Feature The infosec industry remains mostly a boys club. And while there are some indications that it's becoming more diverse, bringing women into the room continues to move at a glacial pace.…
Globally, women make up about 25 percent of the cybersecurity workforce [PDF], according to International Information System Security Certification Consortium, or (ISC)2, an organization that trains and certifies IT security professionals.
Granted, these 2021 numbers are an increase from 2017's findings that showed only 11 percent were women. But in an industry facing a worker shortage of about three million amid growing threats from nation states and criminal gangs alike, a mere 25 percent of the workforce is still pretty dismal.
"In some parts of the world, the percentages are much lower," (ISC)² CEO Clar Rosso told The Register. "And women leave the cyber profession at higher rates than men, so organizations must take steps to increase the retention of female infosec professionals."
Rosso suggests organizations do this by paying women the same as their male counterparts, and also providing them with equal career advancement opportunities — both of which should be no-brainers, but, sadly, aren't.
Other processes, such as developing an inclusive culture, implementing zero-tolerance policies on harassment and discrimination, and providing access to mentors and advocates play a role in retention, as well. But by first focusing on eliminating pay and advancement inequalities, "you can take a giant leap forward on the retention front," Rosso said.
Before organizations can work on retaining female infosec professionals, the industry needs to bring more women into cybersecurity jobs in the first place, she opined.
Microsoft Security earlier this year commissioned a survey that looked at the gender gap in cybersecurity and how to increase the number of women in these positions. It found more than half (54 percent) of women believe the industry has a gender-bias problem that results in unequal pay and support.
Additionally, while 83 percent of respondents said they believe there is an opportunity for women in cybersecurity, only 44 percent of female respondents believe they're sufficiently represented.
"A lack of representation can perpetuate and reinforce the gender gap by dissuading women from entering the industry," Vasu Jakkal, a Microsoft Security corporate vice-president, told The Register.
Women, even more than men, according to the survey, reinforce these biases: 71 percent of women (compared to 61 percent of men) think cybersecurity is "too complex" of a career, and more women than men (27 percent and 21 percent, respectively) believe men are seen as a better fit for technology fields.
"These statistics break my heart," Jakkal said. "To bring more women into the field, we need to dispel these harmful myths about cybersecurity careers, provide the skill-building and mentoring to empower women and increase their confidence, and share real examples and stories of what female leaders are doing in the cybersecurity space."
This is something that Enterprise Strategy Group senior analyst Melinda Marks has been doing with her Women in Cybersecurity video series that features women in the field and asks them about challenges they've faced and overcome as well as resources and ways to increase diversity in the industry.
"If you go to cybersecurity conferences, it's still male dominated, and unfortunately too many of us have stories about being the only woman on the team, underestimated, underpaid, or otherwise mistreated," Marks told The Register.
"I think sharing our stories and how we've overcome challenges helps so other women coming into the field have fewer challenges if we can address and fix some of these problems."
The problem, however, begins well before women enter the workforce. Katelyn Bailey, director of strategic intelligence and government at Google's Mandiant, says we need to look as far back as kindergarten and continue emphasizing science, technology, engineering and math (STEM) education for girls through high school.
"It's obviously more complicated than funding education, but it all starts there," Bailey told The Register.
"We cannot be dependent on home education to provide introduction to the STEM fields, as parents are more likely to expose boys to the foundational elements that lead to STEM fields."
Men, in turn, are more likely to enter STEM professions. In the US alone, despite making up nearly half of the workforce in 2019, only about 27 percent of STEM workers were women with men dominating that field.
Job listings, because of biases in algorithms and wording, may attract — or repel — female candidates as well. But even something as simple as changing hiring language, may help, Gartner senior principal analyst Patrick Long said.
Women currently achieve higher level degrees and certifications than their male counterparts, and place higher value in those certifications, he told The Register.
"Hiring organizations can also change their barriers of entry by using frameworks such as NIST's Workforce Framework for Cybersecurity, also known as the NICE Framework, to identify specific needs as opposed to position titles," he added. "Doing this can lead to non-cybersecurity experts transitioning toward cybersecurity roles."
Once they're in an infosec job, however, women often find a "broken rung" when trying to climb the corporate ladder in that men are more likely to be promoted. This continues all the way up to the highest levels of leadership, and in cybersecurity it's especially pronounced because there are fewer women to begin with.
"It is human nature to support and champion those like you," Bailey said.
"If you see no one like you anywhere up your leadership chain, you may feel isolated and hopeless in terms of career progression, you may struggle more than your male counterparts to find a champion, and may struggle to feel a sense of belonging or support."
Plus, she added, "women also take on more unpromotable tasks than their male counterparts. If these things combine at once, it is the perfect storm for attrition."
Some industry-wide organizations such as the Executive Women's Forum and Women In Cybersecurity (WiCys) are taking on these issues, and industry trade groups have developed initiatives to increase diversity hiring and retention across the sector.
(ISC)², under Rosso's leadership, established a Diversity, Equity, and Inclusion (DEI) program. And the Information Systems Security Association (ISSA), which was founded by two women 40 years ago, has its Women in Security Special Interest Group (WIS SIG) to develop leaders and build a stronger community for women in the industry.
"The vision is to enable women in cybersecurity to Strengthen their brand, showcase their capabilities, and create new opportunities," ISSA International Board Member Betty Burke said.
Additionally, some private corporations have their own internal initiatives and training programs. That's not to say women are preferred over men in these processes; it's that women are given an equal crack when it comes to hiring, retention, compensation, and promotion.
For example, Secureworks CEO Wendy Thomas set a goal to have women make up 50 percent of the company's global workforce by 2030. Over the past year, the security firm's female employees increased from 26 percent to 34 percent.
Microsoft partners with Girl Security that works to develop cybersecurity career paths for girls, women, and gender minorities. Similarly, Palo Alto Networks' Unit 42 created an associate program that trains the next generation of incident responders that just graduated from college.
"For this hands-on program, we ensure that at least 50 percent of the class is female," said Wendi Whitmore, SVP and head of Unit 42. "Our current group of associates is actually 55 percent female. Of course, it's not only about getting them into the pipeline of employees, it's really about keeping them there."
For this, Whitmore points to flexible work hours and locations. "Providing these options helps women stay in their careers and move up the ladder," she told The Register.
Because, as the global COVID-19 pandemic made painfully clear, working women still shoulder the bulk of the household and childcare responsibilities.
"Women do so much outside of their careers," Whitmore said. "They're often running their families and households. What we've seen is that the normal course of life tends to drive women out of the security industry."
And keeping women in the industry is good, not only for the sector itself, but for society in general that relies on infosec workers to keep IT systems running, personal and corporate data secure, and prevent cyberthreats from bleeding into physical ones.
"The cyber threat landscape is complex and spreads like wildfire," Rosso said.
"To successfully solve the dynamic issues facing the cybersecurity profession and to close the skills gap, we need to lift new voices. We need to bring problem solvers, analytical and critical thinkers, and a diversity of other skill sets and backgrounds to the table to solve our challenges and secure information and systems globally."
This means targeted programs to bring more women and minorities to the profession are important because, as the adage goes, "you cannot be what you cannot see," she said. "People across the globe have told me they lack a sense of belonging when they are the only woman, Muslim, or person of color in the room."
Plus, "organizations with diverse teams are more successful at recruiting and retaining women," Rosso added. "We won't close the cybersecurity workforce gap or adequately secure our information and systems unless we cast a wider net and embrace more diversity, especially women, within the profession." ®
Fiscal 2022 was a tumultuous year for the Army’s information technology and network modernization efforts, with the successful launch of some initiatives, but the faltering and collapse of others.
The Army’s civilian chief information officer, Dr. Raj Iyer, spoke with Army Times ahead of the Association of the U.S. Army’s annual meeting to discuss his office’s ongoing initiatives, the solution to the service’s email shortfall and what challenges make tech modernization contracts so difficult to execute.
Iyer said soldiers can expect to see a massive expansion of the service’s Bring Your Own Device pilot in fiscal 2023 — and tried to address potential privacy concerns with the project.
“One of the things I made very clear upfront...for BYOD was it had to be an unmanaged solution,” he explained. Traditional programs for letting personal devices onto secure networks require users to grant permission for the entire device to be accessed by their employer.
But that’s not the case for the Army’s BYOD program, developed by contractor Hypori, Iyer said.
“We’re not putting an agent on your phone. We’re not monitoring your access,” the Army CIO added. The technology works by connecting the phone to a cloud-based environment — no Army data is ever on the device itself during the connection to service networks. “If there’s a spillage, we’re not going to wipe your family pictures off and I’m [not] going to confiscate your phone.”
Iyer sees BYOD as a potential game-changer for the Army Reserve and National Guard, where many units suffer from tech shortages that can keep troops from getting work done on their drill weekends.
“When we move to the desktop in the cloud model, you can buy a $150 [laptop] and access that same Windows 11 in the cloud,” he said, questioning whether the armories where part-time troops work need to be connected to traditional hard-wired networks. He thinks that 5G hotspots and commercial WiFi could let the Army cut the cord there.
Should that happen, he argued, “it’s going to be a fraction of the cost of what we pay for today, and our armories will probably save us hundreds of millions of dollars.”
Iyer is also hopeful that the service can realize some cost-savings for email and digital collaboration tools.
He confirmed the Army “made the decision that Google Workspace will be an ongoing solution” to solve the issue posed by the cost-driven shortfall of licenses allowing soldiers to access the Microsoft-built Army 365 email and collaborative apps.
The Army CIO said that the old plan to distribute Army 365 access by rank has gone out the window due to concerns about difficulty collaborating within organizations that have troops on two different platforms. Instead, the Army will identify organizations that are “self-contained” and evaluate putting them entirely onto the Google platform, he explained.
Iyer said the analysis of which organizations will get Google isn’t yet complete, but the service’s training centers are likely to be the first.
“Everybody that’s coming into the Army, moving forward, will now be provisioned with a Google Workspace account,” Iyer said. “The entire training base will now be on Google.”
Iyer also acknowledged the frustration with some accurate tech modernization initiatives.
The Army fired Deloitte from its contract running the service’s education benefits portal after a disastrous launch, with Iyer adding, “we’re no longer going to continue to throw more good money against bad.”
But for some larger, older contracts like the IPPS-A human resources platform and others “where we have too much sunk cost, it becomes a much harder problem,” he said.
The solution moving forward, Iyer argued, is to Strengthen contracting practices by requiring G-6 oversight on tech modernization projects that previously could be managed by local commands. One vehicle for oversight will be a new kind of contract that allows Iyer’s office to make multiple awards on the same project rather than relying on one contractor to sink or swim — a process more akin to how the service develops weapons.
“We’re gonna do...much more centralization and standardization,” Iyer said. “They’re going to now have to come to my office. We will do the technical assessments. We will help them with...every step of the process to ensure that they’re successful.”
Davis Winkie is a senior reporter covering the Army, specializing in accountability reporting, personnel issues and military justice. He joined Military Times in 2020. Davis studied history at Vanderbilt University and UNC-Chapel Hill, writing a master's thesis about how the Cold War-era Defense Department influenced Hollywood's WWII movies.
Recent changes within the Microsoft partner organisation and the newly introduced Microsoft Cloud Partner Program – with new partner designations that replace gold and silver – are all part of an effort to meet the needs of various partner business types and better align partners with how Microsoft goes to market and how customers buy from the tech giant.
That’s according to Julie Sanford, Microsoft’s recently installed vice president of go-to-market (GTM) programs and experiences, who spoke with CRN US about the Microsoft Cloud Partner Program (MCPP) – which replaced the Microsoft Partner Network effective Monday, 3 October.
“It is a big shift going from gold and silver competencies aligned to the six solution areas. But the opportunity that gives us … that’s how Microsoft goes to market,” Sanford told CRN. “It’s how we design our products and innovations. It’s how we design our business models, our pricing structures, our own internal sales plays. And so, by partners understanding and being able to align themselves to the specialties that they have, we can support them in a way we never have before.”
What happened to Microsoft Gold and Silver?
Sanford’s promotion from the role of vice president of GTM strategy programs in the Global Partner Solutions organization was announced this summer.
Microsoft described her role as an assumption of responsibilities previously held by former channel chief Rodney Clark.
Clark’s other responsibilities went to David Smith, vice president of channel sales. Microsoft named Nicole Dezen its top channel executive, giving her the title of chief partner officer.
The new partner organization brings “all of our programs, capabilities and investments across one group so we could have a full left-to-right view of that and, more importantly, in service of all of our partner types,” Sanford said.
In September, Microsoft published a report on the state of its partner program – one of the largest in IT at 400,000 partners employing 22 million people worldwide. The report revealed that most partners employ multiple business models – reselling, selling services or selling their own software – but that software-led partners have a higher revenue multiple and higher gross margins than services-led partners.
Sanford said that services-led partners are still important to Microsoft.
“MPN (Microsoft Partner Network) was really pivoted towards our services and solution partners,” she said. “And the new Microsoft Cloud Partner Program will continue to do that through the evolution of these solution areas. … We want to make sure that the new Microsoft Cloud Partner Program does a better job of including all of our partner types.”
When asked if she has a message for partners who have had difficulty adapting to all the Microsoft partner program changes this year – including the roll out of Microsoft’s new commerce experience (NCE) – Sanford said that she appreciated partners and encouraged them to continue providing feedback to Microsoft.
The company is listening and was adjusting the Microsoft Cloud Partner Program rules before the launch to make sure it set up partners for success with customers, she added.
“Working with all of our partners—regardless of Gold, Silver or as a network member—they all have the opportunity to look at where they are today, build a path to the solutionary designations,” Sanford said.
“And absolutely, we believe that’s the way to build success for them with the investments we’re making across the entire life cycle. And then being able to stack benefits as they move and expand their business across solutions areas, if that’s what they desire to do.”
Here’s what else Sanford had to say.
What do partners need to know about the accurate program organization leadership changes?
So the new organization that I have the opportunity to lead reports into our new chief partner officer, Nicole Dezen, and the partner GTM [go-to-market] programs and experience team was really our opportunity to bring all of our programs, capabilities and investments across one group so we could have a full left-to-right view of that and, more importantly, in service of all of our partner types.
And so, I’m just thrilled to have that opportunity. I also have made sure we had a focus on docking into how Microsoft as a company goes to market and that we’ve got synergies around our partners, growth strategies and execution.
So this change has allowed us to really do that with this new org. And then I would say the most exciting part is all of this comes to life tailored to our different partner types through this new partner program that we introduced back in March [in preview] and are so excited to launch.
What do you want partners to know about Microsoft’s Cloud Partner Program?
In March, we introduced the new Microsoft Cloud Partner Program [in preview] … it’s an evolution of our Microsoft Partner Network.
And the real focus for us, or the driver for us, was really the evolution of the business landscape. Technology’s rapidly changing, but I think what’s more acute is how much of a focal point it’s become for every single partner type in every single industry.
So we need to make sure that our program was not only meeting the needs of what our customers’ changing expectations were, but we were also getting feedback from our partner ecosystem that we had an opportunity to simplify engagement with Microsoft, but also help them differentiate themselves within their business to deliver to our joint customers. And so that was really the driving force behind the evolution. … First and foremost, we want to make sure that they [partners] access the resources that we’ve put in place for them.
So Partner Center is the primary way that our partners engage with us. And we have customized data for each partner to understand what the new program requirements are and – more importantly – where they are against those requirements and a path on how we can support to get them there.
And so it is a big shift going from gold and silver competencies aligned to the six solution areas. But the opportunity that gives us … that’s how Microsoft goes to market.
It’s how we design our products and innovations. It’s how we design our business models, our pricing structures, our own internal sales plays. And so, by partners understanding and being able to align themselves to the specialties that they have, we can support them in a way we never have before.
So for example, if you’re a business applications partner wanting to do low-code development, we make sure that the software and cloud credits that you’re getting are aligned to the business application suite, make sure that we’re giving you the scaling and support that you need for business applications and the marketing services that go with that.
What I would love partners to know going forward is – we believe we as a company differentiate ourselves on how we deliver outcomes for our customers because we go to market through the Microsoft Cloud.
The Microsoft Cloud is made up of six solution areas. Our hope is that we work with partners on not only building their expertise within one solution area that helps them build their practice and capability across all solution areas – because that’s really what we feel will differentiate them in the marketplace and us collectively be able to deliver more business outcomes for our collective customers.
Are services-led partners still important for Microsoft’s GTM?
MPN [Microsoft Partner Network] was really pivoted towards our services and solution partners. And the new Microsoft Cloud Partner Program will continue to do that through the evolution of these solution areas.
And so it really is helping build their capabilities for services around those solution areas. Now, we want to make sure that the new Microsoft Cloud Partner Program does a better job of including all of our partner types.
And so, since the introduction in March, we introduced at [the Microsoft conference] Inspire the ISV [independent software vendor] Success program.
And so that allows our ISVs a very specific glide path into the Microsoft Cloud Partner Program. And so we’re in private preview of that swim lane right now with the goal of GA-ing in calendar year next year.
And then we also announced – and got feedback – that we’ve got industry partners that would prefer to go to market by industry versus solution area. And so that was another addition that we announced at Inspire.
So we’re currently in public preview around financial services, retail, health and life sciences, and sustainability.
With broadening the program today, making sure that we’ve got unique tailored offerings for each partner type, we want to make sure every partner feels like this is the home for them to engage with Microsoft.
I would say our next phase will be focusing on our OEM [original equipment manufacturers] devices support and learning partners as well.
So although we’re focusing across all the partner types, we’ve tried to customize each of the benefits and glide paths to set each of our partner types up for success because the entire ecosystem is just critical to us and our success and delivering to our customers.
Was that seven months of preview helpful for MCPP?
It was critical. A great example of what the public preview did for us … business applications is a good example.
We had partners helping us co-design the requirements and the benefits. And one of the pieces of feedback was exactly to your point around the customer segment.
We had originally designed the criteria that really felt good for enterprises. And what we got as insight from our partners was that [Microsoft customer relationship management application] Dynamics is critical to our SMB space, and the services that they were providing were critical for us to reach that space.
And so that actually resulted in a design change to the program where we didn’t adjust down the requirements. We just changed them based on the SMB requirements versus enterprise to make sure that partners that focus on SMB felt like we had the right investment and designation for them. So it follows more of a path like the ‘modern work’ solution area. So that was just one example of how critical getting their feedback and shaping this program was.
Are you satisfied with the number of partners reaching designations so far?
We feel very excited about the partners that are already reaching designations by day one. So all of those partners across the six solution areas will automatically receive their badging and all of the new benefits.
And then we are going to continue offering all of our partners the benefits that they enjoy today through the program we’re retiring, on the gold and silver competencies, with a primary focus on helping those partners grow and develop to meet those designations to also access all of the new incremental benefits that come with any program.
We’re very pleased with not only where we are, but also more importantly, the connection we had with the partner ecosystem.
Are distributors becoming more important for communicating with your partners?
Distributor partners have always been core and central to our strategy and we will continue to have that strong focus with that channel.
They are the way for us to make sure we can scale to all of the partner sizes that are important, again, across all partner segments, so they’re absolutely critical to the core of our partner ecosystem and will continue to be so.
Does the MCPP launch speak to your earliest goals in your new position?
I am excited that we have taken a partner profile approach to the support that we’re going to deliver them.
So for example, we want to make sure our partners not only have clarity on how Microsoft goes to market, but what’s the intersection with Microsoft on how we jointly go to market.
So are we investing in helping them – at the very beginning of their partner lifecycle – have access to the technology, the roadmaps, the information that they need in order to build their future roadmaps and innovation? … Are we putting [in] all of the right investments to help them take that to market?
So our marketing services, getting them onboarded into [Microsoft’s] marketplace if it’s an IP [intellectual property] offering. And then all the way through to proof of concept and pilot support.
So really, it’s stepping back and looking end-to-end across our collective customer journey. And are we making the right investments based on the persona of partner type that we’re supporting along the way?
And then that allows us just to deliver a more, I would say, unified way for us to connect the partners and our thousands of sellers that we have, as well as through the marketplace scale. So I am just excited about the opportunity to connect all of our resources, our programs against one go-to-market that we can collectively go to together.
What’s the pitch for new partners to join the Microsoft ecosystem?
First is just access to our customer base. We have thousands and thousands of customers that have bet their business on the Microsoft platform.
And so just having access to reach those customers through either a marketplace scale strategy, through our marketing offerings, or through the co-sell of our over 30,000 direct sellers.
And so that’s first and foremost. Second, when you look at the breadth of portfolio that Microsoft brings into the market, we are unique in the capability of being able to serve all the way from very small businesses up to the largest enterprises, so just access to a diverse set of customers.
And then the portfolio itself, being able to move from, you know, business processes to productivity process to the infrastructure back end, all wrapped in from a secure perspective.
We really believe that that is the way for partners to differentiate themselves, just given the breadth of our offerings.
Is there a message for partners who have found this year’s partner program changes difficult to handle?
First, I would thank our partners. Having them continue to provide us feedback when we have opportunities, like public previews, is just so critical for us. We’re in it together with them.
And I think the change we’re experiencing is just collectively keeping up with how quickly business is changing and how rapidly – not only the market – but technology is changing.
A huge thank you, and [I] encourage [them] to always deliver us the feedback and work with us to make sure that we’re delivering the product and offerings that they need to be successful. … I would encourage partners to participate in our industry designations.
Those are in co-design right now across retail, FSI [financial services industry], health and life sciences, and sustainability. And so knowing how important partners’ feedback is in helping shape what those designations and support offerings look like, I would really love to encourage partners to sign up and help us in that specific area. … Our No. 1 priority with our industry strategy is to really scale through our partners. They really are the ones that have unique industry expertise. And that’s both from a services and implementation perspective, as well as an IP statement.
What’s been your feedback from partners over all the changes?
The feedback that I’ve gotten from partners over the last, I’d say since July and Inspire, has just been feedback that this is simpler for them to engage with us. It’s clear on what they need to do to achieve success and they feel supported.
More importantly, we’ve gotten the feedback that they feel heard. So again, another example of a tweak we made within the requirements in the data and AI solution area was that we had a requirement on advanced spec[ification] certifications only. And it was actually not going to set our partners up for success to meet our customers’ needs.
And so their feedback was we need to be combining intermediate and advanced spec certification requirements. And so that was just a direct feedback we got from partners, made the adjustments. And so that’s really the tone – at least that I’m experiencing with partners – is they feel like they’ve had the opportunity to provide feedback. And we’re making course corrections where that makes sense. … The silver and gold designations, I would say, became diluted, almost, in how we were able to support partners in their growth.
And so the feedback we got from the partner ecosystem, whether they were in silver or gold, was the desire to be able to differentiate themselves based on how customers buy from Microsoft. And customers buy from Microsoft in our solution areas.
So working with all of our partners – regardless of gold, silver or as a network member – they all have the opportunity to look at where they are today, build a path to the solutionary designations.
And absolutely, we believe that’s the way to build success for them with the investments we’re making across the entire lifecycle. And then being able to stack benefits as they move and expand their business across solutions areas, if that’s what they desire to do.
This article originally appeared at crn.com
STUTTGART, Germany, and REDMOND, Wash. — Oct. 12, 2022 — Mercedes-Benz and Microsoft Corp. collaborate to make vehicle production more efficient, resilient and sustainable. With the new MO360 Data Platform, Mercedes-Benz is connecting its around 30 passenger car plants worldwide to the Microsoft Cloud, enhancing transparency and predictability across its digital production and supply chain. The MO360 Data Platform is the evolution of Mercedes-Benz’ digital production ecosystem MO360 and allows teams to identify potential supply chain bottlenecks faster and enable a dynamic prioritization of production resources toward electric and Top-End vehicles. This unified data platform is standardized on Microsoft Azure, providing Mercedes-Benz with flexibility and cloud computing power to run artificial intelligence (AI) and analytics at global scale while addressing cybersecurity and compliance standards across regions. The platform is already available to teams in EMEA and will be deployed in the United States and China.
“This new partnership between Microsoft and Mercedes-Benz will make our global production network more intelligent, sustainable and resilient in an era of increased geopolitical and macroeconomic challenges. The ability to predict and prevent problems in production and logistics will become a key competitive advantage as we go all electric,” said Joerg Burzer, Member of the Board of Management of Mercedes-Benz Group AG, Production & Supply Chain Management.
“Mercedes-Benz’ partnership with Microsoft is a testament to the power of the industrial metaverse,” said Judson Althoff, executive vice president and chief commercial officer at Microsoft. “Together, we are merging the physical and digital worlds to accelerate value creation. Mercedes-Benz can simulate and refine manufacturing processes infinitely in the Microsoft Cloud before bringing them to the shop floor to enhance efficiency and minimize its environmental impact amid constant change and uncertainty.”
“With the MO360 data platform, we democratize technology and data in manufacturing. As we are moving toward a 100% digital enterprise, data is becoming everyone’s business at Mercedes-Benz. Our colleagues on the shop floor have access to production and management-related real-time data. They are able to work with drill-down dashboards and make data-based decisions,” said Jan Brecht, Chief Information Officer, Mercedes-Benz Group AG.
Redefine production excellence with a unified data platform
With the MO360 Data Platform, the Stuttgart-based carmaker can create a virtual replica of its vehicle manufacturing process, combining insights from assembly, production planning, shop floor logistics, supply chain and quality management. The virtual simulation and optimization of processes before running them on the shop floor helps accelerate operational efficiency and unlock energy savings. For example, managers can optimize operational patterns to reduce CO2 emissions in production.
Mercedes-Benz is also exploring the integration of the MO360 Data Platform with data sources from other departments to enable a digital feedback loop that will spur continuous learning and innovation across the Group.
The recently opened Mercedes-Benz Digital Factory Campus Berlin is the home base for the MO360 Data Platform engineering teams and will become the MO360 training and qualification center for implementing digital approaches globally.
Increase supply chain resilience and efficiency
With the new centralized data platform, teams can instantly analyze and visualize production data, to faster optimize production processes and identify potential supply chain bottlenecks. This enables a dynamic allocation of operational resources within and across plants to prioritize the manufacturing of low-emission and Top-End Luxury vehicles.
The Mercedes-Benz Operations Logistics team will be able to solve supply chain bottlenecks much faster. They can compare the availability of components, including semiconductors, with production orders and position this data against production parameters including operational running plans. As a result, plant managers can keep the production running and prioritize relevant vehicles even if supply chain challenges occur.
Move at full speed toward an all-electric future
The MO360 Data Platform will make it easier to maintain production of both electric and combustion-engine vehicles on a single production line as the market demand gradually shifts toward an all-electric future.
To tackle shortages in components and prevent delivery delays, the MO360 Data Platform will enable teams to explore a variety of production scenarios depending on the availability of components like semiconductors, based on real-time data about the quality of parts and equipment. This is expected to result in productivity gains of 20% in passenger car production by 2025 and help avoid unplanned downtimes and schedule maintenance work in a timely and CO2-friendly fashion.
Reduce ecological footprint from water and energy use to waste management
As part of the MO360 Data Platform, Mercedes-Benz has implemented an analytics tool to monitor and reduce its ecological footprint during vehicle production, a crucial milestone toward the company’s Ambition 2039 initiative to become carbon neutral by 2039. With the data analytics tool, teams can track and forecast carbon emissions, energy and water usage as well as waste management and roll out best practices across the production network. Mercedes-Benz plans to cover more than 70% of its energy needs through renewable sources by 2030 by expanding solar and wind power at its own sites and through Power Purchase Agreements and plans to cut its use of water by 35%1 through the reuse of water in production.
Democratize data to enhance workforce productivity and distributed teamwork
Mercedes-Benz production staff gets access to the MO360 Data Platform via a self-service portal available on any company device including tablets, smartphones and laptops. Its visualization with Microsoft Power BI provides a what-you-see-is-what-you-get experience, allowing employees to become data workers with the ability to model and correlate data. The Teams Walkie Talkie app provides workers with an instant push-to-talk (PTT) communication on their business phones — no extra device needed.
With the MO360 Data Platform, teams at Factory 56 have shortened their daily shop floor meeting by 30%. In addition, they identify priority tasks to optimize production workflows within two minutes, which took up to four hours prior to the introduction of the platform. From team leads and process engineers to shop and plant managers, employees are encouraged to contribute new use cases to drive process innovation with Microsoft Power Platform.
Working with a global community of internal and external developers, Mercedes-Benz’ process software engineers are committed to open collaboration. They use Free and Open Source Software (FOSS) including GitHub to Strengthen the quality of the software and the speed of delivery. They benefit from Azure Data Lake, Azure Databricks and Azure Purview to process and govern huge amounts of data and run AI and analytics using their preferred development frameworks. For software deployment and operations, they work with Azure DevOps.
Microsoft (Nasdaq “MSFT” @microsoft) enables digital transformation for the era of an intelligent cloud and an intelligent edge. Its mission is to empower every person and every organization on the planet to achieve more.
Mercedes-Benz Group at a glance
Mercedes-Benz Group AG is one of the world’s most successful automotive companies. With Mercedes-Benz AG, the Group is one of the leading global suppliers of premium and luxury cars and vans. Mercedes-Benz Mobility AG offers financing, leasing, car subscription and car rental, fleet management, digital services for charging and payment, insurance brokerage, as well as innovative mobility services. The company founders, Gottlieb Daimler and Carl Benz, made history by inventing the automobile in 1886. As a pioneer of automotive engineering, Mercedes-Benz sees shaping the future of mobility in a safe and sustainable way as both a motivation and obligation. The company’s focus therefore remains on innovative and green technologies as well as on safe and superior vehicles that both captivate and inspire. Mercedes-Benz continues to invest systematically in the development of efficient powertrains and sets the course for an all-electric future: The brand with the three-pointed star pursues the goal to go all-electric, where market conditions allow. Shifting from electric-first to electric-only, the world’s pre-eminent luxury car company is accelerating toward an emissions-free and software-driven future. The company’s efforts are also focused on the intelligent connectivity of its vehicles, autonomous driving and new mobility concepts as Mercedes-Benz regards it as its aspiration and obligation to live up to its responsibility to society and the environment. Mercedes-Benz sells its vehicles and services in nearly every country of the world and has production facilities in Europe, North and Latin America, Asia and Africa. In addition to Mercedes-Benz, the world’s most valuable luxury automotive brand (source: Interbrand study, 20 Oct. 2021), Mercedes-AMG, Mercedes-Maybach, Mercedes-EQ and Mercedes me as well as the brands of Mercedes-Benz Mobility: Mercedes-Benz Bank, Mercedes-Benz Financial Services and Athlon. The company is listed on the Frankfurt and Stuttgart stock exchanges (ticker symbol MBG). In 2021, the Group had a workforce of around 172,000 and sold 2.3 million vehicles. Group revenues amounted to €168.0 billion and Group EBIT to €29.1 billion.
Further information on Mercedes-Benz Group is available at group-media.mercedes-benz.com and group.mercedes-benz.com.
1 In production compared to average 2013/14
For more information, press only:
Microsoft Media Relations, WE Communications for Microsoft, (425) 638-7777, [email protected]
Edward Taylor for Mercedes-Benz, +49 176 30 94 1776, [email protected]
Birgit Zaiser for Mercedes-Benz, +49 160 86 14 753, [email protected]
Katja Liesenfeld for Mercedes-Benz, +49 160 8621488, [email protected]
Note to editors: For more information, news and perspectives from Microsoft, please visit the Microsoft News Center at http://news.microsoft.com. Web links, telephone numbers and titles were correct at time of publication but may have changed. For additional assistance, journalists and analysts may contact Microsoft’s Rapid Response Team or other appropriate contacts listed at https://news.microsoft.com/microsoft-public-relations-contacts.
This document contains forward-looking statements that reflect our current views about future events. The words “anticipate,” “assume,” “believe,” “estimate,” “expect,” “intend,” “may,” ”can,” “could,” “plan,” “project,” “should” and similar expressions are used to identify forward-looking statements. These statements are subject to many risks and uncertainties, including an adverse development of global economic conditions, in particular a decline of demand in our most important markets; a deterioration of our refinancing possibilities on the credit and financial markets; events of force majeure including natural disasters, pandemics, acts of terrorism, political unrest, armed conflicts, industrial accidents and their effects on our sales, purchasing, production or financial services activities; changes in currency exchange rates, customs and foreign trade provisions; a shift in consumer preferences towards smaller, lower-margin vehicles; a possible lack of acceptance of our products or services which limits our ability to achieve prices and adequately utilize our production capacities; price increases for fuel, raw materials or energy; disruption of production due to shortages of materials or energy, labour strikes or supplier insolvencies; a decline in resale prices of used vehicles; the effective implementation of cost-reduction and efficiency-optimization measures; the business outlook for companies in which we hold a significant equity interest; the successful implementation of strategic cooperations and joint ventures; changes in laws, regulations and government policies, particularly those relating to vehicle emissions, fuel economy and safety; the resolution of pending governmental investigations or of investigations requested by governments and the outcome of pending or threatened future legal proceedings; and other risks and uncertainties, some of which are described under the heading “Risk and Opportunity Report” in the current Annual Report or in the current Interim Report. If any of these risks and uncertainties materializes or if the assumptions underlying any of our forward-looking statements prove to be incorrect, the actual results may be materially different from those we express or imply by such statements. We do not intend or assume any obligation to update these forward-looking statements since they are based solely on the circumstances at the date of publication.
Microsoft Flight Simulator continues to expand its in-simulator Marketplace with the introduction of the Alenia Aermacchi M-346 Master, a military twin-engine transonic trainer aircraft, that first flew in 2004. Originally co-developed with Yakovlev as the Yak/AEM-130, the partnership was dissolved in 2000 and Alenia Aermacchi proceeded to separately develop the M-346 Master. The aircraft, featuring a tandem cockpit, is currently operated by the air forces of Italy, Israel, Singapore and Poland.
The M-346 Master contains detailed external and virtual cockpit models, with high resolution textures and PBR effects. There are numerous high detail texture sets, based on real aircraft, for the Italian Air Force, the Polish Air Force, the Singapore Air Force, the Israeli Air Force, IFTS, and the T-100 program. Users will enjoy the realistic HUD, MFD and UFCP aircraft interface and detailed procedures that are based on a real-world flight manual. Finally, the flight model with realistic performance and handling based on publicly available data brings the aircraft to life in Microsoft Flight Simulator.
The M-346 Master has a distinctive appearance featuring a delta-shaped wing, a large, bulbous canopy, and a steeply swept vertical stabilizer. Powered by two Honeywell turbofan engines that deliver a total of 12,600 pounds of thrust, the Master boasts a top speed of 780 miles per hour (just past Mach 1), a climb rate of 22,000 feet per minute, and a range of 1,200 miles. The aircraft also features a modern digital flight control system similar to those in the Lockheed Martin F-22 Raptor and Eurofighter Typhoon.
One of the most advanced military training aircraft ever created, this transonic Aermacchi is a feast for pilots starving for a top performing aircraft. Not just fast and high flying, the M-346 Master proves itself to be nimble and intensely reactive to control inputs at any altitude. Its carefully engineered, state-of-the art design allows for incredibly precise high-end maneuvering, including multi-point rolls, loops, low-level inverted flight, and more. The Alenia Aermacchi M-346 allows aviators to not only push their performance boundaries, but also to set new ones never before imagined.
The M-346 Master is available now in the Microsoft Flight Simulator in-game marketplace for $24.99. The sky is calling!
Microsoft Flight Simulator is now available for Xbox Series X|S and PC with Xbox Game Pass, PC Game Pass, Windows, and Steam, and on Xbox One and supported mobile phones, tablets, and lower-spec PCs via Xbox Cloud Gaming. For the latest information on Microsoft Flight Simulator, stay tuned to @MSFSOfficial on Twitter.
Xbox Game Studios
The Microsoft Flight Simulator Game of the Year (GOTY) Standard Edition celebrates all the positive feedback, reviews and awards garnered, but it is also a “Thank You” to our fans – new and old – that have made Microsoft Flight Simulator such a phenomenon. The Microsoft Flight Simulator Standard Game of the Year Edition includes 25 highly detailed planes with unique flight models and 38 hand-crafted airports. This enhanced edition introduces simmers to five all-new aircraft, eight new handcrafted airports, six new Discovery Flights, new tutorials, and updates to the weather system The five new handcrafted aircraft in Microsoft Flight Simulator include: • Boeing F/A-18 Super Hornet: Our first military jet and a highly requested feature from the community. The Top Gun: Maverick expansion will release with the movie next Spring, but we wanted simmers to have the opportunity to test their need for speed this holiday. • VoloCity: We partnered with well-known German company Volocopter, which is working on an eVTOL called “VoloCity”, a vision for an urban air taxi. We worked closely with the Volocopter engineering team to develop an authentic version of the prototype aircraft for the simulator. This is our first aircraft that can perform pinpoint landings and is a teaser of what you can look forward to in 2022 when we intend to launch helicopters in the sim. • Pilatus PC-6 Porter: This legendary short takeoff and landing (STOL) utility aircraft is a highly versatile plane from Switzerland and comes with several cockpits, cabins, and landing gear variations. It is the result of our close collaboration with the manufacturer and the development efforts by famed developers Hans Hartmann and Alexander Metzger resulted in a great and fun new aircraft with exception capabilities in the simulator. • CubCrafters NX Cub: Yakima-based CubCrafters recently introduced a nosewheel option for their flagship CC-19 XCub Aircraft, popularly called the NX Cub, which we are pleased to introduce to the flight sim audience to further enhance our bush flying and off airport options. • Aviat Pitts Special S1S: One of our most popular planes gets a single-seat option with the release of this aircraft. New Airports – We are adding eight handcrafted airports in Central Europe and the United States: • Germany o Leipzig/Halle Airport (EDDP) o Allgäu Airport Memmingen (EDJA) o Kassel Airport (EDVK) •Switzerland o Lugano Airport (LSZA) o Zurich Airport (LSZH) o Luzern-Beromunster Airport (LSZO) •United States o Patrick Space Force Base (KCOF) o Marine Corps Air Station Miramar (KNKX) The Game of the Year release is adding information about 545 previously missing airports in the United States. New Missions -Based on the popularity of the recently introduced Discovery Flights, we are adding an additional six locations (Helsinki, Freiburg im Breisgau, Mecca, Monument Valley, Singapore, and Mount Cook) to this popular series. New Tutorials – To further expand the onboarding experience, we are adding 14 new tutorials, introducing simmers to Bush flying (in an Icon A5) and IFR (in a Cessna 172). New Features – We are also pleased to introduce several highly requested features by the community: an updated weather system, early access to DX12, and a dev mode replay system. New Photogrammetry Cities – As part of our ongoing collaboration with Bing Maps, we are pleased to add a number of new photogrammetry cities: Helsinki (Finland), Freiburg im Breisgau (Germany), Brighton, Derby, Eastbourne, Newcastle, and Nottingham (UK) and Utrecht (Netherlands). Microsoft Flight Simulator Standard Game of the Year Edition will be available as a free update for owners on PC and Xbox Series X|S. For new users, the GOTY Standard Edition is the perfect entry point to flight simming as it offers an even richer experience, and it will be the item they purchase as we are retiring the original. Invite your friends to experience the wonders of flight. The sky is calling!
[MakingDevices] has created a simple stopwatch that makes for a nice introduction to surface mount electronic design and assembly. The project is open source hardware (OSHW) certified, with Gerbers, KiCAD files, and software all available.
Conceptually the stopwatch is straight forward, with a row of two four digit seven-segment displays being driven by a PIC18LF14k50 microcontroller through multiple NPN transistors. The PIC doesn’t quite have enough data lines to drive the two displays at once so an inverter is used to toggle between the two seven-segment blocks.
The circuit is continuously powered from a CR2032 coin cell battery. For normal usage with display, [MakingDevices] estimates 30+ hours of operation and 140+ hours without display, but still counting time. When idle, the “Extreme Low-Power (XLP)” capabilities of the PIC put the operating window estimates well beyond the self discharge of the coin cell battery. There’s an in circuit serial programming (ICSP) footprint that accepts a pogo pin TC2030-MCP-NL adapter for flashing the PIC.
Don’t let the simplicity fool you, this is a well documented project with detailed posts about the design, simulation and battery consumption. Various videos and glamour shots deliver a whole picture of the process, from design, assembly, testing to final validation.
It’d be wonderful to see the project extended or hacked on further, perhaps with a cute enclosure or case.
This certification solidifies Lusha's position as an industry leader in data privacy protection, with the company having recently announced being awarded ISO 27701 and IAPP certification.
TEL AVIV, Israel, Oct. 11, 2022 /PRNewswire/ -- Lusha, the crowdsourced data community for B2B sales and marketing professionals, today announced that it has attained the TRUSTe Enterprise Privacy Certification Seal from TrustArc, the leader in data privacy management and automation. This certification further demonstrates Lusha's commitment to data protection principles and standards for privacy, security, and transparency.
Lusha is a sales intelligence platform that provides sales professionals and teams of all sizes with easy access to enterprise-grade solutions, helping them identify ideal target buyers via data-driven insights on who they should approach, when, and why.
With the introduction of privacy regulations like the General Data Protection Regulation (GDPR) and the California Consumer Privacy Act (CCPA), the sales intelligence industry has been forced to tighten its standards for collecting, processing, and transferring data. With this latest certification, Lusha is continuing to set new industry standards of data privacy and compliance.
"As a data-driven company providing a data solution, Lusha is very aware of the privacy standards that have been set and are proud to be pushing our industry forward in terms of regulatory compliance and protection," said Yoni Tserruya, Co-Founder and CEO of Lusha. "Businesses today rely heavily on data to make informed decisions and ensure they are reaching the most relevant audiences quickly and effectively."
The TRUSTe Enterprise Privacy Certification aligns with the standards set forth in the TrustArc Privacy & Data Governance Framework, as well as the unique regulatory requirements which the program is based on. The TrustArc framework is based upon globally recognized laws and regulatory standards, such as the OECD Privacy Guidelines, the APEC Privacy Framework, the EU GDPR, and ISO 27001.
"At Lusha, we are dedicated to ensuring that we provide our community of users the most accurate data, while ensuring personal data privacy is held to the strictest standards," continued Tserruya. "With the TRUSTe Enterprise Privacy Certification Seal, our customers, partners, and investors can rest assured that our data privacy meets the regulatory requirements and data protection laws."
Earlier this year, Lusha also announced that it had become the first B2B Sales Intelligence Platform to receive ISO 27701 Certification, the highest third-party certification to date for managing and processing personal identifiable information (PII) holders. The company also announced certification of its entire legal and compliance team as privacy professionals by the International Association of Privacy Professionals (IAPP). These three certifications exemplify Lusha's serious approach to data privacy, regulatory compliance, and information security, and its dedication to upholding the highest standards of personal data protection.
Lusha is a crowdsourced data community and sales intelligence platform which empowers B2B sales professionals to identify, engage and close qualified prospects thanks to accurate and accessible data. Lusha recommends relevant prospects and organizations, eliminating cumbersome research and allowing salespeople to focus on selling. Lusha's community approach ensures that salespeople from organizations of all sizes have access to accurate sales data. Lusha was founded in 2016 by Assaf Eisenstein and Yoni Tserruya and is headquartered in Tel Aviv, Israel. Lusha's community has expanded to nearly 800,000 sales professionals and 273,000 sales organizations including Google, Microsoft, Dropbox and Uber. For more information, visit www.lusha.com.
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Length: 4.5 days
CEU Credits: 3.2
Course Hours: 8:00 a.m. - 4:00 p.m.
Certification of Completion: A Certificate of Completion indicating the total number of CEUs earned will be provided upon successful completion of the course.
"It gave me a basic understanding of standardized signals and the many ways they are utilized. I feel more confident in looking at our automation/system controls." ~ Richard Miller
This popular course combines lecture and hands-on labs to provide an overview of industrial measurement and control. Technicians, engineers, and managers are provided with a foundation for communication with other control system professionals. Serves as a solid fundamental course for introduction to other ISA courses.
A hand-held/scientific calculator should be brought to class.
Recommended Resources: Measurement and Control Basics, 5th Edition (not included with training course)
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Oct 07, 2022 (The Expresswire) -- ""Quantum Market"" Insights 2022, Types (, Hardware, Software, Service, ), Applications (, Google, Microsoft, IBM, Intel, Toshiba, NTT, Honeywell, D-Wave Solutions, Alibaba Quantum Technology, Lockheed Martin, QuantumCTek, ) Regions and Forecast to 2028. The global Quantum market size is projected to reach multi million by 2028, in comparison to 2022, with unexpected CAGR during the forecast period, the Quantum Market Report Contains 87 pages Including Full TOC, Tables and Figures, and Chart with In-depth Analysis Pre and Post COVID-19 Market Outbreak Impact Analysis and Situation by Region.
Quantum Market - Covid-19 Impact and Recovery Analysis:
We have been tracking the direct impact of COVID-19 on this market, as well as the indirect impact from other industries. This report analyses the impact of the pandemic on the Quantum market from a Global and Regional perspective. The report outlines the market size, market characteristics, and market growth for Quantum industry, categorized by type, application, and consumer sector. In addition, it provides a comprehensive analysis of aspects involved in market development before and after the Covid-19 pandemic. Report also conducted a PESTEL analysis in the industry to study key influencers and barriers to entry.
Final Report will add the analysis of the impact of COVID-19 on this industry.
It also provides accurate information and cutting-edge analysis that is necessary to formulate an ideal business plan, and to define the right path for rapid growth for all involved industry players. With this information, stakeholders will be more capable of developing new strategies, which focus on market opportunities that will benefit them, making their business endeavours profitable in the process.
Get a demo PDF of report -https://www.360marketupdates.com/enquiry/request-sample/21416291
Quantum Market - Competitive and Segmentation Analysis:
This Quantum Market report offers detailed analysis supported by reliable statistics on sale and revenue by players for the period 2017-2022. The report also includes company description, major business, Quantum product introduction, accurate developments and Quantum sales by region, type, application and by sales channel.
The major players covered in the Quantum market report are:● Google ● Microsoft ● IBM ● Intel ● Toshiba ● NTT ● Honeywell ● D-Wave Solutions ● Alibaba Quantum Technology ● Lockheed Martin ● QuantumCTek ●
Short Summery About Quantum Market:
The Global Quantum market is anticipated to rise at a considerable rate during the forecast period, between 2022 and 2028. In 2021, the market is growing at a steady rate and with the rising adoption of strategies by key players, the market is expected to rise over the projected horizon.
Market Analysis and Insights: Global Quantum Market
The global Quantum market size is projected to reach USD million by 2028, from USD million in 2021, at a CAGR of % during 2022-2028.
Fully considering the economic change by this health crisis, Hardware accounting for % of the Quantum global market in 2021, is projected to value USD million by 2028, growing at a revised % CAGR from 2022 to 2028. While Cybersecurity segment is altered to an % CAGR throughout this forecast period.
China Quantum market size is valued at USD million in 2021, while the North America and Europe Quantum are USD million and USD million, severally. The proportion of the North America is % in 2021, while China and Europe are % and respectively, and it is predicted that China proportion will reach % in 2028, trailing a CAGR of % through the analysis period 2022-2028. Japan, South Korea, and Southeast Asia are noteworthy markets in Asia, with CAGR %, %, and % respectively for the next 6-year period. As for the Europe Quantum landscape, Germany is projected to reach USD million by 2028 trailing a CAGR of % over the forecast period 2022-2028.
With industry-standard accuracy in analysis and high data integrity, the report makes a brilliant attempt to unveil key opportunities available in the global Quantum market to help players in achieving a strong market position. Buyers of the report can access Tested and reliable market forecasts, including those for the overall size of the global Quantum market in terms of revenue.
Overall, the report proves to be an effective tool that players can use to gain a competitive edge over their competitors and ensure lasting success in the global Quantum market. All of the findings, data, and information provided in the report are validated and revalidated with the help of trustworthy sources. The analysts who have authored the report took a unique and industry-best research and analysis approach for an in-depth study of the global Quantum market.
Global Quantum Scope and Market Size
Quantum market is segmented by players, region (country), by Type and by Application. Players, stakeholders, and other participants in the global Quantum market will be able to gain the upper hand as they use the report as a powerful resource. The segmental analysis focuses on revenue and forecast by Type and by Application for the period 2017-2028.
Report further studies the market development status and future Quantum Market trend across the world. Also, it splits Quantum market Segmentation by Type and by Applications to fully and deeply research and reveal market profile and prospects.
On the basis of product typethis report displays the production, revenue, price, market share and growth rate of each type, primarily split into:● Hardware ● Software ● Service ●
On the basis of the end users/applicationsthis report focuses on the status and outlook for major applications/end users, consumption (sales), market share and growth rate for each application, including:● Cybersecurity ● Drug Development ● Financial Modeling ● Artificial Intelligence ● Others ●
Quantum Market - Regional Analysis:
Geographically, this report is segmented into several key regions, with sales, revenue, market share and growth Rate of Quantum in these regions, from 2015 to 2028, covering● North America (United States, Canada and Mexico) ● Europe (Germany, UK, France, Italy, Russia and Turkey etc.) ● Asia-Pacific (China, Japan, Korea, India, Australia, Indonesia, Thailand, Philippines, Malaysia and Vietnam) ● South America (Brazil, Argentina, Columbia etc.) ● Middle East and Africa (Saudi Arabia, UAE, Egypt, Nigeria and South Africa)
Some of the key questions answered in this report:● What is the global (North America, Europe, Asia-Pacific, South America, Middle East and Africa) sales value, production value, consumption value, import and export of Quantum? ● Who are the global key manufacturers of the Quantum Industry? How is their operating situation (capacity, production, sales, price, cost, gross, and revenue)? ● What are the Quantum market opportunities and threats faced by the vendors in the global Quantum Industry? ● Which application/end-user or product type may seek incremental growth prospects? What is the market share of each type and application? ● What focused approach and constraints are holding the Quantum market? ● What are the different sales, marketing, and distribution channels in the global industry? ● What are the upstream raw materials and manufacturing equipment of Quantum along with the manufacturing process of Quantum? ● What are the key market trends impacting the growth of the Quantum market? ● Economic impact on the Quantum industry and development trend of the Quantum industry. ● What are the market opportunities, market risk, and market overview of the Quantum market? ● What are the key drivers, restraints, opportunities, and challenges of the Quantum market, and how they are expected to impact the market? ● What is the Quantum market size at the regional and country-level?
Our research analysts will help you to get customized details for your report, which can be modified in terms of a specific region, application or any statistical details. In addition, we are always willing to comply with the study, which triangulated with your own data to make the market research more comprehensive in your perspective.
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Detailed TOC of Global Quantum Market Research Report 2022
1 Quantum Market Overview
1.1 Product Overview and Scope of Quantum
1.2 Quantum Segment by Type
1.2.1 Global Quantum Market Size Growth Rate Analysis by Type 2022 VS 2028
1.3 Quantum Segment by Application
1.3.1 Global Quantum Consumption Comparison by Application: 2022 VS 2028
1.4 Global Market Growth Prospects
1.4.1 Global Quantum Revenue Estimates and Forecasts (2017-2028)
1.4.2 Global Quantum Production Capacity Estimates and Forecasts (2017-2028)
1.4.3 Global Quantum Production Estimates and Forecasts (2017-2028)
1.5 Global Market Size by Region
1.5.1 Global Quantum Market Size Estimates and Forecasts by Region: 2017 VS 2021 VS 2028
1.5.2 North America Quantum Estimates and Forecasts (2017-2028)
1.5.3 Europe Quantum Estimates and Forecasts (2017-2028)
1.5.4 China Quantum Estimates and Forecasts (2017-2028)
1.5.5 Japan Quantum Estimates and Forecasts (2017-2028)
2 Market Competition by Manufacturers
2.1 Global Quantum Production Capacity Market Share by Manufacturers (2017-2022)
2.2 Global Quantum Revenue Market Share by Manufacturers (2017-2022)
2.3 Quantum Market Share by Company Type (Tier 1, Tier 2 and Tier 3)
2.4 Global Quantum Average Price by Manufacturers (2017-2022)
2.5 Manufacturers Quantum Production Sites, Area Served, Product Types
2.6 Quantum Market Competitive Situation and Trends
2.6.1 Quantum Market Concentration Rate
2.6.2 Global 5 and 10 Largest Quantum Players Market Share by Revenue
2.6.3 Mergers and Acquisitions, Expansion
3 Production Capacity by Region
3.1 Global Production Capacity of Quantum Market Share by Region (2017-2022)
3.2 Global Quantum Revenue Market Share by Region (2017-2022)
3.3 Global Quantum Production Capacity, Revenue, Price and Gross Margin (2017-2022)
3.4 North America Quantum Production
3.4.1 North America Quantum Production Growth Rate (2017-2022)
3.4.2 North America Quantum Production Capacity, Revenue, Price and Gross Margin (2017-2022)
3.5 Europe Quantum Production
3.5.1 Europe Quantum Production Growth Rate (2017-2022)
3.5.2 Europe Quantum Production Capacity, Revenue, Price and Gross Margin (2017-2022)
3.6 China Quantum Production
3.6.1 China Quantum Production Growth Rate (2017-2022)
3.6.2 China Quantum Production Capacity, Revenue, Price and Gross Margin (2017-2022)
3.7 Japan Quantum Production
3.7.1 Japan Quantum Production Growth Rate (2017-2022)
3.7.2 Japan Quantum Production Capacity, Revenue, Price and Gross Margin (2017-2022)
4 Global Quantum Consumption by Region
4.1 Global Quantum Consumption by Region
4.1.1 Global Quantum Consumption by Region
4.1.2 Global Quantum Consumption Market Share by Region
4.2 North America
4.2.1 North America Quantum Consumption by Country
4.2.2 United States
4.3.1 Europe Quantum Consumption by Country
4.4 Asia Pacific
4.4.1 Asia Pacific Quantum Consumption by Region
4.4.4 South Korea
4.4.5 China Taiwan
4.4.6 Southeast Asia
4.5 Latin America
4.5.1 Latin America Quantum Consumption by Country
5 Segment by Type
5.1 Global Quantum Production Market Share by Type (2017-2022)
5.2 Global Quantum Revenue Market Share by Type (2017-2022)
5.3 Global Quantum Price by Type (2017-2022)
6 Segment by Application
6.1 Global Quantum Production Market Share by Application (2017-2022)
6.2 Global Quantum Revenue Market Share by Application (2017-2022)
6.3 Global Quantum Price by Application (2017-2022)
7 Key Companies Profiled
7.1.1 Quantum Corporation Information
7.1.2 Quantum Product Portfolio
7.1. CQuantum Production Capacity, Revenue, Price and Gross Margin (2017-2022)
7.1.4 Company’s Main Business and Markets Served
7.1.5 Company’s accurate Developments/Updates
8 Quantum Manufacturing Cost Analysis
8.1 Quantum Key Raw Materials Analysis
8.1.1 Key Raw Materials
8.1.2 Key Suppliers of Raw Materials
8.2 Proportion of Manufacturing Cost Structure
8.3 Manufacturing Process Analysis of Quantum
8.4 Quantum Industrial Chain Analysis
9 Marketing Channel, Distributors and Customers
9.1 Marketing Channel
9.2 Quantum Distributors List
9.3 Quantum Customers
10 Market Dynamics
10.1 Quantum Industry Trends
10.2 Quantum Market Drivers
10.3 Quantum Market Challenges
10.4 Quantum Market Restraints
11 Production and Supply Forecast
11.1 Global Forecasted Production of Quantum by Region (2023-2028)
11.2 North America Quantum Production, Revenue Forecast (2023-2028)
11.3 Europe Quantum Production, Revenue Forecast (2023-2028)
11.4 China Quantum Production, Revenue Forecast (2023-2028)
11.5 Japan Quantum Production, Revenue Forecast (2023-2028)
12 Consumption and Demand Forecast
12.1 Global Forecasted Demand Analysis of Quantum
12.2 North America Forecasted Consumption of Quantum by Country
12.3 Europe Market Forecasted Consumption of Quantum by Country
12.4 Asia Pacific Market Forecasted Consumption of Quantum by Region
12.5 Latin America Forecasted Consumption of Quantum by Country
13 Forecast by Type and by Application (2023-2028)
13.1 Global Production, Revenue and Price Forecast by Type (2023-2028)
13.1.1 Global Forecasted Production of Quantum by Type (2023-2028)
13.1.2 Global Forecasted Revenue of Quantum by Type (2023-2028)
13.1.3 Global Forecasted Price of Quantum by Type (2023-2028)
13.2 Global Forecasted Consumption of Quantum by Application (2023-2028)
13.2.1 Global Forecasted Production of Quantum by Application (2023-2028)
13.2.2 Global Forecasted Revenue of Quantum by Application (2023-2028)
13.2.3 Global Forecasted Price of Quantum by Application (2023-2028)
14 Research Finding and Conclusion
15 Methodology and Data Source
15.1 Methodology/Research Approach
15.1.1 Research Programs/Design
15.1.2 Market Size Estimation
15.1.3 Market Breakdown and Data Triangulation
15.2 Data Source
15.2.1 Secondary Sources
15.2.2 Primary Sources
15.3 Author List
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