In the 1980s, a 19-year-old pre-med student at the University of Texas just happened to like computers – a lot. Michael Dell never made it to graduation and dropped out at the end of his first year to pursue a different dream, armed only with a $1,000 stake from his family and a love of PCs. No one could have predicted that Dell would turn his dorm room “business” into Dell Inc., a globally recognized leader in computing.
Dell merged with EMC Corporation in late 2016, and the new company was rebranded as Dell Technologies, which includes Dell, Dell EMC, Pivotal, RSA, Secureworks, Virtustream and VMware. According to Forbes, Dell Technologies (before completion of the merger with EMC) was the fourth largest privately held company in the United States and the world’s largest privately held technology company. With offices in more than 180 countries worldwide, Dell boasts more than 145,000 employees, with sales exceeding $74 billion in 2016. According to its investor relations website, a whopping 98% of all Fortune 500 companies use Dell Technologies products and services. Dell is also well represented in Gartner Magic Quadrant leader lists for products and services, including the Data Center Backup and Recovery Software, Managed Security Services, and Integrated Systems lists.
Computing products remain a staple in the Dell product portfolio. Consumers interested in laptops, workstations, tablets and desktops will find a variety of products available (along with peripherals such as monitors, printers and VDI appliances) to meet personal, SMB, enterprise or gaming requirements. Dell also offers solutions for networks, storage, servers, gateways and embedded computing, as well as a broad range of IT and business services.
Dell Technologies’ products and services currently fall under seven technology brands:
Within each brand, there are multiple products, services and solutions that cater to specific areas of interest for Dell customers.
VMware, Secureworks and Pivotal continue to strategically align with Dell Technologies’ core business areas. VMware continues to provide hybrid cloud, mobile computing and software-defined data center solutions. Pivotal offers analytic tools, next-generation software development methodology and modern cloud-native platforms, while Secureworks focuses on incident response and threat intelligence security. RSA helps companies manage and monitor their digital risk profiles and activities.
In response to its merger with EMC, Dell and Dell EMC’s certification programs have merged into the unified Dell EMC Proven Professional certification portfolio. You’ll find that the website and certifications have a brand-new look and feel. Dell Education Services offers two CompTIA certs along with numerous Dell EMC certifications divided up by technology category or track, including Storage, Data Protection, Converged Infrastructure and Data Science. A accurate search of the Dell certification website finds that Dell no longer offers Microsoft certification training courses.
If you’re not sure where to start on your certification journey, the new Dell EMC Proven Professional certification framework is a great starting point. Here, you’ll find certifications for four skill levels:
The certification framework is hierarchical: The specialist certification takes the lower-level associate credential as a prerequisite, while the expert-level credentials take both the associate and specialist credentials as prerequisites. Associate and specialist certifications do not expire. Master and expert certifications expire after two years.
In Dell’s certification framework, you’ll find Dell EMC credentials across eight different tracks: Technology Architect (TA), Cloud Architect (CA), Enterprise Architect (EA), Implementation Engineer (IE), Systems Administrator (SA), Platform Engineer (PE), Technical Support Engineer (TSE) and Data Scientist (DS). The certification framework also maps credentials back to specific technology areas (cloud, storage, data protection, server, networking, converged infrastructure and data science).
There are also certification maps for role-based credentials:
Certification candidates should register with Dell EMC TechDirect. From the TechDirect portal, candidates can access free test prep materials, schedule exams, view test results and print their certification transcripts. Candidates may also view their company’s competency status through the TechDirect portal.
Dell Partners whose employees have earned the Certified Deployment Professional badge may be eligible to earn the Services Competency for Deployment (or simply Deployment Competency) designation. To earn this competency, Partners must be at least at the Gold tier level and have two or more employees who’ve passed the associated exam. A formal application must be submitted to Dell requesting Deployment Competency designation. Deployment Competency designations are available for Server, Storage, Networking and Client Systems.
Because Dell has updated its certification portfolio, it’s well worth your time to peruse the new Dell EMC Proven Professional Certification Framework to understand the new certification flow. All certification tracks begin with selecting a technology concentration: Cloud, Storage, Data Protection, Server, Networking, Converged Infrastructure or Data Science. Next, candidates earn the DECA (associate) credential recommended for their technology track. From there, candidates select the applicable role-based certification roadmap (Plan and Design, Deploy, Manage, or Support) and follow the certification recommendations to earn the specialist, expert and master credentials available in that certification path.
Below, we’ve listed some examples of the many certifications you’ll find in the new Dell EMC program. We’ve chosen to present these certification examples by the available technology tracks.
The Server technology roadmap is the only certification path where a third-party certification, the CompTIA Server+, serves as the associate-level credential.
On top of its Certified Deployment Professional certifications, Dell Education Services has partnered with several third-party organizations in the past to provide certifications for CompTIA and Microsoft certifications. However, Dell has reduced the number of CompTIA cert courses that it offers and totally eliminated its Microsoft cert courses.
CompTIA is a well-known, vendor-neutral certification provider. Dell has reduced its CompTIA certification training courses to just two online offerings: A+ and Linux+ certs. The cost for CompTIA training courses ranges from $550 to $650 for these topics.
According to Dell, 78% of all companies use IT deployment services. With such a widespread need, IT professionals specializing in deployment find a demand for their skills across multiple industry sectors. Some of the sectors that Dell serves are education, energy, financial services, government (federal, state and local), healthcare, manufacturing, retail, telecommunications, media and entertainment, and web development.
Popular job boards such as TechCareers, SimplyHired and Glassdoor reveal numerous jobs available for Dell-certified deployment professionals. Most of the listed positions focus on engineering roles for server, virtualization, networking, systems, integration, data security and the like. Other available roles include consultants, account executives, system administrators, IT managers and deployment managers.
Dell recommends and offers core training courses for each of its Dell EMC credentials. Interested candidates who register on the DirectTech website can also access free test study guides. In addition, Dell offers many free e-learning courses at the foundation level on various Dell products and technologies, including networking, storage, data protection, big data and converged infrastructure.
Core recommended training for each solution track includes a basic, intermediate and advanced course. Prices vary, but candidates can expect to pay $2,500 to $5,000. Most training is a combination of e-learning activities that you complete prior to attending instructor-led training.
Dell also provides training for other certifications and training opportunities for end users and IT professionals in various disciplines, including these:
Fundamental or introductory courses typically cost $100 to $200, while advanced training courses may cost thousands of dollars (we found one course with a price tag of $10,000). Dell also offers onsite training courses, with most prices running at least double that of public courses. The most expensive onsite course we found topped $42,000.
Check out everything Dell has to offer on its Education Services webpage.
Ed is a 30-year-plus veteran of the computing industry who has worked as a programmer, a technical manager, a classroom instructor, a network consultant, and a technical evangelist for companies that include Burroughs, Schlumberger, Novell, IBM/Tivoli and NetQoS. He has written for numerous publications, including Tom’s IT Pro, and is the author of more than 140 computing books on information security, web markup languages and development tools, and Windows operating systems.
Earl is also a 30-year veteran of the computer industry who has worked in IT training, marketing, technical evangelism, and market analysis in the areas of networking and systems technology and management. Ed and Earl met in the late 1980s when Ed hired Earl as a trainer at an Austin-area networking company that’s now part of HP. The two of them have written numerous books together on NetWare, Windows Server and other topics. Earl is also a regular writer for the computer trade press, with many e-books, whitepapers and articles to his credit.
There are two well-accepted narratives related to economic growth. First, vast gender inequalities remain throughout the world and are closely linked to poverty and instability. Second, access to modern energy enables economic advancement. Until now, however, exploration into the relationship between these two narratives has been limited.
What is missing, it seems, is the linkage between energy access and women’s economic empowerment. Under what context does gender equality rise with access to electricity; what are the channels through which this change occurs; and how significant are the economic benefits to women? Can donor institutions and governments reap more meaningful results by targeting energy development programs that enhance benefits for women, and if so, how? In this report, we explore these questions. We believe that while there are many areas critically important for women’s development, energy access programs are an underexplored lever for women’s economic empowerment.
Gender has been examined many ways in international development programs, from maternal health to gender-based violence to the education of girls. Where these basic needs have been met, development programming has pivoted to focus on skills development, access to finance and credit, support for female entrepreneurs, and other efforts aimed at increasing economic engagement. Other programs tackle systemic gender issues such as land rights and property laws, political participation, and equal access laws. Noticeably less prevalent in this discussion, however, is the syllabu of access to energy and its impact on women and girls. In parallel, reliable, affordable energy is increasingly recognized by the international development community as an enabler of economic growth. The United Nations launched its Sustainable Energy for All (SE4A) initiative and declared 2014–2024 the Sustainable Energy for All Decade. Likewise, in 2013, President Barack Obama launched Power Africa, an initiative to double the number of people with access to power in sub-Saharan Africa, where two-thirds of the population is currently without access.1 Similarly, in Asia, the Asian Development Bank launched the Energy for All Partnership, which aims to provide access to safe, affordable modern energy for an additional 100 million people in the region by 2015.2 There are two well-accepted narratives related to economic growth. First, vast gender inequalities remain throughout the world and are closely linked to poverty and instability. Second, access to modern energy enables economic advancement. Until now, however, exploration into the relationship between these two narratives has been limited. What is missing, it seems, is the linkage between energy access and women’s economic empowerment.
“Energy is very important in women’s daily lives, especially for serving food for families, lighting for teaching their children at night, and energy for their small food industries. . . Cooking and small business are the major challenges facing women around access to energy. . . For the women in my country, a change that would allow them to be financially independent would have the most impact in their lives.”3
—Dr. Nurzainah Ginting, Indonesia
This raises several questions. Under what context does gender equality rise with access to electricity; what are the channels through which this change occurs; and how significant are the economic benefits to women? Can donor institutions and governments reap more meaningful results by targeting energy development programs that enhance benefits for women, and if so, how? We believe that while there are many areas critically important for women’s development, energy access programs are an underexplored lever for women’s economic empowerment. The purpose of this report is to reach a common understanding of this linkage and to establish a framework that takes this into account. With such a framework, the millions of dollars flowing to energy access initiatives around the globe can have a greater impact on the women and communities they are intended to serve. To investigate this gender-energy nexus, we analyzed a combination of quantitative and qualitative data. Our quantitative analysis uses both global indicator databases and national census data to understand the complex relationship between electrification and economic opportunity. This data is supplemented by a series of interviews with women in the developing world that examines the impact of energy on their personal lives and the lives of women in their countries. We conclude by offering ideas to accelerate benefits to developing nations through a “gender lens” approach to energy access programs.
On a macro level, we know that energy increases productivity and enables new industries to thrive, ultimately contributing to improved social and economic outcomes for individuals.4 According to the International Energy Agency (IEA), modern energy access at the household level is “a household having reliable and affordable access to clean cooking facilities, a first connection to electricity, and then an increasing level of electricity consumption over time to reach the regional average.”5 As this definition conveys, energy in rural developing country settings is often a continuum, potentially first being provided by small household items like a solar lantern, kerosene lamp, or improved cookstove, then possibly a small solar home system or diesel generator, and eventually provisioned through community-based mini grid options or possibly even connection to the national grid. Along this continuum, it is the outputs made accessible to end users by the provision of this energy—lighting, cooking, mobile phone charging, refrigeration, etc.—that are of interest to our investigation rather than the electricity inputs themselves.
“The solar home systems allow [women] to have more income. . . My opinion is that they tend to have more confidence if they can earn more income—sometimes equal to their husbands— and with that comes power.”6
—Salinee Tavaranan, Thailand
In exploring whether power translates to empowerment, we define modern energy access as reliable and affordable. We must also define meaningful economic empowerment. Often, participation in the labor force has been a proxy for economic empowerment. But in this case, we would then have to accept a wide range of outcomes as “success”—including extremely low-wage labor, poor working conditions, and participation in the informal economy. Instead, we use a much richer definition provided by the International Center for Research on Women: Economic empowerment is when a woman “has both the ability to succeed and advance economically and the power to make and act on economic decisions.”7 In this way, instead of just looking at female employment, we look at additional dimensions of employment that signify value and advancement, such as earned income, hours worked, class of work, job security, working conditions, and opportunity for advancement.8 We also look at the factors leading to empowerment around economic decision-making—namely skills and education—and at the overall relationship between poverty, gender inequality, and energy access.
Global data suggests that gender inequality (as measured by the Gender Inequality Index9) is strongly correlated with national poverty levels, as measured by the proportion of the population living under $1.25 a day (shown in figure 1).10
Whether through causation or correlation, gender inequality and poverty are closely intertwined; tackling the former means mitigating the latter. Energy access programs that are coupled with meaningful income-generating activities can play a critical role on both fronts. Analysis of country-level data shows that the greater the proportion of a country’s population that has access to electricity, the greater its gender equality—regardless of the proportion of its population living under $1.25 a day.11 In looking at energy usage, men and women have different energy needs, and both benefit differently from increased access to electricity.12 For example, improved access to time-saving electric appliances has been significantly more transformative for women than men due to women’s role relative to household chores. We see this in studies examining the impact of household appliances on US women during the last century. Coen-Pirani et al. found that “diffusion of household appliances contributed to the increase in married women’s labor force participation rates during the 1960s.”13 Yet we also know that, while freeing up extra time for women is necessary to advance economic empowerment, it is not sufficient. Lewis shows that from 1930 to 1960 in the United States, “household electriﬁcation had no immediate impact on female employment, but is associated with increased school attendance, particularly among teenage daughters, and ultimately led to improvements in the labor market outcomes of subsequent cohorts of women.”14 This study highlights two important points: 1) critical indirect benefits from energy access can be delayed—and even cross-generational—in terms of economic outcomes for women; and 2) improved energy access should be part of a broader strategy that enables women to spend their extra time on economically empowering activities.
To dig deeper into these complex relationships, we look at a trial of nearly 2 million women and men in rural Brazil—a country that saw a 2.8 percent annual growth in energy access between 1990 and 2010 and is one of the top 20 “fast-moving” countries in terms of electrification.15 In our analysis, we look at two measures of economic activity: employment and income. First, we ask: What individual characteristics make a woman in rural Brazil more likely to be employed? Our analysis shows that rural women and men with access to energy are 10.2 percent more likely to be employed than their counterparts without access, after controlling for other important variables such as marital status, ownership of dwelling, household size, education level, and state of residence.16 We also see that electric appliances are key. Women with a washer, for example, are 6.4 percent more likely to be employed than women without; for men, the effect is negligible.17 These results are consistent with previous findings that household appliances positively impact female labor force participation rates. We also note that of the factors included in the analysis, education was the strongest predictor of women’s employment. This is important because initial access to electricity is most often used for lighting, which in turn increases productive time for work and study,18 contributing to improved education outcomes19 and thus to women’s prospects for employment and advancement. Evidence from Brazil is consistent and compelling: Girls in rural areas with access to electricity are 59 percent more likely to complete primary education by the time they are 18 years old than those without (see figure 2).20
Next, we ask: How strongly is access to energy correlated with higher income for women? An initial look at the data reveals a striking gap in income for women with and without energy access. For example, the income of self-employed rural women with access to energy is over twice that of their counterparts without access to energy. For rural female wage/salary workers, access to energy is correlated with 59 percent higher wages. Similar trends hold for men. These gaps are even more pronounced in urban settings—148 percent to 322 percent higher incomes for those with electricity—as shown in figure 3.21
To determine that these differences in income levels are correlated with access to electricity, rather than with characteristics like level of education, industry, or occupation, we use a basic regression model. Again, we see that access to energy and a household appliance like a washer are positive predictors of income. Given the average rural incomes for men and women ($571 and $365, respectively), we see that having access to energy is correlated with a 10 percent higher income and having a washer with a 33 percent higher income—for both women and men.22 Importantly, the correlation of washer ownership with employment only exists for women.
Our analysis draws a clear line from modern energy access to women’s economic participation. What are those factors, then, that translate energy into a reliable mechanism for women’s economic empowerment at the community level? From our experience implementing energy programs in developing countries and interviewing women on the ground, there can be many ways that energy access accelerates opportunities for women by moving them into more productive activities.
Women are often disproportionately responsible for household duties. This is particularly acute in rural settings, where women spend considerable time on tasks such as collecting firewood for basic cooking, heating, and lighting needs. Access to energy allows for more efficient products—from those as basic as a solar lantern to those as advanced as a washing machine. These products can reduce the time burdens of domestic responsibilities and create time for more productive, formal engagement in the local economy outside the home. Empirical studies that have examined the impact of electrification on female labor rates in developing country settings reinforce this hypothesis.
“Ninety percent of the women in my country have the responsibility of housewife. To run a house requires resources, and energy is one of the most important requirements for that. Keeping the house warm, cooking, washing, and cleaning all require reliable sources of energy.”23
—Roqia Motammhid, Afghanistan
A study executed by Taryn Dinkelman in South Africa during the mass rollout of electrification found that rural electrification raised female employment in electrified communities by 9.5 percent, likely because it released women from home production and enabled microenterprises, while having an indeterminate impact on male labor rates in the same communities.24 Another study by Grogan and Sadanand in Nicaragua illustrates that access to reliable electricity increases the propensity of rural women to work outside the home by approximately 23 percent due to more efficient home production in the form of lighting and modern cooking appliances, while it has no impact on male employment.25
“From one side, there’s always the potential for new businesses and new jobs for women, whether it’s in particular in the energy sector or even in the supporting businesses around it.”26
—Ruba A. Al-Zu’bi, Jordan
Microenterprises are recognized as key contributors to rural job creation and poverty alleviation, and electricity is often a necessary and important input.27 Women are able to dedicate time to wealth-enhancing activities—whether it be starting a small franchise, selling crafts, or working in the local store—and have reliable electricity for productivity-enhancing machinery. Microenterprises in particular require electricity to draw in customers, extend operating hours, Improve working conditions, automate production, preserve products, and communicate beyond the local market.28
There are a multitude of studies that demonstrate that improved access to electricity improves baseline living conditions for women. These studies show improvements to women’s health through cleaner indoor air; better nutrition and food safety due to improved refrigeration; and improved health knowledge through better access to mass media and more time to read.29 Interior and exterior lighting in rural settings often means improved security for women, enabling greater mobility to engage in productive activities under safe conditions. Anecdotal evidence also shows improved education for girls as a result of access to electricity, although most empirical studies do not show gender-differentiated impacts.30 Improving these baseline conditions facilitates the ease by which women can participate in the local economy: Healthy, safe, and informed individuals are more apt to be productive.
“The single biggest challenge is security; the absence of affordable electricity opened the way for the ex-combatants to turn into armed robbers, unleashing mayhem on residents of areas not provided with electricity. Personally, my mother almost died because of the lack of affordable electricity.”31
—Tenezee Miatta Emeka, Liberia
There are opportunities to directly employ women in the electricity sector along the entire value chain, from installation and maintenance to distribution to billings and collections. Each aspect of the sector has a particular value proposition for women’s involvement. For example, collection rates on electricity bills, in both urban and rural settings, are extremely low across developing countries. The fields of microfinance and gender lens investing suggest that women are generally better credit risks for lending institutions and have better repayment rates than men.32 This makes them uniquely suited to be part of the collection system. accurate evidence from a pilot program in Ghazni, Afghanistan, shows that the local water utility was able to increase collections by 75 percent in the first month of a program that employed a brother and sister team to read utility meters. Among other factors, the woman was able to access meters at times when only women were home, which was culturally impermissible when the utility readers were men only.33
“In my community, consumed electricity is metered according to the communal meter. . . If even one household fails to pay the electricity bill, the whole community is disconnected. I assist my community in collecting electricity bills in the community to ensure timely and accurate payment of the bill that guarantees uninterrupted electricity supply to the village.”34
—Marika Taniashvili, Georgia
As such, women’s particular roles in their families and communities, as well as their credit risk profile, make them potentially more effective than men for specific roles within the sector. In turn, this helps women to benefit from new employment opportunities and higher incomes, as well as creating positive implications for the community at large.
Maximizing the benefits accruing to women is as straightforward as applying a “gender lens” throughout, from the initial assessment to design and implementation, all the way through to monitoring and evaluation. In a sector that has normally not used a gender perspective, this is important. These gender-focused additions act as “X factors” that donor institutions and host governments can layer on to expand rural energy programs into economic empowerment programs, thereby magnifying the impact for local communities. We offer some considerations for each aspect of the process.
Before programs are designed, investigate the challenges of uptake in target communities, the demand factors for labor, and the potential areas for economic growth in the community, all with a gender-differentiated lens. Energy access and its potential impact on women is highly contextual to cultural sensitivities, religious beliefs, intra-household dynamics, ability to pay, and other economic and social factors. Furthermore, demand in local economies and drivers of labor will differ across communities, states, and countries. Understanding what kinds of jobs women want and how energy programs can be designed to foster them can enable an even more effective program design. Gendered assessments can illustrate the nuances of the local economy and, more specifically, how women interact with that economy. This in turn can lead program designers to better understand what type of rural electricity should be delivered, in what location, at what scale, and at what cost.
In Lao PDR’s rural electrification program, an assessment unearthed that grid connection uptake rates (that is the number of households that connect to the grid once it has been extended to a village) remained disproportionately low among female-headed households. In response, the program created a pro-poor, gender-sensitive subsidy targeted at female-headed households.
This was done through gender-appropriate materials that highlighted the benefits of electricity, gender-inclusive consultation and participation (for example, by scheduling meetings at times women were likely to be available), and female-friendly lending techniques. Without a targeted gendered assessment, this insight would not have been available. Connection rates went to well over 90 percent, even reaching 98 percent in several instances.35
Once the initial assessment has been conducted, consult with women before rolling out an energy access program. This can provide insights into elements such as preferred methods for delivering electricity systems, how to design communications about new energy systems, and how to price the new systems, among other important factors. Including women in the planning stages is particularly important with electricity, which has traditionally been a male-dominated sector but is increasingly focused on the profiles of end users. Because of this, donors and host governments should be inclusive and creative, consulting with local women on a conscious, continuous, and concerted basis.
Governments could consider reserving dedicated spots for women as community representatives and within the electricity entities themselves, whether a rural electricity cooperative board of directors or a distribution billing and collections team. Intentionally seeking women’s opinions may lead to new insights and surprising innovations that can enhance a program’s effectiveness.
Piggyback energy access onto complementary programs that Improve job prospects or enable entrepreneurship. Certain factors, such as access to capital, reliable Internet access, business associations or networks, training and education, and access to markets will increase the economic growth value of improved electricity access when sewn into rural energy programs.
Women’s particular challenges, such as fewer assets and the need to still fulfill household duties such as caring for children, must be considered. In order to capture the entrepreneurial gains, donors and host governments should incorporate one or two carefully selected factors into program design so that beneficiaries are presented with a multifaceted package. They may want to consider pilot programs in communities that already demonstrate some of these factors—for example, communities that offer strong women’s networks and female-friendly lending institutions—to increase the likelihood of early pilot successes.
See endnote 36
During and after energy access program implementation, use gender-differentiated indicators to measure the impact. Although there has been a significant investment in rural electrification, gender-disaggregated results are rarely captured, which impedes the ability to understand effective design factors and degree of impact by gender. Utilizing a targeted M&E framework of key performance indicators not only allows gender-differentiated linkages to be drawn, but also creates space for modifications to be made over time. Rigorous, regular, and objective measurement holds donors, governments, and implementing organizations alike accountable for their outcomes. Likewise, this accountability provides motivation to review and refine implementation strategies that are not working.
Given the global emphasis on energy access, many of these programs are likely to be rolled out in the near future, with millions of dollars in funding being committed. This represents a rare opportunity to intentionally shape programming so that it is not only electrifying communities, but empowering women within those communities to be more efficient in their household duties, make further gains in education, enter the workforce, and start businesses. Not only will this provide opportunities for those often disenfranchised, but it will also help accelerate economic growth in developing countries and lay the foundation for an emerging middle class. If done thoughtfully, spurring access to energy could spur 50 percent of a labor force to be more productive and more engaged. A gender lens approach to energy access programs can be beneficial all the way around—for women, for local communities, and for emerging nations.
TABLE 1. EMPLOYMENT PROFIT ANALYSIS RESULTS
Prob(Y = 1) = Φ(α + β1×1 + β2×2 +…+ ε), where Y = employed
TABLE 2. INCOME REGRESSION ANALYSIS RESULTS
yi = α + β1xi1 + β2xi2 +…+ εi, where y = income
Kathleen O’Dell, Association of Energy Engineers (AEE)-certified carbon reduction manager, is a senior manager with Deloitte Consulting LLP’s Strategy & Operations supply chain practice. She has 16 years of international development experience in clean energy, energy efficiency, private sector development, and the gender-energy nexus. O’Dell has managed projects for various public sector entities and international donor organizations in Bangladesh, Ethiopia, Jordan, Kenya, Lesotho, Mongolia, Tanzania, Ukraine, Vietnam, and West Bank. She is currently managing a global USAID infrastructure & sustainability portfolio that includes the Catalyzing Clean Energy in Bangladesh project, which aims to scale up industrial energy efficiency and distribution of improved cookstoves, and the Jordan Energy Sector Capacity Building project, which is enabling utility-supported energy efficiency programs and strengthening key governmental institutions and energy service providers. In 2012, O’Dell completed a two-year assignment based in Amman, Jordan. She is currently a board member and international committee chair of AEE’s Council on Women in Energy & Environmental Leadership.
Sophia Peters is a manager with Deloitte Consulting LLP’s Strategy & Operations group. She has a background in economics and professional experience working in the energy sector and on community development projects. Currently, she supports a variety of projects for international energy clients in emerging markets focused on clean energy policy, access to finance, electricity markets, and power project development. Peters specializes in financial, economic, and policy analysis, with a specific interest in how consumers make decisions. Within this, she has worked on several projects at the intersection of gender, energy, and economic growth, with a perspective that women can be a catalyst for economic development goals. Peters has worked on long-term projects in Latin America, the Balkans, Southeast Asia, and East Africa, as well as on US domestic policy for the EPA and DOE. She recently supported the USG’s Power Africa Initiative—a whole-of-government initiative to accelerate transactions in the power sector across key sub-Saharan African countries with a goal of creating 30,000 MW of new power for economic growth on the continent. She has published on energy issues in developing countries, including a Deloitte University Press report on stimulating demand for clean cookstoves in low-income markets. She holds a master’s in public policy from Princeton University’s Woodrow Wilson School and a bachelor’s degree from Duke University. She is fluent in Spanish.
Kate Wharton is a consultant with Deloitte Consulting LLP’s Strategy & Operations group, with a focus on emerging markets. She has a background in economics and expertise in data analysis and visualization, impact measurement, strategic planning, and innovation. Wharton supports the USAID Jordan Energy Sector Capacity Building project and World Bank Water and Sanitation Program’s Domestic Private Sector Participation initiative. She co-founded and leads D2international, a Deloitte social impact fellowship, where she has led projects for non-profit and social enterprise clients internationally. Wharton has led teams to develop and deliver a monitoring and evaluation solution for a women’s empowerment organization in the Highlands of Guatemala, as well as to develop strategic guidance around the rollout of a new social enterprise incubator for youth in Bosnia and Herzegovina. She holds a degree in economics and international affairs and a minor in Spanish from the Georgia Institute of Technology.
Originally published by Deloitte University Press on dupress.com. Copyright 2015 Deloitte Development LLC.
The MarketWatch News Department was not involved in the creation of this content.
Jul 11, 2022 (Alliance News via COMTEX) -- Key Companies Covered in the Software defined networking Market Research are Arista Networks Inc., Broadcom Inc., Cisco Systems, Inc., Citrix Systems, Inc., Dell Technologies, Inc., Extreme Networks, Inc., Hewlett Packard Enterprise Development LP, International Business Machines Corporation, Juniper Networks, Inc., and NEC Corporation. and other key market players.
Software-defined networking is a networking approach that enables network to be centrally and intelligently controlled or programmed with the help of software-based controllers or application programming interfaces (APIs) to make a network easier and flexible to manage. It optimizes the network resources and quickly adapts networks to changing applications, business needs, and data traffic.
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In addition, it delivers a wide range of business benefits such as enhanced ability to respond quickly to the issues and outages for improved network availability, increased flexibility & acceleration of time-to-market for new applications, and programmability for making networking simple for organizations to automate their network functions and reduce operating costs.
Increase in adoption of cloud computing, surge in investments in software-defined networking/network function virtualization to reduce capital expenditures (CAPEX) and operating expenses (OPEX), and increase in need for mobility services are the major factors that drive the growth of the global software-defined networking market. Cloud computing and virtualization are enabling organizations to upgrade their networks with technologies such as software-defined networking to become flexible to respond varying IT and business requirements.
To keep pace in the competitive environment, various companies are deploying software-defined networking technology to revolutionize their network operations and design. In addition, the outbreak of the COVID-19 pandemic has led to increase in bandwidth usage, which is increasing the adoption and upgrades of software-defined networking technologies. However, legacy network equipment issues and security risks due to centralized nature of data plane may hinder the market growth.
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On the contrary, rise in the implementation of IoT applications and intelligent edge and coordination of these advanced technology/applications with software-defined networking are anticipated to provide remunerative opportunities for the growth of the global market. In addition, rise in demand for software-defined networking due to the emergence of 5G network is expected to be opportunistic for software-defined networking the expansion of the market during the forecast period.
The global software-defined networking market is segmented into component, organization size, end user, industry vertical, and region. On the basis of component, the market is categorized into solutions and services. The solution segment is further segregated into physical network infrastructure, virtualization & control software, and SDN applications. The services segment is subsegmented into professional services and managed services. By organization size, the market is classified into large enterprises and small- & medium-sized enterprises.
Depending on end user, it is fragmented into telecommunication service providers, cloud service providers, and enterprises. According to industry vertical, it is differentiated into IT, consumer goods & retail, BFSI, defense, telecom, healthcare, and others (media & entertainment, energy & power, and manufacturing). Region wise, it is analyzed across North America, Europe, Asia-Pacific, and LAMEA.
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KEY BENEFITS FOR STAKEHOLDERS
– The study provides an in-depth analysis of the software-defined networking market along with current trends and future estimations to elucidate imminent investment pockets.
– Information about key drivers, restrains, and opportunities and their impact analysis on the market size is provided in the report.
– Porter’s five forces analysis illustrates the potency of buyers and suppliers operating in the industry.
– The quantitative analysis of software-defined networking market for the period 2020-2027 is provided to determine the market potential.
KEY MARKET SEGMENTS
o Physical Network Infrastructure
o Virtualization & Control Software
o Software-defined Networking Applications
o Professional Services
o Managed Services
BY ORGANIZATION SIZE
– Large Enterprises
– Small- & Medium-sized Enterprises
BY END USER
– Telecommunication Service Providers
– Cloud Service Providers
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BY INDUSTRY VERTICAL
– Consumer Goods & Retail
– North America
o Rest of Europe
o South Korea
o Rest of Asia-Pacific
o Latin America
o Middle East
Table of Content:
Key Benefits for Industry Participants & Stakeholders
Key Questions Answered in the Market Report
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The global Hyper-Converged Infrastructure market size was USD 5.88 billion in 2020. The market is projected to grow from USD 6.79 billion in 2021 to USD 32.19 billion by 2028 at a CAGR of 24.9% during the 2021-2028 period.
Report 2022-2029, has been prepared based on an in-depth market analysis with inputs from industry experts. The Hyper Converged Infrastructure Market Size study sheds light on the important growth dynamics expected to prevail across the assessment period 2022-2029. It offers valuable information on changing market dynamics, major segments, top investment pockets, and competitive scenario for market players, investors, shareholders, and new entrants The study offers statistics of key segments across prominent geographies, along with a detailed mapping of the global competitive landscape.
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The report covers extensive analysis of the key market players in the market, along with their business overview, expansion plans, and strategies. The key players studied in the report include:
Trend for Disaster Recovery and Data Security to Bolster Growth Potentials
Industry participants are expected to inject funds into robust HCI services, including disaster recovery and data security. IBM asserts the total average cost of data security breach stood at USD 3.86 million per breach in 2020. Enterprises are likely to exhibit an inclination for hyper-converged solutions and services to minimize the risk of data security breaches. Besides, the solution has become trendier to boost performance and minimize OPEX. Stakeholders expect a high-security AMD processor suite to gain ground globally, fostering the hyper-converged infrastructure market growth.
However, stakeholders are likely to grapple with high power requirements and compatibility issues. The prevalence of workloads in a limited space could compel leading companies to rethink their strategies.
The report provides detailed insights on drivers, restraints, and opportunities to help the market players in devising several growth strategies. The rise in demand for compound semiconductor epitaxial wafer in consumer electronics, the surge in implementation of wafers in the automotive industry, and the increase in use of compound semiconductor wafers photovoltaic, photonics, spintronics, and others are expected to drive the growth of the global compound Hyper Converged Infrastructure Market during the forecast period. On the other hand, the extortionate cost of wafer manufacturing is expected to hinder the growth to some extent. However, the increase in popularity of IoT in wafers is expected to create ample opportunities for the industry.
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What’s Included in the Report
The report provides a detailed scenario of the impact of the Covid-19 pandemic on the compound Hyper Converged Infrastructure Market globally. The outbreak of COVID-19 has had a negative impact on the growth of the global compound Hyper Converged Infrastructure Market, owing to the prevalence of lockdowns in numerous countries across the globe. Lockdowns led to the closure of various electronics manufacturing hubs across the globe, adversely affecting the supply chain of Hyper Converged Infrastructure Market. This created a shortage of materials, components, and finished goods. However, the market is expected to recoup soon.
The report offers detailed segmentation of the global compound Hyper Converged Infrastructure Market based on type, deposition technology, product, application, and region. These insights are helpful for new as well as existing market players to capitalize on the fastest growing and largest revenue-generating segments to accomplish growth in the future.
Based on product, the power segment generated the highest market share in 2020, garnering more than one-fourth of the global market. The transistor segment, on the other hand, would cite the fastest CAGR during the forecast period.
Management of Hyper Converged Infrastructure Market deals with the creation of benefits for the past buying and provides incentives for future buying. The Rewards program provides the customer with strong value, with better customer penetration, cross-sales, and Market. A Market system comprises operational parameters that include; financing options, program design, and transaction types. It also incorporates different value parameters such as redemption thresholds, reimbursement options, and earnings rates. Many organizations concentrate their activities on spending on Market programs. This allows the promotion of brands and continues to attract a new audience. It helps collect more information and insights to develop a more sophisticated customer profile. For the reason of its influence on the brand value and the capability of Hyper Converged Infrastructure Market programs to sustain and attract potential customers, Market management is a key part of the seller strategy.
An in-depth qualitative and quantitative research of the global Hyper Converged Infrastructure Market has been undertaken in this report. The study reckons various important aspects of the market by focusing on the historical and forecast data. Information pertaining to SWOT analysis as well as Porter’s five force model analysis has been encompassed in the report.
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Table of Contents
Detailed TOC of Hyper Converged Infrastructure Market Development Strategy Pre and Post COVID-19, by Corporate Strategy Analysis, Landscape, Type, Application, and Leading Countries
1 Market Overview
1.1 Product Definition and Market Characteristics
1.2 Global Hyper Converged Infrastructure Market Size
1.3 Market Segmentation
1.4 Global Macroeconomic Analysis
1.5 SWOT Analysis
2. Market Dynamics
2.1 Market Drivers
2.2 Market Constraints and Challenges
2.3 Emerging Market Trends
2.4 Impact of COVID-19
2.4.1 Short-term Impact
2.4.2 Long-term Impact
3 Associated Industry Assessment
3.1 Supply Chain Analysis
3.2 Industry Active Participants
3.2.1 Suppliers of Raw Materials
3.2.2 Key Distributors/Retailers
3.3 Alternative Analysis
3.4 The Impact of Covid-19 From the Perspective of Industry Chain
4 Market Competitive Landscape
4.1 Industry Leading Players
4.2 Industry News
4.2.1 Key Product Launch News
4.2.2 M and A and Expansion Plans
5 Analysis of Leading Companies
6 Market Analysis and Forecast, By Product Types
6.1 Global Hyper Converged Infrastructure Market Sales, Revenue and Share by Types(2017-2022)
6.1.1 Global Hyper Converged Infrastructure Market Sales and Share by Types(2017-2022)
6.1.2 Global Hyper Converged Infrastructure Market Revenue and Share by Types (2017-2022)
6.1.3 Global Hyper Converged Infrastructure Market Price by Types (2017-2022)
6.2 Global Market Forecast by Types (2017-2022)
6.2.1 Global Market Forecast Sales and Market Share by Types(2022-2029)
6.2.2 Global Hyper Converged Infrastructure Market Forecast Revenue and Share by Types(2022-2029)
6.3 Global Sales, Price and Growth Rate by Types(2017-2022)
7 Market Analysis and Forecast, By Applications
7.1 Global Hyper Converged Infrastructure Market Sales, Revenue and Share by Applications(2017-2022)
7.1.1 Global Hyper Converged Infrastructure Market Sales and Share by Applications(2017-2022)
7.1.2 Global Hyper Converged Infrastructure Market Revenue and Share by Applications(2017-2022)
8 Market Analysis and Forecast, By Regions
8.1 Global Hyper Converged Infrastructure Market Sales by Regions(2017-2022)
8.2 Global Hyper Converged Infrastructure Market Market Revenue by Regions(2017-2022)
8.3 Global Hyper Converged Infrastructure Market Market Forecast by Regions(2022-2029)
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CCNA Data Center (Cisco)
CCNP Data Center (Cisco)
JNCIP-DC (Juniper Networks)
*Search results for the generic phrase “VCE data center engineer”
Regardless of which job board you use, you’ll find many employers looking for qualified people to join their data center teams. SimplyHired lists 114,000-plus data center jobs in the U.S., with more than 172,000 on Indeed, 50,000 on LinkedIn Jobs and 20,000 on LinkUp. With the right credential(s) in hand, one of these jobs is sure to be yours.
Data center job roles start at the network technician level and advance through senior architect. Most of the certifications covered would fit well with an associate- or professional-level network engineer position. According to SimplyHired, the average salary for network engineer jobs is about $79,000, and $111,000 for senior network engineers. Glassdoor reports a U.S. national average salary of about $73,000 for network engineers, and their average for senior network engineers climbs to $94,000.
Cisco certifications continue to be some of the most recognizable and respected credentials in the industry. The CCNA Data Center certification is a great introductory certification for networking professionals who want to specialize in data center operations and support and have 1-3 years of experience.
Candidates for the CCNA Data Center certification need to understand basic data center networking concepts. These include addressing schemes, troubleshooting and configuring switches with VLANs and routers using Nexus OS, network and server virtualization, storage, and common network services such as load balancing, device management and network access controls.
The CCNA Data Center is valid for three years, after which credential holders must recertify. Recertification requires passing a current version of one of the following exams:
Candidates can also sit through the Cisco Certified Architect (CCAr) interview and the CCAr board review to achieve recertification for CCNA Data Center.
Networking professionals looking to validate their data center skills and achieve a competitive edge in the workplace can’t go wrong with the Cisco Certified Network Professional (CCNP) Data Center credential.
Geared toward technology architects, along with design and implementation engineers and solutions experts, the CCNP Data Center identifies individuals who can implement Cisco Unified Computing System (UCS) rack-mount servers; install, configure and manage Cisco Nexus switches; and implement and deploy automation of Cisco Application Centric Infrastructure (ACI). The CCNP Data Center is designed for candidates with 3-5 years of experience working with Cisco technologies.
When pursuing the CCNP Data Center, Cisco lets you choose either a design or troubleshooting track. Related data center certifications include the Cisco Certified Network Associate (CCNA Data Center), for those with 1-3 years of experience, and the Cisco Certified Internetwork Expert (CCIE) Data Center, aimed at professionals with seven or more years of experience.
The CCNP Data Center is valid for three years, after which credential holders must recertify. The recertification process requires candidates to pass a single test to maintain the credential, or to sit for the Cisco Certified Architect (CCAr) interview and the CCAr board review. Credential holders should check the Cisco website for the current list of qualifying exams before attempting to recertify.
|Cisco Certified Network Professional Data Center (CCNP Data Center)|
Prerequisites and required courses
|Valid Cisco Certified Network Associate Data Center (CCNA Data Center) certification or any Cisco Certified Internetwork Expert (CCIE) certification. Training recommended but not required; classes are usually four or five days and start at $3,950.|
Number of exams
All exams are 90 minutes, 60-70 questions.
Cost per exam
|$300 per exam; $1,200 total (price may vary by region). Exams administered by Pearson VUE.|
|The certification page provides links to self-study materials, including the syllabus, study groups, webinars, Cisco Learning Network resources and learning partner content.|
Juniper Networks, based in California and incorporated in 1997, develops and sells network infrastructure equipment and software aimed at corporations, network service providers, government agencies and educational institutions. The company has a large certification and training program designed to support its solutions, which includes Data Center, Junos Security, Enterprise Routing and Switching, and Service Provider Routing and Switching tracks.
The Data Center track recognizes networking professionals who deploy, manage and troubleshoot Juniper Networks Junos software and data center equipment. The single test (JN0-680) covers data center deployment and management, including implementation and maintenance of multi-chassis link aggregation group (LAG), virtual chassis and Internet Protocol (IP) fabric, virtual extensible LANs (VXLANs), and data center interconnections.
The JNCIP-DC certification is good for three years. To renew the certification, candidates must pass the current JNCIP-DC exam.
VCE, short for Virtual Computing Environment, was part of EMC Corporation, which Dell acquired in 2016. The VCE line of converged infrastructure appliances are still being manufactured and widely sold, and the company has a handful of VCE certifications geared toward designing, maintaining and supporting those solutions.
VCE certifications are now part of the larger Dell EMC Proven Professional certification program but have retained some independence. The program currently offers the VCE Certified Converged Infrastructure Associate (VCE-CIA), VCE Converged Infrastructure Administration Engineer (VCE-CIAE) and VCE Converged Infrastructure Master Administration Engineer (VCE-CIMAE) credentials. We focus on the VCE Administration Engineer in this article because it’s available to the public as well as Dell employees and partners, and it ranks well in job board searches.
The VCE-CIAE is a professional-level credential that recognizes professionals who manage and support Vblock Systems. The single test includes courses such as system concepts, administration, security, resource management, maintenance and troubleshooting.
Candidates must recertify every two years to maintain a VCE certification. To renew, credential holders must pass the current VCE-CIA test (this is the prerequisite for the VCE-CIAE certification), as well as pass the current VCE-CIAE test or earn a higher-level credential.
The VCP6-DCV is one of those credentials that sits firmly on the line between traditional data center networking and cloud management. As such, it appeals to a wide networking audience. In fact, the VMware website states that more than 100,000 professionals have earned VMware VCP6-DCV certification, making it one of the company’s most popular certifications.
VMware offers an extensive certification program with a rigorous Data Center virtualization track, which includes the VCP6-DCV. Candidates must thoroughly understand Domain Name System (DNS), routing and database connectivity techniques, and how to deploy, configure, manage and scale VMware vSphere environments and storage. VMware recommends that candidates have a minimum of six months of experience with VMware vSphere 6 before attempting the VCP6-DCV certification.
New candidates must take a VMware training course and pass two exams. Training courses start at $4,125; pricing is based on the specific course, delivery format and learning partner.
VMware requires credential holders to recertify every two years. Recertification is achieved by taking whatever test is most current for the certification, earning a new VCP certification in a different solution track or advancing to the next-level VMware certification.
Note: VMware certifications are geared toward the VMware vSphere product, the latest incarnation of which is Version 6.5. As of April 2019, VMware is still rolling out various Version 6.5 exams. Currently, Version 6.5 exams are offered for the Professional and Advanced Professional (Design only) levels. We anticipate that Version 6.5 exams and credentials at the Associate, Advanced Professional Deploy and Expert levels will follow soon.
|VMWare Certified Professional 6 – Data Center Virtualization (VCP6-DCV)|
Prerequisites and required courses
|Candidates who are new to VMware Data Center Virtualization technology: Six months’ vSphere 6 experience plus one of the following training courses:
Note: The cost of VMware training varies; expect to pay from $4,125 for classroom training to more than $6,000 for Bootcamps and Fast Track courses.
Number of exams
|Two exams for new candidates, those with vSphere 5 training only, those with an expired VCP in a different solution track or those with an expired VCP5-DCV certification:
One test for candidates with valid VCP5-DCV certification: VMware Certified Professional 6 – Data Center Virtualization Delta exam, 2V0-621D, 105 minutes, 65 questions
One test for candidates with valid VCP certification, any solution track: VMware Certified Professional 6 – Data Center
Exams administered by Pearson VUE.
Cost per exam
|Links to an test guide, training and a practice test (if available) appear on each test page (see the How to Prepare tab). VMware Learning Zone offers test prep subscriptions. Numerous VCP6-DCV study materials are available through Amazon. MeasureUp offers a VCP6-DCV practice test ($129) and a practice lab ($149).|
While not featured in the top five this year, the BICSI Data Center Design Consultant (DCDC) is a terrific certification, designed for IT professionals with at least two years of experience in designing, planning and implementing data centers. This vendor-neutral certification is ideal for data center engineers, architects, designers and consultants. Another good vendor-neutral certification is Schneider Electric’s Data Center Certified Associate (DCCA), an entry-level credential for individuals who design, build and manage data centers as part of a data center-centric IT team.
CNet’s Certified Data Centre Management Professional (CDCMP) and Certified Data Centre Technician Professional (CDCTP) are also worthy of honorable mention. Based in the U.K., these certifications don’t appear in a lot of U.S. job board postings but still deliver solid results from a general Google search.
IT professionals who are serious about advancing their data center careers would do well to check out complementary certifications from our featured vendors. For example, Cisco also offers a number of certifications in data center design and support, including application services, networking infrastructure, storage networking and unified computing. VMware also offers additional data center virtualization certifications worth exploring, including the VMware Certified Advanced Professional 6.5 – Data Center Virtualization Design (VCAP6.5-DCV Design) and the VMware Certified Design Expert (VCDX6-DCV). Also, the Dell EMC Proven Professional certification program offers a bevy of data center-focused certifications, including the Dell EMC Implementation Engineer (EMCIE) and the Dell EMC Certified Cloud Architect (EMCCA).
Because of the proliferation of data center virtualization and cloud computing, you can expect the data center networking job market to continue to remain strong soon. Achieving a certification can be a real feather in your cap, opening the door to new and better work opportunities.
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Fit your professional goals into your busy schedule when you earn the new Master of Business Administration (MBA) in Operations and Supply Chain Management from Southern New Hampshire University.
This MBA degree can deepen your understanding of procurement, transportation planning, inventory control and warehouse management. It can also help strengthen your knowledge of customer service standards in both national and global markets.
With curriculum revised in 2021, this MBA program is filled with business practices that are key to supply chain. And the leadership skills taught throughout the program have been designed to help you impact teams and individuals throughout an organization.
SNHU's online MBA program is one of the most affordable in the nation – now with a total tuition investment of $18,810. And coursework can be completed in about a year if you opt to enroll full time. And while SNHU’s MBA program is efficient and cost effective, students will still find the rigor and complexity expected from a Master of Business Administration program.
From accurate undergraduates to established professionals, this program is ideal for anyone looking to strengthen their marketability, enhance their business skill sets and increase career opportunities with a business degree.
Learn how to:
A growing understanding of the critical nature of supply chain operations makes this program a highly valued degree. The MBA in Operations and Supply Chain Management from Southern New Hampshire University combines quantitative, analytical and problem-solving skills. This results in an education that can prepare you to succeed in a high-demand industry.
The ability to combine operational function with technology, data analysis and automation are crucial for a wide array of business operations. With the workforce more remote than ever, the more skilled you are in business practices, finance, economics and especially decision-making, the better positioned you may be to lead.
Our master’s in supply chain management MBA program is designed to set you up for success in this increasingly important and in-demand field.
Earning your MBA in Operations and Supply Chain Management degree online at SNHU can help you develop a diverse set of leadership and management skills. This program may position you for an exciting career in the following roles:
“(Supply chain) is a very sought-after career,” said Dr. Zuzana Buzzell, associate dean of business programs at SNHU. Working in supply chain management “is beneficial for learners looking to enter the field of operation management or someone switching careers with other experiences.”
MBA graduates are still some of the most sought after and employable in today's market. It is one the most respected and versatile degrees in business, and demand remains high by both degree-seekers and employers.
Job prospects for those with an MBA in supply chain management appear to be much faster than other occupations in the coming years.1 The U.S. Bureau of Labor Statistics projects employment of logisticians to grow 30% between now and 2030, with a median annual salary of $76,270.1
Furthermore, job opportunities for operations research analysts are predicted to grow quite a bit, at 25% predicted job growth between now and 2030, with a median annual salary of $86,200.1
Thinking about those positions from a leadership perspective, it's important to note that an MBA qualifies you for management level or above careers across many business disciplines (operations, marketing, finance, human resources, etc.) Through 2030, the BLS projects 9% growth.1 The salary is impressive, as well: In 2020, the median annual wage for management occupations was $109,760, which was the highest of all the major occupational groups.1
According to a Graduate Management Admission Council (GMAC) Enrolled Student Survey, almost 8 in 10 enrolled students agree that a graduate business education is a worthwhile investment, even in times of economic uncertainty.2 Most survey respondents felt confident in their employability in the face of the many challenges imposed by the global coronavirus pandemic.2
Even in the wake of so much change, we continue to persevere. Take a look at some of the most significant findings from the 2021 GMAC Demand for Graduate Management Talent Survey3:
Revised in 2021, our supply chain online MBA program was decreased to just 10 courses – giving you the ability to complete the degree in just over a year, should you attend full time.
Benefits of the new curriculum include the opportunity to earn credentials throughout your program, multimedia content and scenario-based learning activities.
"Scenario-based learning provides learners the ability to practice using what they learn and apply it to a real-world scenario of a likely business problem," said Dr. Mark Hobson, senior associate dean of business at Southern New Hampshire University. "It will appear in every course. It places the learner inside a novel experience with learning tools and an instructor who acts like a coach and mentor."
Of the 10 classes that make up the online master’s in supply chain management MBA program, 7 of them are part of your business core. Here, you'll learn traditional courses like marketing, accounting and decision-making, but instead of learning about each class by class, they're woven throughout the curriculum, so you can better learn how the skills you're developing work with each other.
You’ll then have 3 courses that make up the concentration dedicated to the close application of operations and supply chain principles, including courses like:
The supply chain courses provide supplemental material to that of the major core. You'll graduate knowing how to provide the right product at the right time in the right quantity to meet customer needs.
This degree program “provides a balanced skills-based curriculum to provide learners with a fast track career advancement opportunity,” said Dr. Zuzana Buzzell, associate dean of business programs at Southern New Hampshire University.
Southern New Hampshire University's MBA programs include cross-cutting themes of leadership, strategy, ethics, management, technology and innovation. The program is integrated with new learning experiences and formats including;
Online MBA students can also pursue a graduate certificate in supply chain management beyond the standard degree program. This option allows you to list another significant credential on your resume with minimal additional coursework. The certificate consists of 4 required courses plus an additional 6 credits of your choice of several different operations and supply chain management courses.
Don't have a business background? No problem. Our MBA is accessible to everyone. Interested students must have a conferred undergraduate degree for acceptance, but it can be in any field. Those without an undergraduate Logistics and Transportation, business or a related field may be asked to complete up to 2 foundation courses to get started as to adequately prepare themselves for the rigor that is to be expected with any MBA program. These foundations cover essential business skill sets and can be used to satisfy elective requirements for the general-track MBA. With foundations, the maximum length of your online MBA would be 36 credits.
Attend full time or part time. Students in the MBA have the option to enroll full time (at 2 classes per term) or part time (with 1 class per term). Full-time students should be able to complete the program in about 1 year, while part-time students could finish in about 2 years. Our SNHU students are busy, often juggling jobs, family and other obligations, so you may want to work with your academic advisor to identify the course plan that works for you. The good news is, you can switch from full time to part time and back again as often as you want.
Tuition rates for SNHU's online degree programs are among the lowest in the nation. We offer a 25% tuition discount for U.S. service members, both full and part time, and the spouses of those on active duty.
|Online Graduate Programs||Per Course||Per Credit Hour||Annual Cost for 15 credits|
(U.S. service members, both full and part time, and the spouses of those on active duty)*
Tuition rates are subject to change and are reviewed annually.
*Note: students receiving this rate are not eligible for additional discounts.
$150 Graduation Fee, Course Materials ($ varies by course)
Telecom Technologies Market 2022 Research report presents valuable source of insightful data for business strategists. It provides the industry overview with growth analysis and historical & futuristic cost, revenue, demand, and supply data. The research analysts provide a detailed description of the value chain and its distributor analysis. The report covers the competitive landscape and profiles major market players like Ericsson, AT&T, Honeywell, Dell-EMC, Inmarsat, Gemalto, Bharti Airtel, Promethean, Mahindra Comviva, Apple, Cisco, Giesecke & Devrient, Orbcomm, Eaton, Blackberry, Microsoft, Google, Gigas Hosting S A
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Global Telecom Technologies Market Overview
The primary highlights of the report offer important details pertaining to profit estimations, statistics, and applications of this product. Our report covers regional analysis of the domestic markets, key company profiles, value chain analysis, consumption, demand, and growth areas. The report analyzes major market firms, focusing on their innovative developments, product launches, operations, and emerging market players to implement new business growth strategies. The report focuses on growth prospects, restraints, and trends of the global Telecom Technologies market analysis. The study provides Porter’s five forces analysis to understand the impact of various factors such as bargaining power of suppliers, competitive intensity of competitors, threat of new entrants, threat of substitutes, and bargaining power of buyers on the global Telecom Technologies market outlook.
Telecom Technologies uses tracking and customer behavioral analysis to Improve corporate operations. Furthermore, when compared to on premise deployment, the deployment paradigm enables the implementation of analytics solutions at a low cost. Executives, data analysts, team leaders, managers, and professionals use business intelligence (BI) tools to collect, analyses, visualize, and report on numerous functions within a company and apply their results to their respective industries.
The report contains different market predictions related to revenue size, production, CAGR, Consumption, gross margin, price, and other substantial factors. While emphasizing the key driving and restraining forces for this market, the report also offers a complete study of the future trends and developments of the market. It also examines the role of the leading market players involved in the industry including their corporate overview, financial summary and SWOT analysis.
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List of TOP KEY PLAYERS in Telecom Technologies Market Report are: –
Global Telecom Technologies Market Growth report serves to be an ideal solution for better understanding of the Market. It is helpful in finding out the size of the Market for specific products. These major players operating in this Market are in strong competition in terms of technology, innovation, product development, and product pricing. The Market study aids in making sales forecasts for its products and thereby, establishing harmonious adjustment between demand and supply of its products.
The report gives a comprehensive investigation of the global Telecom Technologies market. The report contains huge data, measurable information focuses, factual reviewing, SWOT analysis, chance assessment, genuine scene, common exploration, and future improvement prospects. The analysis aims to specify market sizes in individual sections and countries in preceding years and forecast the worth in the subsequent years. The report saves valuable time as well as adds credibility to the work that has been done to grow the business.
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Global Telecom Technologies Market Segmentation Analysis
Global Telecom Technologies Market forecast report provides a holistic evaluation of the market. The report offers a comprehensive analysis of key segments, trends, drivers, restraints, competitive landscape, and factors that are playing a substantial role in the market.
By the product type, the market is primarily split into
Based on Component, Telecom Technologies is a business solution that provides an in-depth analysis of crowd movement at large gathering locations such as airports and train stations, city malls, retail stores, convention centers, stadiums, and other venues. Data from a variety of sources, including closed-circuit television cameras (CCTV), commercial off-the-shelf cameras, and first- and third-party consumer data, is processed using powerful artificial intelligence approaches to present prediction crowd flow models and customer preference patterns.
By the end users/application, this report covers the following segments
Based on the End Use, the Telecom Technologies Market Trend is bifurcated into Aromatic Industries, Automotive, Building and Construction, Paints, Agrochemicals, and others. It is a low-cost solution that outperforms most composite applications in terms of price vs. performance. In the next five years, hydrocarbon resin is expected to remain the second-largest application in the worldwide Telecom Technologies Market, owing to increased usage in adhesives, coatings, printing inks, and rubber goods. Also growing construction activities will help this market is growing.
COVID-19 impact on the market
COVID-19 is an infectious disease caused by the novel coronavirus. Largely unknown before this outbreak across the world, COVID-19 has moved from a regional crisis to a global pandemic in just a matter of a few weeks. The World Health Organization (WHO) declared COVID-19 as a pandemic on March 11, 2020.
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Geographic Segment Covered in the Report:
The Telecom Technologies report provides information about the market area, which is further subdivided into sub-regions and countries/regions. In addition to the market share in each country and sub-region, this chapter of this report also contains information on profit opportunities. This chapter of the report mentions the market share and growth rate of each region, country and sub-region during the estimated period.
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Detailed TOC of Global Telecom Technologies Market Research Report 2022 – Impact of COVID-19 on the Market
1 Telecom Technologies Market Overview
1.1 Product Overview and Scope of Telecom Technologies Market
1.2 Telecom Technologies Market Segment by Type
1.3 Global Telecom Technologies Market Segment by Application
1.4 Global Telecom Technologies Market, Region Wise (2017-2029)
1.5 Global Market Size (Revenue) of Telecom Technologies (2017-2029)
1.6 Influence of Regional Conflicts on the Telecom Technologies Industry
1.7 Impact of Carbon Neutrality on the Telecom Technologies Industry
2 Telecom Technologies Market Upstream and Downstream Analysis
2.1 Telecom Technologies Industrial Chain Analysis
2.2 Key Raw Materials Suppliers and Price Analysis
2.3 Key Raw Materials Supply and Demand Analysis
2.4 Market Concentration Rate of Raw Materials
2.5 Manufacturing Process Analysis
2.6 Manufacturing Cost Structure Analysis
2.7 Major Downstream Buyers of Telecom Technologies Analysis
2.8 Impact of COVID-19 on the Industry Upstream and Downstream
3 Players Profiles
4 Global Telecom Technologies Market Landscape by Player
4.1 Global Telecom Technologies Sales and Share by Player (2017-2022)
4.2 Global Telecom Technologies Revenue and Market Share by Player (2017-2022)
4.3 Global Telecom Technologies Average Price by Player (2017-2022)
4.4 Global Telecom Technologies Gross Margin by Player (2017-2022)
4.5 Telecom Technologies Market Competitive Situation and Trends
5 Global Telecom Technologies Sales, Revenue, Price Trend by Type
5.1 Global Telecom Technologies Sales and Market Share by Type (2017-2022)
5.2 Global Telecom Technologies Revenue and Market Share by Type (2017-2022)
5.3 Global Telecom Technologies Price by Type (2017-2022)
5.4 Global Telecom Technologies Sales, Revenue and Growth Rate by Type (2017-2022)
6 Global Telecom Technologies Market Analysis by Application
6.1 Global Telecom Technologies Consumption and Market Share by Application (2017-2022)
6.2 Global Telecom Technologies Consumption Revenue and Market Share by Application (2017-2022)
6.3 Global Telecom Technologies Consumption and Growth Rate by Application (2017-2022)
7 Global Telecom Technologies Sales and Revenue Region Wise (2017-2022)
7.1 Global Telecom Technologies Sales and Market Share, Region Wise (2017-2022)
7.2 Global Telecom Technologies Revenue and Market Share, Region Wise (2017-2022)
7.3 Global Telecom Technologies Sales, Revenue, Price and Gross Margin (2017-2022)
7.4 United States Telecom Technologies Sales, Revenue, Price and Gross Margin (2017-2022)
7.5 Europe Telecom Technologies Sales, Revenue, Price and Gross Margin (2017-2022)
7.6 China Telecom Technologies Sales, Revenue, Price and Gross Margin (2017-2022)
7.7 Japan Telecom Technologies Sales, Revenue, Price and Gross Margin (2017-2022)
7.8 India Telecom Technologies Sales, Revenue, Price and Gross Margin (2017-2022)
7.9 Southeast Asia Telecom Technologies Sales, Revenue, Price and Gross Margin (2017-2022)
7.10 Latin America Telecom Technologies Sales, Revenue, Price and Gross Margin (2017-2022)
7.11 Middle East and Africa Telecom Technologies Sales, Revenue, Price and Gross Margin (2017-2022)
8 Global Telecom Technologies Market Forecast (2022-2029)
8.1 Global Telecom Technologies Sales, Revenue Forecast (2022-2029)
8.2 Global Telecom Technologies Sales and Revenue Forecast, Region Wise (2022-2029)
8.3 Global Telecom Technologies Sales, Revenue and Price Forecast by Type (2022-2029)
8.4 Global Telecom Technologies Consumption Forecast by Application (2022-2029)
8.5 Telecom Technologies Market Forecast Under COVID-19
9 Industry Outlook
9.1 Telecom Technologies Market Drivers Analysis
9.2 Telecom Technologies Market Restraints and Challenges
9.3 Telecom Technologies Market Opportunities Analysis
9.4 Emerging Market Trends
9.5 Telecom Technologies Industry Technology Status and Trends
9.6 News of Product Release
9.7 Consumer Preference Analysis
9.8 Telecom Technologies Industry Development Trends under COVID-19 Outbreak
10 Research Findings and Conclusion
Browse complete table of contents at –https://www.researchreportsworld.com/TOC/20950218
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