It is a sponsorship unlike any other. IBM , a global sponsor of the 2014 Masters Tournament at the Augusta National Golf Club in Augusta, Georgia, provides not only a large amount of capital to help fund the grandiose event, but is also a key component to what makes the spectacle so spectacular. From showering The Masters with support through its expansive cloud computing capacity to designing a fully functioning and aesthetically pleasing website to churning data and spitting out analysis that broadcasters can relay to at-home viewers, IBM is heavily involved in the product that everyone craves and consumes. However, most fans of The Masters have little-to-no idea of IBM's involvement.
Roam about the grounds of Augusta National Golf Club and find not one cell phone, iPad or camera (except for the days leading up to the main event wherein the practice rounds and Par 3 Tournament take place).
First of all, it is not solely about what IBM is able to do for spectators lucky enough to gain access to Augusta National Golf Club. While the company does little in the form of flaunting its involvement to end users, IBM is responsible for the development and maintenance of The Masters official website, Android app, iPhone app and iPad app. A small brand logo is positioned at the top right hand corner of each digital display; however, it is not IBM's motive nor its prerogative to overwhelm consumers with cheap branding promotions. Instead, the digital platforms provided to The Masters as part of IBM's robust sponsorship of the event serve to show potential business partners the capacity of the 21st century IBM.
IBM is a multi-billion dollar company, but it has one major problem: People still associate the brand with hardware and many have not come to grips with the fact that Big Blue has gone through dramatic change in accurate years. It would be more apropos to refer to IBM as "Big Cloud" or "Big Analysis" or even "Big Social Media Engagement". That is the key to IBM's sports sponsorship strategy -- get people to understand that IBM has the manpower, intelligence and resources to outperform its competition in a digital world.
Second of all, IBM has singled out The Masters as the one perfect event to reach its target demographic. IBM wants to spread its message to businesses and business owners. It believes that by spending the requisite capital to become a global sponsor, it can infiltrate and communicate with its desired audience. This is accomplished through the aforementioned digital apps, engaging with followers on social media by providing in-depth analysis concerning the course and players, hosting various potential and current clients at the tournament and airing 50 new TV spots (also available on IBM's YouTube channel) displayed during live programming of The Masters on CBS and ESPN .
TV ads surrounding The Masters are reserved to Mercedes-Benz , AT&T and IBM as global sponsors. IBM has decided to use its vast resources to create 50 brand new, unique mini-stories that show how companies are collaborating with IBM to use its data services, cloud computing, knowledge of mobile and Watson technologies. The spots are part of a new "Made With IBM" marketing strategy aimed at demonstrating that partnering with IBM can enhance a business's efficiency and create a "Smarter Planet."
Interestingly, IBM has singled out sponsoring a select number sporting events (including The Masters) despite the fact that IBM does not have a dedicated sports practice. Its executives admit that they do not actively seek to procure sport-related clientele (although one must wonder what kind of role its robust analytics platform could have in the world of fantasy sports), but believe that with a quality-over-quantity strategy, sponsoring events like The Masters will effectively hit their target market and justify any cost related to same. IBM's other sports sponsorships currently consist of the U.S. Open golf championship, four tennis Grand Slam tournaments (Australian Open, French Open, Wimbledon and U.S. Open) and The China Open. Tracking data and providing analytics in real-time has extra value in tennis, where there are simply more stats and scoring items to track. While analytics may take a backseat in golf, IBM has greatly enhanced the consumers' media experience through web and mobile.
Nothing compares to walking the course at Augusta National on a beautiful day and moving from hole to hole following a favorite group of players or camping out in a spot where multiple holes are in close proximity. However, IBM has made the second best option -- watching at home or in the office -- as pleasant as possible. A power user can sit in front of a computer with a mobile device and iPad close by and watch a flawless live feed while choosing specific holes or groups of players to follow.
This is an experience that one cannot get on the course, but is made possible due to advances in technology, increases in the number of cameras on site, major development to the digital back-end and a powerful cloud infrastructure provided by IBM, which supports the barrage of users seeking to access special content. The end user typically bypasses understanding the process. Download an app, fire it up and soak in the scenery. IBM loves that, but it also wants the ability to explain that process to create future business relationships. Thus, the nontraditional partnership with The Masters makes sense.
Oftentimes, less is more. That was the thinking when IBM refined The Masters website from its 2013 version, putting a greater emphasis on beauty, which is demonstrated by the magnificent images displayed on the home page. Similarly, IBM has altered its sports sponsorship platform to cut out some of its less meaningful deals and focus on core components like The Masters.
IBM's sponsorship of The Masters really is unlike any other sponsorship in sports. The company delivers a technological masterpiece to a tournament that restricts cell phones and cameras on its grounds. IBM pays money to The Masters for the ability to provide the event services that most companies would charge to create and maintain. Yet, somehow it all makes sense if businesses are able to take IBM's oft vague messages from its commercials and get a better understanding of the services it is actually providing.
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“The first code for Neo4j and the property graph database was written in IIT Bombay”, said the chief Marketing Officer at Neo4j, Chandra Rangan.
In an exclusive interview with Analytics India Magazine, Rangan said that the database was structured and sketched on a napkin on a flight to Bombay by an intern, alongside Emil Eifrem—who is the founder and CEO of Neo4j—where they worked together to create the first code for its graph database platform.
Rangan joined Neo4j as the chief marketing officer (CMO) on May 10, 2022. Prior to this, he worked at Google, running Google Cloud Platform product marketing and, more recently, product-led growth, strategy, and operations for Google Maps Platform. Rangan has over two decades of technology infrastructure experience across marketing leadership, strategy, and operations at Hewlett Packard Enterprise, Gartner, Symantec, McKinsey, and IBM.
Founded in 2007, Neo4j has more than 700 employees globally. In June 2022, the company raised about $325 million in a Series F funding round led by Eurazeo, alongside participation from GV (formerly Google Ventures) and other existing investors like One Peak, Creandum, Greenbridge Partners, DTCP, and Lightrock.
This is one of the largest investments in a private database company. It raised Neo4j’s valuation to over $2 billion. In contrast, even bigger than MongoDB, which raised a total of $311 million, and post-IPO, it raised about $192 million in IPO, making it worth $1.2 billion.
With its latest funding round, Neo4j is looking to invest in expanding its footprint globally, and India is one of its top choices, thanks to a larger developer ecosystem, alongside a burgeoning startup ecosystem and IT service providers using its platform to offer solutions to global customers.
Neo4j’s community edition, which is open source, is widely adopted by developers in the country. “We have an overall community of almost a quarter million users who are familiar with our platform”, said Rangan, explaining that it has one of the largest developers in the country. With the fresh infusion of funds, the company looks to tap into the market, expand its services, sales and support, and invest in the right strategies going forward.
As part of its expansion plans, Neo4j started hiring in sales leadership and country manager roles from last year onwards and would also continue that momentum this year. “This is a big bet for us in multiple ways”, added Rangan, pointing at its Indian root and all the innovations in the country.
Besides India, Neo4j has a strong presence in Silicon Valley and Sweden and has a huge developer ecosystem in the US, China, Europe, South East Asia and others.
Over the years, Neo4j has grown through developers and some of the early adopters of its platform. “Unfortunately, developers interested in graph databases will typically start with us”, said Rangan affirmatively.
Further, explaining the conversion cycle, he said that once they know about graph databases, they later join the community edition. Then, once they get comfortable with the use cases and start putting this into production, they eventually get into a paid version for the advanced security, support, scalability, and commercial constructs.
“In India, that’s the similar motion we are seeing”, said Rangan. He revealed that they already have a huge developer community. Banking on this community, they plan to invest in continuing the engagement with the community in a meaningful way.
Of late, the company has also started hiring several community leaders to encourage proactive engagement within the community. In addition, it is also investing heavily in sales and marketing engines, including technical sales, which work closely with organisations in building the use cases, alongside the implementation of services and support.
One thing that makes Neo4j stand apart from other players is its intuitiveness in helping deploy applications faster because of its flexible schema. This helps developers to add properties, nodes, and more. “It gives tremendous flexibility for developers so they can get to the outcome much more quickly”, said Rangan.
But what about the learning curve? Rangan said, “Literally, for a new developer, if they start learning graphs for the first time, it is very intuitive.” He explained that the learning curve is not that steep and doesn’t take long. “But, for folks who have been working in the development space and building applications and are very familiar and comfortable with RDBMS, i.e., rows and tables. Strangely enough, the learning curve is a little higher and steeper”, added Rangan, discussing that they have to unlearn to model intuitively versus modelling tables. He said the best way to overcome that learning curve is to try it out.
“So, when you think about the learning curve, it is a very easy learning curve, especially if you can put aside the former way of thinking about things like rows and tables and go back to first principles.”—Chandra Rangan.
The International Consortium of Investigative Journalists (ICIJ) released the full list of companies and individuals in the Panama Papers, implicating at least 140 politicians from more than 50 countries in tax evasion schemes. The journalist used Neo4j to draw the relationship with their data and found common touchpoints and names of people involved in having multiple offshore accounts and evading tax.
“We believe a whole bunch of sectors can actually get value. We have seen new sectors kind of pop up on a pretty regular basis”, said Rangan while citing various use cases in financial service sectors (fraud detection), healthcare (vaccine distribution), pharmaceuticals (drug discovery), supply chain and logistics (mapping automation), tech companies (managing IT networks), retail (recommendation systems), and more.
Chandra Rangan further explained that people are still discovering what they can use graph databases for and how useful it is in some sense. He said that it is unleashing a whole bunch of innovations. “So, we are hoping for a lot of that to happen here in India because of the developer community”, he added.
Rangan said Neo4j would be aggressively investing in the community and ecosystem here in India. Besides this, he said they are investing in building a marketing and sales team, which has grown significantly in the last year. In addition, Neo4j is also investing in building a partner ecosystem to support a wider range of customers.
“Depending on how quickly we can grow or cannot grow—again, responsible growth—we want to grow as fast as possible. But, we also want to make sure as we hire people as we establish the relationship, we are investing enough time, effort, and money to make sure that these relationships are successful”, concluded Rangan.
Autism is known as a spectrum disorder because every autistic person is different, with unique strengths and challenges.
Varney says many autistic people experienced education as a system that focused on these challenges, which can include social difficulties and anxiety.
He is pleased this is changing, with accurate reforms embracing autistic students’ strengths.
But the unemployment rate of autistic people remains disturbingly high. ABS data from 2018 shows 34.1 per cent of autistic people are unemployed – three times higher than that of people with any type of disability and almost eight times that of those without a disability.
“A lot of the time people hear that someone’s autistic and they assume incompetence,” says Varney, who was this week appointed the chair of the Victorian Disability Advisory Council.
“But we have unique strengths, specifically hyper focus, great creativity, and we can think outside the box, which is a great asset in workplaces.”
In Israel, the defence force has a specialist intelligence unit made up exclusively of autistic soldiers, whose skills are deployed in analysing, interpreting and understanding satellite images and maps.
Locally, organisations that actively recruit autistic talent include software giant SAP, Westpac, IBM, ANZ, the Australian Tax Office, Telstra, NAB and PricewaterhouseCoopers.
Chris Pedron is a junior data analyst at Australian Spatial Analytics, a social enterprise that says on its website “neurodiversity is our advantage – our team is simply faster and more precise at data processing”.
He was hired after an informal chat. (Australian Spatial Analytics also often provides interview questions 48 hours in advance.)
Pedron says the traditional recruitment process can work against autistic people because there are a lot of unwritten social cues, such as body language, which he doesn’t always pick up on.
“If I’m going in and I’m acting a bit physically standoffish, I’ve got my arms crossed or something, it’s not that I’m not wanting to be there, it’s just that new social interaction is something that causes anxiety.”
Pedron also finds eye contact uncomfortable and has had to train himself over the years to concentrate on a point on someone’s face.
Australian Spatial Analytics addresses a skills shortage by delivering a range of data services that were traditionally outsourced offshore.
Projects include digital farm maps for the grazing industry, technical documentation for large infrastructure and map creation for land administration.
Pedron has always found it easy to map things out in his head. “A lot of the work done here at ASA is geospatial so having autistic people with a very visual mindset is very much an advantage for this particular job.”
Pedron listens to music on headphones in the office, which helps him concentrate, and stops him from being distracted. He says the simpler and clearer the instructions, the easier it is for him to understand. “The less I have to read between the lines to understand what is required of me the better.”
Australian Spatial Analytics is one of three jobs-focused social enterprises launched by Queensland charity White Box Enterprises.
It has grown from three to 80 employees in 18 months and – thanks to philanthropist Naomi Milgrom, who has provided office space in Cremorne – has this year expanded to Melbourne, enabling Australian Spatial Analytics to create 50 roles for Victorians by the end of the year.
Chief executive Geoff Smith hopes they are at the front of a wave of employers recognising that hiring autistic people can make good business sense.
“Rather than focus on the deficits of the person, focus on the strengths. A quarter of National Disability Insurance Scheme plans name autism as the primary disability, so society has no choice – there’s going to be such a huge number of people who are young and looking for jobs who are autistic. There is a skills shortage as it is, so you need to look at neurodiverse talent.”
In 2017, IBM launched a campaign to hire more neurodiverse (a term that covers a range of conditions including autism, Attention Deficit Hyperactivity Disorder, or ADHD, and dyslexia) candidates.
The initiative was in part inspired by software and data quality engineering services firm Ultranauts, who boasted at an event “they ate IBM’s lunch at testing by using an all-autistic staff”.
The following year Belinda Sheehan, a senior managing consultant at IBM, was tasked with rolling out a pilot at its client innovation centre in Ballarat.
“IBM is very big on inclusivity,” says Sheehan. “And if we don’t have diversity of thought, we won’t have innovation. So those two things go hand in hand.”
Sheehan worked with Specialisterne Australia, a social enterprise that assists businesses in recruiting and supporting autistic people, to find talent using a non-traditional recruitment process that included a week-long task.
Candidates were asked to work together to find a way for a record shop to connect with customers when the bricks and mortar store was closed due to COVID.
Ten employees were eventually selected. They started in July 2019 and work in roles across IBM, including data analysis, testing, user experience design, data engineering, automation, blockchain and software development. Another eight employees were hired in July 2021.
Sheehan says clients have been delighted with their ideas. “The UX [user experience] designer, for example, comes in with such a different lens. Particularly as we go to artificial intelligence, you need those different thinkers.”
One client said if they had to describe the most valuable contribution to the project in two words it would be “ludicrous speed”. Another said: “automation genius.”
IBM has sought to make the office more inclusive by creating calming, low sensory spaces.
It has formed a business resource group for neurodiverse employees and their allies, with four squads focusing on recruitment, awareness, career advancement and policies and procedures.
And it has hired a neurodiversity coach to work with individuals and managers.
Sheehan says that challenges have included some employees getting frustrated because they did not have enough work.
“These individuals want to come to work and get the work done – they are not going off for a coffee and chatting.”
Increased productivity is a good problem to have, Sheehan says, but as a manager, she needs to come up with ways they can enhance their skills in their downtime.
There have also been difficulties around different communication styles, with staff finding some autistic employees a bit blunt.
Sheehan encourages all staff to do a neurodiversity 101 training course run by IBM.
“Something may be perceived as rude, but we have to turn that into a positive. It’s good to have someone who is direct, at least we all know what that person is thinking.”
Chris Varney is delighted to see neurodiversity programs in some industries but points out that every autistic person has different interests and abilities.
Some are non-verbal, for example, and not all have the stereotypical autism skills that make them excel at data analysis.
“We’ve seen a big recognition that autistic people are an asset to banks and IT firms, but there’s a lot more work to be done,” Varney says.
“We need to see jobs for a diverse range of autistic people.”
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Digital Finance Forum of Global Digital Economy Conference 2022 Kicked off
BEIJING, Aug. 1, 2022 /PRNewswire/ -- With the development of information technology, the world has entered the era of digital economy. The modern financial industry is one of the industries with the highest degree of digitization and the closest ties to the digital economy as well as an important driver of growth for the high-quality development of the digital economy.
The Digital Finance Forum of the Global Digital Economy Conference (hereinafter referred to as GDEC) 2022 kicked off in the Beijing Banking & Insurance Business Park in Shijingshan District on July 30. As an important part of the thematic forums of this GDEC, the Digital Finance Forum is organized by the Shijingshan District People’s Government of Beijing Municipality and Asia Digital Group. The forum, as a platform for in-depth exchange, centered on building a bridge for financial industries, driving financial innovation and digital strategic upgrade under the new dual-cycle pattern and helping the development of digital finance in China’s capital.
Wang Wei, First Class Inspector of Beijing Municipal Bureau of Economy and Information Technology, Zhao Weijiu, Member of Standing Committee of CPC of Beijing Local Financial Supervision and Administration, Deputy Director of Beijing Local Financial Supervision and Administration, Li Xin, Deputy Secretary of CPC Beijing Shijingshan District, Mayor of Shijingshan District People’s Government of Beijing Municipality, Zhu Dongfang, President of Asia Digital Group and other guests were present on site. Over 20 important guests in the financial sector from 10+ countries were invited to attend the forum offline or online to discuss the transformation of the digital financial industry with focus on the trend of digital finance. More than 100 visitors from financial institutions and enterprises joined the on-site events, supplemented with online links involving 1.2 million people.
Adopting the Market-Oriented Operation Led by Government
Nowadays, the digital economy with the deep integration of information technology and the real economy has become a global trend, and the corresponding financial digital transformation has also become the main task of financial industry transformation when the government-led and market-oriented operation plays an irreplaceable role.
According to the speech delivered by Wang Wei, First Class Inspector of Beijing Municipal Bureau of Economy and Information Technology, Beijing, centering on the construction of the national financial management center, will further promote the innovative practice of digital finance, in cooperation with the Beijing Local Financial Supervision and Administration to build a modern digital financial system in China’s capital, Excellerate the level of digital finance supporting the development of the real economy, and help the construction of Beijing into a global model city of digital economy. It is necessary to take such measures as supporting the implementation of key digital financial institutions and major projects, improving the digitalization of financial infrastructure, increasing the openness of public data and social data, accelerating the implementation of the Beijing Digital Economy Promotion Regulations, deepening the construction of the Beijing International Data Exchange and the Zone for Financial Data and providing data of higher quality as a key factor of production.
Zhao Weiju, Member of Standing Committee of CPC of Beijing Local Financial Supervision and Administration, Deputy Director of Beijing Local Financial Supervision and Administration, pointed out in his speech that Beijing’s fintech will take the deepening of digital industrialization and financial digitization as the main task, with focus on both the supply side and the demand side, deliver full play to the synergistic effect of financial reform and financial opening and take stronger steps to enhance the innovation of a modern digital financial system that fits the positioning of the capital so as to build a strong and solid network for building Beijing into a benchmark city for the global digital economy. Great efforts will be made to foster the main body of the digital financial industry, strengthen the R&D and innovation of digital financial technology, expand the experience of the digital financial application scenarios, construct and Excellerate the supervision system of digital finance, and optimize the industrial layout of digital finance.
Li Xin, Deputy Secretary of CPC Beijing Shijingshan District, Mayor of Shijingshan District People’s Government of Beijing Municipality, noted in his speech that Shijingshan District has seized development opportunities and issued the Five-Year Plan for Digital Economy, in alignment with the development orientation of the Beijing Banking & Insurance Business Park given by the State Council to build a National Financial Industry Demonstration Zone. In this way, the financial digital transformation is regarded as the support of strategic importance for the development of regional digital economy. In order to further promote the development of digital finance, Li Xin proposed four guarantees, that is, building a consensus on cooperation to promote the development of digital finance, creating an ecological environment conducive to the its development, fostering new drivers of growth for digital finance and constructing the “circle of friends” of digital finance.
Jointly Exploring the Path to Future via Exchange of Ideas
Lenny Zhao, Vice President and Head of Visa Consulting and Analytics (VCA), Visa Greater China, delivered a speech themed as “Responsible Innovation Fostering the Sustainable Development of Digital Payment”, reflecting the thinking and commitment of the world’s leading digital technology companies to digital payment security to advance the sustainable development of the digital economy.
Fan Bin, VP & Senior Partner, IBM Consulting Greater China Group, General Manager, IBM Consulting China Financial Service Sector, delivered a speech on the theme of “Let’s Create a Digital Finance New Era”, and Jin Songhua, CFO of Microsoft Greater China talked about “AI Empowers Innovation for Sustainable Growth”, both expounding their ideas for the future of new digital finance, and sharing their experience in the development of digital finance in related industries. Fiona Ma, Treasurer of California, USA, Tom Simpson, Managing Director, China Operations & China Chief Representative China-Britain Business Council, Arno Oudijn, Financial Counsellor at the Netherlands Embassy and Kasia Greco, Vice President, Vienna Chamber of Commerce & Industry delivered speeches on syllabus such as “UK-China Digital Finance Overview and Outlook” and “Fintech Developments, an Outsiders’ Perspective”. They have explored new trends and hot issues in the development of digital finance from a broader perspective beyond the industry to seek for opportunities to deepen cooperation and development with digital finance in China.
The roundtable discussion around “Critical Thinking with Digital Intelligence to Reconstruct Financial” was moderated by Zhang Li, executive vice president of Asia Digital Group. A lively discussion on digital intelligence, the core of the transformation of the digital financial format was presented among guests including Li Xianxia, Member of Standing Committee of CPC Beijing Shijingshan District, Deputy Mayor of Shijingshan District People’s Government of Beijing Municipality, Li Wenhua, Deputy Mayor of Shijingshan District People’s Government of Beijing Municipality, Zhang Ning, Director of the Central University of Finance and Economics, Liu Dongmin, Director of the Division of International Finance, Institute of World Economics and Politics, Chinese Academy of Social Sciences, Li Junping, Vice President of Alibaba Cloud Intelligence, Michael Jing, Senior Vice President of BOE, Du Xiaozheng, GM of Business Analysis Division at GienTech, Chairman of Data Development Committee at GienTech, Bu Renhai, Data Solutions Expert of China Information.
Promoting Steady Progress in Digital Financial Innovation Guided by Think Tank
In order to further enhance and promote the development of digital finance in Shijingshan District, this Digital Finance Forum witnessed the signing of the strategic cooperation framework agreement between the Shijingshan District People’s Government and Asia Digital Group, represented by Li Xianxia, Member of Standing Committee of CPC Beijing Shijingshan District, Deputy Mayor of Shijingshan District People’s Government of Beijing Municipality and Zhang Li, Executive Vice President of Asia Digital Group respectively.
Meanwhile, in order to strengthen the Shijingshan District Digital Finance Consultant Team, Li Xin, Deputy Secretary of CPC Beijing Shijingshan District, Mayor of Shijingshan District People’s Government of Beijing Municipality presented letters of appointment for senior consultants of digital finance of Shijingshan District to over guests from academia and business in digital finance, including Fan Bin, VP & Senior Partner, IBM Consulting Greater China Group, General Manager, IBM Consulting China Financial Service Sector, Jin Songhua, CFO of Microsoft Greater China, Zhang Li, Executive Vice President of Asia Digital Group, Huang Hongying, Vice President of Alibaba Cloud Intelligence, Li Junping, Vice President of Alibaba Cloud Intelligence, Michael Jing, Senior Vice President of BOE, Liu Dongmin, Director of the Division of International Finance, Institute of World Economics and Politics, Chinese Academy of Social Sciences, Zhang Ning, Director of the Central University of Finance and Economics, Du Xiaozheng, GM of Business Analysis Division at GienTech, Chairman of Data Development Committee at GienTech, Huang Wanzhong, Chief Data Expert of China Information, Vice Chairman of DAMA China, International Data Management Association, Wu Lianfeng, Vice President & Chief Research Analyst IDC China, Doris Liu, Head of Inward Investment China (Hong Kong), Scottish Development International, Qu Shaoguang, Vice General Manager of China Financial Computerization Group, Zhang Shaofeng, Founder, Chairman, CEO of Bairong Inc., Li Fan, Secretary of the Party Committee, General Manager of the Tech Innovation Department of China Everbright Group, Han Bo, Board Director, President of Longyingzhida (Beijing) Technology Co., Ltd., etc. The consultants and leaders of Shijingshan District conducted in-depth exchanges and discussions at the subsequent meeting on the development of modern financial industry in Shijingshan District, and offered suggestions for promoting steady and solid progress in the innovation of digital finance in this area.
In addition, this forum utilized AI, VR, AR and other digital technologies to build a cloud platform that breaks the boundaries of time and space through cloud conferences, livestreaming videos, cloud exhibitions and cloud docking, together with offline conferences. The cloud platform can enable the global audience to experience as if they were here, with latest projects and research results presented in a detailed and multi-dimensional manner from such enterprises as China CITIC Bank, Bank of Beijing Shijingshan Sub-branch, China Banking and Insurance Information Technology Management Co., Ltd., CRCC Cyber Information Technology Co., Ltd., China Banking and Insurance Information Technology Management (Beijing) Co., Ltd., Beijing Iron Ore Trading Center Corporation, Beijing Shangrong Factoring, BOB-Cardif Life Insurance Co., Ltd. Beijing Branch, Guobao Life Insurance Co., Ltd. Beijing Branch and Bairong Inc.
The Digital Finance Forum of this GDEC is committed to building a diversified digital finance platform based on the present and facing the future through the release of academic achievements, the collision of cutting-edge ideas, the face-to-face communication between government and market and the technological display of digital financial projects.
View original content: https://www.prnewswire.com/news-releases/digital-led-and-innovation-driven-301597069.html
SOURCE Asia Digital Group
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Could artificial intelligence (AI) help companies meet growing expectations for environmental, social and governance (ESG) reporting?
Certainly, over the past couple of years, ESG issues have soared in importance for corporate stakeholders, with increasing demands from investors, employees and customers. According to S&P Global, in 2022 corporate boards and government leaders “will face rising pressure to demonstrate that they are adequately equipped to understand and oversee ESG issues — from climate change to human rights to social unrest.”
ESG investing, in particular, has been a big part of this boom: Bloomberg Intelligence found that ESG assets are on track to exceed $50 trillion by 2025, representing more than a third of the projected $140.5 trillion in total global assets under management. Meanwhile, ESG reporting has become a top priority that goes beyond ticking off regulatory boxes. It’s used as a tool to attract investors and financing, as well as to meet expectations of today’s consumers and employees.
But according to a accurate Oracle ESG global study, 91% of business leaders are currently facing major challenges in making progress on sustainability and ESG initiatives. These include finding the right data to track progress, and time-consuming manual processes to report on ESG metrics.
“A lot of the data that needs to be collected either doesn’t exist yet or needs to come from many systems,” said Sem J. de Spa, senior manager of digital risk solutions at Deloitte. “It’s also way more complex than just your company, because it’s your suppliers, but also the suppliers of your suppliers.”
That is where AI has increasingly become part of the ESG equation. AI can help manage data, glean data insights, operationalize data and report against it, said Christina Shim, VP of strategy and sustainability, AI applications software at IBM.
“We need to make sure that we’re gathering the mass amounts of data when they’re in completely different silos, that we’re leveraging that data to Excellerate operations within the business, that we’re reporting that data to a variety of stakeholders and against a very confusing landscape of ESG frameworks,” she said.
According to Deloitte, although a BlackRock survey found that 92% of S&P companies were reporting ESG metrics by the end of 2020, 53% of global respondents cited “poor quality or availability of ESG data and analytics” and another 33% cited “poor quality of sustainability investment reporting” as the two biggest barriers to adopting sustainable investing.
Making progress is a must, experts say. Increasingly, these ESG and sustainability commitments are no longer simply nice to have,” said Shim. “It’s really becoming kind of like a basis of what organizations need to be focused on and there are increasingly higher standards that have to be integrated into the operations of all businesses,” she explained.
“The challenge is huge, especially as new regulations and standards emerge and ESG requirements are under more scrutiny,” said De Spa. This has led to hundreds of technology vendors flooding the market that use AI to help tackle these issues. “We need all of them, at least a lot of them, to solve these challenges,” he said.
On top of the operational challenges around ESG, the Oracle study found 96% of business leaders admit human bias and emotion often distract from the end ESG goals. In fact, 93% of business leaders say they would trust a bot over a human to make sustainability and social decisions.
“We have people who are coming up now who are hardwired for ESG,” Pamela Rucker, CIO advisor, instructor for Harvard Professional Development, who helped put together the Oracle study. “The idea that they would trust a computer isn’t different for them. They already trust a computer to guide them to work, to deliver them directions, to tell them where the best prices are.”
But, she added, humans can work with technology to create more meaningful change and the survey also found that business leaders believe there is still a place for humans in ESG efforts, including managing making changes (48%), educating others (46%), and making strategic decisions (42%).
“Having a machine that might be able to sift through some of that data will allow the humans to come in and look at places where they can add some context around places where we might have some ambiguity, or we might have places where there’s an opportunity,” said Rucker. “AI gives you a chance to see more of that data, and you can spend more time trying to come up with the insights.”
Seth Dobrin, chief AI officer at IBM, told VentureBeat that companies should get started now on using AI to harness ESG data. “Don’t wait for additional regulations to come,” he said.
Getting a handle on data is essential as companies begin their journey towards bringing AI technologies into the mix. “You need a baseline to understand where you are, because you can make all the goals and imperatives, you can commit to whatever you want, but until you know where you are, you’re never gonna figure out how to get to where you need to get to,” he said.
Dobrin said he also sees organizations moving from a defensive, risk management posture around ESG to a proactive approach that is open to AI and other technologies to help.
“It’s still somewhat of a compliance exercise, but it’s shifting,” he said. “Companies know they need to get on board and think proactively so that they are considered a thought leader in the space and not just a laggard doing the bare minimum.”
One of the key areas IBM is focusing on, he added, is helping clients connect their ESG data and the data monitoring with the genuine operations of the business.
“If we’re thinking about business facilities and assets, infrastructure and supply chain as something that’s relevant across industries, all the data that’s being sourced needs to be rolled up and integrated with data and process flows within the ESG reporting and management piece,” he said. “You’re sourcing the data from the business.”
Deloitte recently partnered with Signal AI, which offers AI-powered media intelligence, to help the consulting firm’s clients spot and address supplier risks related to ESG issues.
“With the rise of ESG and as businesses are navigating a more complex environment than ever before, the world has become awash in unstructured data,” said David Benigson, CEO of Signal AI. “Businesses may find themselves constantly on the back foot, responding to these issues reactively rather than having the sort of data and insights at their fingertips to be at the forefront.”
The emergence of machine learning and AI, he said, can fundamentally address those challenges. “We can transform data into structured insights that help business leaders and organizations better understand their environment and get ahead of those risks, those threats faster, but also spot those opportunities more efficiently too – providing more of an outside-in perspective on issues such as ESG.”
He pointed to accurate backlash around “greenwashing,” including by Elon Musk (who called ESG a “scam” because Tesla was removed from S&P 500’s ESG Index). “There are accusations that organizations are essentially marking their own homework when it comes to sorting their performance and alignment against these sorts of ESG commitments,” he said. “At Signal, we provide the counter to that – we don’t necessarily analyze what the company says they’re going to do, but what the world thinks about what that company is doing and what that company is actually doing in the wild.”
Deloitte’s de Spa said the firm uses Signal AI for what it calls a “responsible value chain” – basically, supplier risk management.
“For example, a sustainable organization that cleans oceans and rivers from all kinds of waste asked us to help them get more insight into their own value chain,” he said. “They have a small number of often small suppliers they are dependent on and you cannot easily keep track of what they’re doing.” With Signal AI, he explained, Deloitte can follow what is happening with those companies to identify if there are any risks – if they are no longer able to deliver, for example, if there is a scandal that puts them out of business, or if the company is causing issues related to sustainability.”
In one case, Deloitte discovered a company that was not treating their workers fairly. “You can definitely fight greenwashing because you can see what is going on,” he said. “You can leverage millions of sources to identify what is really happening.”
As sustainability and other ESG-related regulations begin to proliferate around the world, AI and smart technology will continue to play a crucial role, said Deloitte’s de Spa. “It’s not just about carbon, or even having a responsible value chain that has a net zero footprint,” he said. “But it’s also about modern slavery and farmers and other social types of things that companies will need to report on in the next few years.”
Going forward, a key factor will be how to connect and integrate data together using AI, said IBM’s Dobrin. “Many offer a carbon piece or sell AI just for energy efficiency or supply chain transparency,” he said. “But you need to connect all of it together in a one-stop-shop, that will be a total game-changer in this space.”
No matter what, said Rucker, there is certainly going to be more for AI-driven tools to measure when it comes to ESG. “One of the reasons I get excited about this is because it’s not just about a carbon footprint anymore, and those massive amounts of data mean you’re going to have to have heavy lifting done by a machine,” she said. “I see an ESG future where the human needs the machine and the machine needs the human. I don’t think that they can exist without each other.”
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Until a few years ago, Moshe Yanai was considered a serial entrepreneur with a golden touch, a Midas of Israeli high-tech. Indeed, Yanai has had a long career as one of the world's largest data storage experts, having been part of IBM's mainframe success and competitor EMC’s revolutionary Symmetrix product. In 2008, Yanai demonstrated his magic touch once again when he sold two start-ups he had founded - XIV and Diligent Technologies - to IBM, one after the other, for a total sum of about $500 million.
Yanai thus became one of the richest high-tech entrepreneurs of the early 21st century. In addition, he owns a helicopter pilot training school, as well as an executive helicopter that once belonged to Senator Ted Kennedy, which Yanai uses to pilot VIPs around the country.
So when Yanai chose to found Infinidat more than a decade ago, with the promise that it was not intended for sale to a technology giant, it became one of the most intriguing companies in Israel. Yanai, who throughout his career had developed ground-breaking storage solutions and served them on a silver platter to US corporations, now wanted to do things differently. He aimed to establish a revolutionary storage system, one that would significantly Excellerate the information storage capabilities of large enterprises, and would compete directly with the tech giants, all the way to an IPO.
No one imagined that within less than a decade the company would oust Yanai from its management, lose dozens of employees, and wrangle in the labor courts over legal charges by those former employees. No one could have imagined how, a year after that wave of departures, Infinidat would turn into a profitable company, with strong investor backing, and a new management that sees the potential Yanai envisioned from the outset.
Average deal $700,000 a year
Infinidat had an ambitious vision that perhaps was also its Achilles’ heel: a smart storage system capable of hopping between different types of storage using principles of artificial intelligence, algorithms, and mathematics. The aim was to reduce costs and raise workload application speeds for the enterprise. Underlying that vision is the same technology Yanai and his partners thought up a decade ago, currently protected by more than 100 patents. Infinidat is one of Israel’s biggest startups. It has raised $370 million in total, and employs about 500 people in Israel and the US.
Today, enterprises must choose between different types of storage: slow magnetic drives, flash-based solid-state drives (SSDs), and arrays of digital memory cells based on random access, (dynamic random-access memory or DRAM). The latter are fast, but their use, unfortunately, is much more expensive. Infinidat's algorithm learns the organization’s data flow - types of information and usage patterns - and knows to store it in the right place so that it can be accessed as needed, faster and more cheaply than the competition.
But Infinidat sells more than algorithms - it sells a complete system: flash drives, hard disks, its "Neural Cache" software that is the product’s smart core, and full-service company support - the "white glove" model of continuous performance monitoring and immediate troubleshooting. Today, the price of an average deal is about $700,000 per year, and can easily rocket into the millions of dollars.
"A premium product sold at high profit"
In September 2020. Shahar Bar-Or took up the post of GM of Infinidat Israel and Chief Product Officer. Since then, two complementary product lines have been developed: a flash drive system, for those wishing to further enhance their storage activity, and a new backup system that adds disaster recovery capabilities and cyber-attack resilience. The company declines to comment, but according to market estimates, its annual revenue rate now tops $300 million and it makes an operating profit.
In January of this year, the company announced to investors and employees that orders grew by 40% last year, with a 68% increase in the fourth quarter, compared with orders in the corresponding quarter in 2020.
Despite dreams of an IPO, the company is realistic. Just as things were going well for it, the market did an about-face, and New York IPOs have been shuttered for almost a year.
Infinidat’s cost structure is beyond belief: the company has about 500 employees in Israel, as well as anywhere in the world where it has a customer. It produces its systems in-house, maintains production lines at its Kfar Saba facility, not to mention a half-million-shekel monthly electric bill for the large server farm it leases from GDC of Herzliya, located down the street from its headquarters on Hamanofim Street.
"This is a premium product aimed at the largest customers in the world, and it’s sold at a high margin - it’s not an off-the-shelf product sold at a low profit. The company’s position as a privately-held, growing, and profitable company that has been working for several years with hundreds of large and important customers, allows us the flexibility to stay balanced," says Bar-Or.
The employees: Cancelled acquisitions, diluted shares
Unfortunately, many of the partners to this success no longer work for Infinidat. 2020 marked a turning point for the company, but this was preceded by a long period of turmoil accompanied by resignations, lawsuits, and changes in management. According to a lawsuit filed with Tel Aviv District Court and the Bat Yam Regional Labor Court by more than 30 of the company's original employees, it appears that already in early 2020, the company began reneging on its commitment to buy shares back from its employees - a plan first implemented in 2018 that was supposed to happen in 2020 as well. The employees claim this plan kept them waiting for many years, that the framework was supposed to last five years, that the company had committed itself to purchase 2% each year of the special share capital issued to each employee, priced at approximately $1,300 per share.
According to the employees, the management refrained from providing proper information on the matter. It was then discovered that the company also stopped reporting regularly to the Registrar of Companies about other changes made to its share structure, statutes, and board of directors. Upon investigation, the employees discovered that the purchase plans actually diluted the remaining special shares in their possession. Concurrent with the repurchase plan, special employee shares were issued to the Claridge fund (the Bronfman family), and the ION fund, which were protected against dilution. This ultimately diluted the employees to half the shares originally promised to employees only.
An examination conducted afterwards by a few veteran company employees made clear that their situation was even worse. The share series issued especially for them - which was supposed to provide them with protection from dilution so that, in case of a sale, IPO, or liquidation, they would the first receive 20% of the proceeds - had been changed continually without their knowledge since 2015, as new investors had come into the company. This paralleled the company's decision in 2020 to dilute its former employees to one-thousandth of their holdings.
According to the claimants, the original commitments to the employees were initiated by and made in the presence of super-entrepreneur Yanai, to persuade them to continue working at the company for years. In one example cited in the indictment, Yanai is even quoted as raising the notion that, should the company be sold for $1 billion, its employees would receive $200 million.
"In addition to the fact that harm was done to the employees, it was done covertly and only came to light later, after many years and thanks to the resourcefulness of the employees," attorney Yaron Alon of Horovitz, Even, Uzan & Co., who represents a large group of employees, told "Globes". A similar lawsuit has been filed by Gad Ticho and Alon Kanety of Caspi & Co. A significant number of the claimants were senior executives, some of whom had been with the company for years. These include the person who was Yanai’s manager at Elbit and then left with him for EMC; many of the company’s first product architects, and vice-presidents of marketing, sales, development and product throughout the life of the company. Dr. Alex Winokur, who managed development at both XIV and Axxana, (a startup Winokur founded that was eventually acquired by Infinidat), is now in the process of negotiating with the company on the terms of payment due to him. All these proceedings are at different stages in the courts.
"I’m happy the company is doing well, but that success must be attributed to the veteran employees who contributed to its establishment, to the invention of its products, and to their development," says Adv. Alon. "Those employees worked solely in the light of the explicit promises they received about the shares that were to be allocated to them. We are confident that the Economic Affairs Court and the Labor Court will compel the company to meet its obligations."
Infinidat responded: "We believe that the claims are baseless, and in any case will be determined by the appropriate courts."
Upheaval, promotions, and growth engines
The upheaval happened in 2020, after years of the company hemorrhaging operating losses, estimated at tens of millions of dollars a year. The board decided to remove Yanai from the position of chairman (he remains an active company director to this day), and named Boaz Chalamish, founder and president of Clarizen, in his place, and Kariel Sandler as co-CEO and CPO and Nir Simon as co-CEO and CFO. As part of the long recovery process, the company raised tens of millions of dollars from TPG Capital, the Bronfman family’s Claridge fund, ION, and Goldman Sachs. The process also included a plan to dilute the holdings of former employees that, although it was put into effect only a few months later, caused employee resignations, along with employees sent on furlough due to the Covid-19, epidemic, and employees who were fired. In all, the company shed 70% of its workforce.
"In September 2020, we identified those core employees who could be given greater responsibility and we promoted them to more senior positions," said Bar-Or. "I looked for the team leaders who, despite the turmoil, had the courage and strength - some of them even approached me and said, ‘I'm not going anywhere'. The absolute majority of directors you’ll see in the company today are team leaders who have taken responsibility and advanced. Similarly, many of our team leaders today were engineers who took on additional responsibilities. Although we had a high turnover of managers, and the average seniority of management is one year, the company is anchored by product, technology, sales and support that have continued to support customers throughout this time. We hired experienced managers from outside, mainly from large companies, built plans for launching two product lines, and focused on new growth engines, like flash products and backup.
"During the first half of the year, I was losing sleep from the weight of care and responsibility resting on me, but after this period we could say that the company was stabilizing and that the existential threat had lifted."
How did you transition from loss to profit?
"We cancelled unnecessary projects, and had to think better about adjusting the workforce to our revenue level. Up until a half year ago, the term ‘profit’ wasn’t much used in the Israeli high-tech lexicon, but already in 2020, we had committed to ourselves to not spending more than we could afford. That’s considered old school. During the first half of 2021, it was hard, because our teams needed more people, and we wouldn’t allow that until we felt we were meeting our sales targets. Now, in mid-2022, as we go into a global economic crisis, we’re 'privileged ', because we’re already used to operating profitably. We have great conditions here, including fully stocked kitchens, every type of coffee machine, generous meal vouchers, events and activities - but we’re not the type to host extravagant performances or staff trips to exotic islands. We’ll invest in growth and our workers."
"I was excited by the challenge"
What was the moment when you said to yourself, "We've made it"?
"Towards the end of 2020, I saw that we’d succeeded in filling most of the critical positions through internal promotions and external recruitment. I also saw that the acceptance rate for our job offers had crossed the 90% threshold, which means that most of the candidates we interviewed, each considering several different job offers, decided to go with us. In addition, we saw the number of deals increasing rapidly. Up to that point, our competitors were doing unbelievable things, including going to one of customers and telling them we were about to go under. We had to persuade the customer that our competitor was mistaken - and that customer decided to believe us, and has stayed with us to this day. The investors were behind us all the way. Gilad Shany of ION told me: ‘I’m not in your position but I can guess what you’re going through. Even if you miss, know that I’ve got your back.’"
You came from a very stable job. What persuaded you to stick your head into "the hornet's nest" at that time?
"The more difficult the situation described to me, the more attracted I was. They told me about the technology, the people, and the revenue, which was impressive even then, but also about the lawsuits, the loss of trust and the departures, and how desperate the situation seemed for people. That excited me even more, because this was a bigger challenge than coming to a company where everything was okay. Even though, almost every day I was asked at home ‘What were you thinking?’ or ‘What have you done?’, I saw the opportunity in a company with both technological and managerial challenges. After 15 years in corporate America, the combination of a large Israeli-American company with a great opportunity to bring value to Israeli high-tech attracted me. In retrospect, I’m grateful because this is a lesson you won’t learn if you don't roll up your sleeves and get to work."
Does the current economic crisis affect you?
"Since 2020, we’ve avoided unnecessary expenses. We’ve grown in a responsible manner, and we have no need or intention of cutting back. On the contrary: we have many open positions in Israel and in the world, and we’re hiring on the basis of our performance and increased sales. It’s true that in a difficult economic environment, companies are cutting back on many product purchases, but it is less likely that a senior executive at a major enterprise will cut back on storage at a time when the volume of information it collects doubles every period."
Published by Globes, Israel business news - en.globes.co.il - on July 31, 2022.
© Copyright of Globes Publisher Itonut (1983) Ltd., 2022.
The MarketWatch News Department was not involved in the creation of this content.
Aug 02, 2022 (The Expresswire) -- The global LMS Market report focused on a thorough examination of the industry's current and future prospects. This report is a solidification of primary and secondary research, which gives market size, offers elements, and conjecture for different fragments and sub-portions thinking about the large scale and miniature ecological variables. To calculate the growth rates for each category and sub-segment, an in-depth examination of past trends, projected trends, demographics, technological improvements, and regulatory requirements for the LMS market was conducted.
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In 2022, the global LMS market size was USD Million and it is expected to reach USD Million by the end of 2028, with a Growing CAGR during 2022-2028.
Global LMS market analysis and market size information is provided by regions (countries). Segment by Application, the LMS market is segmented into United States, Europe, China, Japan, Southeast Asia, India and Rest of World. The report includes region-wise LMS market forecast period from history 2017-2028. It also includes market size and forecast by players, by Type, and by Application segment in terms of sales and revenue for the period 2017-2028
Global LMS Market: Drivers, Trends and Restrains
The research report has incorporated the analysis of different factors that augment the market’s growth. It constitutes trends, restraints, and drivers that transform the market in either a positive or negative manner. This section also provides the scope of different segments and applications that can potentially influence the market in the future. The detailed information is based on current trends and historic milestones. This section also provides an analysis of the volume of production about the global market and about each type from 2017 to 2028. This section mentions the volume of production by region from 2017 to 2028. Pricing analysis is included in the report according to each type from the year 2017 to 2028, manufacturer from 2017 to 2022, region from 2017 to 2022, and global price from 2017 to 2028.
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A thorough evaluation of the restrains included in the report portrays the contrast to drivers and gives room for strategic planning. Factors that overshadow the market growth are pivotal as they can be understood to devise different bends for getting hold of the lucrative opportunities that are present in the ever-growing market. Additionally, insights into market expert’s opinions have been taken to understand the market better.
Global LMS Market: Segment Analysis
The research report includes specific segments by region (country), by manufacturers, by Type and by Application. Each type provides information about the production during the forecast period of 2017 to 2028. by Application segment also provides consumption during the forecast period of 2017 to 2028. Understanding the segments helps in identifying the importance of different factors that aid the market growth.
List of TOP KEY PLAYERS in LMS Market Report are: -
● Cornerstone Ondemand
● SAP SE
● SABA Software
● Mcgraw-Hill Education
LMS Market Size by Types:
● Asynchronous Learning
● Classroom Management
● Certification Management
● Social Learning
● Skills Tracking
LMS Market Size by Applications:
● High Tech
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Regional Segmentation● North America (USA, Canada, Mexico) ● Europe (Germany, UK, France, Russia, Italy, Rest of Europe) ● Asia-Pacific (China, Japan, South Korea, India, Southeast Asia, Rest of Asia-Pacific) ● South America (Brazil, Argentina, Columbia, Rest of South America) ● Middle East and Africa (Saudi Arabia, UAE, Egypt, Nigeria, South Africa, Rest of MEA)
Important Features of the reports:● Potential and niche segments/regions exhibiting promising growth. ● Detailed overview of Market ● Changing market dynamics of the industry ● In-depth market segmentation by Type, Application, etc. ● Historical, current, and projected market size in terms of volume and value ● accurate industry trends and developments ● Competitive landscape of Market ● Strategies of key players and product offerings
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Detailed TOC of Global LMS Market Report
1 LMS Market Overview
1.1 Product Overview and Scope of LMS
1.2 LMS Segment by Type
1.3 LMS Segment by Application
1.4 Global Market Growth Prospects
1.5 Global Market Size by Region
2 Market Competition by Manufacturers
2.1 Global LMS Production Market Share by Manufacturers (2017-2022)
2.2 Global LMS Revenue Market Share by Manufacturers (2017-2022)
2.3 LMS Market Share by Company Type (Tier 1, Tier 2 and Tier 3)
2.4 Global LMS Average Price by Manufacturers (2017-2022)
2.5 Manufacturers LMS Production Sites, Area Served, Product Types
2.6 LMS Market Competitive Situation and Trends
3 Production by Region
3.1 Global Production of LMS Market Share by Region (2017-2022)
3.2 Global LMS Revenue Market Share by Region (2017-2022)
3.3 Global LMS Production, Revenue, Price and Gross Margin (2017-2022)
3.4 North America LMS Production
3.5 Europe LMS Production
3.6 China LMS Production
3.7 Japan LMS Production
4 Global LMS Consumption by Region
4.1 Global LMS Consumption by Region
4.2 North America
4.4 Asia Pacific
4.5 Latin America
5 Segment by Type
5.1 Global LMS Production Market Share by Type (2017-2022)
5.2 Global LMS Revenue Market Share by Type (2017-2022)
5.3 Global LMS Price by Type (2017-2022)
6 Segment by Application
6.1 Global LMS Production Market Share by Application (2017-2022)
6.2 Global LMS Revenue Market Share by Application (2017-2022)
6.3 Global LMS Price by Application (2017-2022)
7 Key Companies Profiled
8 LMS Manufacturing Cost Analysis
8.1 LMS Key Raw Materials Analysis
8.2 Proportion of Manufacturing Cost Structure
8.3 Manufacturing Process Analysis of LMS
8.4 LMS Industrial Chain Analysis
9 Marketing Channel, Distributors and Customers
...to be continued
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Business Growth Reports is the Credible Source for Gaining the Market Reports that will provide you with the lead your business needs. Market is changing rapidly with the ongoing expansion of the industry. Advancement in the technology has provided today’s businesses with multifaceted advantages resulting in daily economic shifts. Thus, it is very important for a company to comprehend the patterns of the market movements in order to strategize better. An efficient strategy offers the companies with a head start in planning and an edge over the competitors.
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To view the original version on The Express Wire visit LMS Market Current Developments, Share, Size, Top Competitors, Growth Rate, Market Strategies and Future Outlook 2028
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