It’s hard to remember now, but attitudes to the public cloud have changed massively in a short period of time. When public cloud services first become available around 2006, most organizations were understandably skeptical. The idea of storing data in a remote location made them uncomfortable. They worried about reliability, security, and the loss of direct control over their applications and data.More than a decade later, customers have come to embrace public cloud. It has moved from a bleeding-edge technology to a fundamental component of nearly every large organization’s IT strategy. These days, organizations are, if anything, too ready to adopt the cloud without careful planning. They don’t always realize that, when it comes to public cloud deployments, the devil is in the details. It is easy to underestimate the amount of time and effort that is still required to optimize and manage their environment.Start by understanding your responsibilitiesWhen it comes to cloud roles and responsibilities are often not clear to new cloud users. Many customers have a fundamental misunderstanding of who owns what in the public cloud. They either haven’t taken time to understand their responsibilities in detail, or they assume that their cloud provider will handle them. This is incredibly common and often leads to serious complications. This gap in understanding and knowledge is the hidden reason why many cloud deployments fail.Every public cloud provider offers a “shared responsibility model,” a breakdown of what customers must cover and what is provided by their own services. In my conversations with firms that are already in the public cloud, I’ve often found many are unaware of these shared responsibility models. And even more don’t take the time to understand them fully and their implications.These models vary a bit from provider to provider, but usually look something like the graphic below.Sample Shared Responsibility ModelWhile the major public cloud providers offer advanced and proven infrastructure, the customer carries the burden of configuring and incorporating their solutions to fit their own environment. Often, cloud services require customers to take on significant management activities. Sometimes this flies in the face of expectations with what organizations would expect when buying “as a Service.”This can get complicated fast, particularly for less technical customers or those lacking a strong overall plan. After all, very few companies go to the cloud with a clear, centralized strategy owned by a single entity. Most organizations have many points of adoption, with individual business units or even small teams adopting cloud-based infrastructure and services, often in very different ways and for very different purposes.Adding greatly to the confusion is the reality that 93% of customers1 are deployed to multiple clouds. This means they must understand, and act on, multiple shared responsibility models, as well as support divergent operational requirements and control layers.When you consider these factors, it makes sense that many customers have big gaps in their execution and management approaches caused directly by a failure to understand their responsibilities. Let’s examine the most important and common areas where organizations get into trouble.InfrastructureWhen you deploy your applications on any IaaS offering, you are paying for bare-bones compute, storage, and network access. The way that these resources are configured is your responsibility. So, you carry the burden of architecting a network topology that accounts for routine security challenges such as performing operating system updates and setting up your firewall.The key problem here is misconfiguration. If you don’t get your firewall set correctly your data may be wide open to the internet. If you don’t structure your cloud services properly, you may introduce business risk from potential downtime or slowdowns. Many customers make simple and avoidable setup errors, such as not running across multiple availability zones, or failing to tap into the structure of the cloud to provide resiliency. Once deployed, they may not be monitoring the performance of their workloads in the cloud, assuming that the cloud provider would signal them if any issues arise.The bottom line: while cloud extends your infrastructure, it also extends the breadth and range of your configuration and management responsibilities. Getting those right can make a huge difference to lowering your business risk and increasing your efficiency.Security and EncryptionWhen a single incident can create permanent harm to your customers or your reputation, you cannot afford to get your security wrong. The potential costs of a breach or failure include direct expenses from downtime and long-term penalties from regulatory punishments and diminished customer trust. Yet enterprises often have glaring blind spots when it comes to their security profile across clouds.One common issue is encryption. When configured correctly, it should apply to data across all its states – at rest, in use, and in transit. Most customers know to encrypt their data when it is static, on the client side. But surprisingly often, they will allow open data to move across their network and hit their servers. This is usually because they expected that the cloud provider would secure it, misreading their responsibilities and introducing massive business risk.Another security challenge that is often overlooked is threat detection and response. Many organizations think their cloud provider “owns” this, but it actually falls to the customer. This means taking care of your own network monitoring, tracking threats and analyzing logs. It is up to you to scan proactively for vulnerabilities, or precursor activities like port scanning or brute force attacks, to stop incidents before they happen.Application ServicesTo make your business and people effective, you first need to provide your users with applications that work. Setting up your applications services correctly is essential to enable your stakeholders to work reliably and at scale. In the cloud, this burden falls mostly on customers.You must determine your own identity and access management profile. It is up to you to find the delicate balance between being too open, introducing risk, and too restrictive, sapping productivity and efficiency.You are also responsible for designing your platform to withstand intense, challenging service levels. Creating a resilient platform that can scale is not always easy. This is a pervasive and expensive problem; according to a recent analysis by Dell EMC and VansonBourne, 41% of enterprises have suffered a downtime event in the last 12 months.DataOne of the most important shifts that companies can make is to go from a cloud-first to a data-first mentality. When your cloud dictates what you can do with your data, you are limiting your data capital. Therefore, it is critical to understand what cloud providers do and do not provide in terms of data management and protection.The inability to move data quickly to its most suitable cloud environment is one of the most common challenges I hear from customers. As business requirements, SLAs, IT budgets, and other factors change, customers need the ability to move data — both within a single provider’s infrastructure and across platforms — with minimal friction. Do not expect to inherit easy tools from your cloud provider to do this as its quite a complex process spanning multiple clouds, and few enable it.Another major customer priority should be in the area of data recovery. Cloud storage services come with some level of redundancy, which provides durability for your cloud data in the event of a systems failure. Do not, however, durability with availability. According to the same VansonBourne study, 63% of organizations doubt their ability to recover quickly from a downtime event.Unless you take the time to implement a backup and recovery strategy that is aligned with your SLAs, you will likely be waiting to access critical data if cloud infrastructure goes down. To guard against ransomware threats and possible data corruption, you need backups that are both high-quality and readily available.ConclusionAll of these areas are potential landmines that can undermine or derail your cloud strategy. If any of these apply to your organization, you are far from alone – most customers carry at least some vulnerability due to misconfiguration or oversights in the cloud. If not properly addressed, these gaps in coverage between your company and your cloud providers can become serious issues.The reality is that setting up and maintaining multiple clouds gets very complicated, very fast. When business units and their developer teams are in the driving seat, they typically lack the expertise and knowledge to solve all of these issues. Cloud providers have worked hard to make their platforms easy to adopt and consume, pushing much of the complexity and thorny configuration issues behind the scenes. Therefore, it is critical that IT takes a strong role in managing and overseeing cloud deployments across the enterprise.Ultimately, companies need a multi-cloud strategy and operational approach that goes beyond what the market has given them so far. Today, solving for these responsibility gaps falls disproportionately on the shoulders of customers. They need a way to automate administration and reduce complexity, ideally by managing their entire cloud presence using a single interface.This is why we created Dell Technologies Cloud. We assessed the pain points that customers have experienced as they have gone all-in on cloud and built an offering that would make things easier for them. While cloud providers offer customers robust infrastructure platforms upon which to build their businesses, enterprises need to make sure they understand and have a plan for filling the gaps.If you are looking to leverage the power of the cloud, but rein in some of the chaos that it has caused you so far, Dell Technologies Cloud can help you get started. 1IDC White Paper, sponsored by Cisco, Adopting Multicloud — A Fact-Based Blueprint for Reducing Enterprise Business Risks, June 2018
Brede Hangeland and Ashkan Dejagah both missed great chances to put Fulham in front during an even first half at the Liberty Stadium.Swansea started well with Wilfried Bony seeing a header loop on to the roof of the net and Jonjo Shelvey firing wastefully over the bar when well-placed.But Fulham grew gradually into the game and Hangeland wasted a golden opportunity when he was found unmarked by Kieran Richardson’s free-kick, but the big centre-half couldn’t get over the ball and headed over from close range.Dejagah later sent a header too close to Swansea keeper Gerhard Tremmel after Alex Kacaniklic’s fine cross.Five minutes before half-time, Shelvey sent a curling effort smashing off the Fulham crossbar with Maarten Stekelenburg beaten and shortly afterwards the Whites keeper kept out Bony’s header.While Swansea finished the half strongly, Fulham had the last word with Clint Dempsey getting a shot away which Tremmel was equal to.After the draw with Sheffield United in the FA Cup on Sunday, Rene Meulensteen has reverted back to the eleven who started the last league game against Arsenal, meaning Dan Burn keeps his place in defence.Fulham (4-2-3-1): Stekelenburg; Riether, Hangeland, Burn, Richardson; Parker, Sidwell; Dejagah, Dempsey, Kacaniklic; Berbatov.Subs not used: Stockdale, Hughes, Duff, Christensen, Rodallega, Tankovic, Bent.Follow West London Sport on TwitterFind us on Facebook
Exactly one month stands between Monday and the 2019 NFL Draft, in which the Raiders hold four of the first 35 picks and a league-high three on opening night.They were among the most active teams in the first two weeks of free agency, with the signings of Antonio Brown and Trent Brown highlighting a bevy of moves on both sides of the ball, yet plenty of work remains for Oakland to return to relevance in a division topped by two of the best teams in the NFL.Assuming the Raiders don’t send more …
Only 21% of the surveyed retailers currently generate sales on the continent. “Of those which do, more than half (53%) say South Africa is their top market,” the company said. “When asked where in Africa they would consider expanding in future, South Africa remained the number one choice with 18%.” Ghana and Kenya were next on the list, with 6% and 4% respectively. This was due to the emergence of a growing middle class, as well as growth in the use of mobile technology. “Many of the trends which have driven the economic development of emerging economies in Asia and South America are beginning to take hold in Africa,” said head of retail and wholesale at Barclays, Richard Lowe. “Its rapidly expanding middle class increasingly need goods and services which cannot be catered for domestically, providing a golden opportunity for internationally-minded retailers. “This is a truly ‘ground floor’ moment in many African economies,” Lowe said. SAinfo reporter While the United States remains the top destination, Africa is emerging as an attractive market to invest in, the survey found. “Africa remains one of the final frontiers for retail, but the recent acquisition of South Africa’s Massmart shows how seriously global retailers are now taking the continent,” Barclays said in a statement. Almost a quarter of companies surveyed said Africa would be the “new retail growth story” in the next decade. 3 April 2013 South Africa is the top ranked market for retail expansion in Africa in the latest survey by UK financial services provider Barclays. The survey, released on Tuesday, asked British retailers about their attitudes towards international expansion.
Start Free Trial Already a member? Log in An 6-kW photovoltaic (PV) system can be installed for about $18,000 in many U.S. locations. With a 30% federal tax credit, the system costs the homeowner only $12,600 — or even less if utility or state rebates are available.This 6-kW system will produce about 8,000 kWh per year in Boston (worth about $1,600) or 10,300 kWh per year in Phoenix (worth about $1,230). That’s a lot of electricity.If you want to save between $1,200 and $1,600 per year on your heating or air conditioning bill, and you are willing to invest up to $12,600 to make it happen, you’ll probably find that adding insulation or new windows won’t get you to your goal. However, adding a PV system will.Back in late 2006, when a Habitat for Humanity house in Wheat Ridge, Colorado, became the first house in the U.S. to achieve 12 months of net-zero-energy use, the net-zero goal was challenging. Eleven years later, the net-zero-energy goal is routinely achieved by builders all over North America. That’s because designing and building a net-zero energy house is becoming easier and easier. Less expensive PV means a less expensive thermal envelope The usual way to design a net-zero-energy house is to stop improving the thermal envelope of the house when the envelope improvements cost more per unit of energy saved than an investment in a bigger PV system.In 2007, installing 1 kW of PV cost about $8,500. These days, the same PV system costs only $3,000 or $3,500. As the price of PV drops, investments in envelope improvements make less and less sense. Why upgrade to triple-glazed windows when the windows won’t save as much energy as an equivalent investment in PV?With less expensive PV, today’s optimized net-zero-energy home will have a thermal envelope that performs worse and costs less to build… Sign up for a free trial and get instant access to this article as well as GBA’s complete library of premium articles and construction details. This article is only available to GBA Prime Members
Brad is the editor overseeing contributed content at ReadWrite.com. He previously worked as an editor at PayPal and Crunchbase. You can reach him at brad at readwrite.com. Tags:#product quality#Products#sales#sales pitch#sales proposition Related Posts Brad AndersonEditor In Chief at ReadWrite AI is Not the Holy Grail of Sales, at Least Not… Presentation Management: Key Component to the E… A career in sales is supposed to be lucrative and fulfilling, not frustrating. Good salespeople consistently close deals and increase their earnings, developing wide networks of happy customers along the way.Why, then, do so many salespeople struggle to live out the professional success of their dreams? Drive, training, persistence, and empathy all impact sales success, but one factor stands out above the rest: quality products.Don’t believe the hype that a good salesperson can sell anything. Customers today are more cautious about what, where, and how they buy. According to The ROBO Economy, a sales report from Bazaarvoice, 82 percent of smartphone users look up products online before they make in-store purchases. If they see a lot of negative reviews, they’ll drop the product and move on — regardless of how charming a salesperson might be.For anyone trying to make a living in sales, this new digital reality means product quality is more important than ever. Buyers are wary of bad deals, and today, they have all the resources they need to sniff them out. Salespeople looking for dependable, scalable incomes have to be cautious about which companies and products they choose to support.Use this process to determine whether a product is worth selling:1. Act like a buyer.Would you choose this brand over others? It’s easy to talk yourself into preferring your supplier’s product, but it’s another thing to convince a person who has better options elsewhere.Look at general review sites to see how comparable products stack up. If the product is more niche, check out industry-specific review sites to see how the public perceives the available options.“When you believe in the products and love them yourself, that comes across in a way that is much more authentic than if you didn’t have any connection,” says Mari Coyle, director of wine of ONEHOPE Wine. “Our wine is fantastic, made by a team of highly accredited winemakers based in Napa. In addition to that, every bottle supports a charitable cause, so the salesperson’s authentic story becomes part of the company story.” Coyle says people can sense whether a salesperson genuinely likes what she’s selling.2. Practice pitching to a tough crowd.Practicing in the mirror might help you maintain eye contact, but when it comes to overcoming objections, it’s better to work with a partner.Ask people in your network or social circle to help you test a prospective pitch. Encourage them not to hold back. You’re not trying to “win” this deal — you’re trying to determine if the product is worth advocating for.After a few rounds of practice, review your notes and think about how the conversations went. Did you feel like you were forced into an indefensible position based on a flaw in the product? Don’t get bogged down by personal preferences — some of the people you pitch won’t have any interest in the product, regardless of the brand behind it.3. Look at the current sales team.The best way to see if a product is worth selling is to look at the people already selling it. Are they successful and happy? Have they been selling the product for several years or just a few months? Does the brand have a small number of successful sellers, a large team of middling sellers, or another mix?Strong products attract strong salespeople. No one wants to waste time and energy generating demand for a product that has none. If the product is good, the team should be excited to sell it and visibly engaged with the target audience.Check out company reviews on Glassdoor to see what the salespeople say. When salespeople talk about high earning potential and empowerment, that’s a plus. When they talk about frustrations and silence from leadership, they could just be bad apples — or they could be on to something.4. Evaluate the competition.If consumers want to buy something, odds are good that more than one company fulfills that need. Look at competing products and brands in the space to determine which ones are most popular. Does your prospective product own most of the market? If not, does it have a loyal fanbase or a differentiating factor?Your product doesn’t have to be the biggest name in the market to be successful. The size of the market determines the sales potential. A product that only owns 5 percent of a $10 billion market, for instance, offers far more potential than a product that owns 90 percent of a $10 million market.Just as there are a few unscrupulous salespeople in the world, there are some companies that make bad products and swindle honest sellers into hawking junk. Don’t get tricked into selling a bad product for peanuts when you could be living the high life. Before you accept a new sales opportunity, consider whether the quality of the product deserves your loyalty. Connected Digital Assistants will Change the Wa… Skyrocket Your Instagram Marketing with Busines…
Written by: Christopher Plein, Ph.D. West Virginia University and MFLN Caregiving Team MemberIt is the winter solstice, or nearly so. While the days will soon be getting longer, the colder months are upon us and the year is coming to a close. It’s a time for reflection. Recently, I have been mulling over Aesop’s fable of the “The Ants and the Grasshopper.” Most of you will know the story and how the grasshopper fiddled away the summer with music and dance, as the ants industriously prepared for the winter ahead by harvesting and storing grain. I offer the fable to my students to remind them of the importance of studying and preparing early for the projects and tests that will come at the end of the term. With the weather closing in and semester’s end, it is little wonder that I am thinking about this fable.As I have been going over my past blogs for 2017, a couple of constant themes stand out – one deals with knowledge and the other with change. Knowledge comes about through self-awareness and self-reliance. We live in an information-rich age, but we do not always avail ourselves to reliable knowledge that is literally at our fingertips or to the wisdom of those around us. Change is a constant — but unpredictable. We need to anticipate and prepare for life’s vagaries – whether it’s a change in a policy or program that affects our job, or whether it’s a more jolting change that affects the wellbeing of a loved one who may need our care and support. Like the ants in Aesop’s fable, it is important for us to gather a storehouse of reserves – in our case knowledge and awareness so that we can meet the uncertainties of the future with wisdom and confidence.The Military Caregiving Team and the Military Families Learning Network offers programming that is aimed at helping us acquire these resources. We do this through webinars, virtual events, podcasts, and video series, but also through blogs. To help gain knowledge of important policy developments regular updates and reviews are often the subject of a blog. This past year, we did this even if it did involve a “Little Medicaid Summer Reading” . We also tracked the rapid and uncertain developments in the politics of the Affordable Care Act . Taking a step back, we explored how the design of our government and the past shapes current policy development and outcomes – Encountering Change Part 1 & Part 2. An appreciation of both policy and program detail and the context, helps us to assess the present and to anticipate what might be in store for the future.We also explored that when facing change, it is important that each of us be self-aware and self-reliant. But this does not mean going it alone. Indeed, we may be not see the bigger picture or appreciate the views and needs of others if we do not work with others. This is a concept we explored in a blog on fairness, inclusivity, and ethics entitled “Gaining Perspective to Understand Change”. We also learned that we should be aware and cultivate our networks and links to many resources: whether it is to help us care for a loved one; to access the many resources that are available in communities; or connect to resources through the military family readiness and support system.We can learn a lot from the ants in Aesop’s fable, but life is not rewarding if we do not have a little bit of the grasshopper in each of us. As we invest effort to build the storehouse of knowledge and self-awareness, also take time to celebrate and enjoy. There’s no better time than now. Season’s greetings and best wishes for the New Year.This MFLN-Military Caregiving concentration blog post was published on December 22, 2017.
“Your game was appreciated by all and you had a great World Cup,” said Sachin Tendulkar to Kane Williamson while handing him the Player of the Tournament trophy after New Zealand lost a thrilling final of the 2019 edition of the showpiece event.On July 14, England defeated New Zealand in a thrilling final on boundary count to clinch their first-ever World Cup trophy. The Kiwis missed their chance of lifting the World Cup trophy at the Lord’s balcony due to inferior boundary count after both the 50 overs and the Super Over ended in ties.And at the post-match presentation ceremony, Tendulkar did not mention anything about the ill luck, the Super Over or the boundary count rule which denied Williamson the opportunity to have his hands on the coveted trophy.Williamson scored 578 runs in the tournament — the most by a captain in a World Cup — and Tendulkar said it was the calm demeanour of the Black Caps skipper which was responsible for his success.”The best thing about Williamson is ability to stay calm. He doesn’t lose his composure in any circumstance. It was unfortunate that he could not win the World Cup but it did not reflect on his face,” Tendulkar told 100Mb.The legendary Indian batsman said Williamson has a unique style of captaincy. “Williamson sees the game from an entirely different perspective. His field placements, bowling changes while defending a low score are commendable. Even when (Ravindra) Jadeja was playing big shots in semi-final, he was calm and in the end, the result was in his favour.”advertisementThe 46-year-old named Williamson the captain of his favourite XI of the 2019 World Cup, which includes five Indians.Also Read | World Cup 2019: James Neesham’s childhood coach died during Super OverAlso Read | New Zealand players make sombre homecoming after World Cup blowAlso See:
zoom Tanker owner and operator d’Amico Tankers has signed a memorandum of agreement and bareboat charter contract for the sale and leaseback of one of its medium-range product tanker vessel for a consideration of USD 28 million.The deal, reached with an undisclosed Japanese company, is related to the 49,990 dwt MT High Discovery, built in 2014 by South Korea’s shipbuilder Hyundai-Mipo.d’Amico Tankers said that the transaction would generate around USD 10.7 million in cash for the company, net of commissions and reimbursement of the vessel’s existing loan, contribute to the liquidity required to complete DIS’ fleet renewal program and allow the company to benefit from the anticipated market recovery.Additionally, d’Amico Tankers will maintain full control of the vessel, since a 10-year bareboat charter agreement was also concluded with the buyer, with a purchase obligation at the end of the tenth year of the charter period. The company has the option to repurchase the tanker starting from the third anniversary of its sale at a competitive cost of funds.