August 05 2022, 12.00am
Oracle and Microsoft announced this week the release of Oracle Database Service for Microsoft Azure. The new service, the latest cloud collaboration between the two enterprise software giants, enables Azure customers to provision, access, and monitor Oracle database services operating on Oracle Cloud Infrastructure (OCI). Users can migrate or build entirely new apps on Azure and connect to managed Oracle Database services using the new offering. Microsoft said it won’t run the meter for Azure customers to move data between the two services, either.
Microsoft and Oracle first announced Oracle Interconnect for Azure in 2019. Since then, enterprise cloudification efforts have moved with increasing velocity to hybrid cloud. This service acknowledges the new multi-cloud reality with simplified connectivity between the two disparate cloud environments.
For Microsoft, threading the edge between the two clouds means a simplified interface and easier integration on the Azure side. That includes automatic configuration to link the two clouds. Microsoft federates Azure Active Directory identities associated with OCI databases, as well as an Azure-fluent OCI services dashboard.
What’s more, Microsoft imposes no charges to use the Oracle Database Service, the Oracle Interconnect, or data egress or ingress when data is moved between OCI and Azure, said the company. Instead, customers pay for other Azure or Oracle services they need, like Azure’s Synapse analytics service, or Oracle’s own cloud-based Autonomous Databases
Customers will pay only for the other Azure or Oracle services they consume, such as Azure Synapse or Oracle cloud-deployed Autonomous Databases.
Clay Magouryk, executive vice president of Oracle Cloud Infrastructure, said the new offering will dispel the belief that it’s difficult to run “real applications across two clouds” without having in-depth knowledge of both.
“There is no need for deep skills on both of our platforms or complex configurations—anyone can use the Azure Portal to get the power of our two clouds together,” said Magouryk.
Both hyperscalers seem on an ultimate collision course to complete for 5G standalone (SA) services. Microsoft’s Azure for Operators is going squarely after the same turf as Oracle Communications. Oracle group vice president of technology Andrew De La Torre told RCR Wireless News in April, “The 5G standalone core network was always the main act in this show.”
For Oracle, it’s a chance to start with a completely fresh page.
“We decided from the very outset to build our 5G solutions cloud native from the ground up — with no repurposed legacy code — because we firmly believed that the cloud native capabilities of our products are a critical part of what carriers will need,” said De La Torre.
“At a 5G network level, we focused on then building only the components that we felt we could excel at, and perhaps more importantly, represented the most critical components of a carrier’s 5G network. As a result, we zeroed in on the control plane of the standalone core network,” he added.
That fresh sheet approach is, perhaps, a conceptual counterpoint to Microsoft Azure for Operators: AT&T’s former Network Cloud group, which Redmond acquired in 2021.
Competitors one day, cooperators the next, coopetition only on the days ending with y. The cloud draws no distinction. Both hyperscalers were lauded by Ukraine in early July along with Amazon and Google for aiding the Ukrainian government in its emergency efforts to move critical data and workflows to the cloud, literally and figuratively out of the way of invading Russian forces.
The “Distinction of the World” award was created by Ukrainian president Volodymyr Zelenskyy to identify those businesses and world leaders who have supported Ukraine since its invasion by the Russian Federation. Ukrainian Digital Transformation Minister Mykhailo Fedorov gave the awards to representatives of each of the companies in June and July in recognition of their efforts.
The initiative, called Microsoft.NET, will allow individuals to access data from a wide array of devices, including personal computers, handheld organizers and cell phones. The devices will communicate behind the scenes, coordinating between themselves and constantly updating each other, Gates said.
"We have the opportunity to take this vision of a digital world and apply the magic of software to make this a reality," Gates said.
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Jul 26, 2022 (AmericaNewsHour) -- Key Companies Covered in the Cloud Integration Market Research are IBM, SAP, Oracle, Microsoft, Information Builders, Tailend, Boomi, MuleSoft, Informatica, and other key market players.
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The growth of the global Cloud Integration market is majorly driven by increasing number of technical innovations and overall digital transformation in numerous industries throughout the world. The growth of economies through digitalization is one of the significant factors that are driving big giants to invest highly in digital transformation to change their business models in order to get value-producing opportunities and stay ahead of their competitors along with improving the consistency and quality of their services. From artificial intelligence, augmented reality and virtual reality to internet of things, the growing number of internet-connected devices around the world are contributing to the growth of the global Cloud Integration market.
This Report covers about :
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The development in ICT industry on the back of growing number of internet users and data communication devices as well as networks is estimated to create significant opportunities in the global Cloud Integration market throughout the forecast period (2021-2028). Geographically, the highest internet penetration was recorded in the North America region, followed by Europe during mid-2019.
According to the statistics provided by the Internet World Stats, there were an estimated 4,536,248,808 internet users around the world in the mid-2019.Rising number of internet users and the overall increase in research and development activities in information and communication technology sector are some of the notable factors that are estimated to boost the demand for Cloud Integration in upcoming years.
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The tech integration being promised to deliver these efficiencies is mammoth, and will be the difference between a genuinely successful merger and a ludicrously expensive exercise in buying mortgage market share.
Faruqui has costed integration expenses at $680 million pre-tax, with most of this to be incurred over five years, however ANZ has also pledged to leave Suncorp alone to run as normal for three years while it sorts out pre-existing tech work of its own.
Such projects are difficult. It is all but impossible to find examples of successfully merged Australian banks from a tech perspective.
History (and financial technology veterans) suggest it will not succeed.
ANZ turned down The Australian Financial Review’s requests to speak to either Smith or Florian about how they are going to set about the task, perhaps unsurprisingly given the reception its latest tech endeavours have received.
Its ANZx plan, led by former Google Australia boss Maile Carnegie, to build a new technology platform separate from its existing core systems has been excoriated in some quarters for its slow progress and lack of tangible utility.
An organisation already trying to reinvent its own internal technology can hardly be the ideal starting point for such a major challenge as integrating Suncorp.
There is an unwritten code among senior tech executives in Australian banking that you don’t publicly disparage the efforts of your peers – at least not on the record to journalists.
But in conversations with various executives who have held such positions in accurate times, under the guarantee of anonymity, there is a clear consensus that ANZ is biting off way more than it can chew.
“I would put a bet on that five years from now, we will be talking about ANZ declaring victory on the Suncorp Project, but that they didn’t integrate, and they will then be running two sets of systems for a decade,” one seasoned tech exec said.
Integration programs rank alongside core systems upgrades as projects that nearly always end up in defeat, dishonestly branded as achievement, the industry insider says.
“Merger driven integrations, especially when it comes to banks, have a history of being more complex, expensive and time-consuming than projected.”
— Shane Hill, principal research analyst, Adapt.
For example, it is now 14 years since Westpac bought St George with a promise to integrate systems, and yet there are still myriad distinct St George systems performing essential tasks.
“A new CEO comes in when you are still just getting started – and probably will at ANZ too – and the last thing they want to do is put a massive focus on finishing the last guy’s thing ... There’s always a shiny new thing to aim for,” a former CIO says.
“The next CEO will find some measure or other to claim that the job is done, but in reality they will leave separate systems running and all the promised synergies from the integration in the M&A won’t happen.”
Both ANZ and Suncorp have core systems based on software called Hogan, but the idea that this would mean an integration being easy is beyond fanciful. Both have a morass of different systems running, such as Finacle at ANZ, and everything is configured to run in different ways, often by tech staff who have long since retired.
Suncorp itself had big plans for a core systems upgrade from Hogan to one from Oracle in a project called Ignite that kicked off way back in 2012. At the time Suncorp promised investors it would yield a 4 per cent drop in its cost-to-income efficiency ratio on completion in 2016.
However, it was postponed numerous times and ultimately scrapped, only for the bank to seemingly kick off plans to try again with an upgrade at the start of this year. Presumably this is all now on hold again.
“ANZ will need to walk a fine line to come out successful. While the merger might make sense from an assets-under-management perspective in competition against the other banks, it is fraught with operational risk from both a trust and technical standpoint,” says Shane Hill, principal analyst at business technology specialist research firm Adapt.
“M&A-driven integrations, especially when it comes to banks, have a history of being more complex, expensive and time-consuming than projected. The customer experience suffers as people, processes, and technology are consolidated,” he says.
“Both organisations still have lots of legacy tech they’ll need to either turn off or integrate in a process that will take years ... The funding and energy diverted towards this acquisition is also likely to strain the budget for BAU (business-as-usual) transformation, an area in which other big banks and neobanks are doubling down – ANZ will need to demonstrate a great deal of agility not to be left behind.”
Mike Mitchelmore, an adviser specialising in ICT strategy, program and project management at IBRS, says any M&A tech integration is doomed to failure if the due diligence is not properly performed.
In a complex case like ANZ and Suncorp he says they will need to revisit the due diligence process as the merger progresses, repeating the exercise of discovery as the two organisations gain a more detailed understanding of what really has to be done.
Also, despite being “left alone” by ANZ, Suncorp cannot just sit on its hands from an internal tech development perspective, and will be working on numerous initiatives that will make things look different by the time ANZ can think about moving it on to its own platforms.
“In the back office, many systems may appear similar but as a result of customisation, or the currency of software, merging applications and migration of data may be much more difficult than expected,” Mitchelmore says.
He is however more optimistic about ANZ’s chance of success than the former financial services CIOs spoken to. He says ANZ’s pledge to keep Suncorp’s business consistent for three years will allow it time to gain an in-depth understanding of the cultural differences in the approach to customers and staff, and to assess the opportunities to grow business and Strengthen productivity.
Mitchelmore says ANZ has time on its side that – if used wisely – will reduce the potential for long-term cost overruns or merger failure.
Big ticket tech items that can be targeted for big savings he says, include the rationalisation of back office ICT systems such as enterprise resource planning, human resources and other line-of-business services; and the potential for merging infrastructure and systems.
In a world where ANZ actually does end up integrating Suncorp, everyday running cost savings would include software licensing, mainframe utilisation, the ability to renegotiate pre-existing cloud-based software and infrastructure deals and reduced leasing and real estate costs for equipment and housing of in-house ICT systems.
“The journey will never be as smooth as first envisaged. The key is to manage the cultural differences first, then ensure the business processes are aligned and understood, and then focus on ICT. Importantly, don’t oversimplify or forget any of the three steps – but especially not ICT,” Mitchelmore says.
Leaders offer comprehensive solutions that can be tailored to operate multiple WMS modules with rich functionality and high integration
BOULDER, Colo., Aug. 2, 2022 /PRNewswire/ -- A new report from Guidehouse Insights examines the competitive landscape for warehouse management systems (WMS) software.
WMS supports commercial inventory management and distribution logistics and today provides increasing efficiencies and end-to-end system integration in a wide variety of operational environments. In particular, WMS is a key coordinating element within automated control systems that integrate advanced robotics, IoT sensor networks, and improved connectivity through Wi-Fi 6 or 5G protocols. According to a Leaderboard report from Guidehouse Insights, Manhattan Associates, Oracle Fusion Cloud WMS and Infor SCM Cloudsuite are the leading WMS software vendors.
"The market for WMS software across manufacturing, e-commerce, and other industrial settings is mature, but seeing new drivers of growth in the wake of COVID-19 market impacts, as a new wave of investment supports rehabilitated supply chains," says Daniel Talero, research analyst with Guidehouse Insights. "However, barriers in this mature market must be addressed before WMS's full potential in new industry applications is realized—in particular, redundancy and competition with enterprise resource planning software offerings that automate processes across business functions, not just in warehouses."
Leaders offer comprehensive solutions that can be tailored to operate multiple WMS modules with rich functionality and high integration. Companies that trail the leaders may lag in AI capabilities, augmented reality integration, microservice solutions, or supply-chain execution (SCE) integration, according to the report.
The report, Guidehouse Insights Leaderboard: Warehouse Management System Software, examines the strategy and execution of 10 WMS software vendors on the following criteria: vision; go-to-market strategy; partners; technology; geographic reach; sales, marketing, and distribution; product performance; product portfolio; and staying power. Using Guidehouse Insights' proprietary Leaderboard methodology, vendors are profiled, rated, and ranked with the goal of providing an objective assessment of their relative strengths and weaknesses in the global WMS software market. An executive summary of the report is available for free get on the Guidehouse Insights website.About Guidehouse Insights
Guidehouse Insights, the dedicated market intelligence arm of Guidehouse, provides research, data, and benchmarking services for today's rapidly changing and highly regulated industries. Our insights are built on in-depth analysis of global clean technology markets. The team's research methodology combines supply-side industry analysis, end-user primary research, and demand assessment, paired with a deep examination of technology trends, to provide a comprehensive view of emerging resilient infrastructure systems. Additional information about Guidehouse Insights can be found at www.guidehouseinsights.com.About Guidehouse
Guidehouse is a leading global provider of consulting services to the public sector and commercial markets, with broad capabilities in management, technology, and risk consulting. By combining our public and private sector expertise, we help clients address their most complex challenges and navigate significant regulatory pressures focusing on transformational change, business resiliency, and technology-driven innovation. Across a range of advisory, consulting, outsourcing, and digital services, we create scalable, innovative solutions that help our clients outwit complexity and position them for future growth and success. The company has more than 13,000 professionals in over 50 locations globally. Guidehouse is a Veritas Capital portfolio company, led by seasoned professionals with proven and diverse expertise in traditional and emerging technologies, markets, and agenda-setting issues driving national and global economies. For more information, please visit www.guidehouse.com.
* The information contained in this press release concerning the report, Guidehouse Insights Leaderboard: Warehouse Management System Software, is a summary and reflects the current expectations of Guidehouse Insights based on market data and trend analysis. Market predictions and expectations are inherently uncertain and real results may differ materially from those contained in this press release or the report. Please refer to the full report for a complete understanding of the assumptions underlying the report's conclusions and the methodologies used to create the report. Neither Guidehouse Insights nor Guidehouse undertakes any obligation to update any of the information contained in this press release or the report.For more information, contact:
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SOURCE Guidehouse Insights
Next celebrated its 40th birthday in style last month. The retailer’s feted boss, Lord (Simon) Wolfson, mingled with head-office staff and store managers in a carnival atmosphere at Birmingham’s National Exhibition Centre. Guests loaded up at the free bar and danced the night away. Others enjoyed the dodgems and the waltzers. Some just sat back in a deckchair with an ice cream.
A casual observer would never have guessed it, but behind the scenes, the mood among some of Next’s 43,000 workers has, in reality, turned toxic.
The tens of thousands of people working in Next’s stores and warehouses — who were not invited to join last month’s festivities — have borne the brunt of a disastrous implementation of a new Oracle payroll system.
Workers on the minimum wage have been significantly underpaid, while others are being overpaid, causing some to lose access to their benefits amid the worst squeeze on living standards for 60 years.
As serious as the current situation is, though, the issues at Next appear to run much deeper.
In this investigation, we reveal that:
● HM Revenue & Customs is investigating whether Next is paying workers the national minimum wage.
● Next inadvertently over-claimed money from the coronavirus job retention scheme without giving 4,000 members of staff the furlough payments that they were due.
● HMRC has reclassified Next from a low-risk taxpayer to a medium-risk taxpayer.
These revelations appear to stand at odds with the widely held perception of Next as a well-oiled machine. Under Wolfson, the fashion chain has defied gravity on the high street, pumping out record pre-tax profits of £823 million last year. And last week, it raised its profit forecast for this year by £10 million to £860 million after shoppers flocked back to stores.
Meanwhile, workers have been suffering. “More than a dozen people in my store didn’t get paid right last month,” said one shop-floor employee. “One girl was overpaid, so her benefits were stopped and she had to borrow money off her parents to pay her bills and feed her young son. Another girl literally didn’t have the money to pay for her bus fare to work. Morale is awful — I have never known it to be as bad as this.”
The hardships inflicted on staff pose difficult questions for finance director Amanda James and operations director Richard Papp, who oversaw the roll-out of the Oracle software system.
Wolfson, 54, is a master of detail who immerses himself so deeply in the business that he personally signs off requests for additional headcount in shops and warehouses. The Conservative life peer meticulously managed the leases on Next’s portfolio of 477 stores to ensure it had the flexibility to close poor performers as trade drifted online. And he decisively capitalised on Next’s advantages as a one-time catalogue retailer by establishing a service to run other retailers’ online operations. Any investors who bought Next shares 21 years ago, when Wolfson took over, would now be sitting on a near 2,000 per cent return.
Prudence is the watchword at Next. Wolfson prefers to utilise its in-house expertise rather than rely on consultants or third-party software providers. The retailer has largely designed its own systems, developed and supported by a vast IT department of about 1,000 workers. The attempt to integrate those systems with Oracle’s has been at the heart of the operational meltdown.
HMRC requires companies to use a licensed, third-party payroll provider. Next had to find a new one after learning that its previous software would be discontinued this year. In 2018, it is said to have signed a five-year licence with Oracle, and has paid the software giant more than £10 million to date. Oracle did not respond to a request for comment for this article.
The implementation of the payroll system has lasted the best part of four years. As the deadline neared, a team of more than 50 people worked round the clock to try to ensure the system was ready, with some workers putting in dozens of hours of overtime at double pay for several weeks.
Staff have complained of not being paid, being paid too much, or having deductions taken for paid-off student loans
Next even dished out an “implementation bonus” — a reward for failure that irritated some head-office staff.
The retailer blamed the botched implementation on the pandemic, which led Next to divert key team members to establishing its furlough payments system. It also acknowledged that it had tried to replicate too much of the functionality from its original payroll system in too tight a timeframe, meaning that Next went live with an untested system.
One source close to the failings, though, said that the company’s insularity and the attitude that “Next knows best” was at the root of the problems — a characterisation the company rejected.
Either way, the consequences have been dire. The company had expected that the switchover would prevent it from being able to hire staff for its retail business for two weeks — but it was actually unable to hire anybody for six weeks. Some employees who had paid off student loans years before noticed deductions suddenly restarting. Meanwhile, pension contributions were deducted from staff pay packets without being invested — although Next said it was confident that no workers would ultimately lose out from these mistakes.
The disruption, cruelly, has been most severe for Next’s shop-floor workers, who are paid the minimum wage of £9.50 an hour. The switchover to the Oracle system in February resulted in thousands of staff being paid incorrectly. One member of the retail workforce said that despite not being paid what they were owed, staff were having to work harder because they had been told to re-label thousands of garments with higher prices.
“Some people just weren’t being paid for months. Affected staff have been calling up crying and, in the worst cases, they have even been suicidal,” said one head-office insider. Another source said that workers in the payroll department “just looked broken”.
Next said this was not a fair reflection of the general interactions. “We acknowledge the frustration many colleagues have felt and reiterate our sincere apologies. We have made huge progress and continue to work very hard to resolve the situation,” a spokesman said.
The retailer’s response was to write another system to catch and correct errors produced by the payroll software before money is paid to staff. Despite that, 219 retail workers were underpaid in Next’s latest weekly payroll cycle and a greater number are thought to be getting overpaid, with the risk of benefits being withdrawn. The company said all underpayments were now being rectified within five working days and that improvements in the process were dramatically reducing error rates.
Lord (Simon) Wolfson, the chief executive of Next
CHRIS RATCLIFFE/GETTY IMAGES
Like many retailers, there is a chasm between the earnings of workers and Next’s top brass. Last year, Wolfson was paid £4.4 million, equivalent to 245 times the average Next employee. Papp and James earned £2.2 million each.
“I was underpaid by more than £500 … I have just given that up,” one warehouse worker said. “Now the system is telling universal credit I have not been to work, so I received almost £800 [in benefits] that I wasn’t due. I have been told that I have to go and look for a job with the job centre, but I am working damned hard because we are that short-staffed. It is demoralising.”
Next said it believed there were no outstanding underpayment queries among warehouse workers that were more than two weeks old.
Jo Mackie, leader of the employment practice at law firm Slater and Gordon, said that, theoretically, HMRC can punish companies if software issues lead to staff being underpaid — although the liability would be subject to the terms of the contract between the employer and the software provider. In 2013, National Grid agreed to pay £4 million to compensate more than 8,000 American workers after the botched implementation of a SAP payroll system meant it failed to pay overtime to workers repairing damage caused by Hurricane Sandy.
Wolfson, though, has other problems to worry about. In May, HMRC wrote to the directors of Next advising them that it had opened an investigation into whether the retailer was paying its workers the “correct rate” of national minimum wage.
The inquiry is understood to have been triggered by a complaint from a member of Next’s retail workforce. HMRC has informed Next that the investigation will encompass its entire corporate structure, including any subsidiary companies. HMRC declined to comment.
“In general terms, it is not uncommon for HMRC to audit large employers and their adherence to national minimum wage regulations,” a Next spokesman said.
If the taxman finds companies guilty of underpaying staff, it can force them to make good the underpayment and levy penalties of up to 200 per cent of the arrears.
HMRC also reclassified Next from a low-risk taxpayer to a medium-risk taxpayer. The change came after the company admitted that it had over-claimed £4.3 million of furlough cash, which it repaid in January. After making what was intended to be a final disclosure, Next is said to have realised it had over-claimed an additional £3 million, which has since been repaid.
Additionally, the retailer discovered it had underpaid roughly £2 million of furlough cash to about 4,000 employees. It has repaid all current employees who were out of pocket, but admitted that about 900 former employees, who have been contacted, have yet to be repaid. Next attributed the mistakes to the regular amendments of the Covid scheme, adding that they were a challenge for all companies to deal with. The company said it had a “clear path” to return to a low risk rating with HMRC.
Still, the litany of accurate mis-steps will shock Wolfson’s acolytes in the City. Just like Next’s staff, they will be hoping these are no more than a blip.
The global educational tourism market is predicted to reach a value of US$ 1,947.0 billion by 2031, with a robust CAGR of over 17.2%. Governments all across the globe have contributed to the modernization of the education system by creating smart learning initiatives and aligning education curricula with global teaching standards.
The as artificial intelligence (AI), machine learning, virtual reality (VR), augmented reality (AR), etc. has led to the adoption of more efficient methods of teaching and in turn delivering an enhanced quality of education. Governments have adopted several initiatives to support the integration of technology into the education system. For example, the UAE has initiated an Innovation Hub by Oracle in Dubai, allowing students to pitch ideas for developing technological changes.
Meanwhile, the UAE government has allocated funds towards ICT development and establishment of 122 innovation libraries in schools with Arabic representation in technology in order to encourage and promote education among Arabic-speaking students.
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The main objective for integrating new technologies into the educational system is to enable students to adapt to the ever-evolving dynamics of various industries. Moreover, regional governments are focusing on creating an ecosystem led by innovation and a knowledge based economy.
Therefore, the adoption of these technologies into the education system remains a top priority for government authorities.
Key Takeaways from the Educational Tourism Market Study
“Given the ever-growing demand for higher education and to bring to the attention of the local authorities to the implementation of the national strategy for international cooperation, international student recruitment has become a priority.
Implementation of various policies and measures to help recruitment of a higher number of international students will therefore present highly lucrative growth opportunities for the market,” says an FMI analyst.
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Impact of Covid-19 & 2020 Market Analysis
Educational tourism has been one of the most affected industries from the very beginning of the outbreak of the coronavirus, with airlines on the ground, the suspension of outgoing and incoming flights, nationwide lockdowns, hotels closing and travel controls enforced.
In the FQ-20, the pandemic limited the arrival of international visitors to a fraction of what they were one year before. Countries all over the world imposed travel restrictions to limit the spread of the coronavirus, which broadly affected the overall tourism industry.
Additionally, The Director-General and CEO of IATA reported that financially, 2020 was the worst year in aviation history. On average, US$ 230.0 Mn has been added to business losses on each day of this year, contributing to a net loss of US$ 84.3 Bn dollars.
In 2020, with the extreme effects of the Covid-19 pandemic, in contrast to 2019 estimates, foreign tourism decreased by 22% in Q1 and by 65% in the first half of 2020, which directly impacted the educational tourism industry.
Who is Winning?
Players in educational tourism market adopts a virtual and online approach to connect with potential people. For instance, key players such as GVI Company, EF Educational Tours, and M.K.H Consultancy Services, among others provides virtual internship program and online classes. This approach helps the players to attract more customers.
Few key players in the educational tourism market are Meridean Overseas, GVI Company, Global Volunteers, Capital Tours, Inc., EF Educational Tours, Road Scholar, AAI Edutourz, ACIS Educational Tours, GoIreland, Qadri International Education Consultancy, Intelligent Partners, Futures Abroad, ProEd DMCC, Education Resources Network (ERN), Education Zone, Fact, IQ Education Consultants, M.K.H Consultancy Services, and Stratix Consultants among others.
Market by Category
By Age Group (% of Demand):
By Education Type (% of Demand):
By Type of Occupation (% of Demand):
By Course Type (% of Demand):
By Region (% of Demand):
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