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Sun, 03 Jul 2022 18:59:00 -0500 en-US text/html
Killexams : SAP Application Services Market Is Dazzling Worldwide with Major Giants Atos, Deloitte, PwC, Cognizant

An extensive elaboration of Global SAP Application Services Market covering micro level of analysis by competitors and key business segments (2022-2030). The Global SAP Application Services explores comprehensive study on various segments like opportunities, size, development, innovation, sales and overall growth of major players. The study is a perfect mix of qualitative and quantitative Market data collected and validated majorly through primary data and secondary sources. Some of the MajorKey players profiled in the study are SAP, NTT Data, Infosys, Atos, Deloitte, Accenture, Capgemini, Wipro, Tata Consultancy Services (TCS), IBM, Fujitsu, PwC, Cognizant, CGI, DXC Technology & EPAM

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On the off chance that you are engaged with the industry or expect to be, at that point this investigation will deliver you complete perspective. It’s crucial you stay up with the latest sectioned by Applications [BFSI, Manufacturing, Retail & CPG, Telecom & IT & Life Sciences & Healthcare], Product Types, [, Management Services, Implementation and Upgrades, Post-Implementation Services & SAP Hosting] and some significant parts in the business
For more data or any query mail at [email protected]

Which market aspects are illuminated in the report?

Executive Summary: It covers a summary of the most vital studies, the Global SAP Application Services market increasing rate, modest circumstances, market trends, drivers and problems as well as macroscopic pointers.

Study Analysis:Covers major companies, vital market segments, the scope of the products offered in the Global SAP Application Services market, the years measured and the study points.

Company Profile: Each Firm well-defined in this segment is screened based on a products, value, SWOT analysis, their ability and other significant features.

Manufacture by region: This Global SAP Application Services report offers data on imports and exports, sales, production and key companies in all studied regional markets

Highlighted of Global SAP Application Services Market Segments and Sub-Segment:

SAP Application Services Market by Key Players: SAP, NTT Data, Infosys, Atos, Deloitte, Accenture, Capgemini, Wipro, Tata Consultancy Services (TCS), IBM, Fujitsu, PwC, Cognizant, CGI, DXC Technology & EPAM

SAP Application Services Market by Types: Management Services, Implementation and Upgrades, Post-Implementation Services & SAP Hosting

SAP Application Services Market by End-User/Application: BFSI, Manufacturing, Retail & CPG, Telecom & IT & Life Sciences & Healthcare

SAP Application Services Market by Geographical Analysis: North America, Europe, Asia-Pacific etc

For More Query about the SAP Application ServicesMarket Report? Get in touch with us at:

The study is a source of reliable data on: Market segments and sub-segments, Market trends and dynamics Supply and demand Market size Current trends/opportunities/challenges Competitive landscape Technological innovations Value chain and investor analysis.

Interpretative Tools in the Market: The report integrates the entirely examined and evaluated information of the prominent players and their position in the market by methods for various descriptive tools. The methodical tools including SWOT analysis, Porter’s five forces analysis, and investment return examination were used while breaking down the development of the key players performing in the market.

Key Growths in the Market: This section of the report incorporates the essential enhancements of the marker that contains assertions, coordinated efforts, R&D, new item dispatch, joint ventures, and associations of leading participants working in the market.

Key Points in the Market: The key features of this SAP Application Services market report includes production, production rate, revenue, price, cost, market share, capacity, capacity utilization rate, import/export, supply/demand, and gross margin. Key market dynamics plus market segments and sub-segments are covered.

Basic Questions Answered

*who are the key market players in the SAP Application Services Market?
*Which are the major regions for dissimilar trades that are expected to eyewitness astonishing growth for the
*What are the regional growth trends and the leading revenue-generating regions for the SAP Application Services Market?
*What are the major Product Type of SAP Application Services?
*What are the major applications of SAP Application Services?
*Which SAP Application Services technologies will top the market in next 5 years?

Examine Detailed Index of full Research Study [email protected]

Table of Content
Chapter One: Industry Overview
Chapter Two: Major Segmentation (Classification, Application and etc.) Analysis
Chapter Three: Production Market Analysis
Chapter Four: Sales Market Analysis
Chapter Five: Consumption Market Analysis
Chapter Six: Production, Sales and Consumption Market Comparison Analysis
Chapter Seven: Major Manufacturers Production and Sales Market Comparison Analysis
Chapter Eight: Competition Analysis by Players
Chapter Nine: Marketing Channel Analysis
Chapter Ten: New Project Investment Feasibility Analysis
Chapter Eleven: Manufacturing Cost Analysis
Chapter Twelve: Industrial Chain, Sourcing Strategy and Downstream Buyers

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Mon, 11 Jul 2022 20:45:00 -0500 Newsmantraa en-US text/html
Killexams : The SAP CX review - what we learned at Sapphire Orlando, and what lies ahead
(SAP's Ritu Bhargava at Sapphire Now Orlando)

Before I hopped on a plane for SAP Sapphire Orlando 2022, I set the stage on the SAP CX side with this preview.

So what happened? Did SAP's burning CX questions get answered?

I heard some grumbling from afar: that's because SAP didn't really emphasize CX during their main stage keynotes. So if you are a CX expert looking for answers, and you couldn't make it to Orlando, I can't blame you for assuming SAP has CX in the slow lane.

However, based on what I've seen firsthand, I would disagree. I've heard others say: "SAP has no CX narrative." I differ with that also - in fact, I've laid out what I see as SAP's CX narrative already. But here's where I do agree:  it's time for SAP to get its internal CX momentum (and mostly new leadership team) out into the public domain, where it can be fairly assessed. An internal narrative is not the same as staking your public claim.

From what I heard in Orlando, SAP's CX leadership doesn't disagree. Therefore, we can look to this fall's SAP CX Live event with high expectations. That's when we should look for the delivery of a compelling narrative, customer views a-plenty, and SAP CX roadmap details. I'll put this question into the mix: SAP CX has a number of modern components (albeit with some re-platforming still underway).

SAP CX adoption - numbers and questions

But: how can SAP CX become greater than the sum of its (mostly acquired) application parts? After all, SAP's CX customers aren't looking to plug holes with apps. They're looking to provide better customer experiences - and results. SAP's top job isn't becoming a category leader in CX. SAP's job is to convince its own customer base it can help them solve today's CX problems, from rolling out B2C marketplaces to winning the attention (and trust) of inflationary-wary, fickle consumers.

ASUG CEO Geoff Scott sent me ASUG's latest SAP CX adoption stats:

ASUG research shows that 96% of ASUG members are aware of SAP Customer Experience Suite. The majority are either currently using it (30%) or are considering using it (32%). While innovations in many areas slowed with the pandemic, innovations related to customer experience projects held steady. Nearly half of organizations are focusing innovations on customer experience projects.

At presstime, I don't have the breakdown on which parts of the SAP CX suite are most in demand by ASUG users (I'll look to get that for a future article). But we can say that: 1. interest in CX as an innovation spend area is strong, and 2. SAP customers are definitely looking hard at what SAP CX has to offer. This may surprise CX purists, but the reality is most SAP customers are loyal enough that when it comes to evaluation time, they will at least put SAP on the shortlist.

However, if you think I'm going to make readers wait until CX Live for answers, I'm not. I got enough answers from SAP in Orlando to whet your whistle, including my first 1:1 with Ritu Bhargava, President & Chief Product Officer, CX/CRM at SAP, where we discussed the replatforming status. And: during a revealing "SAP CX breakfast," we heard from a passionate SAP CX customer (Moen). We also fell headlong into a vigorous debate about the limitations of standalone CX.

The CX platform debate heats up - where is the supply chain?

Let's start with the drama, shall we? Two-thirds of the way through our SAP CX breakfast, analyst and accomplished pot-stirrer Josh Greenbaum pointed to the supply chain elephant in the room - not just this room, but any room where CX problems are supposedly being solved. Greenbaum blew off steam like an overlooked tea kettle:

Why is this room full of CX analysts and reporters? This is, to me, the fallacy of this whole process. We don't actually talk to the people at the other ends... I talk to supply chain people, and they're telling me, 'My job is to deliver to customers.' They have no idea what that journey is. They just know that's their job.

And I think, honestly, the fallacy of go-to-market in our industry is that we are perpetuating the silos that we've always had, and then trying to paper them over with, I have to say with bullsh!%t, because at the end of the day, if all you do is sell CX to the CX practitioner, all you're doing is perpetuating all the problems we've always had, which is, as you said perfectly, my biggest problems with customer satisfaction have nothing to do with what the CX practitioner directly influences. (Author's note: I did a full SAP Sapphire Orlando review podcast with Josh Greenbaum where we got into these issues further).

Jen Bailin, Chief Revenue Officer, SAP Customer Experience responded:

I couldn't agree with you more, and I will tell you, all the customers I talk to agree with you 1,000%. From the go-to-market lead perspective, I will deliver you a direct answer. We are bridging IT and business and CX people together. [Author's note: more on Bailin's go-to-market views in my SAP CX Sapphire preview].

Sameer Patel, Chief Marketing and Solutions Officer, SAP CX, made a revealing comment:

The market keeps talking about Customer 360. I joke about this with our team: if what the market has offered so far is 360, then SAP is 720. Why do I say that? Because, again, back to customer experience, if you just take edge CX data, because it's convenient - that's because you support only CX-ish technologies.

Yes, buying centers might purchase a point solution, but as Patel argues, our CX problems extend further:

You've not taken into account all the pieces that actually drive experience. A buying center is going to buy the front-end technology, no question. The head of service is going to say, 'I want to have a say in this.' But when customers start thinking about the consumer and their problems, it extends across the property. So that is who we are right now. End-to-end processes - yes. But it manifests in an industry story as well. [Author's note: see more on Patel's views in my January piece, It's time for CX to change - can SAP deliver on that?]

To me, this has big implications for SAP's CDP (customer data platform) plans, and for CDPs in the CX industry generally. How can you claim to solve customer experience problems with data, when some of the most important data to address those problems is not in your CDP?

SAP CX - roadmap and replatforming insights from Ritu Bhargava

You can't talk about a modern CX without some type of data strategy. Part of SAP's CX platform unification effort is via its Gigya acquisition, which has evolved into a range of SAP CX solutions, from a CDP to Identity and Access Management. But the replatforming doesn't stop there. Right now, what was once "Gigya" is a separately licensed solution, which reflects its roots as an acquired solution around B2C identity management.  But as Bhargava told me during on first 1:1, every SAP CX customer needs some of these capabilities built-in:

What needs to happen is if you buy sales or service, commerce or marketing, you get something by default. It's always there. You don't pay for it. You buy it; you get it. - and it is not something you need to set up. That's where I think the power can happen.

And the current replatforming status? Bhargava:

Two of the four offerings I talked about are in the process of replatforming. Service happened in Q2; Sales will happen in Q3. And so I had the opportunity to organically build that in.

And what about Marketing and Commerce? Marketing is the easy one to answer - "I don't think we need to get that re-platformed. Emarsys is a really good foundation. It is microservices-based; it's  modern technology."

Commerce is a longer story. SAP acquired Hybris, the basis of SAP's Commerce Cloud solution, in 2013:

But what we have organically done over a period of time is we have tried to break it up. We have tried to modernize it.

Over the years on diginomica, we got into some of the promising Hybris microservices initiatives - though they didn't ultimately transform the product. Now, says Bhargava, SAP Commerce customers are in different places. Up until recently, some customers were still on-prem. Now, very few are on-prem, but they aren't necessarily "cloud-native" either. "They're somewhere in between," she says. So the plan for SAP Commerce Cloud? Not a replatforming, but a broader modernization effort:

Let's bring those microservices pieces you know are there. You just need to bring it to more of your customer base, bring it more in the feature set. So it's not technology for the sake of technology, that doesn't help. But if you're getting features, then it gets to the next level. [Author's note: for those SAP CX watchers deeper in the weeds, Bhargava decided to "pause" the Hybris "Upscale Commerce" microservices platform for SMBs, and to "augment and leverage" that tech  more broadly.]

Integration and extensibility are two other key elements: 

We need to get that to customers to truly feel like: is it extensible, can you partner, can you hook on other technologies, can you send data to 360, stuff like that. Is it scalable? Is it performant? So all of that is happening in real-time.

My take - and a view from SAP customer Moen

SAP CX still has plenty to prove - that can't be sugarcoated. During the May breakfast, one analyst pointed out that SAP CEO Christian Klein (and CFO Luka Mucic) hadn't even mentioned SAP CX during their prior earnings call. To convince the market of SAP's commitment, those things obviously have to change.

But as I've said before, the best way to win skeptics over (including grouchy analysts), is not through marketing bombast, or CEO assurances - it's through the authentic/compelling stories of your own customers, documenting results. At the SAP CX breakfast, we heard from one of those. Gina Carlson, VP of IT at Moen, informally briefed analysts and reporters. I can't do justice to Moen's full story in this piece, but here's one standout quote:

While we were thinking about the selling process, we were also thinking about the connectivity with the service team. So their customers are calling in; they can see these interactions that are happening. So there's that connection between sales and service that honestly wasn't there before.

Then you start to think about, 'Oh, you've got these people coming in and calling in, whether they're customers, or whether they're consumers. They could be service providers as well. And why don't we have that data?' How do we leverage that to start communicating to these folks more, and then kind of fast forward into the future, and start to sell stuff?

So we thought about how it's all connected. It's not just we were going to do sales; we were going after service. That's not how we thought about it. We thought about: what could this do completely for our business to move forward? And I'm happy to say it's been amazing. From an investment standpoint, we've far exceeded our revenue goals.

In my Jen Bailin piece, I mentioned that I liked the outspoken vibe of the SAP CX team, including a more frequent use of the term "cloud-native" than I typically hear inside of SAP. For SAP CX to be successful, they need a strong collaboration with Walldorf, but also the ability to push back against it - not every good idea comes from headquarters.

I liked an anecdote Bhargava shared about meeting with her S/4HANA counterpart Jan Gilg, where she pressed the issue: "How can we work together?" Product silos are the enemy of what SAP CX is going after. Tough decisions on pausing some projects, and yes/no to replatforming - those are the kinds of calls that have to happen. From what I could see, Bhargava seems to embrace this moment, including those tough calls. In fact, the entire leadership team appears to sense this opportunity. The CX market has shifted - market favorites may not have all the advantages they did a few years ago. Will SAP seize this chance?

I'd like to see SAP take the CX conversation beyond CDPs - into supply chain connectivity, industry issues, and smack into the end-to-end processes customers are valiantly trying to modernize. And: I'd like to see what comes of their dialogue with SuccessFactors on integrating employee and customer experience. For her part, Bhargava says stay tuned. After telling me that customers want to solve problems, not buy software "solutions," she added:

If my narrative is about that connectivity, and not just about individual point solutions, then I think, directionally, that's the line I'm going towards. As we get closer to CX Live, I should be able to come out with an articulated one-liner. The themes that I'm building on: this is not a disjointed or a siloed CX, but a connected CX that brings in the truth of data - and intelligence at heart of it.

So we can call SAP CX Live 2022 a high stakes affair. Before then, I should have more SAP CX content to share - let me know which questions you'd like to see addressed.

I would like to thank the aformentioned Josh Greenbaum, along with CX "smart peeps" Brent Leary, Liz Miller, Paul Greenberg, and Thomas Wieberneit, for the spirited discussions that impact my CX thinking. I'd also like to deliver the SAP comms team credit for providing me the kind of access that gets readers' questions answered, knowing full well my incurable habit of injecting my own opinions.

Mon, 20 Jun 2022 22:51:00 -0500 BRAINSUM en text/html
Killexams : SAP Fioneer announces new vertical product strategy

SAP Fioneer, a global provider of financial services software solutions and platforms, has announced the launch of a new vertical product strategy to cater for banking and insurance customer needs.

insurance technology insurtechAccording to SAP Fioneer, the adoption of a vertical approach significantly reshapes its offering to customers.

By using three platforms to provide IT solutions tailored to specific market and customer needs it will enable them to navigate an increasingly complex financial landscape.

SAP Fioneer CEO Dirk Kruse made the announcement at the SAP & SAP Fioneer Financial Services Forum in Amsterdam.

The event took place just over ten months after the launch of SAP Fioneer, a financial services carve-out from global tech leader SAP.

Tremor - The modern way to place reinsurance

SAP Fioneer’s Banking, Insurance and Finance & ESG Platforms are built on SAP’s world-class technology to deliver end-to-end solutions for the financial industry that are pre-integrated, ready to run and seamlessly integrated with existing applications.

Packaged solutions, known as ‘editions’, will form an integral part of the platform offering and feature flexible and scalable ‘out-of-the box’ solutions tailor-made for specific verticals and customer needs, SAP Fioneer explained.

According to the announcement, customers will also be able to ‘co-innovate’ by being able to customise and design solutions in partnership with SAP Fioneer.

SAP Fioneer products such as ‘Cloud for Banking’ (C4B), used by leading banking and paytech organisations including The Bank of London and COMO are part of the verticalized product portfolio and are available as part of the platform editions, the company added.

Kruse commented: “The launch of our platform strategy reinforces our capability to offer stability and resilience through rock-solid, world-class financial technology, and at the same time be agile to developments with a host of scalable, configurable and open core solutions.

“By putting customer experience first, our vertical approach enables them to stay ahead of the curve. Our unrivalled product portfolio, coupled with SAP Fioneer’s expertise, offers customers the breadth and depth they need to achieve their ambitions.”

Thu, 14 Jul 2022 18:00:00 -0500 Kassandra Jimenez-Sanchez en text/html
Killexams : Avnet’s outside-in approach to cloud ERP migration pays dividends

Electronic components distributor Avnet traces its history back over 100 years to the store on New York’s “Radio Row” where founder Charles Avnet first sold surplus parts to hobbyists. The company soon began supplying manufacturers, opening its own assembly operation and warehouses across the country.

To better serve its industrial customers, it began building its first automated warehouses in the mid-1980s, run on homegrown logistics software, and then about 30 years ago put SAP’s ERP system at the heart of its business.

“SAP runs about 85-90% of our services,” says Avnet CIO Max Chan, who still runs SAP ECC on premises but sees advantages in adopting a cloud-native architecture to help Avnet increase margins and provide more value-added services in the face of fiercer competition and industry consolidation.

But while Avnet is taking up SAP on its encouragement of customers to migrate to its newer S/4HANA platform with a planned move to the cloud, Chan says, “The business cannot wait until the S/4HANA journey is completed to reap this benefit.”

That’s why Chan and his colleague Peter Robinson, Avnet’s VP of IT for the Americas and global applications, set out to build a suite of business cloud services around SAP that would enable them to respond more rapidly to the needs of the enterprise.

Starting with a new data hub, the electronics distributor has moved away from its older, expensive-to-maintain ETL interfaces toward a series of microservices and self-service APIs providing real-time access to data in Microsoft’s Azure cloud, a project that has earned Avnet a CIO 100 Award for IT innovation and leadership.

A faster way

Developing the new self-service capabilities while planning the S/4HANA upgrade, rather than after, has saved Avnet “five to seven years” on its cloud roadmap, Chan estimates. “As we move on to S/4HANA, the architecture is already in place for us to be able to move SAP on to the same environment,” he says.

Max Chan, CIO, Avnet

Max Chan, CIO, Avnet


Improving Avnet’s quoting process was among the first tasks the development team tackled. Because they were working in a more modern environment, Robinson says, they were able to add six or seven new services to the quote tool, including things no one thought they could add to their legacy tool such as external data insights into competitor pricing and stock levels.

The new system makes it easier to refresh quotes in response to price changes, which has been particularly beneficial throughout the pandemic due to wild swings in component availability and in demand for various electronics products. With customers placing orders up to 12 or even 24 months ahead, Avnet’s sales staff must refresh quotes whenever prices change significantly. Previously, they would receive a list of products for which prices had changed and be left to figure things out for themselves. Now, says Robinson, “We can tell them all the line items that have been impacted, and we can automatically call an API and create a quote, and then send that quote to Salesforce and say, ‘Go and talk to the customer.’”

Redeploying resources and optimizing training

One of the guiding principles for the business cloud services project was that it all had to be accomplished within the existing resource envelope: There was no new budget for capital expenditure, but any savings made on existing activities could be redeployed elsewhere to support the project.

That also meant no new hiring, so Robinson set out to get his existing team of legacy on-premises SAP specialists reskilled for the cloud.

As Chan describes it, “He took his legacy application team, and said, ‘Look, I want you to stop thinking of yourself as a sales and distribution expert in SAP, stop thinking of yourselves as a materials management functional consultant in SAP. Start thinking of yourself as more of a domain thought leader in sales execution, in material management, in warehouse management.”

Experienced IT professionals, they had intimate knowledge of the company, its business processes and data, lacking only the knowledge of newer ways of doing things. They filled the knowledge gap with Microsoft’s Azure certifications and other training.

Working within tight resource constraints, Avnet found a way to get maximum value out of educational opportunities such as the Microsoft Technology Centers (MTCs), where an enterprise’s business team works with Microsoft software architects to envision roadmaps, define architecture, or develop prototypes of the applications they need.

Peter Robinson, VP of IT for the Americas and global applications, Avnet

Peter Robinson, VP of IT for the Americas and global applications, Avnet


Robinson says he drew on his experience of past courses: “Back in my SAP days, I’d come out of a course wishing I’d done some pre-work, because I was left with more questions. Then a couple months later, I wished I could do the course again because I felt I could take more in.”

When Microsoft suggested that Avnet move some of its data into the cloud in order to get the most out of an MTC session, Robinson says he went a step further: “We put our data into the cloud — a lot of it. And then we built first pass applications for the things we were trying to achieve.”

Because they had done their homework, the Avnet developers were able to turn what might have been a two-day session on getting started into an opportunity to take what they had built and make it work at scale.

“That showed huge benefits because the team left the sessions with real answers to real problems that they were then able to go and build on,” says Robinson.

IT transformation

Wrapping the old ERP system in cloud-based microservices has saved Avnet’s sales team money and time that they can devote to higher-value work, increasing sales and profitability.

Chan says the project has been transformative in other ways, too.

“The business is seeing IT in a very different light now with this success, to the extent that IT is now part of the strategic priorities for the entire organization. Instead of being seen as a supporting organization, we are a key component,” he says.

In the next wave of transformation, he plans to take a more holistic approach, ensuring that what the core software team has learned can also serve other IT teams working on infrastructure or security.

And while the business cloud services team has achieved much with little, he plans to ask for a bigger budget as the company’s appetite for transformation increases. “We learned a great lesson through delivering this with minimal incremental spend,” he says, “but we need to be smarter about it and there are better ways. There are certain things that, if we had gotten more money, we would have been able to do a lot more things sooner.”

Sun, 10 Jul 2022 22:00:00 -0500 Author: Peter Sayer en-US text/html
Killexams : Securing Australia’s Critical Infrastructure

Securing Australia’s Critical Infrastructure

Mon, 07/11/2022 – 15:27

For more than a decade, cyberattacks on critical infrastructure have been growing as core systems, like power generation and distribution, have become more complex and reliant on networks of connected devices. In fact, over the past 18 months, we’ve seen a rapid acceleration in attacks on a wide range of infrastructure targets. 

Within the last financial year in Australia, a cyberattack was reported to the Australian Cyber Security Centre (ASCS) every eight minutes with overall reporting volumes up by nearly 13% from the previous financial year. The ACSC received over 67,500 cybercrime reports–and 25% were associated with Australia’s critical infrastructure or essential services. 

Digital transformation that has already been underway in the critical infrastructure sector accelerated during the pandemic, seeing a greater merger between the formerly separate worlds of information technology (IT) and operational technology (OT). That in turn has increased the attack surface and opportunities for unauthorized access to major threat actors, many of whom are nation-state sponsored.

Ransomware has become the most popular type of attack on the critical infrastructure sector, where disruptions can have devastating consequences. The attack on Colonial Pipeline in May 2021 that compromised its billing system caused a six-day operational shut down that sparked widespread panic buying, hoarding, and fuel shortage across the southeastern United States.

Globally, 80% of critical infrastructure organisations experienced a ransomware attack in 2021. That’s been compounded by the armed invasion of Ukraine by the Russian Federation this year: for example, 72% of cybersecurity decision makers at UK critical national infrastructure organizations reported a rise in cyberattacks since the start of the conflict. Earlier this year, the Costa Rican government declared a state of emergency after ransomware attacks affected 27 Costa Rican institutions, impacting foreign trade and tax collections in the country.

Business-critical SAP applications running these organizations’ enterprise resource planning (ERP), supply chain management (SCM), human capital management (HCM), product lifecycle management (PLM), customer relationship management (CRM) and other IT systems have become a key target for threat actors. Why? Because breaching and compromising these applications can stop or severely damage operations directly, or be used to access and take over interconnected OT assets and systems. 

In response to the issue, the Australian Government has expanded and deepened cybersecurity obligations for the critical infrastructure sector. Under exact amendments to the Security of Critical Infrastructure (SOCI) Act, cybersecurity obligations now cover 11 sectors: communications, data storage or processing, financial services and markets, water and sewage, energy, health care and medical, higher education and research, food and grocery, transport, space technology, and the defense industry.

The amendments to the SOCI Act have also stipulated mandatory positive security obligations which go far deeper than ever before. That’s made it imperative for any organization covered under the legislation to ensure that application layer security is not just in place; it also needs to be integrated into the organization’s risk management program. The Australian Government now requires that critical infrastructure organizations have a program in place for the identification of threats, mitigation of risks, minimization of impact, governance and oversight. They also must undertake vulnerability assessments and provide access to system information as directed.

As a cybersecurity professional for an Australian critical infrastructure organization, it’s important to assess how well the organization can demonstrate compliance with its positive security obligations for its core SAP business applications.

One issue is oversight. Business-critical SAP applications are typically maintained by a combination of in-house teams and third-party developers and service providers, and hosted in a hybrid of cloud, hosted and on-premises infrastructure. Critical SAP vulnerabilities are being weaponized in under 72 hours, and new unprotected SAP applications provisioned in the cloud are being discovered and compromised in less than three hours.

The two key questions are: 

  1. Does the cybersecurity team have visibility and control on vulnerabilities and risks at the application layer?
  2. Do the organization’s current security providers and solutions go deep enough into the code base of these critical SAP systems?

For most organizations we talk to, the answers to both are typically ‘no’. Vulnerability identification, alerting and management often stops at the server and application layer, and not into the code base. The controls that might have been in place when the application was first deployed have not necessarily been maintained as the code has been developed over time. That has potentially exposed the application to hundreds of vulnerabilities. For example, during the course of study for our 2021 Threat Intelligence Report, over 300 successful exploitations were observed, targeting vulnerabilities specific to SAP systems.

However, in the context of the SOCI Act, the new positive security obligations require more than just visibility and oversight into the SAP code base. It’s also critical that organizations both mitigate risks and minimize the impact of breach. To do that, cybersecurity teams need to be able to assess threats and vulnerabilities according to their impact and likelihood, advising on best practice action and prioritizing remediation. Ideally, they should also be able to introduce levels of automation to that process, which will also help to meet the Australian Government’s directives for supplying security information.

While complying with Australian legislation is important, the issue is much bigger. Critical infrastructure protection is vital to keep essential services running everywhere, and infrastructure breakdown due to a cyberattack is the number one concern for senior cyber leaders globally. It’s how we all work together and collaborate in the security ecosystem that can really make a difference.

To better understand how Onapsis can assist you in complying with the SOCI Act, or to get a firsthand look at the capabilities of The Onapsis Platform, take a look at our infographic or schedule a meeting with our team.

*** This is a Security Bloggers Network syndicated blog from authored by maaya.alagappan. Read the original post at:

Mon, 11 Jul 2022 03:27:00 -0500 by maaya.alagappan on July 11, 2022 en-US text/html Killexams : Devo and RHONDOS Launch Partnership to Bring Mission-Critical SAP Data to the Devo Platform

CAMBRIDGE, Mass. and PORTLAND, Ore., July 14, 2022 (GLOBE NEWSWIRE) -- Devo Technology, the cloud-native logging and security analytics company, and RHONDOS, the leader in security and observability for SAP, today announced an integrated solution—SAP PowerConnect for Devo—to simplify how organizations manage and monitor security and performance of SAP systems.

The SAP PowerConnect for Devo solution enables organizations to unlock the value of SAP transaction data by leveraging the power of the Devo platform, taking advantage of Devo’s rich data visualizations, alerting capabilities, and analytics. Access to crucial SAP performance and security data allows organizations to reduce costly downtime of business-critical SAP systems and readily identify impacted systems during potential security incidents.​

"Security teams are faced not just with more threats than ever before, but have to sift through more data than ever," said Upesh Patel, SVP of corporate development at Devo. "The partnership between Devo and RHONDOS gives our customers one centralized source of information that combines all of their application log data — including allowing for the ingest of on-premise SAP data — and provides full visibility into their security environment. Security teams are now able to take massive amounts of complex data and access it in an easily digestible way that enables analysts to detect and respond to threats faster."

By enabling the correlation of SAP and non-SAP data, the new solution unlocks contextual insights to help organizations to shift from a reactive to proactive SAP monitoring approach. With SAP PowerConnect for Devo, users will gain a holistic understanding of business health and supporting processes, allowing them to:

  • Leverage visualization, monitoring and analysis of real-time and historic SAP telemetry data​ using the Devo Platform
  • Decrease the mean time to resolution (MTTR) and accelerate root cause analysis (RCA)
  • Streamline and cut costs spent on SAP monitoring and reporting​

“By bringing SAP PowerConnect to market-leading solutions like Devo, RHONDOS is enabling the SOC to get more out of their data and in a more streamlined and efficient way,” said Brant Hubbard, CEO of RHONDOS. “Organizations have long been plagued by inadequate solutions for monitoring their SAP data as a part of their security posture and this partnership will now enable them to more quickly and simply analyze their most critical systems.”

Read more from Brant Hubbard on the Devo blog.

To learn more about SAP PowerConnect for Devo, view the solution brief and join Devo’s Director of Technology Alliances, Ash Patel and RHONDOS’ Solution Architect, Brian Bates on August 2nd at 1:00 PM ET for a webinar on how you can harness the power of your SAP data with SAP PowerConnect for Devo.

About Devo
Devo is the only cloud-native logging and security analytics platform that releases the full potential of your data to empower bold, confident action. With unrivaled scale to collect all of your data without compromise, speed to deliver you immediate access and answers, and clarity to focus on the signals that matter most, Devo is your ally in protecting your organization today and tomorrow. Headquartered in Cambridge, Massachusetts, with operations in North America, Europe and Asia-Pacific, Devo is backed by Insight Partners, Georgian, TCV, General Atlantic, Bessemer Venture Partners, Kibo Ventures and Eurazeo. Learn more at

The RHONDOS team is committed to partnering with you to make you the SAP hero in your organization. We are the experts of PowerConnect for the North American market and provide first-line Support and Implementation Services that facilitate maximum return on investment when ingesting SAP security logs, performance metrics, and business data into your observability platform of choice. See what is now possible with SAP at

Devo PR Contact:
Shannon Todesca
+1 (781) 797-0898

Rhondos PR Contact:
Andrew Yetter
+1 (360) 904-9834

Photos accompanying this announcement are available at

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Thu, 14 Jul 2022 04:09:00 -0500 en-US text/html
Killexams : SAPinsider Report Suggests Creating Additional Value in SAP Environments With Decision Intelligence

LONDON & NEW YORK & TEL AVIV, Israel--(BUSINESS WIRE)--Jul 12, 2022--

Pyramid Analytics (Pyramid) is identified as a leading Decision Intelligence platform provider in the SAP technology landscape. A new SAPinsider Technology Insight report, Creating Value Through Decision Intelligence in SAP Landscape, finds that Decision Intelligence has the capabilities to overcome challenges associated with using legacy business intelligence tools in an SAP environment. SAPinsider comprises the largest and fastest growing SAP membership group worldwide, with more than 500,000 members across 205 countries. The free report provides specific recommendations for SAP professionals.

Key Points:

  • Increasing business complexity requires more than business intelligence (BI) can deliver.
  • Decision Intelligence fills the voids that exist in legacy BI tools, putting the power of analytics into the hands of both business and technical users.
  • Organizations want solutions that can help them leverage the immense value of data in S/4HANA and other SAP data sources to make intelligence decisions.
  • Download Creating Value Through Decision Intelligence in SAP Landscape.
  • Join us at SAPinsider 2022 in Las Vegas. Register with our discount code: PYRAMIDVIP.

Data integration is underlined in the SAPinsider report as a crucial aspect of the Pyramid Decision Intelligence Platform. The Pyramid Platform serves as a point of integration: pulling data from various sources, allowing businesses to create a single source of truth within the enterprise. This seamless integration with other business-critical applications is an imperative in the SAP technology landscape.

Decision Intelligence is the Next Big Data Analytics Innovation

The next major innovation in analytics is Artificial Intelligence (AI). Applying AI across Data Prep, Business Analytics, and Data Science is what separates Decision Intelligence from traditional business intelligence tools such as Microsoft Power BI, Qlik, and Tableau. AI lowers the skills barrier by automating the highly technical work needed to prepare and analyze data and create and share reports and dashboards.

The Pyramid Decision Intelligence Platform delivers data-driven insights for anyone to make faster, more intelligent decisions. The Pyramid Platform provides instant access to any data, enables automated governed self-service for any person, and serves any analytics need, from the simple to the sophisticated. By uniquely combining Data Prep, Business Analytics, and Data Science with AI guidance in a single environment, the Pyramid Platform reduces cost and complexity while accelerating growth and innovation. This enables a strategic, organization-wide approach to Business Intelligence and Analytics .

Complete, Unified Decision Intelligence

Only the Pyramid Decision Intelligence Platform unifies Data Preparation, Business Analytics, and Data Science on a single, integrated platform. This eliminates the need to use multiple disparate tools and the associated license cost and management complexity. Lower Total Cost of Ownership (TCO), rapid rollout, quicker and direct access to all available data, and industry-leading user adoption means faster time to value. The Pyramid Decision Intelligence Platform can be deployed on-premises, into a private or public cloud, embedded into other apps or delivered through Managed Services Providers (MSP).


Dave Henry, Senior VP of Strategic Alliances, Pyramid Analytics: “Decision Intelligence really combines the best of traditional enterprise analytic platforms with a more modern approach. The goal is ultimately to help people use all relevant data to make better decisions, achieve faster outcomes, troubleshoot problems, and capitalize on opportunities to drive innovation.

“We see a desire for comprehensive analytics using data from multiple systems. We help with that while also improving everyday use of SAP. Through Pyramid, we can bring what we feel is a world-class experience to SAP while extending this experience to modern cloud data warehouses such as Redshift and Snowflake.”

Kumar Singh, Research Director, SAPinsider: “What makes Pyramid’s platform comprehensive and places it in the category of Decision Intelligence is that it covers the entire analytics pipeline and enables features like self-service data discovery and collaboration, allowing users of all skill levels to work independently and as teams. Platforms like Pyramid’s help extract maximum value from SAP investments and can help act as a ‘single source of truth’ by tapping into disparate data sources and enhancing collaboration, building a data-driven culture.

“Analytics needs to be a powerful aid in decision-making to create a truly data-driven enterprise. For this to happen, it needs to be leveraged by users with all levels of expertise to make data-driven decisions in their day-to-day work.”

About Pyramid Analytics

Pyramid is what’s next in analytics. Our unified decision intelligence platform delivers insights for anyone to make faster, more intelligent decisions. The Pyramid Decision Intelligence Platform provides direct access to any data, enables governed self-service for any person, and serves any analytics need in a no-code environment. The Pyramid Platform uniquely combines Data Prep, Business Analytics, and Data Science in a single environment with AI guidance, reducing cost and complexity while accelerating growth and innovation. The Pyramid Platform enables a strategic, organization-wide approach to Business Intelligence and Analytics, from the simple to the sophisticated. Schedule a demo.

Pyramid Analytics is incorporated in Amsterdam and has regional headquarters in global innovation and business centers, including London, New York City, and Tel-Aviv. Our team lives worldwide because geography should not be a barrier to talent and opportunity. Investors include H.I.G. Growth Partners, Jerusalem Venture Partners (JVP), Sequoia Capital, and Viola Growth. Learn more at Pyramid Analytics.

View source version on


Susie Evershed


+44 7966 145092


Heather Racicot


+1 360-632-5616

pyramidanalytics@resonancecrowd.comChas Kielt

Vice President of Global Corporate Communications, Pyramid Analytics




SOURCE: Pyramid Analytics

Copyright Business Wire 2022.

PUB: 07/12/2022 08:00 AM/DISC: 07/12/2022 08:03 AM

Tue, 12 Jul 2022 00:04:00 -0500 en text/html
Killexams : cPDM in AeroSpace and Defence Market Analysis, Growth Forecast Analysis by Manufacturers, Regions, Type and Application to 2028 |Covid-19 Recovery

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

Jul 13, 2022 (Market Insight Reports) -- The latest cPDM in AeroSpace and Defence Market Analysis is designed to help clients Boost their market position, and in line with this, this report provides a detailed analysis of several leading cPDM in AeroSpace and Defence market Key Players including SAP AG, CIMdata, IBM Corp, Oracle Corp, HP, Dassault Systemes SA, Siemens PLM Software Inc, Autodesk Inc, Parametric Technology Corp, Synopsys Inc, Capgemini, Deloitte, Accenture Plc, and Others. Also, the cPDM in AeroSpace and Defence market analysis report includes information on upcoming trends and challenges that will influence market growth. This is to help companies strategize and leverage all forthcoming growth opportunities.

Our Experts will help you get valuable insights about cPDM in AeroSpace and Defence market share, size, and regional growth prospects. Available Other Related Market Research Reports

Sample PDF Report at-

cPDM in AeroSpace and Defence Market showcases an in-depth analysis of the overall cPDM in AeroSpace and Defence market in terms of market size, upstream situation, price & cost, industry environment, segmentation for cPDM in AeroSpace and Defence providers, end-users, geographies, and analysis up to 2028. In addition, the report outlines the factors driving industry growth and the description of market channels.

This has brought along several changes in this report also covers the impact of COVID-19 on the global market.

The market research report covers the analysis of key stakeholders of the cPDM in AeroSpace and Defence market. Some of the leading players profiled in the report include: SAP AG, CIMdata, IBM Corp, Oracle Corp, HP, Dassault Systemes SA, Siemens PLM Software Inc, Autodesk Inc, Parametric Technology Corp, Synopsys Inc, Capgemini, Deloitte, Accenture Plc

The research insights presented in this report are backed by a deep understanding of key insights gathered from both secondary and primary research. The opinions and insights presented in the cPDM in AeroSpace and Defence market report were influenced by discussions held with several players in this industry. the cPDM in AeroSpace and Defence market report highlights the key players and manufacturers and the latest strategies including new product launches, partnerships, joint ventures, technology, segmentation in terms of region and industry competition, profit and loss ratio, and investment ideas. A precise evaluation of effective manufacturing techniques, advertisement techniques, cPDM in AeroSpace and Defence market share, size, growth rate, revenue, sales, and value chain analysis.

The 'Global cPDM in AeroSpace and Defence Market Research Report' is a comprehensive and informative study on the current state of the Global cPDM in AeroSpace and Defence Market industry with emphasis on the global industry. The report presents key statistics on the market status of the global cPDM in AeroSpace and Defence market manufacturers and is a valuable source of guidance and direction for companies and individuals interested in the industry.

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Regional cPDM in AeroSpace and Defence Market (Regional Output, Demand & Forecast by Countries):-
North America (United States, Canada, Mexico)
South America ( Brazil, Argentina, Ecuador, Chile)
Asia Pacific (China, Japan, India, Korea)
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Middle East Africa (Egypt, Turkey, Saudi Arabia, Iran) And More.

Access full Report Description, TOC, Table of Figures, Chart, etc. at-

The report is useful in providing answers to several critical questions that are important for the industry stakeholders such as manufacturers and partners, end-users, etc., besides allowing them in strategizing investments and capitalizing on market opportunities.

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4. Analysis of various perspectives of the market with the help of Porter's five forces analysis.
5. The segment that is expected to dominate the Global cPDM in AeroSpace and Defence market.
6. Regions that are expected to witness the fastest growth during the forecast period.
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Wed, 13 Jul 2022 02:55:00 -0500 en-US text/html
Killexams : Outlook on the Smart Learning Global Market to 2028 - Featuring Oracle, SAP and Microsoft Among Others

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Dublin, June 15, 2022 (GLOBE NEWSWIRE) -- The "Global Smart Learning Market Size, Share & Industry Trends Analysis Report By Component, By Hardware Type, By Standalone Type, By Learning Type, By End User, By Regional Outlook and Forecast, 2022 - 2028" report has been added to's offering.

The Global Smart Learning Market size is expected to reach $128.4 billion by 2028, rising at a market growth of 20.3% CAGR during the forecast period.

Smart learning is a broad word for education that complies with the requirements of the modern era. It demonstrates how sophisticated technologies enable learners to absorb knowledge and skills in a more effective, efficient, and easy manner. The current global drive toward smart learning represents a significant paradigm shift in educational landscape.

Smart learning intends to provide students with a complete education through the use of current technologies in order to properly prepare them for a rapidly evolving environment in which adaptability is essential. Smart education is a learning approach that has been tailored to the needs of current generations of digital natives. In addition, smart education, in contrast to conventional classroom teaching techniques, is an interactive, collaborative, and visual paradigm that aims to boost student engagement and allow teachers to adapt to students" talents, interests, and learning preferences.

A student can easily interact with classmates from all over the world using modern learning methods. Students can communicate with each other on virtual various learning platforms, participate in online discussion threads to get answers to their questions, and attend Massive Online Open Courses (MOOC) from the world's leading universities at anytime from anywhere. They can also compare themselves to other students in their subject to evaluate if their learning outcomes are acceptable by international standards. In the development of smart cities, smart education is a critical component. A smart city has strengths in fundamental education, advanced certification and training, community and universities colleges, e-learning infrastructures, lifelong learning, and educational technology innovation. To ensure that the people of a smart city rapidly develop, smart education is a necessary aspect.

The utilization of tools and equal engagement of teachers and students distinguishes traditional teaching methodologies from new-age smart learning education. Teachers collaborate with their students through online learning tools and approach in a smart learning education system, which aims to develop quick learning skills among students. Online displays, games, puzzles, and other tough programs engage brain cells to constantly process the input, resulting in a fresh perspective.

COVID-19 Impact Analysis

The COVID-19 outbreak caused a significant downfall to various economies all over the world. The outbreak of the novel coronavirus slowed down numerous businesses globally. In addition, due to the rapid spread of the infection, governments all over the world were forced to impose countrywide lockdowns. Due to the travel restrictions under the lockdown, the supply chain of various goods, as well as intermediate goods, was significantly disrupted. The smart learning market observed a significant growth during the pandemic. All of the schools and other educational institutes were shut as a result of the rapidly rising corona cases as well as the worldwide lockdown.

Market Growth Factors

Saves a significant amount of time

Unlike the old learning method, which required students to take extensive written notes. Students may create presentations online and receive feedback from their instructors and teachers in a very short period of time due to smart classroom technology. Teachers do not require to provide rough notes to their students because the presentation can be shared with everyone directly. This saves a lot of time for teachers and students that could be spent on another interactive activity. Due to the requirement of a lesser period of time, smart learning can significantly increase the productivity of teachers as well as students.

Enhanced and interactive learning experience

As technology advances, there is an increasing demand for smart learning solutions in order to Boost the learning experience. Visual features such as graphs, photos, charts, and presentations are used in smart learning systems to help students absorb concepts faster. This, in turn, helps students develop an interest in the subject, as a result, they learn more effectively and retain more knowledge. It also serves as a motivator for students to develop their creative imagination. Information can be displayed with images, maps, graphs, flowcharts, and animated films using smart classroom technologies and interactive whiteboards. This makes learning more fascinating, appealing, and easy to grasp.

Market Restraining Factors

Lack of required infrastructure

Classroom equipment in schools as well as other educational facilities is antiquated and lacks the functionality that current digital and media-rich education should provide to Boost student interaction and learning outcomes. Smart cities require educational facilities as well as school systems that ensure kids acquire 21st-century skills such as digital literacy, innovative thinking, effective communication, teamwork, and the capacity to perform high-skill projects. Instructors must focus technology on the main building blocks of student accomplishment in order to achieve this goal. A digital divide also continues to exist among learners who utilize technology in active and innovative ways to enhance their education and those who mostly use technology for passive material consumption.

Key syllabus Covered:

Chapter 1. Market Scope & Methodology

Chapter 2. Market Overview
2.1 Introduction
2.1.1 Overview Market composition and scenario
2.2 Key Factors Impacting the Market
2.2.1 Market Drivers
2.2.2 Market Restraints

Chapter 3. Competition Analysis - Global
3.1 Cardinal Matrix
3.2 exact Industry Wide Strategic Developments
3.2.1 Partnerships, Collaborations and Agreements
3.2.2 Product Launches and Product Expansions
3.2.3 Acquisition and Mergers
3.3 Market Share Analysis, 2020
3.4 Top Winning Strategies
3.4.1 Key Leading Strategies: Percentage Distribution (2018-2022)
3.4.2 Key Strategic Move: (Product Launches and Product Expansions: 2018, Oct - 2022, Feb) Leading Players

Chapter 4. Global Smart Learning Market by Component
4.1 Global Hardware Market by Region
4.2 Global Smart Learning Market by Hardware Type
4.2.1 Global Interactive displays Market by Region
4.2.2 Global Interactive whiteboards Market by Region
4.2.3 Global Smartboards Market by Region
4.2.4 Global Others Market by Region
4.3 Global Software Market by Region
4.4 Global Smart Learning Market by Software Type
4.4.1 Global Standalone Market by Region
4.4.2 Global Smart Learning Market by Standalone Type Global LMS/LCMS Market by Region Global Student Information System Market by Region Global Classroom Management Software Market by Region Global Language Learning Software Market by Region Global Others Market by Region
4.4.3 Global Integrated Market by Region
4.5 Global Services Market by Region

Chapter 5. Global Smart Learning Market by Learning Type
5.1 Global Asynchronous Learning Market by Region
5.2 Global Synchronous Learning Market by Region

Chapter 6. Global Smart Learning Market by End User
6.1 Global Academic Market by Region
6.2 Global Enterprises Market by Region
6.3 Global Government Market by Region

Chapter 7. Global Smart Learning Market by Region

Chapter 8. Company Profiles
8.1 Pearson PLC
8.1.1 Company Overview
8.1.2 Financial Analysis
8.1.3 Segmental and Regional Analysis
8.1.4 exact strategies and developments: Product Launches and Product Expansions: Acquisition and Mergers:
8.2 IBM Corporation
8.2.1 Company Overview
8.2.2 Financial Analysis
8.2.3 Regional & Segmental Analysis
8.2.4 Research & Development Expenses
8.2.5 exact strategies and developments: Partnerships, Collaborations, and Agreements:
8.2.6 SWOT Analysis
8.3 Oracle Corporation
8.3.1 Company Overview
8.3.2 Financial Analysis
8.3.3 Segmental and Regional Analysis
8.3.4 Research & Development Expense Product Launches and Product Expansions:
8.3.6 SWOT Analysis
8.4 SAP SE
8.4.1 Company Overview
8.4.2 Financial Analysis
8.4.3 Segmental and Regional Analysis
8.4.4 Research & Development Expense Product Launches and Product Expansions:
8.4.6 SWOT Analysis
8.5 Google LLC
8.5.1 Company Overview
8.5.2 Financial Analysis
8.5.3 Segmental and Regional Analysis
8.5.4 Research & Development Expense
8.5.5 exact strategies and developments: Partnerships, Collaborations, and Agreements: Product Launches and Product Expansions:
8.5.6 SWOT Analysis
8.6 Microsoft Corporation
8.6.1 Company Overview
8.6.2 Financial Analysis
8.6.3 Segmental and Regional Analysis
8.6.4 Research & Development Expenses Partnerships, Collaborations, and Agreements: Acquisition and Mergers:
8.7 Cisco Systems, Inc.
8.7.1 Company Overview
8.7.2 Financial Analysis
8.7.3 Regional Analysis
8.7.4 Research & Development Expense
8.8 Adobe, Inc.
8.8.1 Company Overview
8.8.2 Financial Analysis
8.8.3 Segmental and Regional Analysis
8.8.4 Research & Development Expense Partnerships, Collaborations, and Agreements:
8.9 Qisda Corporation (BenQ)
8.9.1 Company Overview
8.9.2 Financial Analysis
8.9.3 Segmental and Regional Analysis
8.9.4 Research & Development Expense Partnerships, Collaborations, and Agreements: Product Launches and Product Expansions:
8.10. Samsung Electronics Co., Ltd. (Samsung Group)
8.10.1 Company Overview
8.10.2 Financial Analysis
8.10.3 Segmental and Regional Analysis
8.10.4 Research & Development Expense Partnerships, Collaborations, and Agreements:

For more information about this report visit

CONTACT: CONTACT: Laura Wood, Senior Press Manager For E.S.T Office Hours Call 1-917-300-0470 For U.S./CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900
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