    They don't want Google and Facebook in the middle of their brand relationship at the pack. The retailers don't want whatever app it is to subsist taking the customer from their store to another store at the shelf. The brands don't want to subsist captive to the retailers. So they are utter kindhearted of tangled up in their shorts over this month.

    And I believe I know what the retort is, I think, they will support us to win to the perquisite answer, which is that utter of this auto ID functionality needs to subsist in the operating system and camera stack of the smartphone, so that everybody can deliver people wherever they want to deliver them. And so there are vehicles, for instance, for retailers to identify where a consumer is or to direct them to their app, and so that when they're reading Digimarc Barcode with their app, they're going to win the retailer sustain when they're reading it, elsewhere they're going to win a different experience. Much of that flexibility and versatility depends on the plane of implementation that hasn't happened yet. And that's why I mentioned that I'm personally spending a objective amount of my cycles trying to design out how to increase the priority of auto identification generally with the iOS and Android developers, and besides to beget sure we're on the list.

    So I believe McCormick is one of those companies that is stymied with respect to consumer date by the question of, what's the app. With the folks at Sun-Maid, frankly, they haven't moved forward very much, and I don't quite know why. I don't believe it's a function of their platform at all, but, I think, it may subsist the very issue, which is they were looking at -- for a means to improve consumer date and then they besides win stuck with the question of, what's the app.

    Jeff Bernstein -- Cowen Prime Investors -- Analyst

    And the issue of the package -- eventually Sun-Maid did Come up with packaging that they thought appropriately represented their brand, etc., but it seemed dote something that they were very obsessed about, the appearance being perfected. Is that an issue kindhearted of up and down the line for everybody in terms of poignant to the modern packaging?

    Bruce Davis -- Chairman and Chief Executive Officer

    Well, aesthetics is, I would say, an issue with everyone in the following way: they prefer approved artwork and they change it, OK. And the general objective of their prepress tools are to change it in ways that consumers can't see, and they finish very beneficial job at that. But from an institutional perspective, the approved artwork needs to win approved again, because it's different. So, that creates overhead associated with the artwork.

    That's the importance of the Signal loaded art announcement -- not to overburden the script too much and spend time on script here, but they presented Signal loaded art at the Adobe MAX conference during the quarter -- or actually, during this month, earlier this month. And Signal loaded Art, in a short explanation, does away with that. It creates tools within the Adobe Creative Cloud, wherein Digimarc Barcode is inherent in the art, so there is no processing of art, there is only Digimarc enabled art. And that wasn't yet productized.

    That was their first public showing of the research that we're doing. But in the long run, I hope that a objective amount of modern material could subsist done in that fashion. So I'm sure they can finish a distinguished job for Sun-Maid, but I believe they were intrigued by the technology. They did a demonstration of it on the shelf, which, I think, was quite good.

    But then this, OK, now where finish they go, kindhearted of, commerce question, because of the fact that utter CPGs are stymied on the consumer date proposition.

    Jeff Bernstein -- Cowen Prime Investors -- Analyst

    Gotcha. Gotcha. I was really more concerned with the bottleneck aspect and it sounds dote Adobe thing is a distinguished solution there. And I guess, you talked besides in the script about training 90 artists, etc.

    So that's along the very lines.

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes, yes. I finish not know, Jeff, of any aesthetic objection raised by Sun-Maid. I don't believe that was an issue at all. So...

    Jeff Bernstein -- Cowen Prime Investors -- Analyst

    Perfect. Thank you.

    Operator

    At this time, this concludes their question-and-answer session. I would dote to turn the summon back over to Bruce Davis. Sir, gratify fade ahead.

    Bruce Davis -- Chairman and Chief Executive Officer

    OK. Thanks everyone for participating in the summon this quarter. Thank you for your continuing support. We'll stare forward to talking to you again.

    Assumingly the first major public statements will subsist in January unless something comes up in the meantime. So, I stare forward to getting you utter up to speed shortly after the NRF in mid-January. Thank you very much. Goodbye.

    Operator

    [Operator signoff]

    Duration: 58 minutes

    Call Participants:

    Bruce Davis -- Chairman and Chief Executive Officer

    Charles Beck -- Chief financial Officer

    Rob Stone -- Cowen and Company -- Analyst

    Jim Ricchiuti -- Needham & Co. -- Analyst

    Josh Nichols -- B. Riley FBR, Inc. -- Analyst

    Jeff Van Rhee -- Craig-Hallum Capital Group -- Analyst

    Ilya Grozovsky -- National Securities Corporation -- Analyst

    Glenn Mattson -- Ladenburg Thalmann -- Analyst

    Jeff Bernstein -- Cowen Prime Investors -- Analyst

    More DMRC analysis

    This article is a transcript of this conference summon produced for The Motley Fool. While they strive for their silly Best, there may subsist errors, omissions, or inaccuracies in this transcript. As with utter their articles, The Motley Fool does not assume any responsibility for your exhaust of this content, and they strongly cheer you to finish your own research, including listening to the summon yourself and reading the company's SEC filings. gratify observe their Terms and Conditions for additional details, including their Obligatory Capitalized Disclaimers of Liability.

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    The Intel Xeon processor E5-2600 v3 product family interlard modern features that provide greater visibility into the system than ever before. A modern cache monitoring feature provides data to enable orchestration tools to intelligently location and rebalance workloads resulting in faster completion times. This besides provides the faculty to conduct analysis of performance anomalies due to competition for cache in a multitenant cloud environment where there is Little visibility into what workloads consumers are running.

    The modern processors besides involve platform telemetry sensors and metrics for CPU, reminiscence and I/O utilization. With the addition of thermal sensors for airflow and outlet temperature, the visibility and control has increased significantly from the prior generation. The processors tender a holistic set of sensors and telemetry for any SDI orchestration solution to more closely monitor, manage and control system utilization to support maximize data center efficiency for a lower total cost of ownership.

    Increased Performance and Energy EfficiencyWith up to 18 cores per socket and 45MB of last-level cache, the Intel Xeon E5-2600 v3 product family provides up to 50 percent more cores and cache compared to the previous generation processors. In addition, an extension to Intel® Advanced Vector Extensions 2 (Intel AVX2)4 doubles the width of vector integer instructions to 256 bits per clock cycle for integer sensitive workloads and delivers up to 1.9x higher performance gains5.

    The Xeon E5-2600 v3 product family besides increases virtualization density, allowing support for up to 70 percent more VMs per server compared to the previous generation processors6, which helps to reduce data center operational expenses. reminiscence bandwidth constrained workloads will gain up to 1.4x higher performance compared to the previous generation7 with the support of next-generation DDR4 memory. Intel Advanced Encryption Standard modern Instructions (Intel® AES-NI) Have besides been enhanced to accelerate data encryption and decryption by up to 2x without sacrificing application response times8.

    The processors are built using Intel’s industry-leading and energy-efficient 22nm, 3-D Tri-Gate technology, cutting power consumption while boosting performance of transistors. The modern “per-core” power states dynamically regulate and adjust power in each processor core for more power-efficient workload processing.

    Combining both record performance and advanced efficiency features, the Intel Xeon processor E5-2600 v3 product family sets a modern world record for server energy efficiency9 based on performance per watt.

    Creating Open, springy Networks with Intel Xeon E5-2600 v3 ProcessorsIntel Xeon E5-2600 v3 processors can subsist paired with the Intel® Communications Chipset 89xx series featuring Intel® Quick Assist Technology to enable faster encryption and compression performance10 to improve security in a wide purview of workloads. Service providers and networking apparatus providers can exhaust the platform to consolidate multiple communications workloads onto a single, standardized and springy architecture to speed up services deployment, reduce costs, and create a more consistent and secure user experience.

    In addition, the modern Intel® Ethernet Controller XL710 family helps address the increasing demands on networks with capabilities to enable better performance for virtualized servers and networks. The springy 10/40 gigabit Ethernet controller provides twice the bandwidth while consuming half the power compared with the previous generation11.

    Extensive industry supportStarting today, system manufacturers from around the world are expected to declar hundreds of Intel® Xeon® processor E5 v3 family-based platforms. These manufacturers across servers, storage and networking involve Bull*, Cray*, Cisco*, Dell*, Fujitsu*, Hitachi*, HP*, Huawei*, IBM*, Inspur*, Lenovo*, NEC*, Oracle*, Quanta*, Radisys*, SGI*, Sugon* and Supermicro*, among many others.

    Pricing detailsThe Intel Xeon processor E5-2600 v3 product family will subsist offered with 26 different parts that purview in price from $213 to $2,702 in quantities of 1,000. Intel Xeon processor E5-1600 workstations will subsist offered with six different parts in prices ranging from $295 to $1,723. Complete pricing details can subsist organize in the Intel Newsroom. For more details on these modern Intel Xeon processors, visit the online press kit.

    Software and workloads used in performance tests may Have been optimized for performance only on Intel microprocessors. Performance tests, such as SYSmark and MobileMark, are measured using specific computer systems, components, software, operations and functions. Any change to any of those factors may occasions the results to vary. You should consult other information and performance tests to assist you in fully evaluating your contemplated purchases, including the performance of that product when combined with other products.

    Results Have been measured by Intel based on software, benchmark or other data of third parties and are provided for informational purposes only. Any disagreement in system hardware or software design or configuration may affect actual performance. Intel does not control or audit the design or implementation of third party data referenced in this document. Intel encourages utter of its customers to visit the websites of the referenced third parties or other sources to substantiate whether the referenced data is accurate and reflects performance of systems available for purchase.

    1 Twenty-seven performance world records based on two-socket configurations. Source as of Sept. 8, 2014. plenary details available at: http://www.intel.com/content/www/us/en/benchmarks/server/xeon-e5-2600-v3/xeon-e5-2600-v3-summary.html.

    2 Source as of Sep. 8, 2014. modern configuration: Hewlett-Packard Company HP ProLiant ML350 Gen9 platform with two Intel Xeon Processor E5-2699 v3, Oracle Java Standard Edition 8 update 11, 190,674 SPECjbb2013-MultiJVM max-jOPS, 47,139 SPECjbb2013-MultiJVM critical-jOPS. Source. Baseline: Cisco Systems Cisco UCS C240 M3 platform with two Intel Xeon Processor E5-2697 v2, Oracle Java Standard Edition 7 update 45, 63,079 SPECjbb2013-MultiJVM max-jOPS , 23,797 SPECjbb2013-MultiJVM critical-jOPS. Source.

    3 Intel® Xeon® Processor E5-2699 v3 (18C, 45M Cache) compared to Intel® Xeon® Processor E5-2697 v2 (12C, 30M Cache).

    4 Intel® Advanced Vector Extensions (Intel® AVX)* provides higher throughput to sure processor operations. Due to varying processor power characteristics, utilizing AVX instructions may occasions a) some parts to operate at less than the rated frequency and b) some parts with Intel® Turbo Boost Technology 2.0 to not achieve any or maximum turbo frequencies. Performance varies depending on hardware, software, and system configuration and you can learn more at http://www.intel.com/go/turbo.

    5 Source as of August 2014 TR#3034 on Linpack*. Baseline configuration: Intel® Server Board S2600CP with two Intel® Xeon® Processor E5-2697 v2, Intel® HT Technology disabled, Intel® Turbo Boost Technology enabled, 8x8GB DDR3-1866, RHEL* 6.3, Intel® MKL 11.0.5, score: 528 GFlops. modern configuration: Intel® Server System R2208WTTYS with two Intel® Xeon® Processor E5-2699 v3, Intel® HT Technology disabled, Intel® Turbo Boost Technology enabled, 8x16GB DDR4-2133, RHEL* 6.4, Intel® MKL 11.1.1, score: 1,012 GFlops

    6 Source as of Sept. 8, 2014. modern configuration: Hewlett-Packard Company ProLiant DL360 Gen9 with two Intel Xeon Processor E5-2699 v3, SPECvirt_sc2013 1614 @ 95 VMs. Source.  Baseline: IBM System x3650 M4 platform with two Intel Xeon Processor E5-2697 v2, SPECvirt_sc2013 947.0 @ 53 VMs. Source.

    7 Source as of August 2014 TR#3044 on STREAM (triad): Intel® Server Board S2600CP with two Intel® Xeon® Processor E5-2697 v2, 24x16GB DDR3-1866 @1066MHz DR-RDIMM, score: 58.9 GB/sec. modern Configuration: Intel® Server System R2208WTTYS with two Intel® Xeon® Processor E5-2699 v3, 24x16GB DR4-2133 @ 1600MHz DR-RDIMM, score: 85.2 GB/sec.

    8 Source as of June 2014 on AES-128-GCM Encryption algorithm: Intel internal measurements using Intel® Server Board S2600CW2S with two Intel® Xeon® Processor E5-2658 v3, DDR4-2133, CentoOS v3.8.4, Open SSL v1.0.2-beta1. Baseline Configuration: Intel internal measurements with two E5-2658 v2, DDR3-1866, CentoOS v3.8.4, Open SSL v1.0.2-beta1.

    9 Comparison based onSPECpower_ssj2008 results published (http://www.spec.org/) as of Aug. 26, 2014. Sugon I620-G20 platform with two Intel Xeon Processor E5-2699 v3, IBM J9 VM, 10,599 overall ssj_ops/watt. Source (http://www.sugon.com/).

    10 Intel® Communications Chipset 8920 (20Gbps) compared to Intel Communication Chipset 8955 (50Gbps) capable of up to 2.5x more encryption acceleration. Intel® Communications Chipset 8920 (8Gbps) compared to Intel Communication Chipset 8955 (24Gbps) capable of up to 3x more compression acceleration. 8920 Configuration: C8920 PCIe x16 QA Driver/SDK Release 1.0.0-77 Stargo/ Gladden 4C-8T-8 MB LLC – 2GHz, 2C-4T used for peak CCK throughputs. 8955 Configuration: [8955 PCIe x16 on a Shumway progress Platform with Ivy Bridge EP CPUs and QA Driver/SDK 1.00. Tests were performed using UP/8 cores; Measured by Intel].

    11 Source as of Aug 2014: Calculated Gb/Watt for 2@ Intel Ethernet CNA X520-DA2 Dual-port Twinax Typical Power 11.6W 2: 1@ Intel Ethernet CNA X710-DA4 Quad-port Twinax Typical Power 3.4W for a 222% increase in Gb/Watt (Typical).


    Microsoft's Hybrid Cloud Strategy | killexams.com existent questions and Pass4sure dumps

    In-Depth

    Microsoft's Hybrid Cloud Strategy

    Microsoft is edifice a stronger bridge between Windows Server and Microsoft Azure, but it'll besides manage AWS, VMware and OpenStack infrastructure and services.

    Early visions of cloud computing saw a day when enter­prises could deploy applications and commerce services without the exigency for any datacenter compute, storage and application infrastructure. Back in 2006, Sun Microsystems Inc. introduced the Sun Cloud Compute Utility, comprised of computing for $1 per CPU hour. Obviously, the Sun offering never gained traction, but it arrived around the very time Amazon.com Inc. launched its Amazon Web Services Inc. (AWS) cloud business, which of course upended the traditional datacenter commerce and created the dawn of today's public cloud services market.

    It's perhaps no coincidence Amazon.com never had a software or hardware commerce to protect. Along with its stomach for razor-thin margins, the company delivered the first sustainable utility compute and storage services. While removing the datacenter is still a pipedream for most established enterprises (many would wrangle it would subsist a nightmare), cloud computing has very much taken root in varying forms and scope.

    Now cloud technology is undergoing another significant shift in its evolution and Amazon.com's key competitors are hoping what was once an AWS strength -- no legacy commerce to protect -- will become a weakness, or at the very least support plane the playing field. Key infrastructure and application platform providers are developing modern software-defined, hybrid cloud infrastructure and services aimed at functioning as the control plane of the datacenter. Among them, Microsoft, VMware Inc., and Citrix Systems Inc. are readying hybrid cloud platforms that enable the exhaust of public and private clouds to build, manage, and provision IT services and deliver applications as a service, even as companies stick to keeping core components -- notably data -- on-premises.

    The cloud control planes are the latest application to bridge the on-premises datacenter with public infrastructure and platform services. It appears they're built with the realization no organization is going to exhaust solely one public cloud to procure infrastructure and applications. The growing shift to Software as a Service (SaaS) and modern apps designed for traditional and mobile device types is expected to compel many organizations to exhaust multiple cloud providers to deliver, secure and manage user access to system resources apps and data. The emerging cloud control planes will let IT finish so whether employees are using traditional computers, remote desktops, virtual applications or by accessing modern apps from any device.

    Certainly Citrix, Microsoft and VMware aren't the only ones edifice these modern bridges from software-defined datacenters to next-generation public clouds. But when it comes to managing Windows client and datacenter infrastructure, utter three will tender major modern capabilities to consider.

    Revamping the Microsoft Cloud OSFor its part, Microsoft three years ago tried to provide a more consistent platform between Windows Server and Azure with its Cloud OS consisting of Windows Server 2012, System center 2012 and the Windows Azure Pack. The latter was designed to establish an Azure-like veneer on Windows Server. Though a major step forward, the Azure cloud and Windows Server 20012 (and the R2 release), aren't one and the same. Furthermore, Azure and other public clouds Have evolved substantially in three years. reckon back in 2012 the Microsoft cloud service was still called Windows Azure -- now it's Microsoft Azure. While the amble sounded superficial when Microsoft first announced the change, it has become clearly separate why Microsoft renamed the service. Azure is not just a Windows-based cloud service.

    At its recent Build and Ignite conferences, and the months leading up to those events, Microsoft has outlined planned upgrades to the Azure cloud, which involve the Azure Service Fabric. "Service Fabric is a high-control, distributed computing framework," said Scott Guthrie, Microsoft's executive vice president for Cloud and Enterprise, speaking during the Build keynote. "We created it to power their own high-scale cloud services, and we've battle-hardened it over the eventual several years under extreme loads and super-demanding requirements. It supports the faculty to create cloud services composed of both stateless and stateful micro-services. And it has support for hyper scale-out deployments, self-healing and core management, as well as the orchestration of code updates."

    Along with that announcement, Microsoft made available the Service Fabric SDK for both Windows and Linux systems. "In addition to supporting Azure, you'll besides subsist able to exhaust it to build distinguished solutions that sprint in a multi-cloud environment," Guthrie said. Microsoft released Azure Service Fabric on the heels of the release of the Azure App Services, which consist of Web, mobile, BizTalk connectivity and APIs that Microsoft claims easily integrate with SaaS and on-premises systems.

    "API Apps allow you to prefer any existing API, whether it's an API in the cloud or an API on-premises, and project that into App Service adding some simple metadata," explains Omar Khan, Microsoft's director of Azure Engineering. The BizTalk connectors provide the links between on-premises and SaaS apps, he adds. "We Have virtual networking in Azure that allows you to connect on-premises resources to the cloud. They besides support hybrid connections which is a BizTalk capability that allows you to finish app-to-app connection across firewalls. So these API Apps and the Oracle connector or the SAP connector, among others, utilize those connectivity options in Azure to connect to the on-premises resources and then there's a connector piece that you can sprint on-premises that connects to that API App."

    "Service Fabric is a high-control, distributed computing framework. They created it to power their own high-scale cloud services, and we've battle-hardened it over the eventual several years under extreme loads and super-demanding requirements."

    Scott Guthrie, Executive Vice President, Microsoft Cloud and Enterprise Group

    Operations Management SuiteMeanwhile, Windows Server 2016 promises to subsist more Azure-like than its predecessors.

    Interestingly, Microsoft hasn't, at least yet, talked up the notion of migration from AWS, VMware and others, but rather has Come up with a model that embraces coexistence. Microsoft plans to finish this with several modern offerings that'll start to issue later this year, such as the modern Operations Management Suite (OMS), a modern offering intended to provide hybrid cloud management -- and not just for managing Azure. The Web-based console provides deployment, management and integration of public cloud and datacenter services running in AWS, Linux, VMware and OpenStack. OMS integrates with Microsoft System Center, but doesn't require it.

    "It gives you that any cloud, any OS, any application and you win orchestration," said corporate VP Brad Anderson, in the keynote presentation at the company's Ignite conference back in May, where he announced OMS. "You win application availability. You win catastrophe recovery and backup. And you win utter of that capability -- again, virtual, physical, public cloud, private cloud, VMware, Hyper-V -- utter in one pane of glass."



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