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Exam Code: C2150-609 Practice test 2022 by Killexams.com team
C2150-609 IBM Security Access Manager V9.0 Deployment

Exam Title : IBM Certified Deployment Professional - Security Access Manager V9.0
Exam ID : C2150-609
Exam Duration : 105 mins
Questions in test : 69
Passing Score : 63%
Exam Center : Pearson VUE
Real Questions : IBM Security Access Manager Deployment Real Questions
VCE practice test : IBM C2150-609 Certification VCE Practice Test

Plan
- Demonstrate a knowledge of the features and capabilities of the ISAM Base, ISAM Advanced Access Control Module, and ISAM Federation Module.
- Demonstrate knowledge of ISAM deployment patterns, including designing for high availability and determining capacity requirements.
- Apply detailed network design principles, including appropriate subnets interface, static routing, ports (firewall) and default gateway. 14%
Install
- Setup DNS, time, license, activation, firmware, and fixpack levels at the initial installation.
- Prepare for rack space, power, cabling, and management interface IP and install the hardware appliance.
- Prepare and install the appliance in different virtual environments.
- Prepare an external high volume database for use with ISAM. 12%
Configure, customize and integrate
- Use PKI, including completing the task of generating certificate requests and/or importing certificates into the appropriate certificate repository (KDB file).
- Configure Web Components - Runtime and Reverse Proxy using LMI and REST API, including applying hard and soft limits to junctions, Single Sign-On method and junction type; configure Kerberos.
- Configure the Advanced Access Control Module using LMI and REST API, including Risk Profiles, Authentication, Policies, Custom Attributes, Obligations, PIP, and isamcfg.
- Configure Federation Components using LMI and REST API, including Federations, Partners, and Runtime including swap of metadata, mapping rules, cloud connectors and isamcfg.
- Configure Federated Directory(s).
- Configure Protocol Analysis Module (PAM).
- Create custom roles for delegated administration of the ISAM appliance functionality; externalize appliance authentication and authorization.
- Configure highly available ISAM environments using clustering, replicated proxies, DSC, front-end load balancer. 39%
Administer and maintain
- Monitor critical performance metrics and availability, including events and alerts.
- Demonstrate an understanding of various backup and recovery strategies, including snapshots.
- Configure log files, including their roll over settings.
- Maintain SSL keystores, including identifying expired certificates.
- Use the ISAM stop, start, failover features to aim for limited down-time during maintenance slots.
- Perform policy administration.
- Monitor IBM support website for bulletins and fixpacks; apply as necessary. 22%
Troubleshoot and tune
- Examine and tune settings, including advanced parameters for TCP/IP.
- Navigate to and view logs on the appliance and look for relevant messages.
- Enable and review network and ISAM-specific traces and understand auditing capabilities; perform network troubleshooting using ping, traceroute, connect.
- Take a support file extract and send and/or examine for issues and upload them to IBM Support as part of the PMR process. 13%

IBM Security Access Manager V9.0 Deployment
IBM Deployment outline
Killexams : IBM Deployment outline - BingNews https://killexams.com/pass4sure/exam-detail/C2150-609 Search results Killexams : IBM Deployment outline - BingNews https://killexams.com/pass4sure/exam-detail/C2150-609 https://killexams.com/exam_list/IBM Killexams : Application Security Market Size 2022 Industry Share, Trend, In-Depth Players Analysis, Revenue, Growth, Upcoming Demand, Regional Outlook till 2030

According to the report, the global application security market size was valued at more than the U.S. $5,000.00 million in 2020, growing at a CAGR of more than 18% over the forecast period 2020-2027.

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Applications are secured by detecting, repairing, and enhancing their security. Applications can be made secure using this feature, which prevents vulnerabilities from being exploited by threats such as unauthorized modification and access. An effective vulnerability management program includes proactive steps to discover vulnerabilities and patch them before hackers can exploit them. Enterprises can benefit from the implementation of application security solutions in several ways, including securing customer data to build customer confidence, reducing the leakage of sensitive information, and enhancing the confidence of crucial lenders and investors.

Factors Impacting the Application Security Market

  • Security breaches targeting business applications and strict compliance and regulatory requirements for application security have been driving the growth of the global application security market.
  • With the proliferation of smartphones and retail and e-commerce organizations requesting application security, the need for application security is on the rise.
  • Increasing demand for application security solutions has been attributed to the shift toward cloud-based applications. The market growth is, however, expected to be hampered by budget constraints in deploying application security.
  • During the forecast period, the application security market is expected to grow substantially due to the integration of AI and machine learning.

Covid-19 Impact: Application Security Market

During the forecast period, the application security market is expected to grow following COVID-19. According to current projections, 2030 will be higher than pre-COVID-19 estimates. In the face of unprecedented circumstances, the COVID-19 outbreak has driven a demand for application security solutions. For example, many companies are shifting their attention to endpoint security for work-from-home systems. Due to a shortage of resources within the enterprises, the security teams are unable to deal with multiple web application security issues; thus, increasing the demand for application security solutions.

Apart from that, companies that offer applications for distance learning, teleconferencing, online gaming, healthcare, e-commerce, and entertainment have experienced a rise in usage and revenue. Therefore, the need for these applications to Improve their security capabilities is increasing. Despite the proliferation of healthcare and medical applications, there remains a lucrative market for application security solutions to prevent leaks of medical information. For example, according to an Intertrust 2020 study on healthcare and medical apps, 71% had at least one serious security vulnerability that could compromise medical information.

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Regional Analysis of the Application Security Market

North America will maintain its dominance in the application security market share in the upcoming years. An increasing number of security breaches targeting business applications is among the major drivers for the application security market in the Asia Pacific. Asia Pacific has some of the most popular application vendors including- IBM, Qualys, and Checkmarx. Small and medium-sized businesses are prevalent in APAC.

The low budget for cybersecurity in these organizations means they use open source apps more often for testing the security of their applications, introducing high risks, including infringement, operational risks, and malpractices. Cybercrime and legislation both lack in these countries, along with a lack of awareness and knowledge of basics security, making online transactions highly susceptible to cyber theft. It is a key reason for malware attacks like ransomware, which most people don’t know. Over the past few years, there have been several large-scale web security breaches in Asia Pacific countries. A layer of automation is being added to security for organizations in the Asia-Pacific region as they transition toward agile development and DevOps.

Outline of the Application Security Market Report

Application security market size is examined for each segment in the report. The study evaluates this market with respect to its market size and growth potential across different segments: by type of product, by testing type, by component, by deployment, by organization size, by vertical, and by region.

Segmentation based on Type

  • Web Application Security
  • Mobile Application Security

Segmentation based on Testing Type

  • Dynamic Application Security Testing (DAST)
  • Runtime Application Self-Protection (RASP)
  • Interactive Application Security Testing (IAST)
  • Static Application Security Testing (SAST)

Segmentation based on component

Segmentation based on Deployment

Segmentation based on Organization Size

  • Large Enterprises
  • Small Enterprises
  • Medium Enterprises

Segmentation based on Industry Vertical

  • Healthcare
  • Government and Public Sector
  • IT & Telecom
  • Manufacturing
  • BFSI
  • Retail & E-commerce
  • Others

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Segmentation based on Region

  • Europe
  • Asia-Pacific
  • North America
  • The Middle East and Africa

Key Market Players of the Application Security Market

Globally, the following companies offer application security:

  • IBM Corporation
  • HCL Technologies
  • Whitehat Security
  • Capegemini
  • MicroFocus
  • Synopsys
  • Veracode
  • RAPID7
  • Qualys
  • Cisco Systems Inc

What are the key findings of the report?

?This report provides comprehensive information on factors expected to influence the market growth and market share in the future.
?The report offers the current state of the market and future prospects for various geographical regions.
?This report provides both qualitative and quantitative information about the competitive landscape of the market.

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Mon, 18 Jul 2022 21:34:00 -0500 Newsmantraa en-US text/html https://www.digitaljournal.com/pr/application-security-market-size-2022-industry-share-trend-in-depth-players-analysis-revenue-growth-upcoming-demand-regional-outlook-till-2030
Killexams : SAP wants to offer a best of suite platform with S/4HANA, but still lacks adoption

SAP has been beating the drum for some time now with its “RISE with SAP”. We were particularly curious to see whether that message is getting through to customers and what SAP now exactly means with RISE. The goal of RISE is that you can grow your organization by using SAP solutions, where S/4HANA is the best of suite platform. But can the company deliver on that promise?

We spent a week at SAP Sapphire in Orlando, where we immersed ourselves in the world of SAP, doing multiple interviews with SAP executives, talking to customers, talking to partners and doing the research to find out where SAP is moving with RISE with SAP.

SAP has a broad product portfolio, from cloud ERP (S/4HANA), HCM and CRM to supply chain management and procurement. However, the fact is that ERP is still the most important SAP product, which also holds the most potential. To strengthen S/4HANA, SAP has built or purchased various solutions around it. The RISE with SAP story focuses entirely on S/4HANA supplemented with additional tools.

Everything is RISE with SAP: is that useful?

During Sapphire, we couldn’t ignore that SAP is moving towards a platform strategy, creating a “best of suite” offering around S/4HANA. In doing so, SAP is moving in the same direction as Microsoft, Salesforce and ServiceNow. It doesn’t seem to want to communicate this yet, or it simply doesn’t dare. Instead, they keep shouting “RISE with SAP”. That doesn’t help customers get a clear picture. studying between the lines, it is clear that people at SAP also have trouble with this slogan. We heard comments from various corners that say that SAP should call it by its name: “Cloud ERP as a service”, or if you want to position it more broadly, “Cloud ERP platform as a service”. “RISE with SAP” comes across to us as a somewhat bloated meaningless slogan, which SAP should not continue to use for too long. It doesn’t add anything and ultimately creates more confusion than clarity.

Best of Suite approach

If we zoom in deeper on that “best of suite” approach. Then we see that SAP is putting the S/4HANA ERP solution at the center. To strengthen the suite offering, SAP has purchased two solutions that add value. These are a Business Process Intelligence solution and a solution for no-code development.

The Process Intelligence solution is provided by SAP Signavio, a company that SAP acquired in early 2021. With Signavio, you can do process mining, among other things, to get visibility and make your business processes transparent, but also to automate them and make them more efficient. For companies that have a lot of business processes, this can be very useful. Process mining can save a lot of money, but it also helps to meet governance and compliance requirements better because you have better insight into your processes, making everything more transparent.

We mentioned it earlier, a form of no-code development; this falls under the SAP Business Technology Platform at SAP. For this purpose, SAP has acquired the company AppGyver. AppGyver allows the creation of simple applications via a drag-and-drop interface. For example, forms for quickly modifying or adding data. Or to display data from an ERP system in a slightly different way. SAP has already presented the first integrations of AppGyver in S/4HANA.

For companies that want to go a step further, SAP also has a low-code solution, this is the SAP Business Application Studio. The Business Application Studio allows you to build SAP applications and extensions that use the SAP Cloud Application Programming Model. In other words, you can use it to build extensions on top of existing SAP applications.

Of course, based on available documentation, you can also build integrations with SAP in any programming language of your choice. The fact is, however, that low-code and no-code increase the speed of application development and firmly lower the threshold for building something. In that respect, investing in no-code and low-code is a good strategy.

SAP Store broadens best of suite offering

To make this best of suite even more attractive, SAP is now paying more attention to its ISV partners (independent software vendors). They develop applications on top of S/4HANA, for example. They add valuable functionality, which can be in the form of features, but also complete solutions that use the reliable HANA database and back-end. Examples are the integration with Icertis for contract management, which delivers a complete contract management solution. Or what about PriceFX, they provide a feature to price your product more accurately.

However, this focus on ISVs has been developed in the last three years. In the meantime, SAP has signed up some 1,800 partners for the SAP Store, but at the same time, there is still a long way to go. SAP wants 8 out of 10 applications to come from partners rather than SAP itself. To make the SAP Store more attractive, it has decided to adjust the revenue distribution. Previously SAP wanted 50 percent of the revenue generated in the SAP Store, now SAP takes 15 percent for the Integration Tier and 25 percent for the Platform Tier. In theory, anyone can become an ISV partner of SAP, but the company still applies an extensive approval process.

To Improve the offering, SAP has now divided some 80 people into industry teams, whose task is to enhance the offering in the SAP Store for their specific industry. SAP has a lot of specific industry knowledge in-house because it has been in business for many years. The company should therefore be able to make the overall package more attractive for specific industries quickly. Whether it will succeed in doing so remains to be seen.

SAP should take a broader view

If you look at what is happening in enterprise IT, you see that one trend is precisely to do a lot of collaborating. Your worst enemy can become your best friend. All solutions must be able to work well together. At SAP, however, we still see some traditional thinking that gets in the way of this. The company has invested heavily in the SAP Store offering to enable better collaboration with, for example, Microsoft Teams and other Microsoft products. An integration with Slack, on the other hand, is out of the question, as Salesforce currently owns it. During an interview at Sapphire, we noted the following quote: “Slack is not an option, due to Salesforce acquisition”.

From this perspective, SAP will not encourage integrations with Salesforce or Tableau in the SAP Store. Salesforce is seen as a major competitor. That’s a traditional mindset that SAP needs to eradicate because it doesn’t benefit the customer. Suppose a customer has decided to choose Slack as an internal communication and collaboration tool. In that case, it should be able to work together with SAP just as well as Microsoft Teams can.

We also see this mindset when looking at opportunities to roll out SAP S/4HANA. You can roll out SAP S/4HANA cloud to your own data centre, AWS, Azure, Google Cloud or Alibaba. However, if your organization has chosen Oracle Cloud or IBM Cloud, SAP will block your deployment. This is absolutely not allowed and will never be an option, so we were told. We understand that the Oracle Cloud is at the bottom of the list if you’re SAP, but as long as you support S/4HANA on-premise, you better tell customers that any location is possible, including the Oracle Cloud.

SAP gets most S/4HANA business from SAP ECC customers

SAP currently has over 19,000 S/4HANA customers, of which over 1,600 have been added through the RISE with SAP program since the beginning of 2021. Those customers also have access to Signavio, Appgyver and other tools. SAP already manages around 56,000 workloads in the cloud with an uptime of 99.98%. SAP has established a good track record as an “as a service” provider.

It also became clear that SAP is signing up most S/4HANA customers through ECC migrations. These customers are running an old version of SAP ECC and have to migrate before 2027. Official support for SAP ECC expires in 2027, although customers can extend it for years for an additional fee. At least until 2030, possibly even 2035.

SAP ECC is SAP’s legacy on-premises ERP product. With SAP ECC, the trend was to build modifications in the source code to make the ERP system better fit the customer’s needs. A huge disadvantage of this practice is that you cannot upgrade to newer versions easily because you will lose those customizations. The market has solved this with the so-called fit-to-standard principle. Companies must let their business processes run via standard procedures that the ERP system supports. Additional customization also remains possible through extensions and modular software that can be built on top of the ERP system and that hooks up to the APIs of an ERP system. S/4HANA has been developed according to this principle. You have the S/4HANA ERP system, and you have separate applications that interact with it or modular blocks that become accessible within the ERP package. This is possible by using the available APIs and SDKs.

Integrating with SAP

So the key to success for SAP’s strategy with this best of suite platform approach lies in its ability to extend, link and integrate S/4HANA with other applications and solutions. To do this well, you need APIs, an application programming interface, which is a way for applications to communicate with each other in the background. With APIs, third-party applications can communicate with the SAP platform and exchange data. Of course, after permission and authentication have taken place first.

At the time of writing, S/4HANA has 585 APIs, and the SAP Business platform has over 450. So there are plenty of opportunities to link with SAP software. SAP customers have told us many times that it is complex to integrate with SAP because the data model and the APIs are pretty complicated. This was a big hurdle for potential ISVs. Our discussions with SAP made it clear that they also received this signal and developed the SAP BTP, the SAP Business Technology Platform. This includes the low-code and no-code solutions but also an iPaaS solution, SAP BTP Integration Suite. This has made it much easier to integrate your own software with SAP.

In addition, SAP has introduced a so-called One Domain Model. The One Domain Model allows you to use APIs to communicate with SAP uniformly, where data can be exchanged with different SAP applications using the same model. You no longer need to have a separate API set for each application. The integration between SAP applications is also a lot easier.

For companies that especially want a lot of access to data in SAP, but do not need to modify it so much, there is now the possibility to use the SAP Data Warehouse Cloud. In the SAP Data Warehouse Cloud you can bring together data from SAP solutions and data from third parties. So that you can then make it available for data science models, think machine learning and AI or analytics solutions to create better insights.

Will SAP S/4HANA be a good best-of-suite platform?

SAP’s strategy is clear if you can read between the lines or just got to this article. If you’ve been walking around on SAP Sapphire, then, unfortunately, it’s a lot less clear. As far as we are concerned, SAP should clearly outline which direction it is moving in and stop using slogans that cause confusion.

SAP is more or less reinventing itself. For years it has been pushing S/4HANA, now more as-a-service with all kinds of additional services, so it is starting to become a large platform with all kinds of applications around it and on top of it. As a result, it’s beginning to look more and more like a best-of-suite approach. However, some things could be better or are still challenging for SAP.

SAP Store

To start with, the offer in the SAP Store. That still leaves something to be desired, the adoption of the applications falls short. We hope that the 80 people who are now working on adding industry-specific applications or persuading partners to add them will be very successful. This is where SAP really lags behind the competition.

Furthermore, SAP would do well to invest heavily in low-code and no-code capabilities so that customers will make a greater contribution to building modular extensions. For this, SAP will also need to rig up more training courses and events to educate customers in no-code and low-code development.

Finally, SAP must abandon traditional competitive thinking and embrace anything and everything. If you want to play a central role as a platform, you cannot ignore top-rated solutions because a competitor owns them.

Integrate more SAP solutions

If SAP wants to offer the largest and most complete best-of-suite platform, it will need to add more SAP solutions. Also, SAP Ariba, SAP Concur, SAP SuccessFactors, and SAP CRM should all become part of that suite. With a complete best-of-suite platform, customers can do a broad SAP platform integration.

You also see this at Salesforce and Microsoft; many products are included by default within the subscription. Of course, there are still options to further scale up specific solutions at extra cost, but the primary offering should be broader and more solid.

Clear product range

The trend today in IT is also simplicity. A product can be very advanced, but the interface the user is presented with must be simple. As far as we are concerned, this also applies to the product portfolio. It must be clear, and customers must be able to quickly see what they are getting. As far as we are concerned, SAP could still be a bit clearer about the SAP Business Technology Platform and the SAP Business Process Intelligence package. What does it includes, and what can customers do with it?

If SAP can do all that, then Europe’s largest tech company can compete even more effectively with its mostly American competitors.

Fri, 05 Aug 2022 03:01:00 -0500 en text/html https://www.techzine.eu/blogs/applications/85381/sap-wants-to-offer-a-best-of-suite-platform-with-s-4hana-but-still-lacks-adoption/
Killexams : 34 top UK vendor leaders outline channel priorities

The UK's top vendor channel bosses have laid out their priorities and future bets in CRN's inaugural Vendor Power list.

The feature encompasses Q&As with 34 UK leaders from the channel's most widely carried vendors, including Microsoft, Cisco and HPE.

Collectively, they head up partner organisations that orchestrate the lion's share of UK B2B IT hardware, software and cloud sales.

Big guns get a grilling

Each channel leader took on up to 18 questions on their partner strategy and themselves, including on their priorities for the year ahead.

In his Q&A, Dell vice president UK channel Rob Tomlin cited accelerating collaboration between channel partners and Dell's sales team among his targets for the next 12 months. The hardware giant has doubled its channel business over the last three years, he claimed.

HPE's UK channel & MM/SMB director, Lewis Simmonds, is targeting the recruitment of more XaaS partners, while HP's UK & Ireland channel director Neil MacDonald unveiled plans to invest in data and insights. Lenovo recently moved to give partners easier access to its full portfolio, its UK boss Neil Sawyer (pictured below) said, meanwhile.

The vendor chiefs were each asked to outline their channel philosophy and the size of their partner base.

While ConnectWise (2,500), Cisco (2,000), Fujitsu (1,500), Adobe (1,400) and SonicWall (1,200) all work with over 1,000 UK partners, others have narrower UK channels, with Check Point, F5 Networks and Mitel all working with 400 or fewer partners.

Rare metals losing their lustre?

Amid talk that traditional metal-based channel programmes are losing their shine in an increasingly cloud-based world (with Microsoft's Gold badge about to be axed), our top channel bosses were also quizzed on how they see channel programmes and engagement models evolving over the next few years.

SAP's new PartnerEdge Cloud Choice model rewards partners for delivering good outcomes for clients, SAP UK & Ireland chief partner officer Celine Cazali stressed.

Simon Aldous, director, partners & channels, Google Cloud UK&I, was among those to stress the need to reward non-transactional partners.

"The detachment of the influence chain from the transaction chain is an important consequence of the move to cloud. As such, we need to ensure that we view each separately and provide the necessary levels of enablement, incentives, rewards and support for partners across these two critical areas of customer engagement and experience," Aldous said.

"In the cloud consumption world, you need to have a partner base that can drive continuous engagement with the customer. It's so much easier to switch out technologies in a cloud ecosystem, so channel programmes should evolve to incentivise partners to sustain those continuous touchpoints," added Andy Corcoran, UK and Ireland channel sales director at VMware.

Indirect dealings

How important is the channel to these vendors?

While many of the smaller vendors included stressed that they operate a channel-only model, even those market giants with a strong enterprise and government pedigree often count partners as their primary route to market.

Lenovo's Sawyer said 97 per cent of the PC vendor's business goes via its channel partners, with Cisco and HP's channel leaders pegging their channel businesses at above 90 per cent of their sales.

"[That is] reflective of the UK & Ireland market," confirmed Cisco's Dominic Pierce (pictured below).

The execs opened up on how they manage direct-vs-channel conflict when it occurs, with Broadcom's Roy Borden revealing the vendor has a "100 per cent neutral" compensation scheme for sales reps no matter whose paper the deal is deliver on.

"Within the SMB space, we have moved the full product lifecycle under our Aggregation 2.0 partners. From quote through to level 1 support, this is 100 per cent channel owned and delivered," he added.

Partner peeves 

We also asked the vendor leaders to open up on what traits they most value and scorn in partners.

Loyalty, integrity and innovation were three recurring positive characteristics, while laziness and duplicity were cited as common bugbears.

"It can be frustrating when a partner backs several competing vendors in the same opportunity," said Tom Corrigan, director, EMEA distribution and systems integrators at Mimecast.

"Unfortunately, we still see some partners wanting to do account mapping. That's outdated. From experience I can say it's much more effective to sit down and use and share data and insights and work out who we should target together with that shared knowledge," added HPE's Simmonds.

The 34 leaders in our Vendor Power list were selected on the basis of the inclusion of their company in the accurate CRN Vendor Report, which rated the channel's most prevalent vendors across four core categories.* CRN Essential subscribers can read an Executive Summary of the report here.

Find out who made our inaugural Vendor Power List here.

*The 45 vendors invited to put forward a UK and EMEA representative for these articles were: Adobe, Apple, Avaya, AWS,  Barracuda, Broadcom/Symantec, Check Point, Cisco, Citrix, Connectwise, CrowdStrike, Datto, Dell, ESET, Extreme Networks, F5 Networks, Fortinet, Fujitsu, Google, HP Inc, HPE, IBM, Intel, Juniper, Lenovo, Microsoft, Mimecast, Mitel, N-Able, NetApp, Netgear, Nutanix, Oracle, Palo Alto, Poly, Salesforce, Samsung, SAP, SonicWall, Sophos, Trellix, Veeam, VMware, WatchGuard, Zoom
Thu, 07 Jul 2022 21:22:00 -0500 en text/html https://www.channelweb.co.uk/news/4052233/34-uk-vendor-leaders-outline-channel-priorities
Killexams : IoT Cloud Platform Market Trend 2022, Size, Industry Growth by Global Major Companies Profile, Competitive Landscape and Key Regions 2029

IoT Cloud Platform Market Global 2022 presents detailed competitive analysis including the market Share, Size, Future scope. This study categorizes the global Health and Safety Products breakdown data by manufacturers, region, type and applications, also analyzes the market drivers, opportunities and challenges. IoT Cloud Platform Market Report will add the analysis of the impact of COVID-19 on this industry. Top Key Players are – Microsoft Corporation (Azure), Google, Sap SE, PTC, IBM Corporation, General Electric, Telit, Samsung, Salesforce.com, Amazon Web Service.

The “IoT Cloud Platform Market“ research report has witnessed growth from USD million to USD million from 2017 to 2022. With the CAGR of %, this market is estimated to reach USD million in 2029.| (Number of Pages: 117)

The research report of 117 Pages making you deeply understand global IoT Cloud Platform Market (2022-2029) and report covers a brief overview of the segments and sub-segmentations including the product types, applications, companies and regions. This report describes overall IoT Cloud Platform Market size by analyzing historical data and future forecast. It also helps in understanding the market status, growth opportunity, prime challenges and provides exhaustive analysis of the industry, profiling of the reputed IoT Cloud Platform market players, competitor information, which collectively enables in streamlining marketing plan of action, and strategic decision-making.

Get a trial PDF of the Report athttps://www.researchreportsworld.com/enquiry/request-sample/20751549

Impact of COVID-19 on IoT Cloud Platform Market:

IoT Cloud Platform Market report analyses the impact of Coronavirus (COVID-19) on the IoT Cloud Platform industry. IoT Cloud Platform Market report explained the impact of the COVID-19 outbreak on the industry was fully assessed. Fully risk assessment and industry recommendations were made for IoT Cloud Platform in a special period. This report also compares the market of Pre COVID-19 and Post COVID-19. Also report covers the analysis of the impact of COVID-19 from the perspective of the industry chain.

The biggest highlight of the report is to provide companies in the industry with a strategic analysis of the impact of COVID-19. At the same time, this report analyzed the market of leading 20 countries and introduce the market potential of these countries.

Get a trial Copy of the IoT Cloud Platform Market Report 2022-2029

Key players in the global IoT Cloud Platform market covered in Chapter 2 and Chapter 6:

  • Microsoft Corporation (Azure)
  • Google
  • Sap SE
  • PTC
  • IBM Corporation
  • General Electric
  • Telit
  • Samsung
  • Salesforce.com
  • Amazon Web Service

Key Points Chapter wise Covered in this IoT Cloud Platform Market research report:

Chapter 1provides an overview of IoT Cloud Platform market, containing global revenue and CAGR. The forecast and analysis of IoT Cloud Platform market by type, application, and region are also presented in this chapter.

Chapter 2is about the market landscape and major players. It provides competitive situation and market concentration status along with the basic information of these players.

Chapter 3introduces the industrial chain of IoT Cloud Platform. Industrial chain analysis, raw material (suppliers, price, supply and demand, market concentration rate) and downstream buyers are analyzed in this chapter.

Chapter 4concentrates on manufacturing analysis, including cost structure analysis and process analysis, making up a comprehensive analysis of manufacturing cost.

Chapter 5provides clear insights into market dynamics, the influence of COVID-19 in IoT Cloud Platform industry, consumer behavior analysis.

Chapter 6provides a full-scale analysis of major players in IoT Cloud Platform industry. The basic information, as well as the profiles, applications and specifications of products market performance along with Business Overview are offered.

Chapter 7pays attention to the sales, revenue, price and gross margin of IoT Cloud Platform in markets of different regions. The analysis on sales, revenue, price and gross margin of the global market is covered in this part.

Chapter 8gives a worldwide view of IoT Cloud Platform market. It includes sales, revenue, price, market share and the growth rate by type.

Chapter 9focuses on the application of IoT Cloud Platform, by analyzing the consumption and its growth rate of each application.

Chapter 10prospects the whole IoT Cloud Platform market, including the global sales and revenue forecast, regional forecast. It also foresees the IoT Cloud Platform market by type and application.

Years considered for this report:

Historical Years:2017-2021

Base Year:2021

Estimated Year:2022

Forecast Period:2022-2029

Competitive Analysis on IoT Cloud Platform Market:

IoT Cloud Platform serious scene gives subtleties by merchants, including organization outline, organization complete revenue, market potential, worldwide presence, IoT Cloud Platform deals and revenue created, overall industry value, SWOT examination, Product launch. For the period 2022-2029, this investigation gives the IoT Cloud Platform deals, revenue and Value of the overall industry for every player canvassed in this report.

Global IoT Cloud Platform Market Segmentation:

Global IoT Cloud Platform Market is segmented in various types and applications according to product type and category. In terms of Value and Volume the growth of market calculated by providing CAGR for forecast period for year 2022 to 2029.

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In Chapter 8 and Chapter 10.3, based on types, the IoT Cloud Platform market from 2017 to 2029 is primarily split into:

  • Private Deployment Model
  • Public Deployment Model
  • Hybrid Deployment Model

In Chapter 9 and Chapter 10.4, based on applications, the IoT Cloud Platform market from 2017 to 2029 covers:

  • Industrial Automation
  • Connected Traffic
  • Health Care
  • Smart Retail
  • Intelligent Agriculture
  • Networked Logistics
  • Others

Geographically, the report includes the research on production, consumption, revenue, market share and growth rate, and forecast (2017 -2029) of the following regions:

  • United States
  • Europe (Germany, UK, France, Italy, Spain, Russia, Poland)
  • China
  • Japan
  • India
  • Southeast Asia (Malaysia, Singapore, Philippines, Indonesia, Thailand, Vietnam)
  • Latin America (Brazil, Mexico, Colombia)
  • Middle East and Africa (Saudi Arabia, United Arab Emirates, Turkey, Egypt, South Africa, Nigeria)
  • Other Regions

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Table of Content:

1 IoT Cloud Platform Market Overview
1.1 Product Overview and Scope of IoT Cloud Platform
1.2 IoT Cloud Platform Segment by Type
1.2.1 Global IoT Cloud Platform Sales and CAGR (%) Comparison by Type (2017-2029)
1.2.2 The Market Profile of Private Deployment Model
1.2.3 The Market Profile of Public Deployment Model
1.2.4 The Market Profile of Hybrid Deployment Model
1.3 Global IoT Cloud Platform Segment by Application
1.3.1 IoT Cloud Platform Consumption (Sales) Comparison by Application (2017-2029)
1.3.2 The Market Profile of Industrial Automation
1.3.3 The Market Profile of Connected Traffic
1.3.4 The Market Profile of Health Care
1.3.5 The Market Profile of Smart Retail
1.3.6 The Market Profile of Intelligent Agriculture
1.3.7 The Market Profile of Networked Logistics
1.3.8 The Market Profile of Others
1.4 Global IoT Cloud Platform Market, Region Wise (2017-2022)
1.4.1 Global IoT Cloud Platform Market Size (Revenue) and CAGR (%) Comparison by Region (2017-2022)
1.4.2 United States IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.3 Europe IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.3.1 Germany IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.3.2 UK IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.3.3 France IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.3.4 Italy IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.3.5 Spain IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.3.6 Russia IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.3.7 Poland IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.4 China IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.5 Japan IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.6 India IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.7 Southeast Asia IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.7.1 Malaysia IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.7.2 Singapore IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.7.3 Philippines IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.7.4 Indonesia IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.7.5 Thailand IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.7.6 Vietnam IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.8 Latin America IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.8.1 Brazil IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.8.2 Mexico IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.8.3 Colombia IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.9 Middle East and Africa IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.9.1 Saudi Arabia IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.9.2 United Arab Emirates IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.9.3 Turkey IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.9.4 Egypt IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.9.5 South Africa IoT Cloud Platform Market Status and Prospect (2017-2022)
1.4.9.6 Nigeria IoT Cloud Platform Market Status and Prospect (2017-2022)
1.5 Global Market Size of IoT Cloud Platform (2017-2029)
1.5.1 Global IoT Cloud Platform Revenue Status and Outlook (2017-2029)
1.5.2 Global IoT Cloud Platform Sales Status and Outlook (2017-2029)

2 Global IoT Cloud Platform Market Landscape by Player
2.1 Global IoT Cloud Platform Sales and Share by Player (2017-2022)
2.2 Global IoT Cloud Platform Revenue and Market Share by Player (2017-2022)
2.3 Global IoT Cloud Platform Average Price by Player (2017-2022)
2.4 Global IoT Cloud Platform Gross Margin by Player (2017-2022)
2.5 IoT Cloud Platform Manufacturing Base Distribution, Sales Area and Product Type by Player
2.6 IoT Cloud Platform Market Competitive Situation and Trends
2.6.1 IoT Cloud Platform Market Concentration Rate
2.6.2 IoT Cloud Platform Market Share of Top 3 and Top 6 Players
2.6.3 Mergers and Acquisitions, Expansion

3 IoT Cloud Platform Upstream and Downstream Analysis
3.1 IoT Cloud Platform Industrial Chain Analysis
3.2 Key Raw Materials Suppliers and Price Analysis
3.3 Key Raw Materials Supply and Demand Analysis
3.4 Manufacturing Process Analysis
3.5 Market Concentration Rate of Raw Materials
3.6 Downstream Buyers
3.7 Value Chain Status Under COVID-19

4 IoT Cloud Platform Manufacturing Cost Analysis
4.1 Manufacturing Cost Structure Analysis
4.2 IoT Cloud Platform Key Raw Materials Cost Analysis
4.2.1 Key Raw Materials Introduction
4.2.2 Price Trend of Key Raw Materials
4.3 Labor Cost Analysis
4.3.1 Labor Cost of IoT Cloud Platform Under COVID-19
4.4 Energy Costs Analysis
4.5 RandD Costs Analysis

5 Market Dynamics
5.1 Drivers
5.2 Restraints and Challenges
5.3 Opportunities
5.3.1 Advances in Innovation and Technology for IoT Cloud Platform
5.3.2 Increased Demand in Emerging Markets
5.4 IoT Cloud Platform Industry Development Trends under COVID-19 Outbreak
5.4.1 Global COVID-19 Status Overview
5.4.2 Influence of COVID-19 Outbreak on IoT Cloud Platform Industry Development
5.5 Consumer Behavior Analysis

6 Players Profiles
6.1 Microsoft Corporation (Azure)
6.1.1 Microsoft Corporation (Azure) Basic Information, Manufacturing Base, Sales Area and Competitors
6.1.2 IoT Cloud Platform Product Profiles, Application and Specification
6.1.3 Microsoft Corporation (Azure) IoT Cloud Platform Market Performance (2017-2022)
6.1.4 Microsoft Corporation (Azure) Business Overview
6.2 Google
6.2.1 Google Basic Information, Manufacturing Base, Sales Area and Competitors
6.2.2 IoT Cloud Platform Product Profiles, Application and Specification
6.2.3 Google IoT Cloud Platform Market Performance (2017-2022)
6.2.4 Google Business Overview
6.3 Sap SE
6.3.1 Sap SE Basic Information, Manufacturing Base, Sales Area and Competitors
6.3.2 IoT Cloud Platform Product Profiles, Application and Specification
6.3.3 Sap SE IoT Cloud Platform Market Performance (2017-2022)
6.3.4 Sap SE Business Overview
6.4 PTC
6.4.1 PTC Basic Information, Manufacturing Base, Sales Area and Competitors
6.4.2 IoT Cloud Platform Product Profiles, Application and Specification
6.4.3 PTC IoT Cloud Platform Market Performance (2017-2022)
6.4.4 PTC Business Overview
6.5 IBM Corporation
6.5.1 IBM Corporation Basic Information, Manufacturing Base, Sales Area and Competitors
6.5.2 IoT Cloud Platform Product Profiles, Application and Specification
6.5.3 IBM Corporation IoT Cloud Platform Market Performance (2017-2022)
6.5.4 IBM Corporation Business Overview
6.6 General Electric
6.6.1 General Electric Basic Information, Manufacturing Base, Sales Area and Competitors
6.6.2 IoT Cloud Platform Product Profiles, Application and Specification
6.6.3 General Electric IoT Cloud Platform Market Performance (2017-2022)
6.6.4 General Electric Business Overview
6.7 Telit
6.7.1 Telit Basic Information, Manufacturing Base, Sales Area and Competitors
6.7.2 IoT Cloud Platform Product Profiles, Application and Specification
6.7.3 Telit IoT Cloud Platform Market Performance (2017-2022)
6.7.4 Telit Business Overview
6.8 Samsung
6.8.1 Samsung Basic Information, Manufacturing Base, Sales Area and Competitors
6.8.2 IoT Cloud Platform Product Profiles, Application and Specification
6.8.3 Samsung IoT Cloud Platform Market Performance (2017-2022)
6.8.4 Samsung Business Overview
6.9 Salesforce.com
6.9.1 Salesforce.com Basic Information, Manufacturing Base, Sales Area and Competitors
6.9.2 IoT Cloud Platform Product Profiles, Application and Specification
6.9.3 Salesforce.com IoT Cloud Platform Market Performance (2017-2022)
6.9.4 Salesforce.com Business Overview
6.10 Amazon Web Service
6.10.1 Amazon Web Service Basic Information, Manufacturing Base, Sales Area and Competitors
6.10.2 IoT Cloud Platform Product Profiles, Application and Specification
6.10.3 Amazon Web Service IoT Cloud Platform Market Performance (2017-2022)
6.10.4 Amazon Web Service Business Overview

7 Global IoT Cloud Platform Sales and Revenue Region Wise (2017-2022)
7.1 Global IoT Cloud Platform Sales and Market Share, Region Wise (2017-2022)
7.2 Global IoT Cloud Platform Revenue (Revenue) and Market Share, Region Wise (2017-2022)
7.3 Global IoT Cloud Platform Sales, Revenue, Price and Gross Margin (2017-2022)
7.4 United States IoT Cloud Platform Sales, Revenue, Price and Gross Margin (2017-2022)
7.4.1 United States IoT Cloud Platform Market Under COVID-19
7.5 Europe IoT Cloud Platform Sales, Revenue, Price and Gross Margin (2017-2022)
7.5.1 Europe IoT Cloud Platform Market Under COVID-19
7.6 China IoT Cloud Platform Sales, Revenue, Price and Gross Margin (2017-2022)
7.6.1 China IoT Cloud Platform Market Under COVID-19
7.7 Japan IoT Cloud Platform Sales, Revenue, Price and Gross Margin (2017-2022)
7.7.1 Japan IoT Cloud Platform Market Under COVID-19
7.8 India IoT Cloud Platform Sales, Revenue, Price and Gross Margin (2017-2022)
7.8.1 India IoT Cloud Platform Market Under COVID-19
7.9 Southeast Asia IoT Cloud Platform Sales, Revenue, Price and Gross Margin (2017-2022)
7.9.1 Southeast Asia IoT Cloud Platform Market Under COVID-19
7.10 Latin America IoT Cloud Platform Sales, Revenue, Price and Gross Margin (2017-2022)
7.10.1 Latin America IoT Cloud Platform Market Under COVID-19
7.11 Middle East and Africa IoT Cloud Platform Sales, Revenue, Price and Gross Margin (2017-2022)
7.11.1 Middle East and Africa IoT Cloud Platform Market Under COVID-19

8 Global IoT Cloud Platform Sales, Revenue (Revenue), Price Trend by Type
8.1 Global IoT Cloud Platform Sales and Market Share by Type (2017-2022)
8.2 Global IoT Cloud Platform Revenue and Market Share by Type (2017-2022)
8.3 Global IoT Cloud Platform Price by Type (2017-2022)
8.4 Global IoT Cloud Platform Sales Growth Rate by Type (2017-2022)
8.4.1 Global IoT Cloud Platform Sales Growth Rate of Private Deployment Model (2017-2022)
8.4.2 Global IoT Cloud Platform Sales Growth Rate of Public Deployment Model (2017-2022)
8.4.3 Global IoT Cloud Platform Sales Growth Rate of Hybrid Deployment Model (2017-2022)

9 Global IoT Cloud Platform Market Analysis by Application
9.1 Global IoT Cloud Platform Consumption and Market Share by Application (2017-2022)
9.2 Global IoT Cloud Platform Consumption Growth Rate by Application (2017-2022)
9.2.1 Global IoT Cloud Platform Consumption Growth Rate of Industrial Automation (2017-2022)
9.2.2 Global IoT Cloud Platform Consumption Growth Rate of Connected Traffic (2017-2022)
9.2.3 Global IoT Cloud Platform Consumption Growth Rate of Health Care (2017-2022)
9.2.4 Global IoT Cloud Platform Consumption Growth Rate of Smart Retail (2017-2022)
9.2.5 Global IoT Cloud Platform Consumption Growth Rate of Intelligent Agriculture (2017-2022)
9.2.6 Global IoT Cloud Platform Consumption Growth Rate of Networked Logistics (2017-2022)
9.2.7 Global IoT Cloud Platform Consumption Growth Rate of Others (2017-2022)

10 Global IoT Cloud Platform Market Forecast (2022-2029)
10.1 Global IoT Cloud Platform Sales, Revenue Forecast (2022-2029)
10.1.1 Global IoT Cloud Platform Sales and Growth Rate Forecast (2022-2029)
10.1.2 Global IoT Cloud Platform Revenue and Growth Rate Forecast (2022-2029)
10.1.3 Global IoT Cloud Platform Price and Trend Forecast (2022-2029)
10.2 Global IoT Cloud Platform Sales and Revenue Forecast, Region Wise (2022-2029)
10.2.1 United States IoT Cloud Platform Sales and Revenue Forecast (2022-2029)
10.2.2 Europe IoT Cloud Platform Sales and Revenue Forecast (2022-2029)
10.2.3 China IoT Cloud Platform Sales and Revenue Forecast (2022-2029)
10.2.4 Japan IoT Cloud Platform Sales and Revenue Forecast (2022-2029)
10.2.5 India IoT Cloud Platform Sales and Revenue Forecast (2022-2029)
10.2.6 Southeast Asia IoT Cloud Platform Sales and Revenue Forecast (2022-2029)
10.2.7 Latin America IoT Cloud Platform Sales and Revenue Forecast (2022-2029)
10.2.8 Middle East and Africa IoT Cloud Platform Sales and Revenue Forecast (2022-2029)
10.3 Global IoT Cloud Platform Sales, Revenue and Price Forecast by Type (2022-2029)
10.4 Global IoT Cloud Platform Consumption Forecast by Application (2022-2029)
10.5 IoT Cloud Platform Market Forecast Under COVID-19

11 Research Findings and Conclusion

12 Appendix
12.1 Methodology
12.2 Research Data Source

Continued. . .

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Killexams : Bull Or Bear? Build And Preserve Wealth With The NPP Strategy
market concept

ugurhan

If you are invested in broad market indexes, ETFs (exchange-traded funds), or even individual stocks, there is no way to avoid the ups and downs of the market, sometimes to the extreme. Most folks, especially conservative investors, detest the roller-coaster ride of the stock market. Moreover, it is not even good for their wealth-building goals, as we know that high volatility generally results in relatively poor performance (unless you are buying at regular intervals, like each pay period). Also, income investors, including retirees who live off their investments, have a different problem. Since they need to withdraw income on a regular basis, they may be forced to sell when the prices are low and making such losses permanent. Even if they do not withdraw income, more than likely, they are not adding any fresh money to take advantage of low prices. Retirees can also face the problem of sequential risk if the market happens to go into a deep correction for multiple years in the early phase of retirement.

So, how can we ensure consistent income without drawing down our portfolio and conserving the capital? In fact, we framed our goals of an ideal portfolio around these problems. Here they are:

  • Capture at least 80 to 90% of the upside of the markets during the bull runs.

  • Avoid the worst of deep corrections and panics, and preserve capital to a large extent.

  • Match or exceed the market returns on a long-term basis.

  • Generate at least 5% income that can be withdrawn/used if needed.

With these goals, a few years ago, we introduced a portfolio concept (or strategy) in our articles on SA that we like to call NPP (Near-Perfect Portfolio) strategy. To some, the name may appear to be a bit over the top, but the underlying premise and goals fit the name. Generally speaking, we're looking for a strategy that performs reasonably well during the bull markets, preserves capital when the market throws a fit or performs poorly, and provides a decent enough income stream on a consistent basis. This is the basis of the Near-Perfect Portfolio strategy.

In our view, the following type of investors should find the NPP strategy highly useful:

  1. An income investor who does not like the roller-coaster ride of the stock market and who would rather sleep well even during the depth of a correction.

  2. A retiree or a near-retiree who would want to avoid the sequential risk of the stock market but at the same time will like to stay fully invested.

  3. Anyone who believes that low volatility leads to higher returns in the long-term (and vice versa), and especially folks who are nearing 50 or already 50+.

We follow the NPP strategy in our Marketplace service, "High-Income DIY," but from time to time, we provide updates and progress of the NPP portfolio here on SA public platform as well. As usual, we will provide an overview of the live performance of the NPP portfolio vis-à-vis the S&P500 for the last 30 months since January 2020, in addition to back-testing performance going back to the year 2008. In the last section, we lay out how to structure a new portfolio based on the NPP strategy.

Aim for a Stress-free way of Investing

The past 3 to 4 years have seen an incredible roller-coaster ride for the broader market. Going back to the year 2019 and early 2020, we witnessed a continued and strong bull market. However, the 11-year long bull-market was interrupted suddenly and violently by the once-in-a-century pandemic. Very few investors could see that coming. However, fortunately, the correction was very short-lived, and the next phase of the bull market started that took the S&P500 as high as 4790.

However, this year, markets have faced very strong headwinds. At one point, the S&P500 lost nearly 23% from its most accurate peak (though it has come back a little since then), and a vast number of individual stocks have lost even more. The biggest threat to the economy (and hence the stock market) that has emerged is the 40-year high inflation that shows few signs of abating any time soon. That has pushed the Fed from being dovish to extremely hawkish in a matter of few months. The current geopolitical situation and a prolonged war in eastern Europe have only made the situation worse. Inflation is the biggest threat to retirees and folks who are on a fixed income and their stock portfolios. Now, with rapidly increasing interest rates and an increasingly hawkish Fed, we are a step closer to a possible recession. Can we avoid the recession? Maybe or maybe not. But the market direction is likely to remain murky and volatile for the next few months, if not longer.

With all this turmoil going on in the market, it basically boils down to one simple question. Do we really want to constantly go through these ups and downs of the stock market and worry about the value of our portfolio on a daily or weekly basis? Or is there a better alternative, where a conservative investor or a retiree could have lower volatility, minimal drawdowns, and consistent income but still could enjoy the fruits of a rising market as and when that occurs? This is exactly the objective of this comparative analysis of the NPP strategy and the broader market indexes like the S&P 500.

What's a Near-Perfect Portfolio?

Here's some background. No portfolio can be perfect because it cannot meet all of its stated objectives in every situation or all the time. However, even if we could meet 80% of our objectives, 80% of the time, we should do pretty well. Also, we are not aiming to outperform or beat the market but meeting our pre-determined goals and expectations. If the backtesting results are any indication, chances are that we might just beat the market as well. Of course, that will be icing on the cake.

The NPP Strategy is a combination of three investment baskets with unique and diverse sub-strategies. The combined strategy aims to achieve the following goals and objectives:

  • Preserve capital by limiting the drawdowns to less than 20%.

  • Provide a consistent income of roughly 5% to those who need to withdraw.

  • Grow the capital for the long term at an annualized rate of 10% or better (including the income).

  • Strive to take the stress out of investing by providing low volatility, low drawdowns, consistent income, and SWAN (sleep well at night) like characteristics.

  • We must caution that these strategies need some work on an ongoing basis and may not suit highly passive investors. In addition, they require patience.

Performance Behavior of NPP Strategy During Bull & Bear Markets

Before we go any further, it may be beneficial to discuss how our rotational and buy-and-hold portfolios would have performed since the year 2008. Moreover, this will demonstrate how rotational portfolios can act as a counterbalance to buy-and-hold portfolios during times of crisis. We run and manage many such rotational portfolios and three buy-and-hold portfolios inside our Marketplace service.

Note: All the tables and charts included in this article are sourced from Author's work unless specified otherwise underneath the image. The stock market data, wherever used, is sourced from public websites like Yahoo Finance, Google Finance, Morningstar, etc.

Know Your Tolerance for Drawdowns

Let's talk about drawdowns a little bit. During the good times (bull runs), it is natural that most folks do not think much about drawdowns. However, for retirees and older investors, it is of paramount importance to know their risk tolerance and have a realistic idea about how much of a drawdown would be tolerable to them. In addition to the level of tolerance to drawdowns, there is always the inherent risk of negative sequential returns during the early years of retirement. So, if you think that in a worst-case scenario, you could only tolerate a 20-25% drawdown, then you should not be invested in broad market indexes. Broad market indexes like S&P 500 routinely have a drawdown (loss from top to bottom) of over 30% or even 50% (examples include the dot-com crash of 2000-2002, the financial crisis of 2008-2009, and the Covid crash of 2020). Sometimes a downturn can end quickly, but at other times it can be long, slow, and painful.

So, let's compare the drawdown performance of our NPP strategy and the S&P 500 during some of the worst times during the last 14 years (based on backtesting). We are not in a position to go beyond 2008 due to a lack of reliable data, but at least it would cover the financial crisis and a few other deep correction periods.

List of Drawdown Timeframes:

• Jan-2008 to Mar-2009 (Financial and Housing crash)

• Oct-2018 to Dec-2018 (Crash of 2018)

• Jan-2020 to Mar-2020 (Pandemic crash)

• Jan-2022 to July 22, 2022 (the current period)

Table-1:

T1

Author

As you can see above, the drawdown of the NPP portfolio was less than one-third of the S&P 500 during an extreme downturn and nearly half (or less than half) at most other times. The current period is still an ongoing affair, and so the complete picture is not available as yet.

Performance of NPP Strategy

Below is the combined NPP portfolio performance (based on backtesting results from 2008 until July 22-2022). We will then provide more details on the three components of the NPP strategy.

Table-2:

As of July 22, 2022:

CAGR**

CAGR of DGI bucket since 2008:

13.67%

CAGR of CEF-High-Income bucket since 2008:

10.59%

CAGR of ROTATION bucket since 2008:

15.51%

CAGR of Combined NPP strategy since 2008:

14.17%

CAGR of S&P 500 since 2008:

9.13%

** CAGR - Compound Annual Growth Rate

Chart-1: The Combined NPP portfolio vs. S&P 500 Since 2008

(If no Income was withdrawn)

CR1

Author

The chart below is the same as above, except that 6% (inflation-adjusted) income is withdrawn every year. It is very obvious that in terms of growth of capital, S&P 500 did a terrible job in spite of the fact that it has performed very well during the last 13 years. The reason was the huge drawdown right in the first year. This demonstrates very clearly the danger of risk of sequence returns mentioned earlier. However, due to very limited drawdowns, the NPP strategy balance grew very nicely.

Chart-1A: The Combined NPP strategy vs. S&P 500 Since 2008

(If 6% Inflation-adjusted Income was withdrawn)

CR1A

Author

Below is the chart from the "live performance" of the NPP Portfolio since Jan. 2020. (Since this comes from our Marketplace service, it takes into account 6 Rotational portfolios and 3 Buy-and-hold portfolios). In practice, an investor would just need two buy-and-hold buckets and one (or maybe two) rotational buckets. In the chart below, you will notice that at the market bottom in March 2020, S&P 500 and Dow Jones were down nearly 30% and 35%, respectively; however, NPP was down only about 15%.

Chart-2: Live performance since 2020

CR2

Author

How to Get Started with a 3-Basket NPP Strategy

For readers, who are new to this strategy, we will present an actionable plan on how to start a 3-basket NPP portfolio. Sure, we will encourage readers to carefully analyze and do their due diligence and judge for themselves if the strategy suits their personal situation. We provide below a trial NPP portfolio, complete with its three components. At times, there may be some repetition, but we feel new readers could benefit from this greatly.

The idea here is to provide the basic framework. You do not have to follow the strategy exactly as it's laid out here; rather, use these ideas in a manner that suits your needs based on your own unique situation. For example, the younger and more aggressive investors should include a fourth bucket for "Technology and Innovation" stocks, allocating 10% to 25% of the portfolio capital. However, the most conservative investors could instead use this fourth bucket as a cash-like investment.

It takes time to build confidence and conviction in any new strategy. So it's highly recommended that one should move to any new strategy on a gradual basis over a period of time by adding in small lots rather than all in one go.

We would outline below a portfolio of three buckets if someone was to invest today. The fourth bucket would be optional based on the individual situation and thus not included here.

Bucket 1: DGI-Core

We believe that a diversified DGI (Dividend Growth Investing) portfolio should hold roughly 15-25 stocks. However, more passive investors, who do not have time or interest to manage individual stocks, could make this portfolio entirely of some select dividend ETFs (Exchange Traded Funds). For our trial portfolio presented below, we looked for companies that are large-cap, relatively safe, and have solid dividend records. Based on our previous work, we believe many of these stocks will likely provide a high level of resistance to downward pressure in an outright panic situation. In addition, we included two stocks that are providing an above-average yield and will lift the overall portfolio yield. We will present 15 such stocks with their current dividend payouts.

Goals:

  • Long-term investments 3%-4% dividend income

  • Long-term total return in line with the broader market

  • Drawdowns to be about 65%-70% of the broader market

In this bucket, we will invest roughly 35%-40% of the total investable funds. It will be our core investments in solid, blue-chip dividend stocks. It's relatively easy to structure and form this bucket. However, we must put emphasis on diversifying among various sectors and industry segments of the economy. A selection of roughly 15-25 stocks could provide more than enough diversification.

A trial DGI Portfolio:

For this part of the portfolio, our focus is to select stocks that tend to do reasonably well in both good times and during recessions/corrections. This is especially important if you are a retiree.

Stocks selected:

AbbVie Inc. (ABBV), Amgen (AMGN), Clorox (CLX), Digital Realty (DLR), Enbridge (ENB), Fastenal (FAST), Home Depot (HD), Johnson & Johnson (JNJ), Kimberly-Clark (KMB), Lockheed Martin (LMT), McDonald's (MCD), Altria (MO), NextEra Energy (NEE), Texas Instruments (TXN), and Verizon (VZ).

Table-2: DGI Basket

T2

Author

The average yield from this group of 15 stocks is very respectable at 3.62% compared to 1.5% from S&P500. If you still have some years before retirement, reinvesting the dividends for a few years would take the yield on cost up to 4% easily.

Chart 3: 15-stocks DGI performance vs. S&P500

CR3

Author

Bucket 2: Rotational Portfolio

So, what's a Rotation strategy, and why invest in it? First, this is our insurance bucket (or hedging bucket), which should preserve our capital in times of crisis or panic. In addition, it would reduce volatility, provide a decent return, and could provide a good income as well.

Along with the DGI portfolio, these strategies are an essential part of our overall portfolio. Investment in stocks is inherently risky, and the Rotational strategies provide the necessary hedge against the risk. They bring the overall volatility of the portfolio down and limit the drawdowns in a panic or a major correction scenario. The biggest advantage is that they let the investor sleep well at night. They bring a level of assurance that helps the investor to maintain calm and stay invested in good times and bad.

However, we must caution that these strategies require some regular work on a monthly basis. One can start with one rotation strategy, but eventually, one should invest in at least two rotational strategies. As one gains more experience and confidence, one could diversify in multiple strategies. We provide eight such strategies in our Marketplace service to suit a wider audience.

Note: A word of caution for new investors - just because we're allocating 40% of the portfolio to this strategy, we are not recommending that you change to this strategy overnight with large sums of money. Rather, it should be done gradually over time and in multiple lots. There are two benefits: first, you need time to gain confidence and have a conviction on the new strategy. Second, gradual deployment will avoid any whipsaws or reversals in the market.

A Rotation Strategy for both Bull and Bear Markets

In the Rotational bucket, we normally rotate between a fixed set of securities on a periodic basis (usually a month), based on the relative performance of each security during the previous period of defined length.

This portfolio is designed in such a way that it aims to preserve capital with minimal drawdowns during corrections and panic situations while providing excellent returns during bull periods. Due to much lower volatility, this portfolio is likely to outperform the S&P 500 over long periods of time. However, please note that it may underperform to some extent during the bull runs. It can also underperform in some years due to frequent whipsaws.

The strategy is based on eight diverse securities but will hold only two of them at any given time, based on relative positive momentum over the previous three months. Basically, we will select the two top-performing funds. The rotation will be on a monthly basis. The eight securities are:

  • Vanguard High Dividend Yield ETF (VYM)
  • Vanguard Dividend Appreciation ETF (VIG)
  • iShares MSCI EAFE Value ETF (EFV)
  • iShares MSCI EAFE Growth ETF (EFG)
  • Cohen&Steers Quality Income Realty Fund (RQI)
  • iShares 20+ Year Treasury Bond ETF (TLT)
  • iShares 1-3 Year Treasury Bond ETF (SHY)
  • ProShares Short 20+ Year Treasury ETF (TBF)

Chart-4: Comparative performance (backtested) for B&B Model and S&P 500

CR4

Author

Note: TBF did not have a history prior to 2010, so it was excluded for the years 2008 and 2009.

Bucket 3: High Income Bucket

It is a huge challenge for retirees to generate decent income while not risking their capital. Sure, the dividend stocks can generate roughly 3% income (at time 4%) relatively safely, but that may not be enough for everyone to meet their livable expenses. If one has a large enough capital, for example, $2 million or $3 million, even a 3% dividend income could generate a decent income. But we are talking of investors who have $1 million or less. How can they generate large enough income without risking the capital? This is where our NPP strategy invests one of its buckets in high-income securities like Closed-end funds. We recognize that this is a relatively high-risk bucket. That's why we recommend no more than 15%-25% allocation to this bucket. However, this bucket gets most of the income with limited capital risk.

For high income, one has to essentially look at investment vehicles like REITs (Real Estate Investment Trusts), mREITs (mortgage REITs), BDCs (Business Development Companies), MLPs (Master Limited Partnerships), and CEFs (Closed-End Funds).

For this income bucket, we need to be highly selective and choose only the best of the best funds in each of the respective asset classes. Also, one should consider this part of the portfolio as a sort of "annuity" subset of the overall portfolio. But, in our opinion, these investments are a lot better than annuities in many respects. This portfolio gives a kind of assured high level of income and is still likely to grow better than the rate of inflation over a long period of time. More importantly, annuities usually leave nothing for the investor's heir, whereas this portfolio could be fully passed on to heirs.

We present here a set of 11 high-income investment funds. However, one of them is an individual company stock and an MLP.

Below are some of the best funds within each asset class. The average current yield of the portfolio presented below is roughly 9%.

The funds/securities that we would consider in a long-term portfolio would be: (CHI), (UTF), (UTG), (PDI), (BBN), (FFC), (BST), (HQL), (MMP), (USA), and (RQI).

Table-3:

T3

Author

Note: Please note that MMP (Magellan Midstream Partners) is an MLP (Master Limited Partnership) in the midstream energy sector. As a partnership, it issues form K-1 for tax purposes instead of 1099-div.

Chart 5: 11-Positions CEF Portfolio vs. S&P500

CR5

Author

Concluding Thoughts

The stock market is at a critical juncture and is giving highly mixed signals. On the one hand, we have 40-year high inflation, unresolved supply-chain issues, and record-breaking high energy prices. We have seen an array of large companies that have issued warnings about their future earnings. The Fed is obviously behind the curve, and it appears that it may be trying to slow an economy that may already be slowing, which is exactly a recipe for a recession. On the other hand, we have a job market that is still strong, unemployment is low, and workers are hard to find. In a nutshell, there are a lot of uncertainties in the market. It is very hard to say if the market is going to recover from its current depressed levels or if it is just the beginning of a deeper downturn?

Nonetheless, as long-term investors, we have a different approach to facing uncertainties in the market. We invest in a set of three strategies (alternatively called the three-bucket strategy) that provide an extra layer of safety and diversification. Above all, this approach (that we call as NPP strategy) should generate a very decent income of 5%, provide protection from bigger drawdowns, and provide at least 10% overall growth (if not more) in the long term.

These strategies require a long-term investment horizon, a lot of discipline, and some time and effort on a monthly basis, especially in managing the Rotational part of the portfolio. So, in that sense, this strategy may not suit everyone. Also, the Rotational strategies work best inside a tax-deferred account. However, if you are a long-term investor and determined to save and build wealth in a more systematic and stress-free way, then this strategy may be right for you.

Sat, 30 Jul 2022 01:11:00 -0500 en text/html https://seekingalpha.com/article/4526790-bull-bear-build-preserve-wealth-npp-strategy
Killexams : Edge Computing Industry | May Set A New Growth Story To Generate Booming Opportunities 2025

(MENAFN- EIN Presswire)

Edge Analytics Industry

The adoption of edge computing in this sector is mainly attributed to the increasing need to deploy products faster to their customers.

PORTLAND , PORTLAND, OR, UNITED STATE, July 23, 2022 /EINPresswire.com / -- Increase in the number of smart applications, rise in load on cloud infrastructure, and the requirement for assistance for real-time applications facilitate the growth of the global edge computing market .

In addition, the emergence of 5G network and advent of various frameworks and languages for IoT solutions would offer opportunities for market players in the next few years. However, the market growth is hindered by locally available hardware and high costs for maintenance.

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According to the report by Allied Market Research, the global edge computing market garnered $1.73 billion in 2017 and is estimated to reach $16.55 billion by 2025, growing at a CAGR of 32.8% from 2018 to 2025.

Based on component, the solutions segment held the major share, with almost 90% of the total market share in 2017, and will maintain its dominant position by 2025. The software in edge computing solutions enable users to offer messaging, local computing, and data caching and ensures security for connected devices.

However, the services segment is estimated to register at the highest CAGR of 35.6% from 2018 to 2025, owing to an increase in need for management of analytical data during its lifespan.

Based on application, the connected cars segment would grow at the highest CAGR of 35.9% from 2018 to 2025, owing to the rise in need to deliver real-time infotainment and other services for cars.

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However, the security and surveillance segment would continue to contribute the highest share in the industry and generate nearly one-fifth of the total revenue by 2025, on account of offering real-time threat detection and lowered network latency.

Regionally, Asia-Pacific would grow at the highest CAGR of 35.1% during the forecast period, owing to the rise in penetration of cellular technologies and mobile devices in emerging countries including China and India.

However, North America held the largest market share in 2017, enabling almost two-fifths of the total share and is estimated to maintain dominant share of the market through 2025.

The leading players discussed in the report include Amazon Web Services (AWS), Cisco Systems Inc., AT&T Inc., Fujitsu Limited, Dell Inc., IBM Corporation, Huawei Technologies Co. Ltd., Microsoft Corporation, Hewlett Packard Enterprise (HPE), Nokia Corporation, and others.

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•The report presents information related to key drivers, restraints, and opportunities.

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•Porter's five forces analysis illustrates the potency of buyers & suppliers in the industry.

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Related Report:

1. Edge AI Software Market

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Killexams : Cellular Capacity and Coverage Optimization Market Business overview 2022, and Forecast to 2030 | By -AT&T Mobility, KT, SFR

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

Jul 08, 2022 (Heraldkeepers) -- New Jersey, United States-The latest investigation of the global Cellular Capacity and Coverage Optimization market incorporates information connected with this organization vertical, essentially which is all in light of explicit elements. The market examination centers around giving a top to bottom outline of this industry, explicitly showing the business’ size and offer, programming division, item types, and new business open doors.

We want to give our perusers an examination on the Cellular Capacity and Coverage Optimization market that glances at the market from 2022 to 2030. One motivation behind this archive is to give more data about this area of business. The underlying segment of the review centers around characterizing the business for the item or administration that is the subject of the Market investigation. The report will then investigate the factors that are forestalling and advancing modern development.

Receive the trial Report of Cellular Capacity and Coverage Optimization Market 2022 to 2030:

The worldwide Cellular Capacity and Coverage Optimization market is expected to grow at a booming CAGR of 2022-2030, rising from USD billion in 2021 to USD billion in 2030. It also shows the importance of the Cellular Capacity and Coverage Optimization market main players in the sector, including their business overviews, financial summaries, and SWOT assessments.

Cellular Capacity and Coverage Optimization Market Segmentation & Coverage:

Cellular Capacity and Coverage Optimization Market segment by Type: 
Deployment Of Small Cells, Carrier WiFi, Self Organizing Networks, Cloud-RAN (Radio Access Network)

Cellular Capacity and Coverage Optimization Market segment by Application: 
Household, Commercial

The years examined in this study are the following to estimate the Cellular Capacity and Coverage Optimization market size:

History Year: 2015-2019
Base Year: 2021
Estimated Year: 2022
Forecast Year: 2022 to 2030

Cumulative Impact of COVID-19 on Market:

Because of the COVID-19 pandemic, organizations all over the planet are taking on a remote work culture, presenting new issues for suppliers. The principal issue is staying up with the latest with changing authoritative societies. Following the pandemic, in any case, there has been a spike in cloud reception, making ready for the requirement for dangerous security arrangements.

Get a trial Copy of the Cellular Capacity and Coverage Optimization Market Report: https://www.infinitybusinessinsights.com/request_sample.php?id=837122

Regional Analysis:

North America (the United States, Canada, and Mexico), Europe (Germany, United Kingdom, France, Italy, Russia, and Turkey, among others), Asia-Pacific (China, Japan, Korea, India, Australia, and Southeast Asia (Indonesia, Thailand, Philippines, Malaysia, and Vietnam), South America (Brazil, among others), and the Middle East and Africa (North Africa and GCC Countries).

The Key companies profiled in the Cellular Capacity and Coverage Optimization Market:

The study examines the Cellular Capacity and Coverage Optimization market’s competitive landscape and includes data on important suppliers, including AT&T Mobility, KT, SFR, Singapore Telecommunication, Verizon Communications, NEC, Netgear, Alcatel-Lucent, ZTE, Agilent Technologies, Ericsson, Huawei Technologies, Nokia Networks, Texas Instruments, IBM, Hitachi,& Others

Table of Contents:

List of Data Sources:
Chapter 2. Executive Summary
Chapter 3. Industry Outlook
3.1. Cellular Capacity and Coverage Optimization Global Market segmentation
3.2. Cellular Capacity and Coverage Optimization Global Market size and growth prospects, 2015 – 2026
3.3. Cellular Capacity and Coverage Optimization Global Market Value Chain Analysis
3.3.1. Vendor landscape
3.4. Regulatory Framework
3.5. Market Dynamics
3.5.1. Market Driver Analysis
3.5.2. Market Restraint Analysis
3.6. Porter’s Analysis
3.6.1. Threat of New Entrants
3.6.2. Bargaining Power of Buyers
3.6.3. Bargaining Power of Buyers
3.6.4. Threat of Substitutes
3.6.5. Internal Rivalry
3.7. PESTEL Analysis
Chapter 4. Cellular Capacity and Coverage Optimization Global Market Product Outlook
Chapter 5. Cellular Capacity and Coverage Optimization Global Market Application Outlook
Chapter 6. Cellular Capacity and Coverage Optimization Global Market Geography Outlook
6.1. Cellular Capacity and Coverage Optimization Industry Share, by Geography, 2022 & 2030
6.2. North America
6.2.1. Market 2022 -2030 estimates and forecast, by product
6.2.2. Market 2022 -2030, estimates and forecast, by application
6.2.3. The U.S.
6.2.3.1. Market 2022 -2030 estimates and forecast, by product
6.2.3.2. Market 2022 -2030, estimates and forecast, by application
6.2.4. Canada
6.2.4.1. Market 2022 -2030 estimates and forecast, by product
6.2.4.2. Market 2022 -2030, estimates and forecast, by application
6.3. Europe
6.3.1. Market 2022 -2030 estimates and forecast, by product
6.3.2. Market 2022 -2030, estimates and forecast, by application
6.3.3. Germany
6.3.3.1. Market 2022 -2030 estimates and forecast, by product
6.3.3.2. Market 2022 -2030, estimates and forecast, by application
6.3.4. the UK
6.3.4.1. Market 2022 -2030 estimates and forecast, by product
6.3.4.2. Market 2022 -2030, estimates and forecast, by application
6.3.5. France
6.3.5.1. Market 2022 -2030 estimates and forecast, by product
6.3.5.2. Market 2022 -2030, estimates and forecast, by application
Chapter 7. Competitive Landscape
Chapter 8. Appendix

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Killexams : How Red Hat’s new CEO Matt Hicks revealed his view of IT through interviews with theCUBE

With his elevation this month to become the next chief executive of Red Hat Inc., Matt Hicks joined a select club of enterprise leaders well-known in tech circles but perhaps not as familiar to corporate America or the general business press.

Like Arvind Krishna, who was selected to lead IBM Corp., Andy Jassy, who took the reins from Jeff Bezos at Amazon Inc., and even Paul Cormier, whom Hicks (pictured) will replace, the new Red Hat chief executive did not have a high profile prior to his appointment. Yet, he is well-known to theCUBE, SiliconANGLE Media’s livestreaming studio. Like those other top executives, Red Hat’s new leader has been a guest on the program nearly every year since 2017.

TheCUBE’s exclusive conversations with Hicks over the past five years offer a glimpse into his mindset and approach in leading an arm of IBM that now contributes $1.5 billion to the company’s annual revenue and more than $8 billion in consulting services. The interviews are wide-ranging, covering many detailed technical aspects of Red Hat’s portfolio, and one overriding theme stands out: Matt Hicks is an open-source believer at his very core.

“I started in Red Hat when it was just Linux; and Linux is big, it’s complex and is in and of itself a pretty broad community,” said Hicks, in a 2018 interview with theCUBE. “We get to work with customers that are transforming their business and that touches everything from how they’re organizationally structured, how we make teams work together, how I make developers happy with their rate of innovation. I love it, and we are open source at our core. I’m an open-source guy. I always have been.”

OpenShift and hybrid

The open-source ethos that has driven Hicks’ enterprise philosophy was solidified early in his Red Hat career when he worked as a key member of the development team for OpenShift.

As an open-source container orchestration platform, OpenShift has become a backbone for hybrid cloud deployment, and it has grown to facilitate application migration across cloud and on-premises ecosystems. In an analysis published last month, Technology Business Research senior analyst Catie Merrill noted that OpenShift now has four-times the number of customers compared to before Red Hat’s acquisition by IBM three years ago.

A push for the hybrid cloud was a key factor in IBM’s decision to purchase Red Hat for $34 billion, on the heels of a belief from then IBM CEO Ginni Rometty in 2019 that “when it comes to cloud – it’s hybrid.” Two years before, Hicks outlined his hybrid vision for theCUBE audience.

“We’re just seeing the reality of hybrid cloud becoming real for our customers,” Hicks said in his 2017 interview. “Customers talk about taking OpenShift and running that all the way out to the public cloud. We love that aspect because it’s being able to use infrastructure to power applications. I think it’s going to change IT.”

Opportunity at the edge

Hicks’ anticipation that open-source tools such as OpenShift would become central to the enterprise application strategy has also guided Red Hat’s approach when it comes to the edge.

Red Hat sees the edge as an opportunity to extend hybrid cloud to end users and the sources where data is being generated. This was on full display at the Red Hat Summit in May when the company accompanied its long-awaited release of RHEL 9 with the news that it would begin providing an In-Vehicle Operating System for General Motors Co.

The previous launch of Red Hat OpenShift Data Science to support machine leaning for streamed data and the release of Red Hat OpenShift API Management underscore the company’s direction. As outlined by Hicks in a conversation with theCUBE last year, the key will be how enterprises can not only control and understand data, but also enable communication between key elements of the hybrid world.

“It’s that data connectivity and the importance of it, and really being able to connect apps across clouds, across data centers,” Hicks said. “You can think of this as the overseer of how apps are going to talk to services. How I want to control and understand that is really critical.”

Telco business

It is clear from theCUBE’s interviews with Hicks that Red Hat remains deeply focused on the telco space as part of its edge strategy. As far back as 2017, Hicks and his CEO predecessor Cormier were closely monitoring the interest of telco firms in open-source solutions, particularly Red Hat OpenStack, a cloud computing platform that virtualizes resources from industry hardware.

“If there’s a market segment that’s really on fire with OpenStack right now it’s the telco space,” Cormier said in a 2017 conversation with theCUBE analysts and Hicks. “It’s the ability to have the infrastructure underneath that scales dynamically as one application needs more resources than the other. They are retooling.”

While OpenStack has provided a useful bridge for Red Hat into the telco space, OpenShift has emerged as a vital technology for edge-driven solutions. The leading cellphone services operator in Turkey leverages OpenShift to develop and deploy AI applications in cloud and on-premises. After working with telco services provider Ericsson to integrate OpenStack, Red Hat is now validating OpenShift for a cloud-native 5G platform.

“For telecom providers, as they’ve pushed towards things like 5G, it’s not the traditional one data center type of play,” Hicks said in a 2020 interview with theCUBE. “You have these multiple tiers of infrastructure, and they run it at massive scale. We certainly work a lot with them with OpenStack for networks, but as things got closer to the edge, that push to OpenShift was pretty prevalent.”

Engineering focus

Hicks brings a strong engineering mindset into his new role. Before starting his career at Red Hat, he was a software group developer with IBM for four years.

He joined Red Hat in 2005 as an engineering team lead for IT and worked his way up in the organization through a variety of increasingly more responsible enterprise architecture and engineering positions within the company. One day before the news that he would be Red Hat’s next CEO, Hicks figured prominently in an announcement that his firm and the Swiss tech company ABB would partner on process automation and industrial software for industries while leveraging Red Hat Enterprise Linux.

“In the case of RHEL, you could stay on some versions of RHEL for quite a while, and we provide value there in keeping things working,” Hicks said during his 2017 conversation with theCUBE. “But at some point, we’re constantly moving this along, adding new innovation. We’re able to provide value there, and as an engineer, it is refreshing.”

This kind of engineering mindset has infused the Red Hat culture with a drive to draw from the deep well of open-source innovation and turn ideas into winners. Hicks described this five years ago as “picking our bets and going all in on those areas.”

Starting with its early bet on Linux in the 1990s, Red Hat has shown an ability to survey the open-source landscape and identify technologies with staying power and genuine enterprise impact. The company was one of the first collaborators with Google LLC in 2014 on the container orchestration tool Kubernetes.

Red Hat acquired IT automation startup Ansible in 2015, which provided it with a suite of software tools to enable infrastructure as code. As container security has grown in significance, the company reached out and purchased StackRox Inc. in early 2021 and released it as an open-source project this year.

“It’s that open-source model that gives us the durability where we can keep changing and tracking to new patterns,” Hicks said in a conversation with theCUBE analysts earlier this year. “There is some art to picking; there are millions of projects, but you’ve got to watch for that critical mass. We look at that from trademark controls, and how foundations are structured, and who the contributors are. This could be part art, part science, but it’s certainly a fun space to be in and see that happen. It’s inspiring to me.”

Photo: SiliconANGLE

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Killexams : 19.6%+ growth for Cloud Professional Services Market Size raising to 196.72 Billion USD by 2022-2025

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

Aug 03, 2022 (Market Insight Reports) -- Global Cloud Professional Services Market Size study, by Service Type (Consulting Application Development and Modernization, Implementation and Migration, Integration and Optimization), Deployment Model (Public Cloud, Private Cloud), Organisation size (Small and Medium-sized Enterprises (SMEs), Large Enterprises), Vertical (BFSI, Manufacturing, Healthcare and Lifesciences, IT and ITES, Government, Telecommunications, Retail, and Consumer Goods, Energy and utilities, Other) and Regional Forecasts 2020-2027

Report on Cloud Professional Services Market explores the essential factors of the Cloud Professional Services industry covering the current scenario, market demand information, coverage of active companies, and segmentation forecasts.

Global Cloud Professional Services Market to reach USD 196.72 billion by 2027.

Global Cloud Professional Services Market is valued at approximately USD 46.99 billion in 2019 and is anticipated to grow with a healthy growth rate of more than 19.6 % over the forecast period 2020-2027.

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Detail Market Overview:

The report Cloud Professional Services Market Size and Analysis maintains enhanced dynamics and is overshadowed by a top player across the globe. The research report provides Cloud Professional Services Market Growth and information corresponding to market segments such as geographies, product type, application, and end-use industry. Experts use the most accurate Cloud Professional Services Market research techniques and tools to assemble widespread and precise marketing research reports. A detailed outline of Cloud Professional Services market size and share were combined in this report which gives a comprehensive analysis of different verticals of businesses.

Regional analysis is a highly comprehensive part of the research and analysis study of the Cloud Professional Services Market presented in the report. This section sheds light on the sales growth of different regional and country-level Cloud Professional Services Markets. For the historical and forecast period 2015 to 2025, it provides detailed and accurate country-wise volume analysis and region-wise market size analysis of the global Cloud Professional Services Market.

Factors such as rising disposable income, rising pay-per-view methods, increasing COVID19 cases, and improving digital infrastructure would create lucrative growth prospects for the Global Cloud Professional Service market across the Asia-Pacific region.

Major market players included in this report are:
Accenture
IBM
EY
Deloitte
PwC
Wipro
HCL
TCS
Capgemini
Atos
DXC Technology

Major Objectives Covered in The Report:

Investigation and analysis of the Cloud Professional Services Market according to key regions / countries, product type and application, historical data and forecast to 2027.

Understand the structure of the Cloud Professional Services Market by identifying the different subsegments.

Focuses on key players worldwide to define, describe and analyse the value, market share, competitive landscape, SWOT analysis and development plans over the next few years.

Analysis of the market about individual growth trends, prospects and their contribution to the overall market.

Exchange of information on the key factors influencing the growth of the market (growth potential, opportunities, drivers, industry-specific challenges and risks).

Projecting the size of Cloud Professional Services Market’s sub-markets in relation to key regions (together with their respective key countries).

Analysis of competitive developments such as extensions, agreements, product launches and acquisitions on the market.

Strategic profiling of the main players and comprehensive analysis of their growth strategies.

Any query? For more details on this report:

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Key inclusions of the Cloud Professional Services market report:

  • COVID-19 impact on the market growth.
  • Figures pertaining to sales volume, market revenue and market size.
  • Assessment of the major industry trends.
  • Growth opportunities.
  • Prediction of the market growth rate during the forecast period.
  • Advantages and disadvantages of indirect and direct sales channels.
  • A citation of the prominent traders, distributors and dealers in the market.

The key questions answered in the report:

  • What will be the market size and rate in the forecast year?
  • What are the key factors driving the Cloud Professional Services Market?
  • What are the risks and challenges in front of the market?
  • Who are the key vendors in the Cloud Professional Services Market?
  • What are the trending factors influencing the market shares?
  • What are the key outcomes of Porter's five forces model?
  • Which are the opportunities for expanding the Cloud Professional Services Market?

Cloud Professional Services Market segments covered in the report:

  • Market evaluation at regional as well as country level.
  • Statistics coverage of sales, returns, and market share held by each region.
  • Predictions of growth rate and revenue of each region during the analysis timeframe.

Detailed segmentation of the Cloud Professional Services Market:

Cloud Professional Services Market is split by Type and by Application. For the period 2020-2025, the growth among segments provides accurate calculations and forecasts for sales by Type and by Application in terms of volume and value. This analysis can help you expand your business by targeting qualified niche markets.

Table of Contents

Cloud Professional Services Market Research Report 2021-2027

Chapter 1 Cloud Professional Services Market Overview

Chapter 2 Economic Impact on Industry

Chapter 3 Market Competition by Manufacturers

Chapter 4 Production, Revenue (Value) by region

Chapter 5 Supply (Production), Consumption, Export, Import by Regions

Chapter 6 Production, Revenue (Value), Price Trend by Type

Chapter 7 Market Analysis by Application

Chapter 8 Manufacturing Cost Analysis

Chapter 9 Industrial Chain, Sourcing Strategy and Downstream Buyers

Chapter 10 Marketing Strategy Analysis, Distributors/Traders

Chapter 11 Market Effect Factors Analysis

Chapter 12 Cloud Professional Services Market Forecast

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