Free 4A0-107 Exam Cram with test prep and questions and answers

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Exam Code: 4A0-107 Practice exam 2022 by Killexams.com team
4A0-107 Alcatel-Lucent Quality of Service

Exam Name: Nokia Quality of Service
Exam Number: 4A0-107
Credit Towards Certifications: Nokia Service Routing Architect
Exam Duration: 90 Minutes
Exam Appointment Duration: 135 minutes
Number of Questions: 60
Language: English

Alcatel-Lucent Quality of Service
Alcatel-Lucent Alcatel-Lucent test
Killexams : Alcatel-Lucent Alcatel-Lucent test - BingNews https://killexams.com/pass4sure/exam-detail/4A0-107 Search results Killexams : Alcatel-Lucent Alcatel-Lucent test - BingNews https://killexams.com/pass4sure/exam-detail/4A0-107 https://killexams.com/exam_list/Alcatel-Lucent Killexams : 2600Hz Announces Support of Alcatel-Lucent Enterprise Devices on KAZOO Platform

HENDERSON, Nev., Aug. 1, 2022 /PRNewswire/ -- 2600Hz, a leading provider of unified business communications and the award-winning KAZOO platform, is proud to announce a new partnership with Alcatel-Lucent Enterprise (ALE). This new partnership sees full support for ALE devices in 2600Hz's Advanced Provisioner—a powerful tool designed to speed up deployment and provision most popular SIP endpoints quickly and to auto-provision physical VoIP phones remotely.

2600Hz Logo (PRNewsfoto/2600Hz)

"ALE Device is dedicated to making business communication easier and efficient, providing customers with UC terminals that meet and exceed their business needs," said Ba Min SEIN AYE, Head of Product and Marketing at ALE Device. "By combining ALE Device voice solutions with 2600Hz's KAZOO Advanced Provisioner, we will enhance productivity and Improve the experience for customers."

Auto-provisioning and certification has been completed on the Myriad and Halo series, including: M3, M5, M7, H3G, H3P, H6. 2600Hz is also offering support for ALE's Easy Deployment Server (EDS) for Zero Touch Provisioning.

"We are happy to support ALE devices in our Advanced Provisioner," explained 2600Hz's Co-Founder and Co-CEO, Patrick Sullivan. "Their innovative hardware offers a real value-add to our partners, and we look forward to continued collaboration with ALE."

About 2600Hz:

2600Hz's cloud communications platform KAZOO modernizes how businesses provide communications services to their customers. With thoughtfully engineered tools built by leaders in the telecom industry, KAZOO offers feature-rich UCaaS, CPaaS, and CCaaS solutions. For developers building their own telephony apps, 2600Hz offers 300+ APIs and provides access to the building blocks of the platform. For more information, visit http://www.2600Hz.com. 2600Hz is a privately owned company with a distributed team worldwide.

2600Hz Contact:
Clint Mohs
Head of Marketing
cmohs@2600hz.com

About Alcatel-Lucent Enterprise

ALE China Co., Ltd, operating under the "ALE Device" trade name, is an audio technology expert in the global DeskPhone market, designing and marketing communication devices for enterprises. The company focuses on innovative technologies to develop a wide range of enterprise communication devices such as SIP phones, headsets, audio and video equipment for Unified Communications. These products can be integrated into a variety of solutions with simple provisioning tools, in a cost-effective, secure and flexible manner. Visit our website for more information: www.aledevice.com

ALE Contact:
Davy Zhang
Area Sales Director
davy.zhang@al-enterprise.com

Cision

View original content to obtain multimedia:https://www.prnewswire.com/news-releases/2600hz-announces-support-of-alcatel-lucent-enterprise-devices-on-kazoo-platform-301597194.html

SOURCE 2600hz, Inc.

Mon, 01 Aug 2022 07:03:00 -0500 en-US text/html https://www.yahoo.com/now/2600hz-announces-support-alcatel-lucent-190300967.html
Killexams : The private equity club: how corporate raiders became teams of rivals

When buyout groups Hellman & Friedman and Permira began stalking a takeover of business software giant Zendesk in February, they tried to bring in a third partner for what would be a large deal. They called Blackstone, a firm that manages more than $125bn in private equity assets and that they each knew well from previous transactions.

Blackstone was initially interested in Zendesk but in the end it passed on the investment. However, the firm’s involvement did not end there. When H&F and Permira eventually announced their $10.2bn acquisition of the software company in June, the press release did not name any of the Wall Street banks that would usually provide the bridge loans to complete such a deal.

Instead, H&F and Permira said that amid choppy capital markets they had secured more than $4bn of debt financing. The debt came from a group of would-be competitors led by Blackstone.

Firms like Blackstone and Apollo, another lender in the deal, made their names as swashbuckling takeover artists. The industry was founded from the 1970s to the early 90s by small teams of mercenary dealmakers, who then duelled with each other to win control of large corporations such as RJR Nabisco, Alliance Boots, and Philips Semiconductors.

Private equity firms have since grown to manage almost $10tn in assets and have become the dominant force in global financial markets.

But as the industry has expanded, its character has been transformed. Firms that once bludgeoned opponents now nurture complex business relationships with their competitors. Private equity has become just a fraction of their overall assets under management, with credit investing businesses now managing hundreds of billions of dollars, including providing loans for leveraged buyouts.

The result of these sprawling empires is that once heated rivals increasingly see the benefits of a level of co-operation between different business units that once seemed inconceivable.

“Private equity started 35 years ago as a dark art. Now it is an asset class,” Marc Rowan, chief executive of Apollo Global, told an audience earlier this year. “There are no permanent friends or permanent enemies anymore.”

With private equity deals now accounting for over 25 per cent of global M&A activity — a record market share — the collective power of the leading groups is starting to attract the attention of regulators.

Private equity takeovers, once rubber stamped by antitrust authorities, are now being treated with the scrutiny reserved for large corporations, competition watchdogs have told the Financial Times.

It is a striking reversal for a sector that has more often in the past been criticised by politicians for its ruthlessness rather than its clubbiness.

“When you have repeated relationships, you are just not going to go to war with the same ferocity,” says Josh Lerner, a professor at Harvard Business School, who has studied private equity for decades.

Relationships that run deep

The Zendesk takeover is illustrative of how deep the ties can run between leading private equity firms.

The origins of the takeover go back to 2016 when Permira invited H&F to make a minority investment in a call centre technology company called Genesys, which it had bought from Alcatel-Lucent four years earlier. H&F invested $900mn in Genesys at a $3.8bn valuation, more than double Permira’s initial investment.

H&F and Permira initially studied merging Genesys with Zendesk, according to sources directly involved in the deal. When the idea did not advance, they turned to Blackstone, which helped arrange more than $4bn in debt financing that is now the largest private financing on record.

For Blackstone, it meant supporting a deal led by two of its most important customers. Blackstone Credit, the buyout firm’s $230bn in assets lending arm, is a reliable lender to both firms. It provided the majority of $1.2bn in financing for H&F’s takeover of NPD Group in October 2021 and $2.2bn in debt for Permira’s take-private of cyber security group Mimecast two months later.

H&F co-led the largest leveraged buyout of 2021 alongside Blackstone, taking control of medical supplier Medline Industries for $34bn. A year earlier, the two firms struck an equally ambitious deal to merge their combined investments in human resources IT company Ultimate Software and cloud software specialist Kronos, in a $22bn deal.

To buy Zendesk, H&F and Permira raised billions in debt against a business that generated just $80mn in profits last year, far more than what regulated banks could offer, according to three people involved in the deal.

Blackstone, which considers H&F a skilled partner for takeovers, took part in the financing, as did Apollo, which financed more than $750mn of the takeover, and counts both firms among the 25 private equity firms to which it has lent over $40bn. Famed for its ruthless tactics with debtholders, Apollo now aspires to become a go-to financier for the deals organised by competitors.

“The zero-sum game mentality of old school dealmakers that always assumed that for them to win someone had to lose is really an outdated point of view,” says an executive at one of the industry’s largest global firms. “There are so many opportunities. Today you are competing and tomorrow you will bring them in as a partner on a deal. It is the new reality.”

Aggressive outsiders

The modern day private equity buyout traces to Michael Milken’s Drexel Burnham Lambert, the investment bank that popularised the “junk bond”. Drexel financed small teams of dealmakers targeting corporate giants such as Disney, Texaco and then RJR Nabisco, the signature LBO of the go-go 1980s.

Milken, and many of Drexel’s clients, were considered aggressive outsiders, unafraid to gatecrash Wall Street.

“The Drexel guys that Milken was backing were pretty non-genteel types,” says a buyout executive who worked in that era. “It was like the Gold Rush. The guys who couldn’t make it in the city went off to look for gold.”

By the 2008 crisis, private equity had become part of the financial mainstream as it pulled off a string of ever-larger takeovers. These so-called “club deals” hinted at the willingness of some firms to co-operate out of self-interest.

Buyout firms, then privately owned partnerships almost exclusively focused on corporate takeovers, could not always afford to purchase on their own some of the companies they considered attractive targets — such as hotelier Hilton, utility TXU, retailer Toys “R” Us, and hospital chain HCA. However, by assembling consortiums of competitors that each contributed a slice of the equity, almost any deal became possible.

These club deals led to some legal battles. A 2007 civil lawsuit in Massachusetts led by a pension fund in Detroit accused 16 private equity firms of forming consortiums that rigged bids in sale processes.

The case centred on the $33bn LBO of HCA, which was won by Bain Capital, KKR and Merrill Lynch, after there were no other competing bids. Emails unearthed by lawyers showed competitors refraining from outbidding each other.

“I don’t want to be in a pissing battle with KKR at the same time we are teaming on other deals,” said David Rubenstein, one of Carlyle’s founders, in an email unearthed during the litigation.

These deals were not all successes. Toys “R” Us, for instance, fell into restructuring. Moreover, to settle the Massachusetts litigation, Goldman Sachs and Bain Capital paid $121mn, while KKR, Blackstone and TPG agreed to pay $325mn, all without admitting or denying guilt.

By the time of the financial crisis, club deals had mostly vanished as investors found themselves exposed to the same failing investments in multiple funds and called for an end to the practice.

But the crisis also opened a window for buyout firms to transform themselves into much broader operations that are shifting the balance of power in finance towards private markets.

Investment banks, hamstrung by new regulations like the 2010 Dodd Frank Act, were curtailed from holding risky assets such as low-rated debts, which has limited their ability to finance many deals. As a result, corporations and private equity buyers have had to seek new ways of issuing debt. Blackstone, Apollo, KKR and Carlyle stepped into the void.

They bought billions of non-performing loans from banks in the US and Europe, betting that the portfolios would stabilise. As markets recovered, they shifted to originating new loans, underwriting midsized private equity takeovers that banks would not finance.

It set off private equity’s march into new businesses such as lending, insurance-related investments, real estate and infrastructure, which were far from their original speciality in buyouts.

Blackstone acquired debt manager GSO in 2008, seeding its expansion into credit and insurance-based investments, which now comprise 28 per cent of the group’s $940bn in assets.

Apollo, under current chief executive Rowan, built an insurer called Athene that was designed to invest fixed-rate annuity premiums into complex debts, like senior loans. These credit investments are now Apollo’s biggest and fastest growing business.

In private lending markets, the fastest growth has come from financing software takeovers, like Zendesk, which banks cannot handle due to the level of leverage involved. Several other large software deals this year, like Thoma Bravo’s $10.4bn takeover of Anaplan, were financed by private lenders because the leverage ratios on the debt are beyond what banks are comfortable handling.

In these deals, lenders will “club up” by assembling a consortium of competitors, resembling the consortiums of the pre-crisis era.

These private financings have continued as interest rates rise — just as many investment banks have been refusing to make new lending commitments until loans from deals struck earlier in the year have been sold on. The result has been a halt in the market for bank-financed takeovers and the private lenders winning market share.

“The idea that we would work with KKR and Blackstone to provide debt for us once seemed like a crazy idea. Today, people don’t even think about it,” says the head of one private equity firm. “There are no clean lines. Everyone is a competitor, a collaborator and a partner.”

This web of relationships has changed the character of the industry. “It is costlier than ever to be a jerk,” says Steven Kaplan, an expert on private equity who teaches at the University of Chicago. “If they behave badly in one deal, they will be treated differently in the next deal.”

The ties stretch far beyond lending. The fastest way for buyout firms to deploy their nearly $2tn in “dry powder,” or funds they have raised that have yet to be invested, is to buy companies directly from other private equity firms. A record 442 of such deals worth $62bn were struck last year, according to Refinitiv.

These deals can close in less than three months, say bankers, versus as long as nine months to acquire a public company. They can also be expedient: sellers sometimes look to quickly lock in gains and show strong returns as they raise their next fund, notes one private equity firm executive.

“A lot of times you have good companies that a sponsor owns, but they need to sell to show dollars realised for their fundraising,” says the executive.

There has also been a surge in so-called “secondary buyout transactions,” where one private equity firm sells a large stake in an existing investment to another firm at a higher valuation.

One of the industry’s earliest major deals was H&F’s 2014 sale of a $750mn minority interest in Kronos, a seller of cloud-based time sheet services, to a group of buyers led by Blackstone, that were willing to take lower governance rights and leave H&F in control of the deal.

Five years later, H&F led a deal to acquire Ultimate Software for $11bn, bringing in Blackstone and GIC, its same partners on the Kronos stake sale. Blackstone’s debt arm co-led $900mn in financing for the riskiest piece of the deal’s $3.4bn total debt package, helping to get it over the line.

The two private equity firms then merged Ultimate Software with Kronos a year later, generating billions of dollars in gains, underscoring how close relationships can get deals done.

Can it last?

The first test of the private equity industry’s new co-operative structure was the coronavirus pandemic. Broad swaths of the global economy closed, threatening to create a wave of defaults for private lenders that had financed a flurry of takeovers.

What occurred instead was a mass forbearance as private equity borrowers and their lenders amended loans to provide companies breathing room. To smooth the new and more lenient liquidity measures and show good faith, some borrowers added additional equity to the deals.

“The whole concept was we’re not going to foreclose,” says one borrower involved in numerous negotiations. “They’re in the business of ideally doing multiple deals with your portfolio companies. They know that if they act poorly, my job is to not show them future business.”

One such example was a company called European Wax Centre, an operator of hair removal salons that was acquired in 2018 by private equity firm General Atlantic with a $180mn loan from private lender Blue Owl. When the pandemic shuttered the company’s salons, Blue Owl voluntarily amended the loan to forestall a cash crunch and General Atlantic made an over $10mn cash infusion as a concession.

After the economy reopened, European Wax recovered and its debts were refinanced at par. Last year, the company went public, valuing General Atlantic’s stake at $639mn, several multiples of its original investment.

Young Soo Jang, a PhD student at the University of Chicago, has studied private lenders’ behaviour by examining over 200 deals that fell into distress during Covid.

He found private lenders were twice as likely as the broadly syndicated loan market to ask for borrowers to agree to inject new capital into deals, forestalling restructuring. Five per cent of distressed private deals led to bankruptcies, according to the research, half the rates of bank financed deals.

“A lot of the direct lenders put out a lot of capital . . . They were extremely nervous,” adds one executive involved in these deals. “Everyone benefited from the fact that there was such a sharp snap back in the economy.”

The global economy sidestepped a brewing financial crisis during the pandemic thanks to an unprecedented policy response.

But as financial markets enter another troubled moment amid the war in Ukraine and central bank tightening, the ties between firms will be tested again.

“This increased co-operation and cosiness is really a bull market phenomenon,” says Lerner, the Harvard professor, who expects falling markets will unearth new conflict as deals sour, pitting parties against each other.

However, the firms involved in the Zendesk financing insist these new relationships will not break.

“It is very hard to be a credible direct lender and a hostile investor,” says the head of one firm involved in the deal. Another adds: “We’re just trying to get our money back and get a return.”

Mon, 08 Aug 2022 17:34:00 -0500 en-GB text/html https://www.ft.com/content/aec70aab-7215-4fa7-9ee3-1224d967dc28?curator=biztoc.com
Killexams : Cellular Capacity and Coverage Optimization Market Size 2022 Emerging Technologies, Opportunity and Forecast to 2027

The MarketWatch News Department was not involved in the creation of this content.

Jul 31, 2022 (Market Insight Reports) -- Cellular Capacity and Coverage Optimization Market (US, Europe, Asia-Pacific) 2022 Global Industry Market research report gives key assessment on the market status of the Cellular Capacity and Coverage Optimization producers with Market Size, improvement, share, floats similarly as industry cost structure. Cellular Capacity and Coverage Optimization Market Report will incorporate the examination of the impact of COVID-19 on this industry.

A new report of Market Research Update titled “Cellular Capacity and Coverage Optimization Market Analysis 2022-2027” is a detailed sketch of the business sphere in terms of current and future trends driving the profit matrix. The Cellular Capacity and Coverage Optimization Market report also indicates a point-wise outline of market share, market size, industry partakers, and regional landscape along with statistics, diagrams, & charts elucidating various noteworthy parameters of the industry landscape.

PDF demo Report: https://www.marketresearchupdate.com/sample/359270

The research report on the Cellular Capacity and Coverage Optimization market explores the key growth markers across the various geographies as well as their influence on the competitive landscape. It contains exclusive insights on the challenges prevalent in the industry and helps businesses idea countermeasures to enhance their growth. An elaborate discussion of the opportunities that could potentially propel the industry growth to new heights is also provided.

Top Key Players of the Market:
SFR, Nokia Networks, Alcatel-Lucent, Hitachi, Agilent Technologies, IBM, KT, Huawei Technologies, Singapore Telecommunication, Verizon Communications, NEC, AT&T Mobility, Ericsson, ZTE, Texas Instruments, Netgear

The leading players are focusing mainly on technological advancements in order to Improve efficiency. The long-term development patterns for this market can be captured by continuing the ongoing process improvements and financial stability to invest in the best strategies.

Types covered in this report are:
Deployment Of Small Cells
Carrier WiFi
Self Organizing Networks
Cloud-RAN (Radio Access Network)

Applications covered in this report are:
Domestic
Commcial

Regional Analysis For Cellular Capacity and Coverage Optimization Market
North America (the United States, Canada, and Mexico)
Europe (Germany, France, UK, Russia, and Italy)
Asia-Pacific (China, Japan, Korea, India, and Southeast Asia)
South America (Brazil, Argentina, Colombia, etc.)
The Middle East and Africa (Saudi Arabia, UAE, Egypt, Nigeria, and South Africa)

PDF demo Report: https://www.marketresearchupdate.com/sample/359270

Table of Contents
Global Cellular Capacity and Coverage Optimization Market Report 2022
Chapter 1 Cellular Capacity and Coverage Optimization Market Overview
Chapter 2 Global Economic Impact on Cellular Capacity and Coverage Optimization Industry
Chapter 3 Global Market Competition by Manufacturers
Chapter 4 Global Production, Revenue (Value) by Region
Chapter 5 Global Supply (Production), Consumption, Export, Import by Regions
Chapter 6 Global Production, Revenue (Value), Price Trend by Type
Chapter 7 Global Cellular Capacity and Coverage Optimization Market Analysis by Application
Chapter 8 Manufacturing Cost Analysis
Chapter 9 Industrial Chain, Sourcing Strategy and Downstream Buyers
Chapter 10 Marketing Strategy Analysis, Distributors/Traders
Chapter 11 Market Effect Factors Analysis
Chapter 12 Global Cellular Capacity and Coverage Optimization Market Forecast

Report gives:

– In-depth analysis of the market on the global and regional levels.
– Major changes in market dynamics and competitive landscape.
– Segmentation on the basis of type, application, geography, and others.
– Historical and future market research in terms of size, share, growth, volume & sales.
– Major changes and assessment in market dynamics & developments.
– Industry size & share analysis with industry growth and trends.
– Emerging key segments and regions
– Key business strategies by major market players and their key methods.
– The research report covers size, share, trends, and growth analysis of the Cellular Capacity and Coverage Optimization Market on the global and regional level.

Full Report @ https://www.marketresearchupdate.com/industry-growth/cellular-capacity-and-coverage-optimization-report-2022-2027-359270

At last, the Cellular Capacity and Coverage Optimization Market report includes investment come analysis and development trend analysis. The present and future opportunities of the fastest growing international industry segments are coated throughout this report. This report additionally presents product specification, manufacturing method, and product cost structure, and price structure.

Contact Us:
sales@marketresearchupdate.com

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Sat, 30 Jul 2022 18:22:00 -0500 en-US text/html https://www.marketwatch.com/press-release/cellular-capacity-and-coverage-optimization-market-size-2022-emerging-technologies-opportunity-and-forecast-to-2027-2022-07-31
Killexams : Global Enterprise WLAN Markets Report 2022: A $22.58 Billion Market - Long-term Forecast to 2026 & 2031

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Dublin, July 26, 2022 (GLOBE NEWSWIRE) -- The "Enterprise WLAN Global Market Report 2022" report has been added to ResearchAndMarkets.com's offering.

The global enterprise WLAN market is expected to grow from $17.41 billion in 2021 to $22.58 billion in 2022 at a compound annual growth rate (CAGR) of 29.7%. The enterprise WLAN market is expected to grow to $60.58 billion in 2026 at a CAGR of 28%.

Major players in the enterprise WLAN market are Aerohive, Alcatel-Lucent, Ruckus, Aruba, Cisco, Juniper, Huawei,Dell Inc, Extreme Networks Inc, ZTE Corporation, Netgear Solutions, Ruckus Networks, , Dell Technologies Inc., D-Link Corporation, Ubiquiti Inc., and TP-Link Technologies Co. Ltd.

The enterprise WLAN (wireless local area network) market consists of sales of enterprise WLAN network devices and services by entities (organizations, proprietorship, partnerships) that use radio wireless connections (Wi-Fi), instead of using traditional cables to connect to the internet. Enterprise WLAN is a device that helps to link two or more wireless devices using wireless communication and provide mobility to the network users. It utilizes radio communication while connecting to the wired network within a limited area such as a work campus, or office building.

The main types of components in the enterprise WLAN market are hardware, software, and service. Hardware for wireless LANs includes network interface cards, routers, and switches. It is used in enterprises to administrate the wireless network access points and connected wireless devices. The different organization sizes include small and medium enterprises, and large enterprises and are employed in various sectors including BSFI, IT and telecom, healthcare, retail, government, and others.

North America was the largest region in the enterprise WLAN market in 2021. Asia-Pacific is expected to be the fastest growing region in the forecast period. The regions covered in the enterprise WLAN market report are Asia-Pacific, Western Europe, Eastern Europe, North America, South America, Middle East and Africa.

The increasing demand for high-speed data connectivity is expected to propel the growth of the enterprise WLAN market going forward. High-speed data connectivity enables users to easily keep copies of the files in the cloud and also allows the workers to access and upload their data to other devices such as laptops, smartphones, and home computers. Wireless devices use a wireless local area network (WLAN) to enable high-speed data communication.

For instance, according to Speed Test, a US-based web testing and network diagnostics company, the United States had the highest number of 5G users (49.2%), followed by the Netherlands (45.1%), South Korea (43.8%), Kuwait (35.5%), and Qatar (34.8%). Therefore, the surge in demand for high-speed data connectivity is driving the growth of the enterprise WLAN market.

The emergence of the Wi-Fi 6 standard (802.11ax) is the latest trend gaining popularity in the enterprise WLAN market. The latest Wi-Fi standard is capable of offering benefits such as higher data rates, improved power efficiency, increased capacity, and better performance in environments with multiple connected devices.

Key Topics Covered:

1. Executive Summary

2. Enterprise WLAN Market Characteristics

3. Enterprise WLAN Market Trends And Strategies

4. Impact Of COVID-19 On Enterprise WLAN

5. Enterprise WLAN Market Size And Growth
5.1. Global Enterprise WLAN Historic Market, 2015-2020, $ Billion
5.1.1. Drivers Of The Market
5.1.2. Restraints On The Market
5.2. Global Enterprise WLAN Forecast Market, 2020-2025F, 2030F, $ Billion
5.2.1. Drivers Of The Market
5.2.2. Restraints On the Market

6. Enterprise WLAN Market Segmentation
6.1. Global Enterprise WLAN Market, Segmentation By Component, Historic and Forecast, 2015-2020, 2020-2025F, 2030F, $ Billion

  • Hardware

  • Software

  • Services

6.2. Global Enterprise WLAN Market, Segmentation By Organization Size, Historic and Forecast, 2015-2020, 2020-2025F, 2030F, $ Billion

6.3. Global Enterprise WLAN Market, Segmentation By Application, Historic and Forecast, 2015-2020, 2020-2025F, 2030F, $ Billion

  • BFSI

  • IT and Telecom

  • Healthcare

  • Retail

  • Government

  • Other Applications

7. Enterprise WLAN Market Regional And Country Analysis
7.1. Global Enterprise WLAN Market, Split By Region, Historic and Forecast, 2015-2020, 2020-2025F, 2030F, $ Billion
7.2. Global Enterprise WLAN Market, Split By Country, Historic and Forecast, 2015-2020, 2020-2025F, 2030F, $ Billion

Companies Mentioned

For more information about this report visit https://www.researchandmarkets.com/r/jy717c

CONTACT: CONTACT: ResearchAndMarkets.com Laura Wood, Senior Press Manager press@researchandmarkets.com For E.S.T Office Hours Call 1-917-300-0470 For U.S./CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900
Mon, 25 Jul 2022 21:18:00 -0500 en-CA text/html https://ca.finance.yahoo.com/news/global-enterprise-wlan-markets-report-091800306.html
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