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Today, IT organizations assemble their data center environments from individual components. Their administrators spend significant amounts of time manually accomplishing basic integration tasks rather than focusing on more strategic, proactive initiatives. The industry is in a transition away from the rigid, inflexible platforms that result and moving toward more flexible, integrated, and virtualized environments. The Cisco Unified Computing System™ is a next-generation data center platform that unites compute, network, storage access, and virtualization into a cohesive system designed to reduce total cost of ownership (TCO) and increase business agility. The system integrates a low-latency, lossless 10 Gigabit Ethernet unified network fabric with enterprise-class, x86-architecture servers. The system is an integrated, scalable, multichassis platform in which all resources participate in a unified management domain (Figure 1). Figure 1: he Cisco Unified Computing System Integrates Network, Compute, Storage Access, and T Virtualization into a Single Cohesive System The Cisco Unified Computing System is designed to deliver: Innovations Supporting Business Benefits Each of the Cisco Unified Computing System business benefits is supported by a rich set of technical innovations that contribute to this first implementation of the Cisco® unified computing vision. Managed as a single system whether it has one server or hundreds of servers with thousands of virtual machines, the Cisco Unified Computing System decouples scale from complexity. The Cisco Unified Computing System accelerates the delivery of new services simply, reliably, and securely through end-to-end provisioning and migration support for both virtualized and nonvirtualized systems.
“Fiscal 2010 was a defining year for Cisco following the unprecedented global economic challenges of the year before. This was our opportunity to show the world what a truly great company we are, and to position ourselves to extend our leadership in the years ahead.” In fiscal 2010, we saw a solid return to balanced growth across geographies, product and customer markets exemplified by Cisco reaching over $40 billion in fiscal year revenue. We focused our efforts on defining true innovation and operational excellence within our company. And we improved our position as a strategic partner to customers worldwide by showing how the network has become, in our view, the most strategic asset in communications and information technology (IT) today. Vision: The Network is the Platform to Change the Way the World Works, Lives, Plays, and Learns Today’s market is clearly in transition. Our customers include world-class enterprises, global service providers, small businesses and consumers. While each customer has unique needs and aspirations, they are united by a network that helps enable data center virtualization, collaboration and video to drive productivity and efficiency. The network enhances every aspect of our lives. Our customers recognize this.
This case was written by Nir Brueller, Adjunct Professor of Strategy and Affiliated Senior Research Fellow at INSEAD, and Laurence Capron, Professor of Strategy at INSEAD and Research Director of the INSEAD-Wharton Alliance. It is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 2010 INSEAD TO ORDER COPIES OF INSEAD CASES, SEE DETAILS ON THE BACK COVER. COPIES MAY NOT BE MADE WITHOUT PERMISSION. Returning to his office in San Jose from the Christmas break on 2 January 2007, Richard Palmer, Senior Vice President of Cisco Security Technology Group, was still reflecting on his intense discussions over the past few months with Cisco Corporate Development Group about the ongoing negotiations with Scott Weiss, CEO of privately-held IronPort Systems of San Bruno (California). IronPort was the leading provider of email security solutions, focusing on spam and spyware protection for the enterprise market. By 2007, Cisco was the world leader in networking technology for the internet, having grown from two employees with one product in 1984 to more than 63,000 people, 200 offices worldwide, and 50 product lines. Its product portfolio consisted of several categories: network systems (routers, switches, optical networking), data centre (application networking services, storage networking, data centre switches), collaboration, voice and video (voice and unified communications, video, IPTV, cable and content delivery solutions), mobility/wireless (access points, outdoor wireless, wireless LAN controllers) and security (firewall, virtual private networks, security management). Cisco was also considered to be a best-in-class acquirer of high-tech companies by industry experts as well as corporate strategy practitioners.
THE SPECIFICATIONS AND INFORMATION REGARDING THE PRODUCTS IN THIS MANUAL ARE SUBJECT TO CHANGE WITHOUT NOTICE. ALL STATEMENTS, INFORMATION, AND RECOMMENDATIONS IN THIS MANUAL ARE BELIEVED TO BE ACCURATE BUT ARE PRESENTED WITHOUT WARRANTY OF ANY KIND, EXPRESS OR IMPLIED. USERS MUST TAKE FULL RESPONSIBILITY FOR THEIR APPLICATION OF ANY PRODUCTS. THE SOFTWARE LICENSE AND LIMITED WARRANTY FOR THE ACCOMPANYING PRODUCT ARE SET FORTH IN THE INFORMATION PACKET THAT SHIPPED WITH THE PRODUCT AND ARE INCORPORATED HEREIN BY THIS REFERENCE. IF YOU ARE UNABLE TO LOCATE THE SOFTWARE LICENSE OR LIMITED WARRANTY, CONTACT YOUR CISCO REPRESENTATIVE FOR A COPY. The Cisco implementation of TCP header compression is an adaptation of a program developed by the University of California, Berkeley (UCB) as part of UCB’s public domain version of the UNIX operating system. All rights reserved. Copyright © 1981, Regents of the University of California. NOTWITHSTANDING ANY OTHER WARRANTY HEREIN, ALL DOCUMENT FILES AND SOFTWARE OF THESE SUPPLIERS ARE PROVIDED “AS IS” WITH ALL FAULTS. CISCO AND THE ABOVE-NAMED SUPPLIERS DISCLAIM ALL WARRANTIES, EXPRESSED OR IMPLIED, INCLUDING, WITHOUT LIMITATION, THOSE OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT OR ARISING FROM A COURSE OF DEALING, USAGE, OR TRADE PRACTICE. IN NO EVENT SHALL CISCO OR ITS SUPPLIERS BE LIABLE FOR ANY INDIRECT, SPECIAL, CONSEQUENTIAL, OR INCIDENTAL DAMAGES, INCLUDING, WITHOUT LIMITATION, LOST PROFITS OR LOSS OR DAMAGE TO DATA ARISING OUT OF THE USE OR INABILITY TO USE THIS MANUAL, EVEN IF CISCO OR ITS SUPPLIERS HAVE BEEN ADVISED OF THE POSSIBILITY OF SUCH DAMAGES. Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries. To view a list of Cisco trademarks, go to this URL: www.cisco.com/go/trademarks. Third-party trademarks mentioned are the property of their respective owners. The use of the word partner does not imply a partnership relationship between Cisco and any other company. (1110R) Any Internet Protocol (IP) addresses and phone numbers used in this document are not intended to be actual addresses and phone numbers. Any examples, command display output, network topology diagrams, and other figures included in the document are shown for illustrative purposes only. Any use of actual IP addresses or phone numbers in illustrative content is unintentional and coincidental. Cisco Collaboration System 10.x SRND © 2012-2014 Cisco Systems, Inc. All rights reserved.
The conversion rate is the old war horse of online advertising. It has a strong connection with cost per acquisition and that spells cash. The account manager should be aware of a given account’s foundation rate for conversion. Other figures such as the cost per acquisition will move in the same rhythm as the conversion rate. The base data gives an idea of what conversion rate is, assuming that nothing has played a marked difference on the figures. However, if there is a noticeable change, either over time, or suddenly, to the conversion rate, there may be problems starting to surface that may need correction. Such remedial action should of course check on surface or technical items before going deep into issues that are affecting what is affecting performance. Those corrections can be used to assure good returns elsewhere.
Brady BLS850 Laminator BLS850 Laminating System • An affordable and easy way to create laminated documents up to 8-1⁄2” wide without heat or electricity • Laminate documents in seconds • erfect for office use or industrial applications P • mall, portable desktop laminator works without electricity, heat or S messy chemicals No Heat! No Electricity! No Problem! Use a BLS850 to finish: • Signs • Labels • Graphs • Certificates • ID Badges • ISO Documents • Maps • Photos • Tags • Wall Charts • Procedures • Phone Lists Brady’s Easy-to-Use BLS850 Laminator Covers it All • Economically priced and endless applications Features • hree replaceable supply cartridge types (double-sided laminate, T single-sided overlaminate, laminate with transfer adhesive) Benchtop Printers www.BradyID.com • Integral cut-off blade at roller exit • Laminates documents 8-1⁄2” wide and up to 100’ long • Small, lightweight and portable • Laminates with Brady’s EXCLUSIVE industrial grade laminate! • Brady’s exclusive industrial grade overlaminate is constructed from tough polyester for durability even in harsh environments • Significantly superior to typical polypropelene overlaminates in terms of outdoor performance and abrasion resistance BLS850 Laminating System Catalog #
Negative working, aqueous processable dry film photoresist. Designed for pattern plate applications on scrubbed and unscrubbed electroless copper, and Direct Plate surfaces. Strong mechanical scratch resistance for development and post development process to achieve high yields. Increased productivity (Photospeed, development speed and stripping speed). Improved dry film conformation under conversional lamination parameters. Vivid print out image after exposure. Available in 40 micron (1.5 mil), 50 micron (2.0 mil), and 75 micron (3.0 mil) thicknesses. Processing Data This Data Sheet documents specific process information for Riston® PlateMaster PM200. Data quoted in this guide have been generated using production equipment as well as laboratory test methods, and are offered as a guidline. Actual production parameters will depend upon the equipment, chemistries, and process controls in use, and should be selected for best performance. For more background on general Riston® processing see the General Processing Guide (DS98-41).
The Department of Financial Institutions (DFI) created this report as an educational tool for policy makers and other interested parties. The statistics presented in this report represent data reported to DFI from all payday lending licensees for calendar year 2011. NOTE: DFI is not able to track data from unlicensed Payday Lenders. What is a Payday Loan? Payday loan companies offer small, short-term, high interest loans secured by a post-dated check. The consumer’s post-dated check is written for the loan amount plus a fee. The check is held by the lender for the loan period (term). At the end of the term, the lender may deposit the check or the customer may reclaim the check with cash. The legislature passed Washington’s first payday lending laws in 1995 under the Check Cashers & Sellers Act (RCW 31.45). DFI is the regulator of payday lenders in Washington State. What is Allowed in Washington State? Maximum Loan Term: Maximum Loan Amount: Maximum Fee: 45 days $700 15% on the first $500 10% above $500 Example: A loan for $500 + $75 fee = $575 A loan for $700 + $95 fee = $795 Payment Plans and Installment Plans Borrowers are entitled to an installment loan at any time prior to default. Borrowers do not have to pay a fee for the installment plan and have from 90 to 180 days (depending on the original loan amount) to repay the loan in a series of installments. The number of payday lending locations decreased 30% from year-end 2009 to year-end 2010, and decreased another 40% from year-end 2010 to year-end 2011. Overall, the number of payday lending locations has decreased 65% since its height in 2006.
I n spite of public controversy and warnings from regulators, a few national and regional banks are routinely making payday loans, marketed under more appealing names. As shown by previous research and discussed here, these loans are promoted as a short-term solution to a financial shortfall, but in fact they keep borrowers trapped in extremely high-cost debt for a significant portion of the year. Bank payday loans are structured in the same way as other payday loans. The bank deposits the loan amount directly into the customer’s account and then repays itself in full, plus a very high fee, directly from the customer’s next incoming direct deposit of wages or funds such as Social Security checks. If the customer’s direct deposits are not sufficient to repay the loan, the bank typically repays itself anyway within 35 days, even if the repayment overdraws the consumer’s account, triggering high overdraft fees for subsequent transactions. The great majority of banks do not offer payday loans, but as of August 2013 we are aware of at least six that do: Wells Fargo Bank, U.S. Bank, Regions Bank, Fifth Third Bank, Bank of Oklahoma and its bank affiliates,1 and Guaranty Bank. The federal prudential banking regulators—who have long expressed concern about payday lending and who stopped banks from partnering with non-bank payday lenders years ago—have recently expressed serious concern about bank payday lending and proposed guidance that would put in place important protections. In addition, the Consumer Financial Protection Bureau (CFPB) recently released initial findings based on its analysis of bank payday data, expressed concern based on those findings, and indicated that it will take further action to address those concerns. CFPB’s findings are noted throughout this chapter, and the supervisory developments are discussed in the Legislation and Regulation section at the end.
In this Data Point we present the results of several analyses of consumers’ use of payday loans. The focus of the analyses is loan sequences, the series of loans borrowers often take out following a new loan. Key findings of this report include: Over 80% of payday loans are rolled over or followed by another loan within 14 days (i.e., renewed). Same-day renewals are less frequent in states with mandated cooling-off periods, but 14-day renewal rates in states with cooling-off periods are nearly identical to states without these limitations. We define loan sequence as a series of loans taken out within 14 days of repayment of a prior loan. While many loan sequences end quickly, 15% of new loans are followed by a loan sequence at least 10 loans long. Half of all loans are in a sequence at least 10 loans long. Few borrowers amortize, or have reductions in principal amounts, between the first and last loan of a loan sequence. For more than 80% of the loan sequences that last for more than one loan, the last loan is the same size as or larger than the first loan in the sequence. Loan size is more likely to go up in longer loan sequences, and principal increases are associated with higher default rates. Monthly borrowers are disproportionately likely to stay in debt for 11 months or longer. Among new borrowers (i.e., those who did not have a payday loan at the beginning the year covered by the data) 22% of borrowers paid monthly averaged at least one loan per pay period. The majority of monthly borrowers are government benefits recipients. Most borrowing involves multiple renewals following an initial loan, rather than multiple distinct borrowing episodes separated by more than 14 days. Roughly half of new