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P8060-017 - IBM B2B Integration SaaS Technical Mastery Test v1 - BrainDump Information

Vendor Name : IBM
Exam Code : P8060-017
Exam Name : IBM B2B Integration SaaS Technical Mastery Test v1
Questions and Answers : 40 Q & A
Updated On : March 19, 2019
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P8060-017 exam Dumps Source : IBM B2B Integration SaaS Technical Mastery Test v1

Test Code : P8060-017
Test Name : IBM B2B Integration SaaS Technical Mastery Test v1
Vendor Name : IBM
Q&A : 40 Real Questions

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IBM IBM B2B Integration SaaS

New IBM Cloud Integration Platform Highlights Confusion Over Hybrid Integration | killexams.com Real Questions and Pass4sure dumps

eventually week’s believe 2019 convention, IBM made a splash with its announcement that its Watson AI platform would run on the Amazon AWS, Microsoft Azure, and Google Cloud Platform public clouds as well as on-premises commercial enterprise environments.

This full-throated guide of hybrid IT eclipsed a related announcement that IBM is rolling out the new IBM Cloud Integration Platform, hence throwing its hat into the more and more crowded Hybrid Integration Platform (HIP) market.

Given the proven fact that the observe ‘hybrid’ appears twice within the paragraph above, it will be handy to count on that the ‘hybrid’ in ‘hybrid IT’ skill the equal factor because the be aware when it appears in ‘Hybrid Integration Platform.’

a better look at the HIP terminology, besides the fact that children, uncovers a perplexing, however important distinction. Hybrid integration isn’t hybrid because it refers to integration for hybrid IT (even if many companies will use it for such).

instead, ‘hybrid integration’ means ‘a mix of distinct integration applied sciences’ – and this sort of mishmash may also very well work at move functions to the very hybrid IT approach that it's intended to support.

Cloud native provider meshes are the future of hybrid integrationPeter Burka

It’s square to be HIP

in reality, if you seem to be on the providers who're beating the HIP drum the loudest, this sample becomes clear: not only IBM, but Axway, Oracle , application AG, Talend, and TIBCO are all touting their newfangled HIPs. seem beneath the covers of all of these incumbent companies’ choices, besides the fact that children, and you’ll see a mix of distinct items new and old, as although aggregating a bunch of SKUs instantly creates a platform.

In IBM’s case, as an example, the new IBM Cloud Integration Platform comprises Apache Kafka (for adventure streaming), IBM Aspera (for high pace records switch), Kubernetes for orchestration of containers for microservices, and the venerable IBM MQ.

IBM MQ, really, dates from 1993, when it become MQSeries. in the 2000s, IBM dubbed it WebSphere MQ, and now it’s a part of huge Blue’s Cloud Integration Platform.

Of route, IBM and the other incumbents on the checklist above see no issue mixing in legacy integration applied sciences with more recent, cloud-based ones – considering the fact that in any case, agencies are themselves operating a mix of legacy and cloud. Wouldn’t it make experience, hence, for a HIP to include such an aggregation of capabilities?

Gartner , basically, is championing HIP for organisations who must deal with excessive ranges of IT complexity. “In most cases, the typical integration toolkit — a collection of project-specific integration tools — is unable to handle this level of complexity,” explains a ‘Smarter with Gartner’ article. “corporations deserve to circulation toward what Gartner calls a hybrid integration platform, or HIP. The HIP is the ‘domestic’ for all functionalities that be sure the clean integration of numerous digital transformation initiatives in a company.”

Incumbent integration vendors are completely satisfied with Gartner’s take, because it justifies peddling their purchasers a mishmash of historic and new integration applied sciences and labeling it a platform. actually, this viewpoint aligns with Gartner’s wrong bimodal IT philosophy (Why improper? See my article on bimodal IT from 2015).

The outcome: bimodal integration. “Addressing the pervasive integration requirements fostered via the digital revolution is urging IT leaders to circulation towards a bimodal, selfmade integration strategy,” in keeping with a 2016 report via Gartner analysts Massimo Pezzini, Jess Thompson, Keith Guttridge, and Elizabeth Golluscio. “implementing a hybrid integration platform on the foundation of the optimum practices mentioned during this research is a key success factor.”

Bimodal Integration: lacking the aspect of Hybrid IT

There’s no arguing with the incontrovertible fact that the bimodal IT pattern is a reality for many significant companies. The argument, as a substitute, is whether or not it’s a very good thing or a bad aspect.

nowadays’s discussions of hybrid IT, actually, are increasingly recognizing that bimodal it is an anti-sample, and that there’s a much better means of coping with diverse environments and technologies than isolating them into ‘slow’ and ‘fast’ modes.

Case in factor: Hybrid it's a workload-centric management method that abstracts the range of deployment environments, enabling groups to focal point on the company cost of the functions they install as opposed to the specifics of the know-how appropriate to one environment or another.

In direct opposition to bimodal, the most fulfilling practice method to hybrid it is really cloud native. “Cloud-native is an method to constructing and working functions that exploits the advantages of the cloud computing birth model,” based on the Pivotal web site. “Cloud-native is ready how functions are created and deployed, no longer where.”

essentially the most important attribute of this definition of cloud native is that it’s not specific to the cloud. basically, you don’t need a cloud in any respect to follow a cloud native method – you with ease need to undertake an architecture that exploits the benefits of the cloud beginning model, even though it be on premises.

instead of the HIPs the incumbent integration companies deliver that beef up the bimodal IT mannequin, hence, corporations may still circulation toward cloud native integration processes that summary the underlying technology anywhere it can be, rather than connecting it up with a mishmash of older and newer equipment.

Confusion over Cloud Native Integration

if you’re considering at this point of throwing out that Gartner HIP document and browsing for a cloud native integration providing, smartly, no longer so quickly. First, cloud native integration continues to be quite new and comparatively immature, especially when compared with the HIP add-ons from the incumbents.

2nd, in many situations, what a supplier calls ‘cloud native integration’ is not cloud native at all – or at least, doesn’t fall under the same definition as the one above.

as an example, crimson Hat has currently announced pink Hat Integration, which it touts as a cloud native integration platform. look below the covers, however, and it includes an aggregation of older items, together with AMQ, Fuse online, and others.

red Hat is hence aligning red Hat Integration greater with Gartner’s idea of HIP than architecting a new product that could qualify as cloud native. “We’re discovering that clients are building integration architectures that include capabilities from varied products, so we created a dedicated SKU and introduced the entire capabilities from our integration portfolio together into a single product,” explains Sameer Parulkar, integration manager at purple Hat. “All of these items are tied together in a extra unified means, managed by the use of a well-known interface.”

The Blurred Line Between Cloud Native Integration and iPaaS

What pink Hat means by means of ‘cloud native’ thus appears to be extra about operating within the cloud than constructing a go-ambiance abstraction – however this kind of distinction is still a blurry one.

A supplier that blurs this line additional is Dell Boomi. Boomi is a mature Integration Platform-as-a-service (iPaaS) offering, which ability it runs in the cloud and consumers access it as a cloud carrier.

readily operating as a cloud provider, besides the fact that children, doesn’t instantly qualify a product as cloud native. That being spoke of, Boomi does walk the cloud native walk. “A cloud-native integration cloud eliminates the need for customers to buy, put into effect, manipulate and retain the underlying hardware and utility, no be counted the place they technique their integrations,” the Boomi site explains, “in the cloud, on-premise or at the community edge.”

To its credit score, Boomi’s approach flies within the face of Gartner’s pondering round HIP. “In a hybrid IT environment, the Boomi platform may also be deployed at any place it makes sense to guide integration: in the cloud, on-premise or each,” the Boomi web page continues.

a further iPaaS vendor it really is aligning itself with the cloud native integration story (whereas concurrently trying to play the HIP card) is SnapLogic. “We’ve confirmed that we’re that one integration platform it's each handy to use and powerful satisfactory to deal with a vast set of integration situations,” touts SnapLogic CEO Gaurav Dhillon, “spanning utility integration, API management, B2B integration, facts integration, data engineering, and more – whether within the cloud, on-premises, or in hybrid environments.”

provider Meshes: The way forward for Cloud Native Integration

in case you had the luxury of designing cloud native integration starting with a blank sheet of paper, it wouldn’t appear at all like HIP – and it probably wouldn’t look much like iPaaS, either.

What it might appear to be is extra what the Kubernetes/cloud native community is asking a carrier mesh. “A provider mesh is a configurable, low‑latency infrastructure layer designed to address a excessive volume of network‑primarily based interprocess verbal exchange among utility infrastructure capabilities the use of utility programming interfaces (APIs),” explains the Nginx internet web site.

This definition is on the technical facet, however the key takeaway is that provider meshes abstract community-stage communication with APIs, therefore aiding a hybrid IT abstraction layer it really is in a position to achieve all of the performance you’d predict with the aid of enforcing integration at the community layer.

Implementations of service meshes like the ones Nginx is speaking about, however, are barely off the drawing board. “Istio, backed by way of Google, IBM, and Lyft, is at present the optimum‑conventional provider mesh structure,” the Nginx web site continues. “Kubernetes, which became originally designed by Google, is currently the most effective container orchestration framework supported by means of Istio.”

Nginx provides an important caveat. “Istio is not the best alternative, and different carrier mesh implementations are also in development.” in spite of this, the writing is on the wall: as cloud native integration matures, the bimodal integration techniques normal these days will turn into more and more out of date.

It’s no twist of fate that IBM is backing Istio, of route. The query of the day, therefore, is when – or if – the other incumbent integration carriers may have the courage to follow suit.

Intellyx publishes the Agile Digital Transformation Roadmap poster, advises companies on their digital transformation initiatives, and helps companies communicate their agility studies. As of the time of writing, IBM, Microsoft, application AG, and SnapLogic are former Intellyx customers. not one of the other corporations mentioned in this article are Intellyx customers. photograph credit score: Peter Burka.


IBM (IBM) Acquires SaaS INtegration company Optevia | killexams.com Real Questions and Pass4sure dumps

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IBM (NYSE: IBM) announced that it has received Optevia, a privately owned utility as a carrier, (SaaS), systems integrator that specialize in Microsoft Dynamics CRM solutions for public sector organizations. Optevia will join IBM world enterprise features and support meet the expanding customer demand for CRM SaaS solutions in the public sector.

industry consultants estimate that the area-large customer Relationship management (CRM) possibility is in extra of $23B, with cloud-primarily based CRM solutions expected to surpass 50 % of that complete.1 The acquisition of Optevia, will support IBM set up itself as a premier SaaS and digital advisor and speed up leadership in CRM options.

Optevia's main center of attention on UK Emergency capabilities, central government, local government, health Authorities and Housing and Social enterprises, allows for them to offer their purchasers particularly differentiated options. Optevia's customer base contains ministries, councils, regulators, licensing and provide administration groups, transport authorities and social housing businesses.

"by buying Optevia, IBM will be able to give Public Sector valued clientele and potentialities with a number of interesting, business focused CRM primarily based options," said Joanna Davinson, IBM Public Sector leader - Europe. "This strategic acquisition will support reinforce IBM as a SaaS provider and international application Integrator."

in view that its founding in 2001, Optevia has abruptly established itself as a trusted accomplice for Public Sector and Social enterprise purchasers. The acquisition will enable IBM to scale Optevia's options across other areas international, where Optevia's utility, belongings and totally skilled, industry-concentrated team of workers, coupled with their advantage will significantly enhance IBM's existing capabilities.


IBM Unveils New offerings for faster and extra Secured course to Hybrid Cloud | killexams.com Real Questions and Pass4sure dumps

tools and capabilities designed to help corporations install new functions throughout hybrid cloud environments with safety and effectivity

SAN FRANCISCO, Feb. 12, 2019 /PRNewswire/ -- IBM feel -- IBM (NYSE: IBM) nowadays announced new hybrid cloud choices to aid organizations migrate, integrate and control applications and workloads seamlessly and with safety throughout any public or inner most cloud and on-premises IT ambiance. 

IBM company logo. (PRNewsfoto/IBM)

greater

The IBM Institute for company price estimates that through 2021, ninety eight p.c of companies surveyed plan to undertake hybrid architectures, but just 38 p.c will have the approaches and equipment they should function that environment1. The procedure these days is challenging since it is basically guide with most important protection implications and an absence of constant management and integration tools.

As part of contemporary news, IBM is launching new hybrid cloud tools and features designed to aid companies navigate the complexities of this new panorama:  

  • New IBM Cloud Integration Platform designed to in the reduction of time and complexity to launch new features and applications across cloud environments in a consistent and relaxed manner.
  • New IBM services designed to recommend on holistic cloud thoughts.
  • New IBM services designed to simplify the administration of supplies across cloud environments.
  • New features designed to supply trade-main protection for information and functions within the public cloud.
  • "At Aetna, a CVS fitness enterprise, we see hybrid cloud as an integral part of our transformation event," pointed out Claus Torp Jensen, Chief know-how Officer, Aetna. "We wish to use the most excellent features from a number of cloud suppliers to create a seamless buyer experience and digitalize underlying business approaches. For that, we're taking an API-centric strategy to integration and making certain that all of our APIs are with no trouble obtainable throughout our hybrid cloud ecosystem."

    New Cloud Integration Platform Designed to Dramatically reduce Coding Time, Complexity

    The IBM Cloud Integration Platform is designed to soundly connect functions, utility and features from any supplier even with even if those programs are on-premises, in a public cloud or a private cloud. The platform brings together a complete set of integration tools in a single development atmosphere. it could help enrich productiveness because integration specialists can write, test and secure code as soon as, store it in the platform and reuse it – an exhausting task that as soon as monopolized their time. this can assist companies cut the time and cost of integration by using 1/3, whereas staying within their pleasing requirements for safety and compliance2.

    Integration is vital as organisations optimize business processes and create more personalised consumer experiences. however, integration is becoming more and more complicated as a result of many businesses surveyed are already using between two to fifteen diverse clouds and need to install new cloud features akin to AI, analytics and blockchain to dwell forward of the competition3.

    With the IBM Cloud Integration Platform, companies can at once deliver to market new capabilities while liberating up integration experts to focal point on the greater complex, system-stage integrations.

    "Most tremendous businesses have facts and workloads spread throughout numerous public and private clouds, SaaS and on-premises environments – once in a while because of their business method infrastructure, however additionally for compliance, regulatory and facts privateness factors," spoke of Denis Kennelly, general supervisor, cloud integration, IBM. "The problem during this ambiance is to conquer facts and know-how siloes to at once install new business functions and applications with safety. today, we're launching new capabilities designed to assist unleash the entire power of the hybrid cloud."

    Story continues

    be trained extra about the new IBM Cloud Integration Platform by means of journeying: www.ibm.com/cloud/integration/platform 

    New conclusion-To-conclusion IBM Hybrid Cloud features 

    IBM is launching new IBM functions for Cloud approach and Design, a complete set of services designed to propose valued clientele on the way to architect the right holistic cloud strategy from design, migration, integration, road mapping and architectural services to navigating their journey to cloud. IBM features is establishing committed teams of consultants who're licensed specialists within the latest features and applied sciences across diverse cloud systems.  groups will use open and secure multicloud techniques, drawing upon IBM's journey in IT transformation and collaboration with an ecosystem of cloud partners. the brand new capabilities leverage IBM's industry-main Cloud Innovate method, computerized resolution accelerators and IBM Cloud garage method to assist shoppers with co-creation and scaled innovation in software construction, migration, modernization and administration.  

    building off of a recent partnership enlargement announcement with ServiceNow, IBM is also introducing new IBM functions for Multicloud management to deliver a single system to support organizations simplify the management of their IT substances throughout varied cloud suppliers, on-premises environments and private clouds.

    The birth of IBM functions for Multicloud administration comprises three layers designed to provide a single management and operations device:

  • company administration – functions that provide digital service ordering, contemporary provider management, and price governance to aid manipulate spend;
  • Orchestration – an automation layer that helps enable services of differing types, from distinct carriers to be integrated effectively and made accessible to buyers;
  • Operations - a layer that helps enable infrastructure and operations directors to computer screen and maintain methods, together with legacy infrastructure, inner most cloud, public cloud and container environments.
  • additionally, it comprises a unified, self-service experience to users to facilitate quicker and more convenient entry to cloud services by the use of an atmosphere integrated with the ServiceNow Portal to configure and buy cloud functions and solutions from dissimilar cloud suppliers. It additionally provides performance administration capabilities and offers the means to monitor and manipulate the fitness of the cloud.

    "As we grow our digital business, relocating our functions to the cloud is vital to assist modernize our processes and deliver even superior experiences for our clients. Adopting the correct approach and migration approach to cloud has to be seamless and requires an figuring out of our IT panorama," stated Sarp Uzkan, vice president, IT, Tribune Publishing. "IBM cloud advisory capabilities and tools offered an in depth evaluation that decided no longer handiest which functions can be greatest to flow to the cloud but a robust business case that might meet our needs and enabling us to discover the most reliable method for relocating to the cloud."

    be trained greater concerning the new IBM features by way of travelling: http://www.ibm.com/blogs/cloud-computing/2019/02/12/new-ibm-functions-multicloud-world/

    trade-main security for facts and functions within the Public Cloud

    safety continues to be a excellent concern across all industries and markets when deploying apps and information in hybrid cloud environments. so as to lower threats, organisations need to the skill to offer protection to records at each stage of its event, easily manage access and identity and benefit visibility into the safety posture for all of their applications.

    IBM is launching the IBM Cloud Hyper give protection to Crypto service, which is designed to deliver trade-main security on the public cloud and is made possible by bringing IBM LinuxONE into IBM's global cloud facts facilities.  This service will supply encryption key administration with a dedicated cloud hardware safety module (HSM) developed on the handiest FIPS one hundred forty-2 stage 4-based expertise provided by using a public cloud provider4.

    here's a part of the IBM Cloud Hyper offer protection to household of features, which is already featuring enterprises like DACS and Solitaire Interglobal with trade-leading security and resiliency for their functions. To deliver high ranges of safety throughout each public and private clouds, IBM is additionally saying large enhancements to IBM Cloud deepest on Z.

    be trained greater about IBM's new capabilities in cloud security by way of touring: https://ibm.com/blogs/bluemix/2019/02/cloud-protection-right/

    related:

    About IBM consider:At believe 2019, IBM will outline new choices, client engagements, partnerships, technology breakthroughs and developer equipment that underscore how IBM and companions are changing the style the realm works.  For more tips, consult with the IBM consider 2019 Newsroom: https://newsroom.ibm.com/think. observe the convention on Twitter at #think2019 and @ibmlive, and go to https://www.ibm.com/activities/consider/ for the whole schedule and live streaming agenda. 

    IBM's statements involving its plans, instructions, and intent are area to trade or withdrawal devoid of note at IBM's sole discretion. tips related to expertise future items is supposed to outline our universal product direction and it's going to not be relied on in making a buying resolution. The tips outlined concerning expertise future items isn't a dedication, promise, or prison duty to convey any material, code or performance. tips about abilities future products may additionally not be included into any contract. The construction, free up, and timing of any future elements or functionality described for our items is still at our sole discretion.

    Footnotes1. IBM Institute for business value: Assembling Your Cloud Orchestra, October 20182. in accordance with client experience and total financial affect methodology developed via Forrester research, Inc. (the full financial influence of an API management answer, February 2017)3. IBM Institute for enterprise price: Assembling Your Cloud Orchestra, October 20184. at present available in beta, planned for popular availability March 2019

    Media Contact:Sarah MurphyIBM Media members of the family srmurphy@us.ibm.com 

    View original content material to down load multimedia:http://www.prnewswire.com/information-releases/ibm-unveils-new-offerings-for-quicker-and-extra-secured-route-to-hybrid-cloud-300794061.html


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    IBM B2B Integration SaaS Technical Mastery Test v1

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    Ten IT and Business Benefits of Cloud-Based Integration | killexams.com real questions and Pass4sure dumps

    With today's global and distributed commerce, organizations of all sizes are having to collaborate and exchange information with a growing ecosystem of divisions, partners and customers. Most companies want to communicate electronically and in real time, but beyond email, managing the exchange of data, messages and documents can be challenging and expensive.

    Traditional EDI, networks or point-to-point integration systems are not providing the interoperability, agility and real-time information exchange businesses need to compete. In addition, companies need to do more than merely exchange data; they need to integrate complete business processes, such as procurement, supply chain management, eCommerce, benefit claims processing, or logistics, to name just a few.

    As with other technologies, integration solutions are moving to the cloud in order to provide this increased flexibility and complexity. Today, there are an increasing number of technology vendors giving customers a choice of traditional on-premise integration - where the company manages the connections, mapping and business processes itself - or cloud-based products with strong self-service or managed service support.

    While the cloud may not be appropriate for every company or solution, it is an ideal platform for integration, as it enables seamless interaction and collaboration across communities and systems. From clear economic benefits to increased IT agility to real business impact, a cloud-based integration solution brings value across the IT and business aspects of the organization. Below we've outlined the top 10 IT and business benefits of conducting multi-enterprise integration in the cloud.

  • Improved partner and customer relations and retention
  • Increased revenue and margin
  • Improved order accuracy
  • Faster time-to-market
  • Greater competitive advantage
  • Reduced costs and capital expenditures (CapEx)
  • Increased operational efficiencies and reduced manual processes, allowing ways to move headcount to more strategic projects.
  • Extended investments in legacy applications and systems
  • Aligning IT with business goals
  • Scalability and flexibility
  • Let's look at each of these in a bit more detail with real-world examples.

    1. Improved partner and customer relations and retentionCompanies must make it easy to do business with them - it's no longer realistic to tell suppliers to adhere to a single format, such as EDI, as companies have investments in applications and systems they need to extend. Plus customers have more choices than ever before, so if you make it hard for a customer (or partner) to exchange information with you, they will go to a competitor.

    A great example of this is a mid-sized electrical supply distributor, Mayer Electric Supply. An increasing amount of its business was being conducted online, but its eCommerce site and related processes were not keeping pace with customer demands, many of whom were large multinational organizations. Mayer chose to bring its online catalog in-house, having its internal IT team rework the catalog and manage the system, but it turned to a cloud-based integration platform to manage the eCommerce "punchout" and integrated purchase order exchange. This enabled all customers to shop with Mayer directly from their existing procurement systems and incorporate the process into its overall procurement work flow. The result for Mayer was improved customer retention and increased order size.

    2. Increased revenue and marginOne of the greatest growth areas for cloud-based integration is in demand chain processes, because companies realize that keeping customers close and improving customer-facing business processes has a direct impact on the top and bottom line. With the companies we've surveyed, all of them have experienced improved metrics around retention, order size, revenue and margin.

    Take, for example, Invitrogen (now Life Technologies Corp.), a $3 billion per-year supplier to the global life sciences community. The company wanted to improve its customers' online business experience to increase revenues. By leveraging a cloud-based integration solution, Invitrogen was able to accept transactions from diverse customer procurement systems via its website and rationalize an order management system that encompassed more than a dozen platforms. Invitrogen saw orders rise 29 percent after an account was integrated.

    3. Improved order accuracyOver the last decade, we have seen a significant increase in demand for integrating eCommerce and procurement processes. These include procure-to-pay, order-to-cash and "punchout." By using a cloud-based integration solution, the experience to integrate these processes is seamless for customers and suppliers. One key benefit of this, as mentioned above, is increased revenue, but there is also a secondary benefit around order accuracy. One eCommerce company saw order accuracy improve to 99% after implementing a cloud-based integration process with its customers, improving inventory management and delivery times, and removing manual intervention from the process.

    4. Faster time-to-marketAcross industries and markets, there is an increasing customer force around the "power of now. Customers want to receive products and services more quickly and with less effort. This is somewhat related to the overall trend around the consumerization of business technology, as business people want the same experience at work that they receive shopping or researching online at home. This requires significant improvements in business agility and in the ability to deliver products more efficiently to meet fast-moving markets. To achieve this, companies must work more closely than ever with suppliers, distributors, retailers and partners.

    Cloud-based business integration enables real-time collaboration and the exchange of information surrounding logistics, parts, designs, inventory, customer order trends, procurement and other critical processes. Being able to receive messages in a matter of hours versus days or weeks can make the difference between getting the deal or not.

    5. Greater competitive advantageThe ease of cloud-based integration can also help companies win new customers and boost market share, enabling small to mid-sized businesses to compete directly with much larger players. In addition, integration can ensure that companies can seamlessly work with customers and partners by not requiring that all business processes occur in a particular format, which may not be compatible with the format that the customer or partner is using.

    For example, Office Depot turned a shortcoming that kept it from fulfilling portions of orders from customers into a competitive advantage. By moving specific transactions to a cloud-based integration platform, Office Depot was able to seamlessly work with a diverse set of customers using many different procurement systems. The result: A "gain in market share with very little investment."

    6. Reduced costs and capital expenditures (CapEx)Traditional integration solutions can be costly, often require a specialized and expensive skill set from workers, and are prone to break at the slightest change in format or schema. Furthermore, IT departments are usually under pressure from the business side to improve IT operations and help drive greater revenue or business impact, but rarely are given the additional resources to do so.

    Integrating existing systems through cloud-based integration helps companies avoid or delay the costs of replacing infrastructure. The Software as a Service (SaaS) subscription pricing model allows funds for integration to be moved from the capital budget to the operating budget, making integration easier to fit into the IT budget, and enabling IT to spend capital on other more capex-intensive projects.

    7. Increased operational efficienciesSome of the greatest gains in operational efficiency come from transitional manual processes to automated ones. As we know, this also tends to reduce costs and improve accuracy. With cloud-based integration, fewer people need to manage connections and transactions, as it enables frictionless system-to-system business processes automation.

    While every IT team needs to show operational improvements, nearly everyone we talk to is worried that cloud or SaaS-based solutions will mean a reduction in IT staff. We have not had one customer experience where this has occurred. On the contrary, what we have seen is IT staff moved to more strategic projects or to working on new innovations to drive business growth.

    A great example of this is with the consumer products division of Cisco, which uses cloud-based business integration to help manage and automate key processes across a growing, global distribution network. While the company says the move to the cloud saved it the costs of two full-time staff, the IT team that had previously managed EDI connections and translations were moved to manage partner relationships and strategic projects.

    The same is true for Whirlpool Corporation, whose North American CIO emphasizes that IT people are focused on managing strategic relationships and projects, and the company leverages the cloud and technology partners to manage much of its infrastructure and integration requirements.

    8. Extended investments in legacy applications and systemsIntegration can extend the life of legacy assets by enabling all members in the integration community to work from existing systems. With cloud-based solutions, there is no "rip and replace" required, and there should be minimal to no software or hardware required behind the firewall. This is a great way to upgrade business processes or improve efficiencies without having to invest heavily in solutions or migrate processes to a new system. This interoperability and extension of systems is a critical reason many companies are turning to cloud-based integration solutions.

    9. Aligns IT with business goalsHow many times have IT leaders heard it's all about "business technology" and making sure IT impacts the business? Wouldn't it be nice to find a solution that provides this alignment with little effort? Business integration is one of those areas that is truly a win-win. Oftentimes, it is the line of business that discovers the need for improved integration, such as the logistics, procurement or eCommerce manager, where there is a clear pain and a need to improve processes. By working with the business on integration challenges and using cloud-based solutions to manage it, you can quickly achieve business impact without negatively impacting your IT budget or goals.

    10. Easy scalability and flexibilityDuring the recent economic downturn, it was more important than ever for companies to have the option to scale back on IT and in some cases integration costs. With an on-demand integration solution, companies can quickly and easily increase or decrease connections, transactions or the number of companies in their integration community, and then scale back up when business requires it. In addition, one of the greatest benefits of cloud solutions is the ability to start small and expand as needed, when you are ready.

    These are some of the top ways companies can see measureable IT and business benefits from a SaaS-based integration solution, many of which are realized in a matter of weeks or months. Integration enables business process automation across the supply chain, demand chain, general operations, procurement, eCommerce and other business areas. A SaaS-based integration solution can also help remove the challenge of traditional business integration methods while delivering substantial business and IT value.

    Beyond the transaction, it can provide visibility into business processes, partner operations and customer needs. Benefits are realized across an entire organization, from business units to IT to the CIO, providing predictable costs, greater operational efficiency, higher margins and revenues, and automated business processes. For these reasons and others, business-to-business integration should be a key element of consideration for any company's overall strategy.


    Representation of Unionized Employees of Laurentian Bank | killexams.com real questions and Pass4sure dumps

    MONTREAL, QUEBEC -- (Marketwired) -- 11/16/17 -- The Bank has been informed by the Canada Industrial Relations Board(CIRB) that the latter has received a motion from a group of Laurentian Bank (TSX:LB) employees asking to revoke the COPE - Local 434 Union accreditation, covering all its unionized employees. The majority of these employees work in Laurentian Bank branches in the Province of Quebec, and certain of them are employed in Corporate Offices in Montreal.

    According to applicable legislation, a CIRB Officer has been designated to supervise the next steps of this motion.

    Caution Regarding Forward-Looking Statements

    In this document and in other documents filed with Canadian regulatory authorities or in other communications, Laurentian Bank of Canada (the "Bank") may from time to time make written or oral forward-looking statements within the meaning of applicable securities legislation. Forward-looking statements include, but are not limited to, statements regarding the Bank's business plan and financial objectives. The forward-looking statements contained in this document are used to assist readers in obtaining a better understanding of the Bank's financial position and the results of operations as at and for the periods ended on the dates presented and may not be appropriate for other purposes. Forward-looking statements typically use the conditional, as well as words such as prospect, believe, estimate, forecast, project, expect, anticipate, plan, may, should, could and would, or the negative of these terms, variations thereof or similar terminology.

    By their very nature, forward-looking statements are based on assumptions and involve inherent risks and uncertainties, both general and specific in nature. It is therefore possible that the forecasts, projections and other forward-looking statements will not be achieved or will prove to be inaccurate. Although the Bank believes that the expectations reflected in these forward-looking statements are reasonable, it can give no assurance that these expectations will prove to be correct. Certain important assumptions by the Bank in making forward-looking statements include, but are not limited to: the Bank's ability to execute its transformation plan and strategy; the expectation of regulatory stability; the continued favourable economic conditions; the Bank's ability to maintain sufficient liquidity and capital resources; the absence of material unfavorable changes in competition, market conditions or in government monetary, fiscal and economic policies; and the maintenance of credit ratings.

    The Bank cautions readers against placing undue reliance on forward-looking statements when making decisions, as the actual results could differ considerably from the opinions, plans, objectives, expectations, forecasts, estimates and intentions expressed in such forward-looking statements due to various material factors. Among other things, these factors include: changes in capital market conditions, changes in government monetary, fiscal and economic policies, changes in interest rates, inflation levels and general economic conditions, legislative and regulatory developments, changes in competition, modifications to credit ratings, scarcity of human resources, as well as developments in the technological environment. Furthermore, these factors include the ability to execute the Bank's transformation plan and in particular the successful reorganization of retail branches, the modernization of the core banking system and the adoption of the Advanced Internal Ratings-Based Approach to credit risk (the AIRB Approach).

    The Bank further cautions that the foregoing list of factors is not exhaustive. For more information on the risks, uncertainties and assumptions that would cause the Bank's actual results to differ from current expectations, please also refer to the "Risk Appetite and Risk Management Framework" on page 37 of the Bank's Management's Discussion and Analysis as contained in the Bank's 2016 Annual Report, as well as to other public filings available at www.sedar.com.

    The Bank does not undertake to update any forward-looking statements, whether oral or written, made by itself or on its behalf, except to the extent required by securities regulations.

    About Laurentian Bank

    Laurentian Bank of Canada is a financial institution whose activities extend mainly across Canada. Founded in 1846, its mission is to help customers improve their financial health and it is guided by values of proximity, simplicity and honesty.

    The Bank serves one and a half million clients throughout the country and employs more than 3,500 individuals, which makes it a major player in numerous market segments. The Bank caters to the needs of retail clients via its branch network based in Quebec. The Bank also stands out for its know-how among small and medium-sized enterprises and real estate developers owing to its specialized teams across Canada. Its subsidiary B2B Bank is, for its part, one of the major Canadian leaders in providing banking products and services and investment accounts through financial advisors and brokers. Laurentian Bank Securities offers integrated brokerage services to a clientele of institutional and retail investors.

    The Bank has more than $45 billion in balance sheet assets and more than $31 billion in assets under administration.

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    Global Web Conferencing Industry | killexams.com real questions and Pass4sure dumps

    NEW YORK, April 7, 2016 /PRNewswire/ -- This report analyzes the worldwide markets for Web Conferencing in US$ Million by the following Segments: Hosted Web Conferencing, and On-Premises Web Conferencing. The report provides separate comprehensive analytics for the US, Canada, Japan, Europe, Asia-Pacific, Latin America, and Rest of World. Annual estimates and forecasts are provided for the period 2014 through 2020. Also, a seven-year historic analysis is provided for these markets. Market data and analytics are derived from primary and secondary research. Company profiles are primarily based on public domain information including company URLs. The report profiles 105 companies including many key and niche players such as -

    3CXAdobe Systems IncorporatedAnyMeeting, Inc.Arkadin AT&T Inc.

    Read the full report: http://www.reportlinker.com/p03329797-summary/view-report.html

    I. INTRODUCTION, METHODOLOGY & PRODUCT DEFINITIONS

    Study Reliability and Reporting Limitations I-1 Disclaimers.............. I-2 Data Interpretation & Reporting Level I-2 Quantitative Techniques & Analytics I-3 Product Definitions and Scope of Study I-3 Web Conferencing.............. I-3 Hosted Web Conferencing..............I-3 On-Premises Web Conferencing I-4

    II. EXECUTIVE SUMMARY

    1. INDUSTRY OVERVIEW.............. II-1 Web Conferencing - An Essential Tool for Business Collaboration II-1 Integral to Enterprise Communications Mix II-3 Reasons for Using Web Conferencing in Enterprises II-4 General Locations from where Employees Participate in Web Conferencing.............. II-5 Globalization and Workforce Decentralization - Business Cases for Web Conferencing Market..............II-5 Key Statistical Findings..............II-6 Table 1: Global Workforce Population (2009 & 2014): Percentage Share Breakdown of Employees by Nature of Work (includes corresponding Graph/Chart) II-6

    Table 2: Global Mobile Workforce Population (2014): Percentage Breakdown of Number of Mobile Employees by Region/Country (includes corresponding Graph/Chart) II-6

    Table 3: Global Mobile Workforce Population (2014): Penetration of Mobile Employees by Region/Country (includes corresponding Graph/Chart)..............II-7 US Leads, Asia-Pacific Promises Long-term Growth II-7 Hosted Deployment Model Dominates Web Conferencing Market II-8 Table 4: Global Hosted Web Conferencing Services Market (2015E): Percentage Share Breakdown of Revenues by End-Use Industry (includes corresponding Graph/Chart) II-8 Rising Prominence of Cloud Computing Drives Adoption of Web Conferencing.............. II-8 Table 5: World Cloud Computing Spending (2011, 2014 & 2017): Breakdown of Estimated Annual Spending in US$ Billion (includes corresponding Graph/Chart) II-9

    Table 6: World Cloud Computing Spending (2014): Percentage Share Breakdown of Expenditure by Customer Size(includes corresponding Graph/Chart)..............II-10

    Table 7: World Cloud Computing Spending (2014): Percentage Share Breakdown of Expenditure by End-Use Sectors (includes corresponding Graph/Chart)..............II-10 Security Concerns Spur Adoption of On-Premise Model II-10

    2. COMPETITIVE LANDSCAPE..............II-12 An Intensely Competitive Marketplace II-12 Table 8: Leading Players in the Global On-Premises Web Conferencing Market (2014): Percentage Share Breakdown of Revenues for Adobe, AT&T, Cisco, IBM, Microsoft, and Others (includes corresponding Graph/Chart) II-13

    Table 9: Leading Players in the Global SaaS-based Web Conferencing Market (2014): Percentage Share Breakdown of Revenues for Adobe, Cisco WebEx, Citrix, Intercall, Microsoft, and Others (includes corresponding Graph/Chart) II-13 Review of Leading Vendors in Web Conferencing Market II-13 Cisco: The Market Leader..............II-13 Citrix.............. II-14 Microsoft.............. II-14 Adobe.............. II-14 IBM.............. II-14 InterCall.............. II-15 AT&T.............. II-15 Web Conferencing Solutions of Leading Vendors II-15 Price Comparison of Select Web Conferencing Solutions II-16 Growing Presence of Emerging Players II-16 Vendors Turn to Mobile Platform and Cloud for Improving Efficiency of Conferencing Solutions II-16

    3. MARKET TRENDS & ISSUES..............II-18 Consumerization of IT Drives Collaboration in Enterprises II-18 Mobility Gains Traction in Web Conferencing II-18 Table 10: Mobile Penetration Rate (%) Worldwide by Geographic Region (2014) (includes corresponding Graph/Chart) II-19

    Table 11: Mobile Subscriptions Worldwide (2014): Percentage Share Breakdown by Country (includes corresponding Graph/Chart).............. II-20 Booming Smartphone Sales: Opportunity for Web Conferencing Adoption.............. II-20 Table 12: Smartphone Penetration Worldwide (as a Percentage of Total Population) for Major Countries (2014) (includes corresponding Graph/Chart)..............II-21

    Table 13: Smartphone Penetration Rate (%) for Select Countries Worldwide as a Percentage of Mobile Phone Users (2014) (includes corresponding Graph/Chart) II-22 Media Tablets: A Convenient Approach to Web Conferencing than Smartphones.............. II-22 Table 14: Annual Sales of Media Tablets Worldwide (2010, 2012 & 2015) (In Million Units) (includes corresponding Graph/Chart).............. II-23 Web Conferencing Apps - Popular among Small Businesses II-24 Table 15: Conferencing Platform Adoption among Small Businesses - Percentage Breakdown of Number of Small Businesses by Type of Platform (includes corresponding Graph/Chart).............. II-24 Proliferation of High-Speed Internet Connectivity Facilitates Web Conferencing Adoption..............II-24 Table 16: Number of Users Worldwide (in Billions) of Internet, Social Networks, and Mobile Devices (2014) (includes corresponding Graph/Chart) II-25

    Table 17: Internet Penetration Worldwide by Geographic Region (2015) (includes corresponding Graph/Chart) II-26

    Table 18: Global Demand for Bandwidth (2010, 2015, 2018,& 2020): Bandwidth Usage in Terabytes per Second (Tbps) (includes corresponding Graph/Chart) II-26

    Table 19: Average Net Connection Speeds (in MBPS) by Leading Countries (2015) (includes corresponding Graph/Chart) II-27 Integration of Social Media into Web Conferencing Offers Promise of Better Collaboration II-28 Table 20: Social Media Penetration Rates (%) Worldwide by Geographic Region (2014) (includes corresponding Graph/Chart) II-28 Shadow IT Leads to Need for New Generation of Collaboration Tools II-29 Green Efforts Spur Web Conferencing Market II-29 Focus on Unified Communications: Opportunity for Web Conferencing Market..............II-30 Improving Collaboration within Enterprises: The Key Objective II-31 Enterprises Embrace Web Conferencing for Ensuring Business Continuity.............. II-31 Web Conferencing: An Essential Training Tool for Geographically Dispersed Workforce II-31 Web Conferencing Offers Marketing Opportunity to Customers in Distant Areas.............. II-32 Increasing Types of Meetings: Growing Need for New Web Conferencing Tools.............. II-32 Changing Types of Meetings & Locations and Rising Meetings Frequency Necessitate Collaboration II-33 Impromptu Meetings Give Rise to Demand for Agile Web Conferencing Tools..............II-33 Web Conferencing Efficiency: High Priority for Enterprises II-34 Web Conferencing to Render Business Travel Redundant II-34 Unified Experience: A Major Capability of Web Conferencing II-34 Video: A Vital Constituent of Web Conferencing Services II-34 Converged Communications: A Key Trend in Web Conferencing Market II-35 SMBs: A Lucrative Segment for Web Conferencing Providers II-35 Table 21: Global Hosted Web Conferencing Services Market (2015E): Percentage Share Breakdown of Revenues for Large Enterprises and Small & Mid-Sized Businesses (SMBs) (includes corresponding Graph/Chart)..............II-36

    Table 22: Use of Web Conferencing for Small Enterprises: Percentage Adoption by Use Case (includes corresponding Graph/Chart).............. II-37

    Table 23: Adoption Rate by Conferencing Technologies in Small Enterprises (includes corresponding Graph/Chart) II-37 New Solutions Go PIN less..............II-38 Webinars: An Essential Communication & Marketing Tool II-38 Flexible Pricing Options Increase the Attractiveness of Web Conferencing.............. II-38 Can WebRTC Transform Web Conferencing Space? II-39 Web Conferencing Feature in Wearables: How Practical is the Approach?.............. II-40 Major End-Use Markets for Web Conferencing: A Brief Review II-40 Table 24: Global Web Conferencing Market by End-Use Industry (2015E): Percentage Share Breakdown of Revenues for Banking & Financial, Government, Healthcare, Information, Technology (IT), Manufacturing, and Others (includes corresponding Graph/Chart).............. II-41 Financial Services.............. II-41 IT Industry.............. II-42 Healthcare Sector..............II-42 Education Sector.............. II-43

    4. WEB CONFERENCING - AN OVERVIEW..............II-44 Web Conferencing: An Introduction II-44 Evolution of Web Conferencing - A Timeline of Key Developments II-44 Timeline of Web Conferencing Technology Development II-45 Functioning of Web Conferencing..............II-45 Features of Web Conferencing..............II-46 VoIP.............. II-46 Audio/Video Streaming..............II-46 Real-time Chat Feature..............II-46 Collaboration Feature..............II-46 Recording Feature..............II-46 Live Video Streaming..............II-46 Slideshow Presentations..............II-47 Web Tours.............. II-47 Annotation on Whiteboard..............II-47 Text Chat.............. II-47 Polls & Surveys.............. II-47 Screen/Application/Desktop Sharing II-47 Types of Web Conferencing..............II-47 Online Collaboration..............II-47 Online Presentations..............II-48 Webcast.............. II-48 Webinar.............. II-48 Web Meeting.............. II-48 Video Conferencing.............. II-48 Virtual Classrooms.............. II-48 Delivery Models of Web Conferencing II-49 Hosted Web Conferencing..............II-49 On-Premises Web Conferencing..............II-49 Managed Web Conferencing..............II-49 Key Applications of Web Conferencing for Enterprises II-50 Advantages of Web Conferencing II-50 Advantages of Web Conferencing in a Nutshell II-51 Disadvantages of Web Conferencing II-51 Standards for Web Conferencing II-52 Web Conferencing Vs Video Conferencing II-52

    5. PRODUCT INNOVATIONS/INTRODUCTIONS II-53 3CX Launches Open Source on-Premise Web Conferencing Solution - 3CX WebMeeting Server..............II-53 Defense Information Systems Agency Introduces Web Based Collaboration Tool.............. II-53 AT&T, Cisco Unveil Cloud-based Conferencing Solution II-53 BigMarker Unveils Public Beta by using WebRTC framework II-53 Conversant Introduces C-View..............II-53 NTT Communications Unveils Arcstar Conferencing Services II-53 Cisco Releases WebEx for Tufts University II-54 AnyMeeting Introduces AnyMeeting Company Pro II-54 InterCall Launches CCA-SP..............II-54 Arkadin Introduces Next Generation Web conferencing Solution - ArkadinAnywhere.............. II-54 Citrix Unveils GoToMeeting Free Web-based Communication Platform II-54 FuzeBox Unveils HTML5 and VoIP-enabled Browser Application II-54 RHUB Introduces Real-Time Collaboration Solution - TurboMeeting version 5.1..............II-54 Brother Industries Launches OmniJoin II-54 TIBCO Software Announces tibbr Meetings II-55 zipLogix Introduces Web conferencing Solution, zipConsult II-55 SMART Technologies Unveil Range of Collaborative Learning and Smart Conferencing Products and Solutions II-55

    6. RECENT INDUSTRY ACTIVITY..............II-56 FuzeBox Acquires LiveMinutes..............II-56 BigMarker Partners with Techweek II-56 Highfive Technologies Receives Series B Funding II-56 Arkadin Takes Over T-Uno..............II-56 Arkadin Acquires AccuConference..............II-56 ClearOne Acquires Spontania Solution from Dialcom Networks II-56 3CX Acquires e-works..............II-57 NTT Communications Takes Over Arkadin II-57 MeetingOne Ventures with Blue Sky Broadcast II-57 MSU Inks with Zoom Video Communications II-57 KRM Partners with PlaceWare..............II-57 Cisco and AT&T to Develop Advanced Web conferencing Technology II-57 PGi Purchases Via-Vox..............II-57 PGi Purchases ACT Teleconferencing II-58 Arkadin, Orange Partner to deliver High Quality Collaboration Solutions.............. II-58 Babson College Deploys Cisco's Web conferencing Solution - WebEx® II-58 Oregon Department of Community Colleges and Workforce Development Chooses Blackboard Collaborate Platform for Web conferencing.............. II-58

    7. FOCUS ON SELECT PLAYERS..............II-59 3CX (Cyprus).............. II-59 Adobe Systems Incorporated (USA) II-59 AnyMeeting, Inc. (USA)..............II-59 Arkadin (France).............. II-60 AT&T Inc. (USA).............. II-60 Avaya, Inc. (USA).............. II-61 Blackboard, Inc. (USA)..............II-61 Broadview Networks, Inc. (USA) II-61 Cisco Systems, Inc. (USA)..............II-62 Citrix Systems, Inc. (USA)..............II-63 FuzeBox, Inc. (USA).............. II-63 Google, Inc. (USA)..............II-63 InterCall (USA).............. II-64 International Business Machines Corporation (USA) II-64 Level 3 Communications, Inc. (USA) II-64 LogMeIn, Inc. (USA).............. II-65 Microsoft Corporation (USA)..............II-65 Polycom, Inc. (USA).............. II-66 Premiere Global Services, Inc. (USA) II-66 R-HUB Communications, Inc. (USA) II-67 ReadyTalk (USA).............. II-67 TeamViewer GmbH (Germany)..............II-67

    8. GLOBAL MARKET PERSPECTIVE..............II-68 Table 25: World Recent Past, Current and Future Analysis for Web Conferencing by Geographic Region - US, Canada, Japan, Europe, Asia-Pacific, Latin America, and Rest of World Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart).............. II-68

    Table 26: World Historic Review for Web Conferencing by Geographic Region - US, Canada, Japan, Europe, Asia-Pacific, Latin America, and Rest of World Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart) II-69

    Table 27: World 14-Year Perspective for Web Conferencing by Geographic Region - Percentage Breakdown of Revenues for US, Canada, Japan, Europe, Asia-Pacific, Latin America, and Rest of World Markets for Years 2007, 2015 & 2020 (includes corresponding Graph/Chart)..............II-70

    Table 28: World Recent Past, Current and Future Analysis for Hosted Web Conferencing by Geographic Region - US, Canada, Japan, Europe, Asia-Pacific, Latin America, and Rest of World Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart)..............II-71

    Table 29: World Historic Review for Hosted Web Conferencing by Geographic Region - US, Canada, Japan, Europe, Asia-Pacific, Latin America, and Rest of World Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart) II-72

    Table 30: World 14-Year Perspective for Hosted Web Conferencing by Geographic Region - Percentage Breakdown of Revenues for US, Canada, Japan, Europe, Asia-Pacific, Latin America, and Rest of World Markets for Years 2007, 2015 & 2020 (includes corresponding Graph/Chart) II-73

    Table 31: World Recent Past, Current and Future Analysis for On-Premises Web Conferencing by Geographic Region - US, Canada, Japan, Europe, Asia-Pacific, Latin America, and Rest of World Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart)..............II-74

    Table 32: World Historic Review for On-Premises Web Conferencing by Geographic Region - US, Canada, Japan, Europe, Asia-Pacific, Latin America, and Rest of World Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart).............. II-75

    Table 33: World 14-Year Perspective for On-Premises Web Conferencing by Geographic Region - Percentage Breakdown of Revenues for US, Canada, Japan, Europe, Asia-Pacific, Latin America, and Rest of World Markets for Years 2007, 2015 & 2020 (includes corresponding Graph/Chart) II-76

    III. MARKET

    1. THE UNITED STATES.............. III-1 A.Market Analysis.............. III-1 Market Overview.............. III-1 CSP-based Third-Party Web Conferencing Services Market in North America.............. III-1 Table 34: Leading Players in the North American CSP-based 3rd Party Web Conferencing Services Market (2014): Percentage Share Breakdown of Revenues for AT&T, BT Conferencing, InterCall, PGi, Verizon, and Others (includes corresponding Graph/Chart)..............III-2 Product Launches..............III-2 Strategic Corporate Developments III-4 Key Players.............. III-6 B.Market Analytics..............III-14 Table 35: US Recent Past, Current and Future Analysis for Web Conferencing by Segment - Hosted and On-Premises Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart).............. III-14

    Table 36: US Historic Review for Web Conferencing by Segment - Hosted and On-Premises Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart) III-15

    Table 37: US 14-Year Perspective for Web Conferencing by Segment - Percentage Breakdown of Revenues for Hosted and On-Premises Markets for Years 2007, 2015 & 2020 (includes corresponding Graph/Chart)..............III-16

    2. CANADA.............. III-17 Market Analysis.............. III-17 Table 38: Canadian Recent Past, Current and Future Analysis for Web Conferencing by Segment - Hosted and On-Premises Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart)..............III-17

    Table 39: Canadian Historic Review for Web Conferencing by Segment - Hosted and On-Premises Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart) III-18

    Table 40: Canadian 14-Year Perspective for Web Conferencing by Segment - Percentage Breakdown of Revenues for Hosted and On-Premises Markets for Years 2007, 2015 & 2020 (includes corresponding Graph/Chart)..............III-19

    3. JAPAN.............. III-20 A.Market Analysis.............. III-20 Outlook.............. III-20 Table 41: Leading Players in the Japanese Web Conferencing Market (2014): Percentage Share Breakdown of Revenues for V-cube and Others (includes corresponding Graph/Chart) III-20 Product Launches..............III-21 B.Market Analytics..............III-22 Table 42: Japanese Recent Past, Current and Future Analysis for Web Conferencing by Segment - Hosted and On-Premises Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart)..............III-22

    Table 43: Japanese Historic Review for Web Conferencing by Segment - Hosted and On-Premises Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart) III-23

    Table 44: Japanese 14-Year Perspective for Web Conferencing by Segment - Percentage Breakdown of Revenues for Hosted and On-Premises Markets for Years 2007, 2015 & 2020 (includes corresponding Graph/Chart)..............III-24

    4. EUROPE.............. III-25 A.Market Analysis.............. III-25 Market Overview.............. III-25 European Conferencing Market: An Overview III-25 Table 45: Conferencing Market in Europe (2015): Percentage Share Breakdown of Revenues by Segment - Audio Conferencing, Video Conferencing, and Web Conferencing (includes corresponding Graph/Chart) III-25 B.Market Analytics..............III-26 Table 46: European Recent Past, Current and Future Analysis for Web Conferencing by Geographic Region - France, Germany, Italy, UK, Spain, Russia and Rest of Europe Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart).............. III-26

    Table 47: European Historic Review for Web Conferencing by Geographic Region - France, Germany, Italy, UK, Spain, Russia and Rest of Europe Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart) III-27

    Table 48: European 14-Year Perspective for Web Conferencing by Geographic Region - Percentage Breakdown of Revenues for France, Germany, Italy, UK, Spain, Russia and Rest of Europe Markets for Years 2007, 2015 & 2020 (includes corresponding Graph/Chart).............. III-28

    Table 49: European Recent Past, Current and Future Analysis for Web Conferencing by Segment - Hosted and On-Premises Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart)..............III-29

    Table 50: European Historic Review for Web Conferencing by Segment - Hosted and On-Premises Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart) III-30

    Table 51: European 14-Year Perspective for Web Conferencing by Segment - Percentage Breakdown of Revenues for Hosted and On-Premises Markets for Years 2007, 2015 & 2020 (includes corresponding Graph/Chart)..............III-31

    4a. FRANCE.............. III-32 A.Market Analysis.............. III-32 Outlook.............. III-32 Strategic Corporate Developments III-32 Arkadin - A Key Player..............III-32 B.Market Analytics..............III-33 Table 52: French Recent Past, Current and Future Analysis for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart)..............III-33

    Table 53: French Historic Review for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart) III-34

    4b. GERMANY.............. III-35 A.Market Analysis.............. III-35 Outlook.............. III-35 Product Launch.............. III-35 Teamviewer GmbH - A Key Player III-35 B.Market Analytics..............III-36 Table 54: German Recent Past, Current and Future Analysis for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart)..............III-36

    Table 55: German Historic Review for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart) III-37

    4c. ITALY.............. III-38 Market Analysis.............. III-38 Table 56: Italian Recent Past, Current and Future Analysis for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart)..............III-38

    Table 57: Italian Historic Review for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart).............. III-39

    4d. THE UNITED KINGDOM..............III-40 A.Market Analysis.............. III-40 Outlook.............. III-40 Scottish Government Adopts Web Conferencing to Reduce Travel Expenditure.............. III-40 Strategic Corporate Developments III-40 B.Market Analytics..............III-41 Table 58: UK Recent Past, Current and Future Analysis for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart)..............III-41

    Table 59: UK Historic Review for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart) III-42

    4e. SPAIN.............. III-43 A.Market Analysis.............. III-43 Outlook.............. III-43 Strategic Corporate Development III-43 B.Market Analytics..............III-44 Table 60: Spanish Recent Past, Current and Future Analysis for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart)..............III-44

    Table 61: Spanish Historic Review for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart).............. III-45

    4f. RUSSIA.............. III-46 Market Analysis.............. III-46 Table 62: Russian Recent Past, Current and Future Analysis for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart)..............III-46

    Table 63: Russian Historic Review for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart).............. III-47

    4g. REST OF EUROPE.............. III-48 A.Market Analysis.............. III-48 Outlook.............. III-48 Product Launch.............. III-48 B.Market Analytics..............III-49 Table 64: Rest of Europe Recent Past, Current and Future Analysis for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart) III-49

    Table 65: Rest of Europe Historic Review for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart)..............III-50

    5. ASIA-PACIFIC.............. III-51 Market Analysis.............. III-51 Table 66: Asia-Pacific Recent Past, Current and Future Analysis for Web Conferencing by Geographic Region - China, India and Rest of Asia-Pacific Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart) III-52

    Table 67: Asia-Pacific Historic Review for Web Conferencing by Geographic Region - China, India and Rest of Asia-Pacific Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart)..............III-53

    Table 68: Asia-Pacific 14-Year Perspective for Web Conferencing by Geographic Region - Percentage Breakdown of Revenues for China, India and Rest of Asia-Pacific Markets for Years 2007, 2015 & 2020 (includes corresponding Graph/Chart).............. III-54

    Table 69: Asia-Pacific Recent Past, Current and Future Analysis for Web Conferencing by Segment - Hosted and On-Premises Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart) III-55

    Table 70: Asia-Pacific Historic Review for Web Conferencing by Segment - Hosted and On-Premises Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart) III-56

    Table 71: Asia-Pacific 14-Year Perspective for Web Conferencing by Segment - Percentage Breakdown of Revenues for Hosted and On-Premises Markets for Years 2007, 2015 & 2020 (includes corresponding Graph/Chart) III-57

    5a. CHINA.............. III-58 Market Analysis.............. III-58 Table 72: Chinese Recent Past, Current and Future Analysis for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart)..............III-59

    Table 73: Chinese Historic Review for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart).............. III-60

    5b. INDIA.............. III-61 A.Market Analysis.............. III-61 Market Overview.............. III-61 B.Market Analytics..............III-62 Table 74: Indian Recent Past, Current and Future Analysis for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart)..............III-62

    Table 75: Indian Historic Review for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart) III-63

    5c. REST OF ASIA-PACIFIC..............III-64 Market Analysis.............. III-64 Table 76: Rest of Asia-Pacific Recent Past, Current and Future Analysis for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart) III-64

    Table 77: Rest of Asia-Pacific Historic Review for Web Conferencing Market Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart)..............III-65

    6. LATIN AMERICA.............. III-66 A.Market Analysis.............. III-66 Outlook.............. III-66 Strategic Corporate Development III-66 B.Market Analytics..............III-67 Table 78: Latin American Recent Past, Current and Future Analysis for Web Conferencing by Segment - Hosted and On-Premises Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart) III-67

    Table 79: Latin American Historic Review for Web Conferencing by Segment - Hosted and On-Premises Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart).............. III-68

    Table 80: Latin American 14-Year Perspective for Web Conferencing by Segment - Percentage Breakdown of Revenues for Hosted and On-Premises Markets for Years 2007, 2015 & 2020 (includes corresponding Graph/Chart) III-69

    7. REST OF WORLD.............. III-70 Market Analysis.............. III-70 Table 81: Rest of World Recent Past, Current and Future Analysis for Web Conferencing by Segment - Hosted and On-Premises Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2014 through 2020 (includes corresponding Graph/Chart) III-70

    Table 82: Rest of World Historic Review for Web Conferencing by Segment - Hosted and On-Premises Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2007 through 2013 (includes corresponding Graph/Chart) III-71

    Table 83: Rest of World 14-Year Perspective for Web Conferencing by Segment - Percentage Breakdown of Revenues for Hosted and On-Premises Markets for Years 2007, 2015 & 2020 (includes corresponding Graph/Chart) III-72

    IV. COMPETITIVE LANDSCAPE

    Total Companies Profiled: 105 (including Divisions/Subsidiaries - 108)

    The United States (75) Canada (5) Japan (3) Europe (12) - France (2) - Germany (3) - The United Kingdom (4) - Rest of Europe (3) Asia-Pacific (Excluding Japan) (13)Read the full report: http://www.reportlinker.com/p03329797-summary/view-report.html

    About ReportlinkerReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.

    http://www.reportlinker.com

    __________________________Contact Clare: [email protected]US: (339)-368-6001Intl: +1 339-368-6001

    To view the original version on PR Newswire, visit:http://www.prnewswire.com/news-releases/global-web-conferencing-industry-300248231.html

    SOURCE Reportlinker



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