Posts with #networking tag
The fact that online shoppers in China are three times more likely to desire a clear return policy than online shoppers in the United States should suggest to e-commerce businesses that a universal payment platform will not necessarily translate to all shoppers in different countries. A recent survey found that while online shopping itself may be a nearly universal behavior, and habits differ slightly based on nationality.
Pitney Bowes Inc. found that while shopping online is almost universal – 93 percent of those surveyed had purchased products online and nearly half said they had done so in the previous month – there were slight variations in feelings toward prices, selection of products, the checkout process, the shipping process and shipping costs.
For example, French consumers are seven times more likely to want to actively track an order than Japanese consumers, while Canadian consumers were half as likely to care about an accurate delivery date than either Chinese and South Korean consumers.
" … To be successful, retailers need to ensure they can offer a simple and seamless online shopping experience, and have a clear understanding of consumers’ purchasing, shipping and communications preferences in each market," said Pitney Bowes's Jay Oxton in a press release.
In an increasingly globalized world, the internet transcends traditional boundaries, providing companies that accept credit cards online a tremendous opportunity to bolster international sales. An Internet World Stats survey estimates that nearly one-third of the world's population use the internet, so business owners must thoroughly understand their clientele.
Any payment platform must address the desires of as many customers as possible, so companies should consider customer service when choosing a merchant account manager. Established companies that feel they may be lagging in customer service should conduct a payment processing review can help a company determine areas in which it needs to improves its customer service.
---Original reading: patriciaweberconsulting.com
More Related Reading: What’s Your Habit While Shopping or Shopping Online?
Cloud computing is the delivery of computing as a service rather than a product, whereby shared resources, software, and information are provided to computers and other devices as a utility (like the electricity grid) over a network (typically the Internet).
Cloud computing entrusts, typically centalized, services with your data, software, and computation on a published application programming interface (API) over a network. It has a lot of overlap with software as a service (SaaS).
End users access cloud based applications through a web browser or a light weight desktop or mobile app while the business software and data are stored on servers at a remote location. Cloud application providers strive to give the same or better service and performance than if the software programs were installed locally on end-user computers.
At the foundation of cloud computing is the broader concept of infrastructure convergence (or Converged Infrastructure) and shared services. This type of data centre environment allows enterprises to get their applications up and running faster, with easier manageability and less maintenance, and enables IT to more rapidly adjust IT resources (such as servers, storage, and networking) to meet fluctuating and unpredictable business demand.
Cloud computing shares characteristics with:
Autonomic computing—Computer systems capable of self-management.
Client–server model—Client–server computing refers broadly to any distributed application that distinguishes between service providers (servers) and service requesters (clients).
Grid computing—"A form of distributed and parallel computing, whereby a 'super and virtual computer' is composed of a cluster of networked, loosely coupled computers acting in concert to perform very large tasks."
Mainframe computer—Powerful computers used mainly by large organizations for critical applications, typically bulk data processing such as census, industry and consumer statistics, police and secret intelligence services, enterprise resource planning, and financial transaction processing.
Utility computing—The "packaging of computing resources, such as computation and storage, as a metered service similar to a traditional public utility, such as electricity."
Peer-to-peer—Distributed architecture without the need for central coordination, with participants being at the same time both suppliers and consumers of resources (in contrast to the traditional client–server model).
Cloud computing exhibits the following key characteristics:
Empowerment of end-users of computing resources by putting the provisioning of those resources in their own control, as opposed to the control of a centralized IT service (for example)
Agility improves with users' ability to re-provision technological infrastructure resources.
Application programming interface (API) accessibility to software that enables machines to interact with cloud software in the same way the user interface facilitates interaction between humans and computers. Cloud computing systems typically use REST-based APIs.
Cost is claimed to be reduced and in a public cloud delivery model capital expenditure is converted to operational expenditure. This is purported to lower barriers to entry, as infrastructure is typically provided by a third-party and does not need to be purchased for one-time or infrequent intensive computing tasks. Pricing on a utility computing basis is fine-grained with usage-based options and fewer IT skills are required for implementation (in-house).
Device and location independence enable users to access systems using a web browser regardless of their location or what device they are using (e.g., PC, mobile phone). As infrastructure is off-site (typically provided by a third-party) and accessed via the Internet, users can connect from anywhere.
Virtualization technology allows servers and storage devices to be shared and utilization be increased. Applications can be easily migrated from one physical server to another.
Multi-tenancy enables sharing of resources and costs across a large pool of users thus allowing for:
Centralization of infrastructure in locations with lower costs (such as real estate, electricity, etc.)
Peak-load capacity increases (users need not engineer for highest possible load-levels)
Utilisation and efficiency improvements for systems that are often only 10–20% utilised.
Reliability is improved if multiple redundant sites are used, which makes well-designed cloud computing suitable for business continuity and disaster recovery.
Scalability and Elasticity via dynamic ("on-demand") provisioning of resources on a fine-grained, self-service basis near real-time, without users having to engineer for peak loads.
Performance is monitored, and consistent and loosely coupled architectures are constructed using web services as the system interface.
Security could improve due to centralization of data, increased security-focused resources, etc., but concerns can persist about loss of control over certain sensitive data, and the lack of security for stored kernels. Security is often as good as or better than other traditional systems, in part because providers are able to devote resources to solving security issues that many customers cannot afford. However, the complexity of security is greatly increased when data is distributed over a wider area or greater number of devices and in multi-tenant systems that are being shared by unrelated users. In addition, user access to security audit logs may be difficult or impossible. Private cloud installations are in part motivated by users' desire to retain control over the infrastructure and avoid losing control of information security.
Maintenance of cloud computing applications is easier, because they do not need to be installed on each user's computer and can be accessed from different places.
Cloud computing providers offer their services according to three fundamental models: Infrastructure as a service (IaaS), platform as a service (PaaS), and software as a service (SaaS) where IaaS is the most basic and each higher model abstracts from the details of the lower models.
Infrastructure as a Service (IaaS)
In this most basic cloud service model, cloud providers offer computers – as physical or more often as virtual machines –, raw (block) storage, firewalls, load balancers, and networks. IaaS providers supply these resources on demand from their large pools installed in data centers. Local area networks including IP addresses are part of the offer. For the wide area connectivity, the Internet can be used or - in carrier clouds - dedicated virtual private networks can be configured.
To deploy their applications, cloud users then install operating system images on the machines as well as their application software. In this model, it is the cloud user who is responsible for patching and maintaining the operating systems and application software. Cloud providers typically bill IaaS services on a utility computing basis, that is, cost will reflect the amount of resources allocated and consumed.
Platform as a Service (PaaS)
In the PaaS model, cloud providers deliver a computing platform and/or solution stack typically including operating system, programming language execution environment, database, and web server. Application developers can develop and run their software solutions on a cloud platform without the cost and complexity of buying and managing the underlying hardware and software layers. With some PaaS offers, the underlying compute and storage resources scale automatically to match application demand such that the cloud user does not have to allocate resources manually.
Software as a Service (SaaS)
In this model, cloud providers install and operate application software in the cloud and cloud users access the software from cloud clients. The cloud users do not manage the cloud infrastructure and platform on which the application is running. This eliminates the need to install and run the application on the cloud user's own computers simplifying maintenance and support. What makes a cloud application different from other applications is its elasticity. This can be achieved by cloning tasks onto multiple virtual machines at run-time to meet the changing work demand. Load balancers distribute the work over the set of virtual machines. This process is transparent to the cloud user who sees only a single access point. To accomodate a large number of cloud users, cloud applications can be multitenant, that is, any machine serves more than one cloud user organization. It is common to refer to special types of cloud based application software with a similar naming convention: desktop as a service, business process as a service, Test Environment as a Service, communication as a service.
Users access cloud computing using networked client devices, such as desktop computers, laptops, tablets and smartphones. Some of these devices - cloud clients - rely on cloud computing for all or a majority of their applications so as to be essentially useless without it. Examples are thin clients and the browser-based Chromebook. Many cloud applications do not require specific software on the client and instead use a web browser to interact with the cloud application. With Ajax and HTML5 these Web user interfaces can achieve a similar or even better look and feel as native applications. Some cloud applications, however, support specific client software dedicated to these applications (e.g., virtual desktop clients and most email clients). Some legacy applications (line of business applications that until now have been prevalent in thin client Windows computing) are delivered via a screen-sharing technology.
Applications, storage, and other resources are made available to the general public by a service provider. Public cloud services may be free or offered on a pay-per-usage model. There are limited service providers like Microsoft, Google etc owns all Infrastructure at their Data Center and the access will be through Internet mode only. No direct connectivity proposed in Public Cloud Architecture.
Community cloud shares infrastructure between several organizations from a specific community with common concerns (security, compliance, jurisdiction, etc.), whether managed internally or by a third-party and hosted internally or externally. The costs are spread over fewer users than a public cloud (but more than a private cloud), so only some of the cost savings potential of cloud computing are realized.
Hybrid cloud is a composition of two or more clouds (private, community or public) that remain unique entities but are bound together, offering the benefits of multiple deployment models.
Private cloud is infrastructure operated solely for a single organization, whether managed internally or by a third-party and hosted internally or externally.
They have attracted criticism because users "still have to buy, build, and manage them" and thus do not benefit from less hands-on management, essentially "[lacking] the economic model that makes cloud computing such an intriguing concept".
NOTES: More info of Cloud Computing, such as history of Cloud computing, Cloud engineering, Issues about Cloud Computing including Privacy, Compliance, Security, etc., you can visit wikipedia.org---Cloud Computing
More Related: CloudVerse: Cisco Storms into the Cloud Market
Are you really clear about what your customers ’need? A Cisco staff shared his experience in communicating with his customer. In fact, in a way, the same customer’s need is so different in different Cisco staff’s eyes. But the key is to point out the Cisco clients’ problems, and then pay attention to their need.
Cisco staff named Stephen Speirs shared his case as follows:
How a Customer Crisis Ten Years Ago Helped Me Understand the Challenges of Cloud Service Creation Today
If you are already offering cloud services from your data center, or are starting your planning to do so, there are some key initial questions I’d advise you consider. And they’re not about the technical aspects of data center architecture! You find yourself asking “what cloud services should we offer?” and “How do we evolve what we offer today”. You may, post launch, also find yourself asking “Why is the take up to our cloud services not as big as we initially forecast?” Before you say “aha - these are questions for service providers offering cloud services”.. I would argue that these questions are fundamental to enterprise and public sector organizations too -- assuming that you intend to provide cloud services to your user community that help them do their jobs. Following one of my colleagues who blogged earlier that, with cloud services, “you need to think like a product manager”, I will assert here that there are some key lessons from product management that can help you in creating cloud services that are actually useful to your customer and/or your internal clients and stakeholders.
As you may have noticed from my previous blogs, I’ve worked in product management of both products and services for a while (since 1997 in fact, when I moved from software engineering into the “dark side”) …. so what lessons have I learned that may help you address the challenges of creating and defining new cloud services?
If you are starting a journey to cloud, offering services from your data center – either to internal stakeholders as in the case of an enterprise business, or to external customers as a service provider would do – you should find yourself asking “what cloud services should we offer?” … and if you are already offering cloud services, you may find yourself asking “why isn’t the take up to our cloud services not as big as we’d hoped?”
My story around this is very clearly etched in my mind: it really was a “light-bulb” moment in my product management education. I was at a meeting with a customer at their R&D labs.
It was the 4th or 5th such meeting around the product (which so happened to be an Element Management System (EMS) – a type of network management software application. I wasn’t directly responsible for this EMS, however I had been involved in one of the early requirements meetings. I remember watching as a senior product manager from Cisco, and a representative from the customer (who I will now call “the customer”, although later I recognized that he was only one), reviewed the Product Requirements Document (PRD) – the document that specifies exactly what the product should and should not do -- and, page by page, signed off the document as being exactly what the customer wanted. I was relatively new to product management then, and wow, this guy was a senior product manager, this was an impressive process, we need to start doing this in my team, and this must be the way to do things .. and so on. I was impressed!
And so my lessons began ….
Anyway, time went on, and the product was developed and delivered, and since I was based close to the customer, I was called on to help when the product clearly wasn’t meeting the customer expectations. Sure, there were a few quality issues after the first release or two, but these were eventually ironed out. Yet the customer came back and reported that his operations team still weren’t using this EMS. We went through 3 or 4 meetings, where spreadsheet after spreadsheet of feature requests was brought back to us by the customer, with the consistent message -- “if you could implement some of these features, we would use this”. And so it went on. And still they didn’t use the EMS.
Time passed and we were back at the customer labs, for another meeting. The primary customer contact had organised for us to meet the operations manager, whose team were the target users. The ops manager rushed in late, and what he said next really concisely communicated what he really needed: “Sorry” he said, “we’ve just lost an Internet PoP [Point of Presence, or Central Office] and our network is at risk of collapse from the sudden increase in web traffic. I’ve only got 10 minutes to spend with you, sorry for dragging you here. I really don’t like you guys”, he continued, “I can’t upgrade our network because of you”.
In one sentence, he described his problem. And the EMS, while it satisfied many of his “requirements”, didn’t solve his main operational headache sufficiently. The EMS did have some software download features to help with network upgrades, but they didn’t support the large scale operational procedures this customer used to upgrade their network in a robust and cost effective manner.
This was a key moment in my product management learning and experience – think customer problems first, requirements second -- and indeed helped my team and I re-think our approach to the market completely (and subsequently devised a multi-award winning
product for troubleshooting MPLS networks).
An additional aspect was the organisational divide between our main contact in the customer and the operations team. Basically these two individuals were in different groups within the customer, and to be honest, didn’t communicate very often. So we also missed the organisational silos that can – unfortunately -- happen in large organisations.
This brings me to one of the fundamental lessons of product management – the “tyre swing” analogy below – which is as relevant to cloud service creation as it was to my example above. And I’ll discuss this more in part 2 of this blog!
In the meantime, if you want to find out more on Cisco Data Center Services and how we can help you develop and implement your cloud computing strategy, please check out our Cisco Cloud Enablement Services - and (of course!) have a read through some of my previous blogs.
The Tyre Swing Analogy: How Different Users Perceive Differently the Customer Needs
Cisco is well known for its networking prowess and commitment to Unified Communications (UC) for the enterprise. What may be less known is its equally deep commitment to UC for SMBs. According to Cisco, SMBs can benefit from UC in several ways including;
- Business Process Integration
- Increased Productivity
I recently had the opportunity to speak with Mark Monday, Vice President and General Manager, Cisco’s Small Business Technology Group, to learn more about Cisco’s view of UC and the SMB market.
TR: SMBs are often without technical specialists, so can you give us a plain English overview of UC?
Monday: Cisco has a small business technology group, and an effort around small business, is because we understand that they typically don’t have an IT professional on staff. In fact, most of them go out of house for IT services in some way. So they’re getting that IT professional service from a service provider or maybe even a local VAR in their community. The question about UC for SMBs is really a combination of IP telephony and the ability to take that traffic, that IP phone call, and do something different with it than you might be able to do with a normal phone system. For instance, capture voice mail and send it to your e-mail, thereby enabling you to use that information in multiple ways once it’s in your e-mail As examples, you might forward it or store it as text. So, UC really brings together IP, telephony, and some of the applications used within the framework of the SMB all together into a solution.
TR: Where does Cisco fit in to this picture?
Monday: Cisco’s Small Business Technology Group primarily works with our channel partners who serve the customer.
Today, in the SMB sphere, we’re really seeing two primary methods used to get to UC. They’re typically trading out an older phone system, usually a key system, which was probably acquired before the year 2000. These systems have aged out in many ways such as expired warranties. Most SMBs are now moving to some sort of UC via either a service, operated by a service provider who offers them what might be defined as a hosted system, or a new premises-based UC system such as a Cisco UC 300 or UC 500. While hosted services is a growing business it’s still a fraction of the premises-based implementations.
TR: UC is rapidly replacing POTS/PBXs at the enterprise level and you’ve stated that SMBs are moving to UC, but from my experience many seem reluctant. What do you most often hear as their reasons for not implementing UC?
Monday: I haven’t really found a customer who doesn’t want to implement UC. Then it’s a question of balancing the intensity of the requirement against the costs of acquisition, implementation and ongoing support. In these uncertain economic times, the value proposition has to be compelling. I tend to see that everybody wants UC; the question is, when they move to it.
TR: Is there a generalized cost/benefit rule of thumb that SMBs can apply when evaluating UC?
Monday: Yes. There’s lots of that kind of material available on our own web-site and through our partners. Our partners tend to be able to walk in the customer’s door and walk them through a compelling ROI to move to a UC solution. A cost benefit example is that the new technologies use a different sort of trunking verses the older technology which required specific and specialized trunk for different features (e.g. separate phone lines and data lines). Now all of that service can be supported on one single line so you can use your data connection for your phone through what’s called SIP trunking. The immediate benefit is the cost saving from reducing your number and variety of trunks to one.
TR: I know that each implementation is different for a variety of factors so you can’t give us a blanket price, but what about benefits? What are the most common benefits received by SMBs who implement a UC solution?
Monday: One of the biggest benefits we see with our SMB customers is the ability to have an off-premises extension [OPX] to a home office at virtually no network cost because the home usually already has an Internet connection. Although this may be possible with legacy telephone systems, implementation is generally difficult and prohibitively expensive. With UC today it’s possible today to take a phone home and connect it through a secure tunnel back to the office. This way the phone at home behaves as though it’s your desktop phone at work, as a shared line, or a unique number at home. So you can have someone working from home that needs to participate in the office business, but is unable to come into the office. This same capability can be easily extended to temporary locations such as a vacation home.
TR: How do people find our more?
Monday: I encourage Cisco customers to connect with a service provider or local Cisco channel partner of ours. Of course, people can visit http://www.cisco.com/go/smb to get a personal sense of what Cisco solutions can do for their business.
TR: Is there anything else you’d like to add?
Monday: We truly want to encourage SMBs to take advantage of the technologies that are available. We recognize that there haven’t been a lot of purpose built solutions for SMBs in the past. At Cisco we’ve learned from our successes with enterprise systems and leveraged that knowledge to develop rock-solid, purpose-built SMB solutions. So we can take some of the pain away, if you will, and deliver enterprise like technology to SMBs
---Original sources from telecomreseller.com--Jeff Owen