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Exam Code: 500-215 Practice test 2022 by team
500-215 SP Mobility Technology Systems Engineer Representative

Exam Details
The VMware vSAN 6.7 Specialist test 2019 (5V0-21.19) which leads to VMware Specialist – vSAN 2020 badge, is a 60-item exam, with a passing score of 300 using a scaled method. Candidates are given an appointment time of 120 minutes, which includes five-minute seating time and adequate time to complete the test for non-native English speakers. real test time is 115 minutes

VMware test blueprint sections are now standardized to the seven sections below, some of which may NOT be included in the final test blueprint depending on the test objectives.
Section 1 – Architecture and Technologies
Section 2 – Products and Solutions
Section 3 – Planning and Designing
Section 4 – Installing, Configuring, and Setup
Section 5 – Performance-tuning, Optimization, and Upgrades
Section 6 – Troubleshooting and Repairing
Section 7 – Administrative and Operational Tasks
If a section is missing from the list below, please note it is because the test has no testable objectives for that section. The objective numbering may be referenced in your score report at the end of your testing event for further preparation should a retake of the test be necessary.
Sections Included in the Exam
Section 1 – vSAN Architectures and Technologies
Objective 1.1 – Describe vSAN requirements
Objective 1.2 – Demonstrate how vSAN stores and protects data
Objective 1.3 – Define vSAN space efficiency features
Objective 1.4 – Define vSAN stretched cluster architecture requirements
Objective 1.5 – Compare the architectural requirements of a vSAN 2-node cluster and a stretched cluster
Section 2 - Planning and Designing – There are no testable objectives for this section
Section 3 - Planning and Designing a vSAN Solution
Objective 3.1 – Define and demonstrate vSAN design considerations
Objective 3.2 – Design a vSAN cluster
Objective 3.3 – Use vSAN design and sizing tools
Objective 3.4 – Explain interoperability with vSphere features
Objective 3.5 – Define which VMware solutions integrate with vSAN
Section 4 – vSAN Installation, Configuration, and Setup
Objective 4.1 – Configure and validate a vSAN configuration
Objective 4.2 – Create and manage disk groups
Objective 4.3 – Configure and validate vSAN services
Objective 4.4 – Configure vSAN stretched cluster and 2-node configurations
Section 5 – Performance-tuning, Optimization, and Upgrades – There are no testable objectives for this section
Section 6 – Troubleshooting and Repairing a vSAN solution
Objective 6.1 – Identify failure scenarios
Objective 6.2 – Interpret vSAN Health warnings
Objective 6.3 – Determine vSAN Health using vSphere Host Client, ESXCLI, and RVC
Objective 6.4 – Evaluate performance information in the UI and using CLI
Objective 6.5 – Manage hardware replacement
Section 7 – vSAN Administrative and Operational Tasks
Objective 7.1 – Create, update, and modify vSAN policies and apply to objects
Objective 7.2 – Describe vSAN data placement changes
Objective 7.3 – Interpret vSAN capacity terms
Objective 7.4 – Evaluate vSAN performance metrics
Objective 7.5 – Describe effects of maintenance mode options
Objective 7.6 – Explain how to add capacity to a vSAN cluster
Objective 7.7 – Patch or upgrade a vSAN cluster
Objective 7.8 – Describe the operational characteristics/differences between vSAN 2-node architecture and stretched cluster
Objective 7.9 – Explain encryption processes
Objective 7.10 – Explain how to utilize TRIM and UNMAP from vSAN and guest perspective

SP Mobility Technology Systems Engineer Representative
Cisco Representative plan
Killexams : Cisco Representative plan - BingNews Search results Killexams : Cisco Representative plan - BingNews Killexams : Webex vs. Zoom: Which Is Best For Your Team?

Editorial Note: We earn a commission from partner links on Forbes Advisor. Commissions do not affect our editors' opinions or evaluations.

As more organizations embrace remote working and learning, the need for reliable video conferencing solutions has skyrocketed. If you’re exploring virtual meeting platforms, you’ll find that Webex by Cisco and Zoom are among the most popular video conferencing services on the market today. But which is best? The answer depends on your specific needs.

We conducted an in-depth review of Webex vs. Zoom and compared video conferencing features, pricing, security, reliability and user experience. This review provides everything you need to make an informed decision for your team.

Webex vs. Zoom at a Glance



Paid plans range

From $15 to $25

per month per license

Paid plans range

From $15 to $25

per month per license

Pros & Cons

  • Excellent video and audio quality
  • Easy screen and document sharing
  • Strong reputation for security
  • Difficult to set up and navigate compared to other apps
  • Sluggish app launch speed
  • Limited integrations available



Paid plans range

From $14.99 to $19.99

per month per license

Paid plans range

From $14.99 to $19.99

per month per license

Pros & Cons

  • Easy to set up and use
  • Reliable and fast connectivity
  • Excellent video and audio quality
  • Security issues (such as meeting disruptions)
  • Breakout rooms somewhat difficult to navigate

How Webex and Zoom Stack Up

Both Webex and Zoom offer high-quality video and audio, easy meeting scheduling, user and participant authentication, waiting rooms and meeting recordings. Each platform also comes with desktop/file sharing, application sharing, interactive whiteboards, background manipulation, live group and private chat and the ability to assign user roles and permissions.

All Webex paid plans include 10 GB of cloud storage, while lower-tier Zoom plans offer only 1 GB. Webex offers participant polling on its free plan; Zoom does not. All Zoom plans come with touch-up filters for lighting and appearance; these features are not available through Webex.

Webex offers fewer integrations than Zoom. You’ll find a complete list of integrations on the Zoom website, but you’ll need to search by app name in the Webex Help Center to determine whether a specific app is supported.

Webex vs. Zoom Prices by Plan

Webex offers five plans. The Basic Plan and Meet Plan offer premium HD online video-based meetings, while the Call Plan offers a unique cloud-based phone number for each license and premium calling features. The Webex Meet + Call Plan offers both online video meetings and telephony services.

Prices for Webex plans range from $0 to $25 per month per license, with exception to the customizable cost of the Enterprise Plan. Other differences among the plans include participant capacity and meeting duration limits, which are explained in the chart below.

Zoom offers four plans that range from $0 to $19.99 per license per month. Key differences among the plans include price, meeting duration and participant capacity.

A key difference between Webex and Zoom is participant capacity limits on the platforms’ various plans. Zoom’s $14.99 Pro plan caps out at 100 participants, while Webex’s $15 Meet Plan permits up to 200 participants. If you want your online meetings to scale beyond 200 people, Zoom’s Business plan at $19.99 is a better value as it comes with built-in support for up to 300 participants.

With Zoom paid plans, you can expand participant capacity to up to 1,000 per meeting via Zoom’s Large Meetings add-on, which starts at $50 per month.

Ease of Setup and Use

The steps to setting up and using each video conferencing platform are similar, though user feedback overwhelmingly suggests that Zoom is consistently more user-friendly than Webex.

You don’t need a Zoom account to attend a meeting, but you will need to obtain the Zoom meeting application to your computer or mobile device. Zoom software updates are issued regularly, so it’s always best to check whether you have the latest version installed before attending a meeting. Using up-to-date software assures a more secure and stable video meeting experience.

You need to sign up for a Zoom account to set up a meeting. Register for a free Zoom account via email, Google, Facebook or single sign-on (SSO). Once your account is live, you can schedule meetings and invite others to your meetings. The process is straightforward, and Zoom’s meeting management dashboard is exceptionally user-friendly.

Webex application obtain and meeting set up is much like Zoom’s. To attend a meeting, you must obtain the Webex software onto your device. To host a meeting, you must register for a Webex account, which you can do for free. Webex takes a hit on user-friendliness due to somewhat clunky set-up instructions, lengthy registration and check-in times and a meeting interface that can confuse less tech-savvy users.

Related: Grasshopper vs Ringcentral vs Zoom


Video conferencing use has surged since the pandemic began. Virtual events are up 1000% since COVID-19, and virtual meetings have experienced similar growth.

Increasing user rates and systems that weren’t prepared to handle the surge led to Zoom’s widely publicized security issues. A string of meeting disruptions affected the platform in 2020, but Zoom has addressed its security shortcomings, and instances of security breaches are rarer now.

Zoom offers TLX encryption to establish communications, AES-256 encryption for real-time content and password-protected meetings. Meeting hosts can opt to have users stop in waiting rooms and then admit participants one by one after user identity and permission to enter has been verified. Hosts have complete control over screen sharing permissions. Zoom also provides HIPAA-compliant security with its Zoom for Healthcare solution.

Webex maintains a stellar reputation for video conferencing security. The platform offers locked personal room meetings, password-enforced meeting connections and encrypted cloud recordings. The Webex lobby feature allows the meeting host to control who can enter a meeting and when. Meeting hosts and admins can grant or revoke participant access to meetings at any time.


Webex offers customer support to its free users through its online Help Center. Paid plan subscribers can contact Webex customer service via chat or phone. Enterprise customers are assigned a dedicated Webex representative.

The Zoom Help Center is the only support offered for those on the free Zoom plan. Zoom Pro plan customers can submit support tickets or chat live online with a Zoom representative. Zoom Business and Enterprise plan customers can opt to receive support via phone.

Telephony Extensions

Both Webex and Zoom offer telephony extension plans. To access telephony services with Webex, you’ll need a Webex calling plan, which you can get with both the Call Plan and the Meet + Call Plan. Call waiting, call forwarding and up to six-way conference calls are included in these Webex plans. Unlimited local and domestic long distance is also offered, and international long distance is billed per minute.

Zoom Phone is the provider’s global cloud enterprise phone solution. Zoom’s service includes unlimited internal calling, three-way ad hoc conference calls, call recording, voice mail transcription and more. There is also an appliance program that can provide you with telephony hardware straight from the company. This telephony service is a separate offering from Zoom Meetings, and prices for plans range from $10 to $20 per month per license.

Bottom Line

Both Webex and Zoom offer feature-rich, stable video conferencing solutions. Overall, though, Zoom is the better platform in terms of total features and user-friendliness.

Zoom’s simplicity makes it a favorite across all types of video conference users. Since Webex holds a stronger reputation for system security, Webex is often a favorite for tech-savvy users and organizations where system security is paramount.

Find The Right Phone System For Your Business

Save by Comparing Phone System Prices

Frequently Asked Questions

What is video conferencing?

Video conferencing is a type of virtual, online meeting where two or more people talk through a video and audio call in real-time.

How can you make your video conferencing platform more secure?

There are several ways to enhance the security of whichever video conferencing platform you choose. These include creating unique meeting passwords and IDs for each meeting, allowing attendees into the meeting rather than everyone getting into the meeting at the same time, restricting who can supply out meeting invitations and limiting on-screen access to documents when screen sharing.

Mon, 01 Aug 2022 04:31:00 -0500 Janette Novak en-US text/html
Killexams : Aguilar says ‘threat’ posed by ‘extremist’ Marchant ‘is very serious’

The race for Nevada secretary of state heated up this week after Nye County Commissioners appointed a new interim county clerk who is expected to pave the way for hand-counting paper ballots in the 2022 general election.

On Tuesday, the Nye County Board of Commissioners voted 4-1 to appoint Mark Kampf, an election denier who falsely stated former President Donald Trump won the election, to the interim position to replace previous Clerk Sam Merlino. 

Republican secretary of state candidate Jim Marchant, a supporter of Kampf and also an election denier, helped convince Nye commissioners to make the switch to hand-counting paper ballots, even as Merlino criticized hand-counting as prone to error.

During a panel on voting rights hosted by Nevada Democratic Victory Tuesday,  Democratic candidate for secretary of state Cisco Aguilar heavily admonished Marchant for his role in Nye County’s decision to switch to hand-counting paper ballots.

“What Jim Marchant is doing in Nye County is irresponsible and dangerous,” Aguilar said. “He’s not a serious leader, but the threat he represents is very serious.”

Marchant, along with conservative businessman Russell Ramsland who has also pushed false claims the 2020 election was stolen, insisted Nye County Commissioners switch hand-counting paper ballots. 

Merlino, who had held that office for more than 20 years, told  commissioners hand-counting leads to “a lot of error.”

Earlier this year, she announced she would be retiring early ahead of the 2022 general election and submitted her resignation on June 6. 

Kampf has called for hand-counting paper ballots, contending the switch was needed to “restore confidence and transparency in our elections.”

Nevada Secretary of State Barbara Cegavske, a Republican, reviewed of election fraud and irregularity allegations lodged by Nevada Republicans and found no evidence of widespread voter fraud in the 2020 election.

Aguilar called Marchant an “extremist who has declared loudly and often that he believes our president wasn’t duly elected.”

Marchant didn’t respond to requests for comment. 

Marchant has garnered national attention for his full-throated commitment to Trump and spreading  conspiracies about alleged election fraud. Marchant falsely claimed he was the victim of election fraud after losing to Democratic Rep. Steven Horsford in the 2020 election.

Marchant, who won an election for a Nevada Assembly seat in 2016, has said that elections have been corrupt in Nevada since 2008.

Marchant also frequently claims that there is a nefarious “cabal” rigging elections by manipulating voting machines in Nevada, the nation, and around the world.

phony bonies
The Nevada State Republican Party posted this picture on social media after party chairman Michael McDonald, center, and five other Republicans signed a fake certificate in December 2020 falsely claiming that Donald Trump had won the 2020 presidential election in Nevada. Although not one of the fake electors, standing at the left is Jim Marchant, a 2020 election denier and conspiracy theorist who is also the Republican Party’s nominee for secretary of state, the office that supervises elections in Nevada.

Marchant also stood next to Nevada’s fake electors in December 2000 when they signed the phony electoral college certificates that were sent to Congress, an action that would later be revealed as part of the plan hatched by Trump’s legal advisors to stop Joe Biden’s certification as president on January 6, 2021.

Asked by the Guardian in January of this year if, as secretary of state, Marchant would be willing to send alternative electors to Congress other than those selected by Nevada voters in 2024, Marchant answered, “That is very possible, yes.”

In Nevada the secretary of state is the top elections official and is responsible for overseeing elections and certifying their results.

“He’s working to ensure struggling Nevadans can’t access the ballot box. He wants to go back to the day when access wasn’t granted to everyone,” Aguilar, Marchant’s opponent, said at the Nevada Democratic Victory event this week.

Jeff Smith, a voter rights attorney closely aligned with Democrats, said while voter suppression has been a national issue for decades it has become “more nuanced and insidious.”

“We need to be aware that not only are they going to make it harder for people to vote…but they’re also going to try and get those votes from being counted,” said Smith during the Tuesday panel.

Smith said he feared Nye County would fail to certify the vote in time, preventing certification of election results statewide.

“In Nevada the laws are great, but it’s still up to the counties to follow those laws,” Smith said. “I’m not thinking about Clark County. Clark County is going to follow the law… but I don’t know if Nye county is going to count all the votes like they’re supposed to. ”

Hand-counting paper ballots would be time consuming in Nye County, where there are about 31,500 eligible voters. Nevada law gives counties a strict time frame to tabulate votes and report the results to the state for certification. The process could also be riddled with errors and miscounts, say critics.

“There are still actors who don’t care what the law says. They are more concentrated in counties other than Clark County and Washoe County. We have to stay vigilant,” Smith said.

North Las Vegas Democratic state Sen. Dina Neal emphasized worries the Democratic Party has about the future of voting rights in the state during the panel.

“It’s more accessible here than it may be in other places but it is threatened,” Neal said. “There’s an active strategy to take over the secretary of state because when they challenged the vote (in 2020) it’s the secretary of state, in each state, who was able to shut it down.”

She called on Nevada voters to get involved in the race for secretary of state and other down-ballot races.

“We’re always out there sleeping as Democrats because we’re always waiting for the next crisis rather than watching the real snake that’s slithering around on the ground Preparing to take our races,” Neal said.

Nevada Current reporter Michael Lyle contributed to this report.

Thu, 04 Aug 2022 03:39:00 -0500 Jeniffer Solis en-US text/html
Killexams : America’s biggest companies are flourishing during the pandemic and putting thousands of people out of work

As the coronavirus pandemic devastated small businesses and plunged millions of Americans into poverty this summer and fall, executives at some of the country’s largest corporations sounded surprisingly upbeat.

“I don’t think we’ve ever been more excited or energized about our prospects,” PayPal finance chief John Rainey said on a November conference call.

“These are times when the strong can get stronger,” Nike chief John Donahoe told analysts in September.

“With all that’s happening around the world, it’s really unfortunate,” said Jensen Huang, chief executive of graphics chip maker Nvidia, during an August earnings call. “But it’s made gaming the largest entertainment medium in the world.”

With few exceptions, big businesses are having a very different year from most of the country. Between April and September, one of the most tumultuous economic stretches in modern history, 45 of the 50 most valuable publicly traded U.S. companies turned a profit, a Washington Post analysis found.

[Stimulus nears finalization, days before government shutdown]

Despite their success, at least 27 of the 50 largest firms held layoffs this year, collectively cutting more than 100,000 workers, The Post found.

The data reveals a split screen inside many big companies this year. On one side, corporate leaders are touting their success and casting themselves as leaders on the road to economic recovery. On the other, many of their firms have put Americans out of work and used their profits to increase the wealth of shareholders.

When the coronavirus struck, big companies promised to help battle the crisis. Dozens of prominent chief executives, who last year signed a public pledge to focus less on shareholders and more on the well-being of their employees and broader communities, appeared eager to make good on that promise. Many suspended payments to investors and vowed not to hold layoffs.

Then, 21 big firms that were profitable during the pandemic laid off workers anyway. Berkshire Hathaway raked in profits of $56 billion during the first six months of the pandemic while one of its subsidiary companies laid off more than 13,000 workers. Salesforce, Cisco Systems and PayPal cut staff even after their chief executives vowed not to do so.

Companies sent thousands of employees packing while sending billions of dollars to shareholders. Walmart, whose CEO spent the past year championing the idea that businesses “should not just serve shareholders,” nonetheless distributed more than $10 billion to its investors during the pandemic while laying off 1,200 corporate office employees.

Kirk Hanson, an author and longtime professor of business ethics, says it’s incumbent upon the United States’ top corporations to help pull the country through the worst recession in decades, particularly given the outsized profits they’re enjoying.

“There is an obligation on the part of the largest and most successful businesses to help buffer the human impact of the crisis,” said Hanson, who now is a senior fellow at Santa Clara University’s Markkula Center for Applied Ethics.

Instead, Hanson said, they have contributed to the country’s growing economic divide.

The Post contacted all 27 large firms that held layoffs this year. Many said the cuts were not related to the pandemic, but instead a necessary part of broader “restructuring” plans, where companies shift spending from declining lines of business to growing ones. In some cases, these plans were decided before the pandemic.

Several emphasized that they hired more people this year than they let go. Anne Hatfield, a spokeswoman for Walmart, said everyone the retailer laid off during the pandemic was offered another job in the company, though she declined to say whether the new roles held the same level of pay and responsibilities as the jobs that were eliminated.

Others pointed to the work they have done to help ease the pain in their communities, such as expanding health and family benefits to employees and distributing personal protective equipment to front-line workers. Cisco gave $53 million in cash and PPE to vulnerable populations and PayPal pledged $530 million in investments in minority-owned small businesses.

In an email, Berkshire Hathaway chief executive Warren Buffett said he leaves all decisions at his subsidiary companies to the management of those companies. Airplane parts maker Precision Castparts, which Berkshire Hathaway acquired in 2015, was forced to cut staff due to a severe drop in demand for new planes, he said. Buffett added that he has given $2.9 billion of his personal wealth to charitable causes this year.

The majority of the largest American corporations have prospered in the coronavirus economy.

Millions of consumers spent more time and money online during government-mandated lockdowns, watching Netflix, viewing ads on Google and Facebook pages, filling Amazon shopping carts and turning the video game business into a bonanza for Nvidia, Microsoft and others. (Amazon founder and chief executive Jeff Bezos owns The Washington Post.)

Shoppers began splurging on cleaning supplies, hobbies, home cooking and home improvements, driving record growth at big-box stores including Home Depot and Walmart.

Even in the hardest-hit sectors, such as restaurants, travel and hospitality, the biggest companies were largely insulated from the worst of the virus’s reckoning. While independent restaurants struggled to survive, McDonald’s ramped up its takeout and drive-through operations, rolling out new apps and technology catering to on-the-go orders.

In many industries, the giants devoured market share ceded by small businesses, who lacked the resources to keep stores open during unpredictable swings in customer demand. While the 50 largest companies averaged 2 percent revenue growth over the first nine months of 2020, small business revenue shrank 12 percent over the same period, according to data collected by software provider Womply from thousands of small firms.

Economists estimate at least 100,000 small businesses permanently closed in the first two months of the pandemic alone.

“Once you kill competition, it’s always hard to restore it,” said Matt Stoller, director of research at the left-leaning American Economic Liberties Project. “This is an extinction-level event for small businesses.”

As the pandemic wore on, many companies kept their promises not to lay off staff. Others saw the recession as a good excuse for trimming labor costs.

In April, cigarette maker Philip Morris International made a public commitment to forgo layoffs during the pandemic to help support the “job security and peace of mind” of its 73,000 workers.

“The company will not terminate the employment of any [Philip Morris] employee during this crisis period, unless for cause, and the company has also put on hold any restructuring plan,” Philip Morris said in a news release.

But in June, as infection rates continued to rise, Philip Morris said in a regulatory filing it would eliminate up to 440 workers in New York and Switzerland as part of a restructuring.

In a statement, Philip Morris spokesman Sam Dashiell said the company resumed the restructuring at its Swiss operations center because it determined “prolonging it further would be unfair to everyone.” He declined to explain why the New York layoffs resumed.

Current and former employees at some of these companies say they weren’t surprised to see their leaders renege on promises to retain staff through the pandemic. They didn’t put too much faith in those promises in the first place.

“The choices that they make are governed by, essentially, maximizing shareholder value,” said Gary Walker, a systems engineer who was one of 1,000 employees Salesforce cut in late August.

Pledges, then layoffs

At the onset of the pandemic, Chuck Robbins described the need to keep workers employed as a moral imperative. The chief executive of Cisco, a $180 billion software and networking giant, said large companies like his shouldn’t lay off workers during a global crisis because, even in a bad year, they had the resources to maintain payrolls.

“Why would we contribute to the problem?” Robbins asked in an interview with Bloomberg News published in April. “To me, it’s just silly for those of us who have the financial wherewithal to absorb this, for us to add to the problem.”

Four months later, Cisco began implementing a plan to lay off thousands of employees.

The majority of Americans who lost jobs this year were laid off from small businesses, many of which had no option but to cut workers to stave off financial collapse.

But larger companies actually laid off a greater portion of their workforces over that period — 9 percent for large firms vs. 7 percent for smaller firms — despite having more resources to survive the downturn. Their layoffs were quietly acknowledged in regulatory filings and shrouded in corporate jargon, like an “involuntary reduction of associates” at Coca-Cola; and “operating model changes to streamline and speed up strategic execution” at Nike.

The Salesforce layoffs punctuated one of the software giant’s fastest periods of growth and followed frequent pledges by its chief executive to assist with coronavirus relief. Marc Benioff, a self-styled leader of the corporate philanthropy movement, said in a series of tweets in late March that Salesforce pledged “not to conduct any significant lay offs over the next 90 days.”

He suggested all CEOs should take a similar “90 day pledge” and encouraged all Salesforce employees to keep supporting hourly workers, such as housekeepers and dog walkers, who do work for them.

Making good on that pledge was not hard for Salesforce, a company sitting on more than $9 billion in cash and short-term investments. It generated $2.7 billion in profit during the first six months of the pandemic, as businesses flocked to Salesforce’s tools for helping them manage operations remotely.

The layoffs, about five months after Benioff’s tweet, were part of a plan to “reallocate resources” including “eliminating some positions that no longer map to our business priorities,” the company said in a statement. They were announced one day after the software giant announced its biggest quarter of profit and revenue in history, sending its stock soaring 30 percent.

“Of course I’m cheesed about it. How could you not be?” said Walker, who was laid off after 12 years at the company. “It’s not great timing.”

Walker, 48, who lives with his wife and two dogs in Herndon, Va., said he appreciates Salesforce giving him generous severance benefits and understands large companies sometimes have to cut labor costs to please investors.

Gary Walker was laid off from Salesforce in August after 12 years with the company.
Gary Walker was laid off from Salesforce in August after 12 years with the company. (Jahi Chikwendiu/The Washington Post)

Cheryl Sanclemente, a Salesforce spokeswoman, said in a statement the company offered to help all of the people who were affected find new jobs, including in some 12,000 openings it expects to fill over the next year. She added that the company has provided protective equipment to health-care workers throughout the pandemic and gave $30 million to organizations fighting the covid-19 crisis.

Salesforce pointed out that the company did make good on his promise not to hold layoffs within 90 days of his tweet.

Similarly, Wells Fargo explained that it never committed to a time frame when it pledged to pause layoffs — which the company referred to in a statement as “job displacements” — back in March.

“At that time, we said we would continue to evaluate and did not pledge to pause job displacements for a specific period of time,” spokeswoman Beth Richek said in an email. “Starting in early August, we resumed regular job displacement activity.”

She declined to comment on the number of workers who were affected, though sources told Bloomberg News the San Francisco-based bank was cutting the first 700 workers in what is expected to be a massive restructuring impacting tens of thousands of jobs over the coming years.

[LinkedIn cut nearly 1,000 jobs as pandemic pain comes to white-collar workers]

Then there’s Cisco, which started the year determined not to “add to the problem” of pandemic unemployment, in the words of its CEO. Despite benefiting from a quarantine-fueled boom in videoconferencing tools including its Webex software, the company lost ground to Zoom and reported slowing growth in its cloud computing business.

Robbins, who spent the first few months of the pandemic repeatedly reassuring staff that their jobs would be safe, by summer acknowledged a round of cost-cutting was needed, according to three former employees who were in meetings with Robbins this year and left the company within the past three months. The former employees — two who left voluntarily, one who was laid off — all spoke on the condition of anonymity while discussing their former employer.

Cisco began a restructuring plan to eliminate $1 billion in costs, including a campaign to ask employees to take voluntary retirement packages or a 20 percent pay cut in exchange for working four days a week, the people said. In addition to the voluntary departures, Cisco began conducting involuntary layoffs in the early fall.

Jennifer Yamamoto, a Cisco spokeswoman, said the company is increasing its investments in certain business areas and reducing investments in others. Before publication of this story, Yamamoto declined to specify the number of people the company laid off. After publication, she revealed Cisco had “restructured” about 3,500 workers.

However, two of the former employees said they heard directly from managers at the company that Cisco planned to cut at least 8,000 employees, or more than 10 percent of its workforce.

Asked about Robbins’s statements from earlier this year, Yamamoto said the CEO “did not commit to no layoffs, but rather said we would preserve what we could depending on how the pandemic played out, and he would then assess the needs of the business every 60 days before making any decisions. As the pandemic continued, things changed in the macro landscape and we had to make some tough choices.”

Disparity sharp among restaurants

Nowhere has the disparity between big and small businesses ballooned during the pandemic the way it has for restaurants. Just ask Dave Mainelli.

For more than two decades Mainelli and his family have owned and run Julio’s Restaurant, a Tex-Mex joint in Omaha. His wife headed operations, his brother was a manager, and his son, a bartender. Customers held birthday parties and family reunions, plus wedding and funeral receptions there.

When the pandemic hit and business started to falter, Mainelli said he tried to keep Julio’s open because of the difficulty of telling many of his longtime employees that it was over. He cut back on hours and eventually on staff, dropping from 40 to a dozen as he tried to survive on delivery and pickup.

But with thin margins and debts beginning to mount, he closed Julio’s for good in June, after 25 years in business.

“There were a lot of tears. It was one of the hardest things I’ve ever been through and I‘ve been through a lot of hard stuff,” he said.

While 1 in 6 restaurants permanently closed during the first months of the pandemic, according to the National Restaurant Association, big chains have ramped up their drive-through operations and rolled out new apps and menus catering to on-the-go orders.

Maybe no one has done this better than McDonald’s, which was battered by the pandemic in the spring but has since been gobbling up more business by the day, using its scale to outpace hundreds of thousands of competing restaurants.

Analysts say McDonald’s has leveraged its advantages by quickly simplifying its menu, allowing its locations to serve more customers in a shorter time without them having to enter its restaurants. Deliveries and mobile app use is growing. Drive-through orders grew to account for 90 percent of McDonald’s sales during the pandemic, up from two-thirds of sales before this year.

“The large companies have these asset bases that the smaller companies cannot compete with, particularly now,” said Lauren Silberman, an analyst at Credit Suisse.

Contrast that with the options available to Mainelli. To boost delivery sales he partnered with a local service in Nebraska, but it cut into profits dramatically. “When you rely on delivery, your margins get shrunk because you’re paying them a chunk,” he said.

McDonald’s and other chains have long focused on data analysis and app development, capabilities they are now employing during the pandemic. Its digital drive-through menus allow restaurants to customize menu items for factors such as time of day, the weather and current restaurant traffic.

It is also testing tools for tailoring menus more specifically to customers as they arrive. So, if you have been ordering a Big Mac meal with fries and a large Sprite since the beginning of the pandemic, McDonald’s could begin identifying you through the app running on your phone and start displaying that meal more prominently when you pull up to the drive-through.

[Walmart and McDonald’s have the most workers on food stamps and Medicaid]

Not every McDonald’s franchise has flourished. But for those facing a cash crunch, the company put up nearly $1 billion to allow franchise owners to defer rent and royalty payments until their business returned, a luxury few other restaurant owners enjoy. “Because of our scale and financial stability, we were able to quickly provide franchisees with financial support when they needed it most,” Kevin Ozan, McDonald’s chief financial officer, told investors in November. Company spokespeople declined to comment further.

The result for McDonald’s shareholders has been a gift better than the plastic toy at the bottom of any Happy Meal. In October, shares of its stock reached an all-time high — up 27 percent since the beginning of March — and the company increased its dividend 3 percent.

Restaurant owner David Mainelli stands in front of the former location of his family’s restaurant, Julio’s, in Omaha earlier this month. The restaurant group has been a staple in the community since 1977, and announced they were closing their doors in June 2020. (Carley Scott Fields for The Washington Post)
Restaurant owner David Mainelli stands in front of the former location of his family’s restaurant, Julio’s, in Omaha earlier this month. The restaurant group has been a staple in the community since 1977, and announced they were closing their doors in June 2020. (Carley Scott Fields for The Washington Post)

The gulf between McDonald’s and most independent restaurants is staggering. Restaurant employment is down 17 percent during the pandemic, according to the Independent Restaurant Coalition, with more than 2 million restaurant workers out of a job heading into winter. Many of the owners that are permitted to remain open are doing so by slashing staff and costs and focusing on takeout as much as possible.

At Kayla’s Kitchen and Closet, located in tiny Park Falls, Wis., the menu offers soups, salads and a spicy blackberry bacon panini. Owner Kayla Myers also operates a clothing store next door offering Levi’s jeans, Minnetonka moccasins, children’s clothing and tuxedo rentals.

She said she has been boosting sales with Facebook posts. But she closed off half of her six tables for social distancing measures and cut hours. “You don’t have any point in opening if people can’t even come in,” she said.

After closing Julio’s this year, Mainelli sold the brand and became a writing instructor at local colleges. He and his wife gawk at the long lines of cars at McDonald’s, and he predicts the same fate for independent restaurants that locally owned bookstores faced when Amazon first arrived.

“The same thing is going to happen to the restaurants,” he said. “It’s going to be Olive Garden, Applebee’s and Chili’s. There are not going to be any independents.”

Year-over-year revenue change for the largest U.S. companies

Ranked from biggest revenue increase to biggest loss.

Investors reap payouts

When Apple announced its quarterly earnings in the spring, chief executive Tim Cook eagerly shared all the company was doing to combat the coronavirus, from manufacturing and distributing face shields to donating $15 million to relief efforts in the earliest days of the pandemic.

But those investments stood in stark contrast to the $50 billion Apple said it planned to spend on stock repurchases — an amount so closely watched by Wall Street that one analyst asked why it appeared slightly lower than previous years.

“The $50 billion share repurchase authorization is impressive enough in absolute terms, but it is a bit lower than the last couple of years,” Katy Huberty, a managing director at Morgan Stanley, said during the April conference call. “Any context around the thought process of landing on $50 billion?”

The world’s largest companies have set extraordinary expectations for their annual cash payments to investors. After pausing dividends and share buybacks in the spring, many companies resumed investor payouts by the summer.

The top 50 firms collectively distributed more than $240 billion to shareholders through buybacks and dividends between April and September, representing about 79 percent of their total profits generated in that period. Except for the five companies that didn’t offer buybacks or dividends this year, no large firm came anywhere close to spending as much on coronavirus relief efforts as they did paying out investors.

Companies often buy their own stock during difficult economic periods to signal to the market that management still believes in their prospects. But those buybacks also mean companies are taking money that could have been invested into employees and innovation and giving it to shareholders, who tend to be high-income individuals and families.

“This is a global crisis but the big companies are not treating it as one — they haven’t skipped a beat,” said William Lazonick, an emeritus economics professor at the University of Massachusetts at Lowell. “Apple gave back tens of billions of dollars to shareholders,” he added. “It’s sick.”

[‘Doomed to fail’: Why a $4 trillion bailout couldn’t revive the American economy]

Apple spent $41 billion buying shares and paying cash dividends between April and September, more than twice as much as the company with the next highest total, Microsoft. The tech giants top the list partly because they have come under pressure from shareholders to return some of their enormous stockpiles of cash.

Apple spokesman Josh Rosenstock said supporting worldwide covid-19 relief efforts has been the company’s top priority. Apple has donated “hundreds of millions of dollars” to supporting communities this year including distributing 30 million masks and 10 million face shields, he said.

The computer maker also kept paying retail employees while its stores were closed, Rosenstock added, and is “working with our suppliers to ensure their staff, including janitors and shuttle drivers, are being paid as well.”

Giant companies across all sectors have raised their dividends and buybacks since 2017, when tax legislation championed by President Trump and passed by Congress lowered the statutory corporate tax rate from 35 percent to 21 percent. As a result, many companies explicitly said they would spend some of their tax savings on higher payments to shareholders.

Pharmaceutical giant AbbVie achieved the lowest effective tax rate among all 50 largest firms, paying just 6.5 percent last year by structuring its business to take advantage of overseas tax havens, the company said in filings. According to Reuters, AbbVie holds dozens of patents for its best-selling rheumatoid arthritis drug Humira in Bermuda, which has no corporate income tax.

Shortly after the tax law was passed, AbbVie chief executive Richard Gonzalez said the company’s cash flow “far exceeds what we are able to use productively to support the business” and therefore would supply larger sums to shareholders. This year, he delivered: AbbVie paid investors $4 billion during the first six months of the pandemic, more than twice the amount of profit the company generated in that period.

AbbVie did not appear to lay off any employees this year. The company did not respond to multiple requests for comment.

Joel Jacobs contributed to this report.

Wed, 16 Dec 2020 02:30:00 -0600 en text/html
Killexams : ZoomInfo Technologies Inc. (ZI) Q2 2022 Earnings Call Transcript No result found, try new keyword!Welcome to the ZoomInfo second quarter year 2022 financial results conference call. [Operator instructions] At this time, I would like to turn the conference over to Mr. Jerry Sisitsky. Sir, please ... Mon, 01 Aug 2022 15:30:46 -0500 en-us text/html Killexams : DTI and DICT told to boost SME defense vs cyber threats

A senior lawmaker on Thursday urged the new secretaries of the Departments of Trade and Industry (DTI) and of Information and Communications Technology (DICT) to work in tandem to ensure the preparedness of the business sector against growing online threats.

Camarines Sur Rep. LRay Villafuerte issued the statement reports showed that one out of every two small and medium enterprise (SME) has suffered cyber attacks since last year.

The lawmaker urged the DTI and DICT to complement their campaign to encourage SMEs to shift to digital platforms with a massive information drive underscoring the need to shield these enterprises’ respective systems from cybercriminals.

“We welcome the plan of Trade Secretary Alfred Pascual to focus on digitalizing the processes of the DTI as well as of SMEs as this will dramatically Strengthen the ease and cost of doing business in the country, and expand the market reach of the country’s small businesses. But DTI should team up with the DICT to ensure that these digital platforms are safe and secure from hackers and other cyber threats,” Villafuerte said.

“Cyber attacks not only lead to revenue losses and disruption of operations for SMEs. They also erode the trust and confidence of consumers on businesses that have been victims of such cyber attacks. Cyber security is an indispensable element to ensure that SMEs are adequately protected when they expand their businesses to the digital marketplace,” said Villafuerte, who himself was a successful young entrepreneur before he entered electoral politics in 2004.

Villafuerte pointed to Cisco’s “Cybersecurity for SMBs: Asia Pacific businesses prepare for digital defense” study that was released recently, which showed that 57 percent of small and medium-sized businesses (SMBs) across the Philippines suffered a cyber-incident over the past year.

This study said over a quarter of these cyber incidents cost their business more than $500,000.

Based on the study, the No. 1 reason given as the cause of these incidents was that cyber-security solutions were not adequate to detect or prevent cyber attacks.

DICT Secretary Ivan John Uy earlier underscored the need to bolster the country’s digital police amid the proliferation of online scammers.

Uy said the three agencies under the DICT—the National Telecommunications Commission (NTC), Cybercrime Investigation Coordinating Center (CICC) and the National Privacy Commission (NPC)—should work together to address this growing issue of scamming using text message or social media.

Villafuerte, who is vice president for political affairs of the National Unity Party (NUP), has long recognized the urgency of arming the government with more powers and better tools to run after cybercriminals.

He filed a measure in the 18th Congress that was incorporated into a final congressional measure—House Bill (HB) No. 10689—that aimed to add more teeth to the efforts of regulatory agencies to combat cyber offenses by penalizing social engineering schemes, commonly known as “phishing,” that lead to illegal financial activities.

Villafuerte said that cybercrimes have risen with the rapid shift in the way people live and use the Internet to interact both socially and economically.

While banks have increased their efforts to check cybercrimes, and consumers have also become increasingly vigilant against such offenses, the Philippines still has no law against the use of financial accounts as an accessory to a financial crime, he said.

Villafuerte has already filed with fellow CamSur solons—Representatives Miguel Luis Villafuerte and Tsuyoshi Anthony Horibata, and Bicol Saro party-list Rep. Nicolas Enciso VIII—digitalization initiatives in the 19th Congress aimed at helping the country sustain its economic recovery from the Covid-19 pandemic.

These are the measures on institutionalizing the Bangko sa Baryo or and e-governance act.

Wed, 03 Aug 2022 23:36:00 -0500 en-US text/html
Killexams : Pharrell’s Non-Profit YELLOW Joins Forces With Cisco To Revitalize Inclusive Learning

Pharrell Williams‘ education-centered non-profit, YELLOW, has joined forces with IT and networking brand Cisco to deliver educational and empowering tools to marginalized students. Announced on Wednesday (June 15), the company has donated innovative technologies to Pharrell’s YELLOWHAB micro-school in the musician’s hometown of Norfolk, Va. to “power an inclusive learning experience” in the classroom.

Donating techs like the Secure X, Webex Suite, Meraki, WiFi 6, and state-of-the-art DNA Spaces, Pharrell and Cisco aim to rethink the notion of inclusive education and how a hybrid learning environment can look. Working with Cisco’s technology will also allow YELLOW to build a stable networking foundation, expanding the non-profit’s curriculum and “protecting students’ and educators’ data.”

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Pharrell Williams attends Rihanna’s 5th Annual Diamond Ball at Cipriani Wall Street on September 12, 2019 in New York City. - Credit: Steven Ferdman/Getty Images

Steven Ferdman/Getty Images

“This partnership between YELLOW and Cisco will take the education of our students at YELLOWHAB to the next level,” Pharrell said about their collaborative efforts. “I look forward to our youth experiencing education through Cisco’s state-of-the-art technology, which will continuously expand their lens of possibility through which they see themselves, their community, and their futures.”

Cisco CEO and Chair Chuck Robins stated that while they don’t know “what the workforce will look like in the future,” they know every student will need to be fluent in tech to have a real shot in the digital age.

“It’s critical that we work together with local partners to ensure that today’s youth learn and realize their potential in a digital age. Everyone needs access to experiential learning, and we’re proud to work with Pharrell and YELLOW to reach historically marginalized communities and close the digital divide.”

This weekend, Pharrell Williams will take the stage with special guests (including N.E.R.D. bandmate Chad Hugo) at his Something In The Water Festival this weekend, June 17-19, in Washington, D.C.

Click here to read the full article.

Sat, 18 Jun 2022 17:28:00 -0500 en-US text/html
Killexams : Moxo And Kasisto Partner To Strengthen Client Interactions In Financial Services'

(MENAFN- PR Newswire)

Kasisto's digital banking assistant to be integrated within Moxo's OneStop Interaction Client Hub

CUPERTINO, Calif., July 11, 2022 /PRNewswire/ -- Moxo , the industry's leading client interaction workflow solution, today announced a partnership with Kasisto , creators of KAI , the leading financial services digital experience platform, to offer digital assistant capabilities within Moxo's OneStop Client Interaction Hub.


The integration will allow financial institutions to streamline client interactions across various client segments and use cases. KAI handles initial product and service inquiries via intelligent digital assistants and escalates any conversations requiring high-touch human interaction to knowledge workers at the bank or financial institution to handle via Moxo. The joint offering helps reduce the cost of customer service and increases the productivity of bank staff.

'The customer service experience has never been more important to the clients of financial institutions than it is today,' said Zor Gorelov, co-founder and CEO at Kasisto. 'From consumer banking to business banking to investment management, today's financial clients expect to engage digitally, efficiently, and at just the right moment. Our partnership and integration with Moxo will allow front-line bankers and relationship managers at financial institutions to focus on the highest-value tasks and conversations, while ensuring their clients enjoy engaging digital experiences.'

Kasisto's digital assistants, powered by the KAI conversational artificial intelligence (AI) platform, are the first digital banking assistants to be integrated within Moxo. The combined services provide an end-to-end client interaction solution for financial services. Embedded within Moxo's Live Chat module and connected to the financial services ecosystem, KAI will handle the first level of client questions that do not need to be answered by a human. When more complex questions can't be answered by KAI, the digital banking assistant will escalate the conversation to a live service representative within Moxo's Live Chat Module in real time.

'We are excited to partner with Kasisto to further deliver seamless interactions and experiences that clients and consumers expect in today's digital-first world,' said Subrah Iyar, co-founder and CEO at Moxo. 'Together, Moxo and Kasisto will provide our joint clients with a competitive advantage within the financial services industry by ensuring personalized and engaging experiences across client segments.'

The companies plan to expand the partnership to include additional use cases and interaction modules over the next several months. Jointly, Moxo and Kasisto will further enhance modern client interaction capabilities to help financial institutions deliver industry-leading client interactions and deepen their client relationships.

To learn more about Moxo, visit . To learn more about Kasisto, visit .

About Moxo

Modernize your client interaction management with Moxo.

Today's client engagement activities are stuck in the chaos of fragmented silos — requiring significant manual intervention. Moxo provides a OneStop Client Hub for managing client interactions through modern digital automation. Businesses can streamline deadline-driven client interactions, including account onboarding, account servicing, exception handling.

Moxo powers client interaction workflows across a diverse set of industries including financial services, consulting, legal, accounting, healthcare, and more. Our customers include companies like Citibank, FIS, Standard Chartered, BNP Paribas, and more.

Our team has a rich history of pioneering in the engagement space: Moxo's co-founder and CEO, Subrah Iyar, was the co-founder and CEO of Webex, and Moxo's co-founder and CTO, Stanley Huang, held senior engineering management positions at Cisco Systems and WebEx. To learn more, visit and follow the company on LinkedIn , Twitter and Instagram .

About Kasisto KAI is the leading digital experience platform for the financial services industry. Kasisto's customers include J.P. Morgan, Westpac, Standard Chartered, TD, and Manulife Bank, and credit unions such as Fairwinds and Excite – and many more. These financial institutions chose KAI for its proven track record in driving business growth and improving customer experiences. The platform is engaging with millions of consumers around the world, all the time, across multiple channels, in different languages, and is optimized for performance, scalability, security, and compliance. KAI is built with the deepest conversational AI portfolio in the financial industry and is tightly integrated into the fintech ecosystem through partnerships with proven technology providers such as FIS, NCR, Q2 and others. Kasisto is headquartered in New York City, with offices in Silicon Valley and Singapore. Kasisto Singapore Pte Ltd is a wholly-owned subsidiary of Kasisto. For more information visit Follow Kasisto on Twitter, LinkedIn and Facebook.

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Mon, 11 Jul 2022 04:41:00 -0500 Date text/html
Killexams : Cisco SD-WAN Provides Full-stack Multilayer Security Capabilities: Ritesh Doshi

In a world where cloud-first strategy is on the minds of organisations, providing secure access to applications for users has become a priority. But as organisations and users become distributed, the attack surface continues to expand – driving up the demand for easy access to applications without compromising on security. To bridge this gap organisations need to factor in security closer to the user and edge. This can support network agility and minimise network latency. Software Defined WAN (SD-WAN) can cover it all.

BW Businessworld got in touch with Ritesh Doshi, Director of Enterprise Networking at Cisco India and SAARC, to understand more about SD-WAN. Read on for excerpts from the interview.


How does SD WAN help organizations scale with simplicity?

The moment you talk about software-defined, you are basically abstracting the software layer from the hardware layer. So, now there is no dependency on the hardware. With so many users in an enterprise spread across various regions, connectivity mediums that an organisation wants is ease of management. 

The second thing that they want is deep visibility into what the user is doing. For example, when I'm working from home, I'm connecting to the company internet or the company network. In such a scenario, it is quite possible that I'm also accessing some sites or certain workloads, which may carry a potential risk. And if an organisation doesn't have a deep visibility into what my machine is communicating to the Internet, whether it is towards the company network or towards the outside network, they won't be able to figure out how to stop a potential attack from happening. So, in the case of a software-defined WAN (SD-WAN), you can kind of do entire policy management, entire controls at a central level, thereby bringing in a lot of simplicity. 

Gartner famously said that says SASE is the future of network security cloud. What’s at the crux of the SASE transformation? 

SASE is a framework. It is not a product; it is not a specific solution. Under the SASE framework, there are various pillars which come into play that enable secure access to applications wherever users are a significant priority. But while delivering speed and agility, the multi-cloud environment creates challenges such as an expanded attack surface and less control over the user experience. As security shifts to the cloud, the legacy perimeter must also transform. Now, one critical pillar of the entire SASE framework is the SD-WAN, which is becoming cloud-programmable platform for security and SASE components. Then, we look at cloud-based security services coming towards the edge. Here, what we are talking about is that all the security services, which can potentially help protect a user from direct exposure, or from a direct threat is taken absolutely towards the edge. And that's where the solutions like - virtual firewall, cloud-based CASB, and etc - come into play. Now, all of these solutions have to work in close coordination with each other, and work as part of the framework. The result is a superior application experience and secure connectivity for employees and customers.

When we recommend our customers to go towards a SASE framework, we recommend them to create a long-term blue print to achieve the end-state. Look at the potential window where they have either an upgrade, refresh, or an expansion coming in and start putting various pieces in place keeping the end-state in mind. 

We believe, no customer in today's world will be able to turn around toward SASE overnight. At Cisco, help them define a framework around the key fundamental pillars like SD-WAN, CASB, like cloud-based security (Cisco Umbrella solution), which works in close coordination with Talos, our Threat Intelligence and Research solution that extracts intelligence around what is happening globally in terms of cyber threats, etc., and feeding that back in the solution to supply the entire end-to-end outcome for the customer.

Could you supply us an instance where you helped a client tap into the power of SD-WAN and SASE?

We helped an Indian private bank with 5500+ branches. The bank has users who are business correspondents, accessing the company network from various remote places, not necessarily getting connected to the branches. The bank has been a long-standing customer for Cisco. We have helped this bank chart out the blueprint with three different architectures, including ACI, SD-WAN, and the SDA architecture, coming together with security layer built on top of it. 

Now, the customer has an existing network in place in all these three areas. So, we created a step-by-step approach for them that will help them reach the end-state in about 18 to 24 months depending on their execution plan and whenever they get the window to exercise it. But the end-objective in this whole exercise for us and the customer is to achieve two things: 

  • User Mobility: The bank has a lot of mobile users mostly in the sales organisation. They want the policies to travel along with the user. 
  • User Provisioning: Customer today touches seven or eight different points to provision a user, when they are onboarded. What I mean by that is that at the moment, whenever there is a new user in the organisation depending on the department, one has to touch the Active Directory, which is where the user is created. Then, the LAN port needs to be provisioned, access to the WAN, Corporate Firewall and access through all the security devices both on-prem and cloud needs to be done to allow the user access workload. We have helped the bank laydown the blueprint which will help them do one-touch provisioning by using tighter integration capabilities between various solution components thereby delivering simplicity, centralised management, greater visibility and tighter security to the environment.

How is Cisco SD-WAN bridging an organisation’s security with SASE rollouts?

In any organization, when we define the end objective it is to make sure that, we are covering every part of the attack surface that we have exposed. With the advent of the whole cloud journey and, most of the applications are moving towards cloud. On the other side, users are getting exposed more and more to the internet as the attack surface widens. With SASE as a framework and SD-WAN as one of its important pillars, we are moving security as close to the edge as possible. 

Cisco SD-WAN provides full-stack multilayer security capabilities for both on-premises and cloud. It bridges organisations' current security deployments with their SASE rollout by providing consistent security policy enforcement that can be deployed and managed anywhere. It provides:

  • Constant protection against all internal and external threats, from branches to SaaS.
  • Improved user experience via secure direct internet and cloud access.
  • Increases overall network efficiency and reliability with micro-segmentation and identity-based policy management.
  • Centralized visibility and control for all internal, inbound, and outbound traffic.
  • Reduced cost and complexity using a single product for networking, security, and cloud.

Thu, 14 Jul 2022 01:21:00 -0500 en text/html
Killexams : Cisco (CSCO) Expands Tie-Up With GDIT to Offer 5G Solutions

Cisco CSCO recently announced expansion of its business partnership with General Dynamics Information Technology (GDIT), a business unit of General Dynamics GD.

The two companies will collaborate to deliver Cisco Private 5G services to various government enterprises for IoT and edge use cases.

Cisco is a well-known player in the networking space, and the company’s Private 5G solutions are built on its mobile core technology and IoT portfolio comprising IoT sensors and gateways, device management software, as well as monitoring tools and dashboards.

The company is actively investing in building its portfolio to support edge use cases like smart utility grids, safety monitoring oil rigs, streaming video optimization and drone-enabled crop management.

As such, in order to reach more customers, the company is strategically building its partnerships. Cisco and GDIT are expanding their 30+ year partnership to address the rising demand for IoT and edge use cases in different government organizations.

GDIT has been providing IT solutions to Federal, State and Local governments for more than three decades, and Cisco is looking to leverage GDIT’s connections and expertise to gain various government organizations as potential customers.

Cisco Systems, Inc. Price and Consensus

Cisco Systems, Inc. Price and Consensus

Cisco Systems, Inc. price-consensus-chart | Cisco Systems, Inc. Quote

Cisco 5G Solutions Riding the Fourth Industrial Revolution

Cisco’s shares have been negatively impacted by the COVID-related lockdowns in China, which began in late March. The lockdowns resulted in a severe shortage of certain components that hurt Cisco’s ability to ship products to customers, thus hindering the top-line growth in the last reported quarter.

The company has lowered its revenue guidance for the ongoing quarter amid such macro-economic volatility. However, Cisco’s shares were impacted the most by the Russia-Ukraine war, which has put various business enterprises in the crosshairs of geopolitical tension.

Tech has been one of the sectors impacted the most by the accurate geopolitical tensions. This is quite evident from Cisco and its industry peers’, Arista Networks ANET and Juniper Networks JNPR, poor price performance in the year-to-date period.

Shares of Cisco have tumbled 32.4% in the year-to-date period compared with the Zacks Computer - Networking industry’s decline of 32.3%.

Arista shares have slumped 34% in the year-to-date period compared with the Zacks Communication – Components industry’s decline of 25.1%.

Juniper shares have fallen 19.4% in the year-to-period compared with the Zacks Wireless Equipment industry’s decline of 26.9%.

However, despite the economic volatility, Cisco is hopeful about its future growth prospects as the company is trying to ride the fourth industrial revolution. The fourth industrial revolution is data driven and a primary reason behind the rise of IoT.

Various enterprises are investing heavily to rapidly digitize their organizations, reflecting the shift to IoT, AI and machine learning. As such, 5G networking solutions have become an extremely important part of achieving these goals, and Cisco’s accurate partnership with GDIT positions it well to benefit from the changing dynamics.

Cisco recently launched new products and solutions in its Routed Optical Networking solution business to aid customers in saving up to 45% in power and 70% in real estate space for equipment and reducing carbon emission.

The company, with its accurate product launches, is trying to address what the global economy needs right now, which in turn will drive the stock in the long run.

Cisco currently carries a Zacks Rank #3 (Hold). You can see the complete list of today’s Zacks #1 Rank (Strong Buy) stocks here.

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Sat, 02 Jul 2022 23:18:00 -0500 en-CA text/html
Killexams : Swiss Engineering Company ABB Tries Again to Sell Power-Conversion Unit This content was published on August 3, 2022 - 17:38

(Bloomberg) -- ABB Ltd. is preparing to kick off a fresh attempt to sell its power-conversion unit as Chief Executive Officer Bjoern Rosengren continues to offload peripheral businesses, according to people familiar with the matter.

The Swiss engineering company plans to start soliciting interest in the business in September, the people said, asking not to be identified because the information is private. ABB is working with Citigroup Inc. on the proposed divestment, according to the people. 

The unit may attract interest from buyout firms and some select companies, including telecommunication players and Asian suitors, they said. ABB pulled the plug on a previous divestment attempt in 2019. 

ABB’s power-conversion business, which was acquired as part of a $2.6 billion deal for General Electric Co.’s industrial solutions business in 2018, helps telecommunications and technology companies run infrastructure and use energy more efficiently. 

Clients have included phone carriers such as Verizon Communications Inc., as well as technology giants including Google and Cisco Systems Inc. The unit was formerly known as Lineage Power Holdings, which GE acquired in 2011.

No final decision has been made, and ABB could opt to keep the business for now, the people said. A spokesman for ABB confirmed that the company is looking to dispose of the division in the second half of 2022, declining to comment further. A representative for Citigroup declined to comment. 

ABB in November 2020 announced plans to exit three divisions as part of Rosengren’s plan to boost the Swiss engineer’s profitability by focusing on core businesses. ABB sold its Dodge mechanical power transmission business, but postponed the listing of its electric car charging operations. It also delayed a decision on its turbocharging unit, though a spinoff slated to go ahead in October.

(Updates with Citigroup response in sixth paragraph.)

©2022 Bloomberg L.P.

Tue, 02 Aug 2022 17:38:00 -0500 en text/html 500-215 exam dump and training guide direct download
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