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Mixing social networking with enterprise pursuits has a superb upside, however before get all giddy about this, let’s name it a potential upside. in spite of the fact that it’s already taken on the extra severe, buttoned-down identify of social company, it’s not yet the video game-changer that’s it’s expected to be. At IBM’s Lotusphere convention, being held this week in Orlando, social company is the biggest superstar and Lotus software is your ticket to the moon.
simply the day before today IBM set unfastened the balloons and confetti on new utility and services designed to integrate social media and business procedures. The promised merits will also be found in providing companies with new-found capabilities to expedite tasks, enrich customer relationships, relieve workflow bottlenecks, and develop better purposes.
although IBM is presenting some nifty technology, it remains as much as your human materials department to initiate the workforce habits amendment to peer it via.
however this isn’t behavioral science. here is advice technology. And here’s what IBM Lotus is celebrating.
It starts with elevated integration with mobile gadgets, contains cloud computing, embraces an open specifications framework for providing social company purposes, and includes global partnerships.
The mobile team of workers has been deployed because neatly earlier than the introduction of trains, planes, and automobiles; although, communication technology has introduced greater information and fewer baggage to the traveling enterprise developer and all ingredients of the group of workers that can take advantage of virtual offices. mobile people are multiplying so speedy, rabbits can’t even sustain. Collaboration on the fly is the battle cry.
the primary order of social enterprise is mobilizing email, file sharing, and rapid messaging capabilities. For Lotus users, this capability Notes, Connections, and Sametime. those three applications are now accessible with probably the most fascinating cellular contraptions, which includes the Apple iPad and iPhone, Google Android, RIM‘s Blackberry, and the Nokia contraptions.
Cloud-based office productivity
After taking care of connectivity issues with all the normal cellular gadgets, IBM directed its consideration to cloud computing beginning of its workplace productivity suite called LotusLive Symphony. From the standpoint of improved workflow effectivity, cloud-based productivity allows for precise-time collaboration even with geographically dispersed individuals or teams. An instance is coordinating the efforts of assorted authors working on a single document or presentation, while managing revisions in precise time. the important thing aspect of here is the simultaneous capabilities of the workflow manner.
IBM claims more than 50 million downloads of the on-premise, free-of-charge, workplace productivity suite Lotus Symphony. It makes no declare about how many of those downloads are actively being used. among the lately introduced updates to Symphony are tighter integrations with the computing device enabling users to click to the cloud to get, shop, share, and collaborate on documents.
A cloud-based office productivity suite puts IBM on the identical playing container with Microsoft, Oracle, Google and others.
Lotus Symphony will continue to be promoted because the sensible option for corporations willing to re-assess the can charge of Microsoft office licenses. IBM expects to find success within the dynamic chinese language market, and has distribution partnership deals in area with purple Flag Linux and GreatWall computer to assist with that plan.
As announced the previous day at Lotusphere, LotusLive Symphony will develop into generally attainable within the 2d half of 2011. A technical preview unlock will turn into purchasable subsequent week. You’ll be capable of finding it at greenhouse.lotus.com.
despite the fact Lotus Symphony has been a free download, LotusLive Symphony may have per-user fees.
Socially Enabled functions
developing socially enabled functions will take some new abilities and new tools. relocating in that path, IBM has added its Social business Toolkit. This package includes a collection of APIs and tutorials for enterprise partners and developers. It’s not simplest for legacy Lotus mail and file-sharing systems, however also for legacy Microsoft alternate and SharePoint programs, too.
A glimpse of what’s to come turned into provided in a quick description of the subsequent generation of Connections and Domino will contain utility to devour IBM instruments or gadgets coming from third parties, similar to Twitter, LinkedIn, fb, and Salesforce.com. A characteristic IBM is looking “pastime Steam” will permit users to peer content material from third-birthday party functions alongside their business’s content material.
An instance of this can be a report from a sales analyst prompting a crew meeting, or other enterprise programs on premise or in the cloud. It without difficulty makes it possible for a user to view and have interaction with the activity stream from a central region. IBM has indicated it will combine the undertaking movement into the subsequent edition of social collaboration items purchasable from cell contraptions.
Lotusphere turned into additionally the stage for IBM to exhibit a new function known as “ShareBox,” which is designed for the mixing of instruments with the means to access a forum and post content material to an ERP equipment, amongst different projects.
apart from the Social company Toolkit, IBM introduced new Domino XPages tools for designing mobile functions and the Open NTF Toolkit (purchasable on www.openntf.org) for builders creating functions that run on varied cell platforms.
IBM’s Social company
“In 2011, we took Social company to the cloud–with LotusLive and Symphony in a cloud,” notes Sandy Carter, the brand new vice chairman of Social business and world income, Collaboration at IBM. “moreover, we delivered a Social company Framework to assist software developers bring together plenty of social feeds, actual-time communication capabilities, workflows, and significant business suggestions with the intention to speed resolution making, and pressure competitive differentiation.”
Carter sees IBM as leading the social business transformation through its own practices. for instance in 2005, IBM became one of the vital first groups to submit blogging guidelines (Carter became one of those first bloggers.) after which in 2008 the company updated to Social Media instructions.
She says, IBM has leveraged crowdsourcing in its advertising and marketing campaign building, and correctly used social gaming in its training of consumers and its customer retention strategies. She also elements out that IBM’s CEO look at studies companies that embrace social utility in driving toward a social company are 57 p.c greater prone to outperform their competition.
IBM Trumpets LotusLive Successes, New App Partnerships
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Lotus focus and some Hocus Pocus
something came about to Notes/Domino on the i?
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IBM/Lotus Thursday hit again at Microsoft's boast that it plans to steal 5 million Notes customers this year by using detailing a brand new 300,000-seat licensing take care of an Asian company and strong interest in Notes from emerging markets.
last week, Microsoft's COO Kevin Turner instructed economic analysts that his intention is to have the company's messaging and collaboration application displace 5 million Notes seats this yr. Turner additionally pointed out Microsoft has replaced 8 million seats of Notes during the past two years.
It changed into one other shot in a messaging and collaboration warfare that has been happening between both for nearly two decades. in the late Nineteen Nineties, the two jousted the usage of e-mail seat-count number numbers that had been frequently inflated if now not outright dubious.
"It is very complicated to tell what Microsoft is talking about once they discuss numbers of seats or expenses as a result of they shove so an awful lot into their ambiance, however I do comprehend we have been attractive towards them and winning," says Bob Picciano, well-known supervisor of Lotus utility.
IBM/Lotus appears to be doing a much better job of integrating existing messaging and collaboration equipment with next-era equipment like social networking.
In June at the commercial enterprise 2.0 convention, both squared off on stage around social software (Lotus Connections vs. SharePoint) with IBM/Lotus displaying its Connections equipment as "the clear winner throughout the board," in accordance with Mike Gotta, an analyst with the Burton neighborhood who moderated the session. Gotta in his blog later chastised Microsoft, announcing it "did a poor job of unveiling and explaining why business and/or technical resolution-makers should still consider SharePoint as a credible solution to fulfill the social computing needs of a firm."
A month later Microsoft's Turner lit into IBM/Lotus, which is now on the offensive and detailing what it calls powerful fiscal second-quarter income of Notes/Domino eight. The platform, which shipped a yr in the past, facets a modular client structure that can be customized because the entrance conclusion for part-based mostly functions.
The company says an Asian enterprise, which executives talked about could be named at a later date, will license 300,000 seats of Notes, in addition to Lotus Symphony, IBM's open supply suite of productiveness functions.
IBM/Lotus says the deal is its greatest ever in Asia.
IBM also listed a couple of foreign companies that selected Notes over Microsoft, including Max big apple life, Reliance Industries, Vedanta, and Aviva in India; GD development bank, Johnson electric powered, HKG Environ give protection to, CED, DL Cosco Shipyard in China; Affin financial institution and Trakando in Singapore; and Russian Railways in Russia.
It did not provide seat numbers.
IBM/Lotus additionally suggested that in the fiscal second quarter it recorded its largest customer win in North the us: a hundred and fifty,000 seats in a "massive six" accounting firm.
just like the Asian deal, IBM would not name the company, however IBM executives mentioned Lotus Notes, Sametime, Connections, IBM Lotus Quickr and WebSphere Portal were picked over the Microsoft collaboration portfolio that blanketed change and SharePoint.
The fight is heating up as Microsoft's SharePoint is garnering the lion's share of coverage despite a couple of issues company clients face when due to the fact that the platform.
IBM/Lotus has been feeling the warmth from SharePoint.
In may, the enterprise released IBM Lotus Quickr content material Integrator, which provides wizards and templates for relocating content material in mass to Quickr from SharePoint websites. Lotus is making a bet the tool will support hold clients on its content administration platform and away from Microsoft, which may use SharePoint as the hook to get users to switch to its complete portfolio of messaging and collaboration equipment.
As part of its most contemporary announcement IBM/Lotus referred to different businesses that have recently picked Lotus Notes and different Lotus software over other rivals, together with Colgate-Palmolive, Ineos of Belgium, the U.S. Federal Aviation Administration, NutraFlo, Dutch Railways, Rohm Haas, Imerys and the Salvation army.
New Lotus Notes 8 valued clientele had been listed as CFE Compagnie d'businesses of France, Virginia Commonwealth school, Winsol international, the U.S. familiar features Administration, the U.S. inside profits service, general assurance, new york existence, Kentucky Baptist conference, Verizon, Publishers Printing, Hyatt lodges, Union Pacific and Nationwide insurance.
Imaginet overseas Inc, IBM business partner in the Philippines, changed into these days part of the IBM Collaboration options right Gun working towards for Lotus software on Lotus are living and IBM Connections.Makati city, Philippines, June 29, 2011 --(PR.com)-- Imaginet foreign Inc, the main methods integrator and managed community internet hosting and content safety features issuer within the Philippines, these days participated in the ICS/Lotus exact Gun practicing schedule closing may also 23-27, 2011, in Bangkok Thailand.
The IBM Collaboration options (ICS) true Gun (Lotus application) focuses on knowing the company cost of valued clientele, and gaining knowledge of the way to weave that cost into customer-satisfying solutions. Product and sales consultants guided individuals via an exploration of a way to place these choices to optimum skills. From the exceptional Work adventure to the superb net journey and Social enterprise, college students find out how to better determine, qualify, increase, and shut alternatives through trying out, exercises and crew presentation.
The audience for the ICS/Lotus proper Gun revenue training is any individual promoting or recommending Lotus solutions, including SSRs, SCLs, ISSs, income consultants, Telesales, client and advertising Reps, international features, business solution specialists, and IBM/Lotus business companions. The goal of this working towards is to construct center of attention on understanding the company value of the Lotus family of products.
“Imaginet become joyful to be a part of IBM’s earnings working towards classes as it permits us to enhance our utilization of IBM’s customer price method and our knowledge of the brand new ICS products reminiscent of Lotus are living and IBM Connections,” says Blair Duncan, CEO of Imaginet overseas Inc.
About IBMIn IBM's view, cutting-edge networked economy has created a global business panorama and a mandate for enterprise trade. built-in world economies have opened markets of latest probability and new sources of competencies. The information superhighway has enabled communique and collaboration internationally and introduced with it a brand new computing mannequin premised on continual global connection. In that landscape, groups can distribute work and technology anywhere on earth.
Given these opportunities, IBM is working with its purchasers to increase new enterprise designs and technical architectures that allow their groups the flexibility required to compete in this new landscape. The company is also adjusting its footprint toward rising geographies, tapping their double-digit boom, providing the know-how infrastructure they need, and taking advantage of the ability swimming pools they give to more advantageous provider the enterprise’s valued clientele.
For extra counsel seek advice from www.ibm.com/
About Imaginet foreign Inc.situated in 1998, Imaginet is among the largest and most skilled answer integrators in the Philippines. wholly committed to meeting the expertise requirements of its customers, Imaginet specializes within the integration of IP networks and turned into instrumental in the building of a couple of predominant Multinational organizations remote communications & information networks in the country's Mining & vigor generation industries. Imaginet makes it simple for agencies to thoroughly combine voice, security and excessive availability functionality within vital IP community environments. An innovative chief within the Philippine market, Imaginet selects "premier-of-Breed" technologies to be sure it at all times meets the stringent requirements of its consumers. Imaginet's unmatched commitment, agility, efficiency and after-sale support make certain its purchasers improvement from each colossal can charge mark downs and superior network efficiency. For extra counsel seek advice from http://www.imaginet.com.ph/ibm-lotus-notes-domino-utility
Imaginet international Inc is a member of the Quadra Alliance - the premier full service IT options provider within the Philippines. visit the website at http://www.quadraalliance.com.
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IBM this week quietly announced it will soon require partners meet more stringent certification requirements to resell a number of products in its software group.
The move comes as a result of customers demand of higher skill levels from solution providers delivering solutions around Big Blue’s Websphere, Tivoli, Rational database and Lotus offerings, among others, says Shaun Jones, vice president of IBM’s Worldwide Channels and General Business Marketing.
"In the past, any IBM solution provider could resell software offerings, we’ll now base partners’ ability to sell some solutions on more stringent qualification criteria," he says.
As customers find IT budgets slashed, software projects become harder to justify and sales appointments are more difficult to secure. Jones says partners with the highest degree of certification, education and proven skills are doing best in the market right now, and the stricter certification requirements will help those partners further differentiate themselves from their competition.
Partners will be required to hold IBM technical certifications, demonstrate sales mastery and file detailed product plans with IBM, Jones says. By fulfilling these criteria, partners will further hone their expertise on products and services they’re most skilled at, qualify for higher levels of vendor incentives and marketing support and as a result, receive higher margins.
For ISVs and custom application developer partners that mainly target the SMB and midmarket, there is another path to meet IBM’s stricter criteria, says Jones. Solution providers who deliver custom applications built on top of IBM middleware can use those applications to demonstrate mastery and sales success of their solution and the underlying IBM software, and can then meet the new requirements.
"Partners that create solutions that sit on top of our middleware – CRM, ERP, for example – they necessarily have to have in-depth knowledge of the software their solutions are built upon," says Jones. "If they can show IBM what they’ve built and that they’ve had a successful selling record, we look at those components and could qualify them on that solution," he says.
Dave Kemper, managing partner at IBM solution provider Dataskill, says he believes the new requirements will help drive new business and also increase opportunities with existing customers.
"This is an opportunity to evangelize on current technologies we already offer, but it also allows us to ramp up in technology areas where we haven’t been as strong in the past," Kemper says. The benefit for Dataskill’s customers is the assurance that their solution provider holds the highest set of skills and can select and properly implement the right technology to solve their business needs.
"There’s a higher degree of assurance for customers that the right solution and implementation paths are chosen, and that their investment will pay greater dividends rather than turning into 'shelfware,’" Kemper says.
Kemper says the new requirements will help to weed out solution providers who may have gained business from customers based solely on price rather than expertise, and will allow Dataskill to win more customers and implement more comprehensive solutions.
"We hope that those partners who’ve treated IBM software as a commodity product will be eliminated from the marketplace," he says. "We then can hope to drive additional value for customers, which will deliver higher margins based on more solution sales and more comprehensive solutions," Kemper says.
Jones says after consulting with partners across IBM’s software group, he feels the approach will be fairly straightforward for those partners who’ve already demonstrated a high degree of commitment to IBM and solutions based on its software.
Though the move was announced yesterday, the changes will not take effect until October 2009, giving partners approximately seven months to make changes and examine their business models, he says.
"For those partners who’ve already had great success with us, this will not be a big inhibitor for them to continue doing business with us," he says. For other partners, the new requirements will push them to evaluate their solution offerings and make a stronger commitment to increase their skills and qualifications based on their business models and how profitable vendors’ solutions are for them.
"We’re giving partners a seven-month opportunity to evaluate their commitment and their readiness, and we will continue to work with partners to discover where there are gaps in their skill sets so we can work harder on filling those gaps," Jones says.
Partners who want to strengthen their commitment to IBM can take advantage of IBM’s existing sales and technical training and certifications, says Jones. With the tests and procedures already in place, the onus is on partners to decide how they will proceed.
Jones says IBM will continue to offer training and certification at a local level, as well as at national and global partner conferences. He cites recent Tivoli- and Lotus-focused events at which IBM offered the certification tests free of charge, and adds that IBM is already seeing calendars fill up as partners move to attain training and education.
Jones says the end result will be increased revenues and profits for both IBM and its most committed solution providers.
"We’re not trying to penalize anyone; we feel this will help all boats to rise, including ours," he says.
The Elise is Lotus's newest car: a midengine, radically styled roadster stripped to a minimalist sheen. ''It's the hottest-selling product in the last 20 years, and we don't have it,'' Mr. Johnson said ruefully.
But Lotus was caught flat-footed with the Elise. Between emission and safety requirements, it would cost as much to certify the car for the American market as it did to develop it -- about $7.5 million.
Meanwhile, after a succession of financially plagued owners, including General Motors -- which owned the company from 1985 to 1992 -- Lotus finds itself in the hands of the Malaysian multinational DRB Hicom, just as Asia's economy has hit the shoals.
And so, 50 years after Colin Chapman, the legendary racing engineer and Lotus founder, rolled his first car out of a garage in Hornsey near London, Lotus finds itself whipsawed by exceptionally good and bad fortune. It's full of clever ideas (the engineering side of the company conducts a $75 million consulting business) and truly guileless product planning, yet there is a cloud of financial calamity. For Lotus, it is business as usual.
''Finances were always dodgy at Lotus,'' said Clive Chapman, Colin's son. ''It was never entirely clear that we would stay in business.'' The son stood in a garage surrounded by spare parts and detritus from his father's racing career, including a broken trophy from the French Grand Prix.
Colin Chapman quickly went from piecing together race cars from old parts to winning Formula One races, leaving behind a series of technical innovations that virtually defined the modern race car. Lotus won seven Formula One world championships, the last coming 20 years ago.
Colin Chapman died in 1982, and the family left racing altogether in the early 1990's. Clive Chapman's business, Classic Team Lotus, makes money restoring the old race cars and selling off memorabilia and spare parts, which might strike some as a rather bleak end to a glorious racing tradition. What would his father think? ''He would like the fact that we are breaking even,'' Clive Chapman said.
Lotus developed a car-building creed wherein weight and complication were the enemy. Simple, light and cheap were commutative terms in the Chapman equation.
''Chapman believed it was all about power-to-weight ratio,'' said Peter C. Brand, who has worked for Lotus nearly 40 years. ''His ideal racing car was the one that fell apart just as it crossed the finish line.''
Much the same could be said of Lotus's production cars of the 1950's and 60's, including the Elite and the classic Elan. These were anorexic cars, thin and delicate. But because of their lightness, they offered stupendous performance. They were beautiful almost as an afterthought.
In the early 70's, anxious to lift profits, Colin Chapman steered Lotus to build big, wedge-shaped grand touring cars like the Eclat and Excel. Though these cars were a real eyeful, they were maintenance nightmares, prone to failures such as weeping windshields or rear suspensions that crashed through the fiberglass body work.
The Esprit, which had its debut in 1975, was the last road car that Colin Chapman had a hand in. Even today, in the Esprit's graces and faults, you can tell a lot about both the founder and his company. For example, how tall he was; the cockpit is pitifully short on leg room and foot room because car interiors were designed to fit Colin Chapman -- a man of below-average height.
As with all the razor-edged, midengine exotic cars of that era, the Esprit suffers from packaging problems. The visibility is very poor to the sides and rear. Engine noise swamps cockpit conversation. And the fiberglass tub chassis hums and vibrates against its steel spine.
The legacy of G.M.'s ownership can still be seen through the Esprit. The air bag-equipped steering wheel is the same as a Pontiac Firebird's, the steering rack is Saab's and the door handles are Opel's.
Despite a base price of $84,920, the Persian-bazaar style of buying parts -- also a Lotus tradition -- always made the Esprit feel as if it had been cobbled from cheap components. The new dashboard assembly, an integrated cluster of vital necessities under a tidy binnacle, goes a long way toward banishing the low-rent feel. ''It's not just an old car we keep tarting up,'' said Simon Wood, Lotus's director of operations.
The 3.5-liter, all-aluminum V8 makes the Esprit a formidable street fighter once again. Zero to 100 m.p.h. goes by in a jaw-dropping 10.5 seconds, as quick as a Ferrari 550. When the dual turbo-chargers spool up, the engine sends the car spurting into three-digit range with a snarl.
Getting the most from this engine, though, requires mastery of the Esprit's double-plate clutch, with its quick and unprogressive bite, and the ornery five gears in the manual transmission, bought from Renault.
But you can't judge the Esprit -- or any Lotus -- on things like comfort and convenience, of which it has little, or vibration and noise, which it has in abundance. Its true measure comes when you make for a sweeping corner. It is pure driving pleasure.
Lotus is now majority-owned by DRB Hicom. These days, every decision is submitted to the unsmiling rigor of the ''business case'' scenario, a far cry from the days when Colin Chapman imperiously ordered new products without consulting anyone, least of all his accountant.
But the management of the company is, in truth, in better hands now. And history has vindicated the Chapman ideals: Lighter is better, more fuel efficient, more recyclable and more fun to drive. After 50 years, said John Miles, a former Lotus Formula One driver, ''all of Colin Chapman's traditions are being maintained.''
INSIDE TRACK: A gutsy V8 engine and lots of Esprit de corps.Continue reading the main story
(EDGAR Online via COMTEX) -- Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations
The following discussion and analysis should be read in conjunction with our audited consolidated financial statements and the notes to those financial statements that are included elsewhere in this Annual Report on Form 10-K. Our discussion includes forward-looking statements based upon current expectations that involve risks and uncertainties, such as our plans, objectives, expectations and intentions. Actual results and the timing of events could differ materially from those anticipated in these forward-looking statements as a result of a number of factors, including those set forth under the "Risk Factors", "Cautionary Notice Regarding Forward-Looking Statements" and "Description of Business" sections and elsewhere in this annual report. We use words such as "anticipate," "estimate," "plan," "project," "continuing," "ongoing," "expect," "believe," "intend," "may," "will," "should," "could," "predict," and similar expressions to identify forward-looking statements. Although we believe the expectations expressed in these forward-looking statements are based on reasonable assumptions within the bound of our knowledge of our business, our actual results could differ materially from those discussed in these statements. Factors that could contribute to such differences include, but are not limited to, those discussed in the Risk Factors" section of this annual report. We undertake no obligation to update publicly any forward-looking statements for any reason even if new information becomes available or other events occur in the future. Except as required by applicable law, including the securities laws of the United States, we do not intend to update any of the forward-looking statements to conform these statements to actual results. Readers are urged to carefully review and consider the various disclosures made throughout the entirety of this annual report, which attempt to advise interested parties of the risks and factors that may affect our business, financial condition, results of operations, and prospects.
GBS Enterprises Incorporated, a Nevada corporation (the "Company," "GBS," "GBSX," "we," "us," "our" or similar expressions), conducts its primary business through its 50.1% owned subsidiary, GROUP Business Software AG ("GROUP"), a German-based public-company whose stock trades on the Frankfurt Exchange under the stock symbol INW. GROUP's software and consulting business is focused on serving IBM's Lotus Notes and Domino market. GROUP caters primarily to mid-market and enterprise-size organizations with over 3,500 customers in thirty-eight countries spanning four continents, representing more than 5,000,000 active users of its products. GROUP's customers include Abbot, Ernst & Young, Deutsche Bank, Bayer, HBSC, Merck and Toyota. GROUP provides IBM Lotus Notes/Domino Application and Transformation technology. Headquartered in Eisenach, Germany, the Company has offices throughout Europe and North America. The Company maintains a website at www.gbsx.us. GROUP maintains a website at www.gbs.com. The information contained in the Company's and GROUP's websites is not incorporated by reference herein.
The Company's Common Stock is quoted on the OTC Bulletin Board under the ticker symbol "GBSX."
Products and Services
Historically, GBS has consolidated the fragmented Lotus Software market through the acquisition of companies with complementary product, technology or services offerings. Key success factors for this strategy are: enhanced portfolio, positioning the Company as the 'one-stop-shop' for Lotus applications and services, expanded customer support, fast code migration, and cloud enablement/XPages conversion of acquired applications.
Going forward, the Company may focus on potential acquisition targets in the following areas of software and services: Applications and Application Modernizations, Professional Services, Hosting/Outsourcing Services, Administration and IT services, and XPages expertise.
Messaging and Business Applications Software & Solutions
GBS Messaging and Business Application Software & Solutions product lines include software and advisory services for email and Instant Messaging (IM) Management, Security, Compliance, Archiving and Productivity, CRM Applications, Governance, Risk & Compliance (GRC) Management software, Workflow and Business Process Management software, ePDF Archiving & Document Management.
GBS develops, sells and installs well-known business process and management software suites based on Lotus Notes / Domino and IBM Portal technology, mainly for major international companies and medium-sized customers.
Through GBS's comprehensive messaging software product lines and associated services, Lotus Notes, Microsoft Exchange or SMTP-based-email customers, as well as Lotus Sametime, customers are able to provide their users with secure, efficient and centrally administered use of e-mail and IM while maintaining control over their compliance with current legal requirements and corporate guidelines.
GBS develops, sells and orchestrates customer-specific Lotus Domino strategy and consulting services, such as CIO and IT department leader Strategic Advisory Services, Managed Services, Outsourcing, Administration, Assessments and Implementations, Performance Improvements, Custom Application Development, Governance and Security, Technical Support, and Training, as well as Email Migration Services.
Based on GBS's unique concentration of industry talent and expertise, mainly in the areas inside and around IBM Lotus Notes/Domino, inside and around corporate messaging (IBM, Microsoft, SMTP) and inside and around IT environmental and application assessment, analysis and reporting, commercial and governmental customers, as well as Software Integrators (SI) and channel partners, are able to rely on the company's strategic and tactical advisory services for evaluating, planning, staffing and execution of any customer project. GBS Consulting Services' global teams of consultants use modern project management techniques, proprietary methodologies and GBS accelerator technologies to complete client projects on time and with reduced risk.
We believe that our focus on recruiting and retaining top Lotus expertise positions our team to offer leading-edge Lotus Notes/Domino subject matter knowledge to our customers. GBS consultants have an average of over 12 years' experience each in Lotus Notes/Domino and its related products and are routinely asked to present at IBM Lotus events including Lotusphere (Connect), an annual conference hosted by IBM Lotus Software.
As a Premier IBM Business Partner, GBS is one of the few partners that can sell and support licenses for all five IBM software brands: Lotus, WebSphere, Rational, Tivoli, and DB2.
As IT departments face continuous budget reductions and constant pressure for higher performance and efficiency, CIOs are focusing on modern technologies to support their need for increased scalability, flexibility and lower costs. GBS has identified this demand as a strategic growth opportunity for the company and has placed a significant focus on expanding its Modernizing/Migrating technology.
GBS Lotus Application Modernization and Migration
GBS Lotus Application Modernization and Migration activities are focused on the IBM Lotus/Domino applications market and the offering spans from expert services and accelerator technologies to modernized, web enabled (also named "cloud" or "cloud computing") and migrated Lotus applications; and thus ultimately take the Lotus applications from legacy to the future. The foundation of the Modernizing/Migrating Suite Software offering is GBS's significant R&D investment in a set of methodologies and key technology accelerators to automate the conversion of traditional Notes based client-server applications, into the IBM XPages framework which enables Domino applications to be run and accessed via the Lotus client, a web browser or on a mobile device. The patent-pending software that underpins Modernizing/Migrating was developed by GBS with assistance and guidance from IBM Corporation's Software Group to ensure alignment with future releases of the IBM Lotus/Domino and XPages technology.
GBS generates its revenue from the sale of internally created software, third-party developed software and the delivery of related services, including IT systems planning, administration, support, hosting, implementation and integration.
Strategy and Focus Areas
Based on current market demands for modern, Cloud-based and mobile-device capable business applications, we have acquired and developed a set of unique technologies that help organizations reduce the time, cost, resources and risks associated with modernizing or migrating their existing applications.
We generate revenue from subscription and usage fees and related services, including support and strategic consulting services. The subscription period is typically based on a yearly or multi-year contract with our customers. Another sector of our strategic portfolio is a suite of tools and methodologies we have developed to rapidly convert Lotus Notes applications into web and modern mobile applications. This portfolio includes a set of powerful analysis tools known as Insights that identify all of the Lotus Notes applications within an organization and provide metrics about the uses and users of those applications. Because of the nature of Lotus Notes and Domino, the applications within a customer environment tend to be highly distributed and number in the thousands. For many organizations, this fact alone makes it extremely difficult to plan for projects that involve modernizing these applications for use in a browser and on mobile devices or migrating them to another platform. Our technologies help them to dramatically reduce the cost, risk, time and resources associated with these highly complex projects.
We generate revenue with our analysis tools by charging a fee for the use of our technology and for the associated cost of the services to produce a report and set of recommendations for the customer. Additional revenues come from consulting services that result from helping our customers to implement those recommendations. For use of our conversion tools, referred to as Modernizing/Migrating, we charge a flat fee for the conversion and additional hourly rates to perform additional supporting development or testing as needed. We also believe there is significant revenue opportunity in licensing these tools to a network of global partners who also have existing presence and expertise in the Lotus Notes and Domino market. We have established partner agreements for the use of the analysis and conversion tools with partners in several countries and directly with IBM.
Change in Financial Condition
Fiscal Year Ended December 31, 2011 Compared to the Fiscal Year Ended December 31, 2010
Total Assets increased from $60,502,276 at December 31, 2010 to $68,703,394 at December 31, 2011. Total Assets consists of Total Current Assets and Total Non-Current Assets.
Total Current Assets
At December 31, 2011, our Total Current Assets were $9,982,991 compared to $10,988,106 at December 31, 2010. Total Current Assets consist of: Cash and Cash Equivalents; Accounts Receivable; Inventories; Prepaid Expenses, Other Receivables and Assets held for Sale.
n Cash and Cash Equivalents increased from $1,872,068 at December 31, 2010, to $3,142,308 at December 31, 2011 as a result of our financing and investing activities during the reporting period.
n Accounts Receivable decreased from $5,712,157 at December 31, 2010, to $4,850,507 at December 31, 2011, due to increased collections during the reporting period.
n Inventories increased from $Nil at December 31, 2010, to $236,712 at December 31, 2011 from the purchase of Pavone AG, and related work in progress and products immediately available for purchase within this business entity.
n Prepaid Expenses decreased from $1,420,662 at December 31, 2010, to $389,772 at December 31, 2011 due to the reclassification of prepaid license payments to a vendor into Intangible Assets.
n Other Receivables decreased from $1,983,219 at December 31, 2010, to $680,693 at December 31, 2011 due to the reclassification of Other Current Receivables to Assets Held for Sale.
n Assets Held for Sale were increased from $Nil at December 31, 2010, to $682,999 at December 31, 2011 due to the approval of the sale of GROUP Technologies GmbH.
Total Non-Current Assets
At December 31, 2011, our Total Non-Current Assets were $58,720,403, compared to $49,514,170 at December 31, 2010. Total Non-Current Assets consist of: Property (plant and equipment), Other Receivables (non-current), Investments in Related Company, Deferred Tax Assets, Goodwill, Software, Other Assets, and Assets held for sale.
n Property (plant and equipment) increased from $297,011 at December 31, 2010, to $521,976 at December 31, 2011 due primarily to the acquisition of IDC Global, Inc. and their heavy concentration of fixed assets.
n Other Receivables (non-current) decreased from $1,370,374 at December 31, 2010, to $548,909 at December 31, 2011 and consists of amounts due from the purchaser of GEDYS IntraWare GmbH.
n Investments in Related Company increased from $Nil at December 31, 2010, to $244,219 at December 31, 2011 and consists of the value of the 50% interest in the associated company B.E.R.S. AD.
n Deferred Tax Assets increased from $257,859 at December 31, 2010, to $2,451,800 at December 31, 2011 and consisted of Deferred Tax Assets derived from Financial Assets and Losses carried forward.
n Goodwill increased from $31,004,262 at December 31, 2010, to $39,221,603 at December 31, 2011 and consisted of the goodwill associated with nine business entities and increased due to the purchase of IDC Global, Inc., Pavone AG, Groupware, Inc., and SD Holdings Ltd.
n Software decreased from $16,360,884 at December 31, 2010, to $14,249,905 at December 31, 2011 and consists of capitalized development costs, product rights and licenses. The decrease is a result of the quarterly re-calculation of capitalized development costs, product rights and license for our expert business software, legacy business software and strategic business software all in the developmental or improvement stage.
n Other Assets decreased from $223,780 at December 31, 2010, to $93,268 at December 31, 2011. This includes reinsurance claims, tax credits, and other deposits.
n Assets held for Sale were increased from $Nil at December 31, 2010, to $1,388,723 at December 31, 2011 due to the approval of the sale of GROUP Technologies GmbH.
Total Liabilities increased from $22,396,941 at December 31, 2010, to $24,946,246 at December 31, 2011. Total Liabilities consists of Total Current Liabilities and Total Non-Current Liabilities.
Total Current Liabilities
At December 31, 2011 our Total Current Liabilities were $19,058,394, compared to $15,330,583 at December 31, 2010. Total Current Liabilities consist of: Notes Payable, Liabilities to Banks, Accounts Payable and Accrued Liabilities, Deferred Income, Other Liabilities, Amounts Due to Related Parties and Liabilities held for sale.
n Notes Payable decreased from $1,441,263 at December 31, 2010, to $1,381,821 at December 31, 2011 and consisted of the exercise of capital components of a convertible bond issue.
n Liabilities to Banks decreased from $50,358 at December 31, 2010, to $19,595 at December 31, 2011 on payments of a line of credit held by a subsidiary.
n Accounts Payable and Accrued Liabilities increased from $4,804,434 at December 31, 2010, to $6,078,711 at December 31, 2011. This includes Trade payables, Tax Accruals and Other Accruals and increased primarily due to the aforementioned acquisitions made during the reporting period.
n Deferred Income increased from $6,212,630 at December 31, 2010, to $6,341,575 at December 31, 2011 and consists mainly of maintenance income collected in advance of the contractual maintenance period.
n Other Liabilities increased from $2,821,898 at December 31, 2010, to $4,252,240 at December 31, 2011 and comprised of obligations and payments currently due for the purchase of assets from Lotus 911, Permessa and Salesplace.
n Amounts Due to Related Parties increased from $Nil at December 31, 2010 to $432,421 at December 31, 2011.
n Liabilities held for sale increased from $Nil at December 31, 2010, to $552,031 at December 31, 2011 due to the approval of the sale of GROUP Technologies GmbH.
Total Non-Current Liabilities
At December 31, 2011, our Total Non-Current Liabilities were $5,887,852, compared to $7,066,358 at December 31, 2010. Total Non-Current Liabilities consist of: Liabilities to Banks, Retirement Benefit Obligation, Other Liabilities, and Liabilities held for sale.
n Liabilities to Banks increased from $780,801 at December 31, 2010, to $3,463,483 at December 31, 2011 and consisted of long-term business line of credit due to the Baden-Württembergische Bank.
n Retirement Benefit Obligation decreased from $154,065 at December 31, 2010, to $150,632 at December 31, 2011.
n Other Liabilities decreased from $6,131,492 at December 31, 2010, to $2,266,075 at December 31, 2011 and consists of the amounts due on the purchase of Lotus911.
n Liabilities held for sale increased from $Nil at December 31, 2010 to $7,662 at December 31, 2011 due to the approval of the sale of GROUP Technologies GmbH.
Results of Operations
For the Three Months Ended December 31, 2011 Compared to the Three Months Ended December 31, 2010
The Company generates revenue from product Licenses, Maintenance, Third-Party Products, Services and Other Revenue. For the three months ended December 31, 2011, total revenue decreased $2,554,831 or 26.87%, from $9,507,572 at December 31, 2010 to $6,952,741. The decrease mainly resulted from a $1,858,634 or 22.81% decline in Product revenues, coupled with a decrease in Service revenues of $696,197 or 51.28% to $661,545 for the three months ended December 31, 2011 compared to $1,357,742 for the three months ended December 31, 2010.
Cost of Goods Sold
For the three months ended December 31, 2011, our Cost of Goods Sold decreased to $4,871,803 from $5,272,588. Cost of Goods Sold consists of Cost for Services, Cost for Third-Party Products and Cost for Software Licenses. Within Cost of Goods Sold costs associated with the Product division of revenue decreased $1,860,928 or 53.79%, from $3,459,926 at December 31, 2010, to $1,598,997 at December, 31 2011. The costs associated with the Service division of revenue increased $1,460,143 or 80.55%, from $1,812,662 at December 31, 2010, to $3,272,805 for the three months ended December 31, 2011. The Company's achieved a gross profit margin of 29.93% for the three months ended December 31, 2011, a 14.61% decline from the 44.54% achieve in the three months ended December 31, 2010.
For the three months ended December 31, 2011, our Operating Expenses increased to $4,554,035 from $4,479,466 for the three months ended December 31, 2010. Operating Expenses consist of Selling Expenses, Administrative Expenses and General Expenses.
For the three months ended December 31, 2011, Selling Expenses increased $167,528 or 5.62%, to $3,149,098 from $2,981,570 for the three months ended December 31, 2010. Selling Expenses consist of costs for the Sales, Marketing and Service units.
For the three months ended December 31, 2011, Administrative Expenses increased $225,878 or 20.61%, to $1,321,724 from $1,095,845 for the three months ended December 31, 2010. Administrative Expenses consist of costs for the management and administration units and increased primarily due to the acquisition of subsidiary companies.
For the three months ended December 31, 2011, our General Expenses decreased $318,838 to $83,212 from $402,051 for the three months ended December 31, 2010, due to the newly administered budget procedures.
Other Income (Expense)
For the three months ended December 31, 2011, the Company experienced Other expense of $16,089,614 compared to Other Income of $1,344,947 for the three months ended December 31, 2010. Bad debt changes in this category increased for the write off of receivables primarily in our entities no longer functioning due to obsolete technology.
Fiscal Year Ended December 31, 2011 Compared to the Fiscal Year Ended December 31, 2010
The Company generates revenue from product Licenses, Maintenance, Third-Party Products, Services and Other Revenue. For the fiscal year ended December 31, 2011, total revenue increased $805,881 or 2.93%, from $27,467,211 for the fiscal year ended December 31, 2010, to $28,273,092 for the fiscal year ended December 31, 2011. This mainly resulted from a $482,123 or 2.16% decline in the Product division of revenues, primarily due to decreased sales of third party products. Coupled with a $1,288,004 or 24.78% increase in the Service division of revenues, primarily due to additional revenues from recently acquired subsidiary companies.
Cost of Goods Sold
For the fiscal year ended December 31, 2011, Cost of Goods Sold increased $1,937,678 or 13.88% to $15,898,182 from $13,960,504 for the fiscal year ended December 31, 2010. The Company's Cost of Goods Sold is segmented into two divisions. The first are costs related to the Product division of revenue which includes the total cost of materials and third party product material costs. The second are the costs related to the Service division of revenue which includes; other operating expenses, personnel expenses, depreciation and amortization expense.
Within the Costs of Goods Sold related to the Product division, the Company was able to achieve a $2,171,026 or 28.02% reduction from $7,746,773 for the fiscal year ended December 31, 2010, to $5,575,747 for the fiscal year ended December 31, 2011. The primary factor contributing to the Company's reduction in Costs of Goods Sold related to the Product division of revenues was a reduction in third party product material costs due to lower third party product sales for the fiscal year ended December 31, 2011 compared to the fiscal year ended December 31, 2010.
Within the Costs of Goods Sold related to the Services division, the Company saw an increase of $4,108,703 or 66.72%, from $6,213,732 for the fiscal year ended December 31, 2010, to $10,322,435 for the fiscal year ended December 31, 2011. The Company experienced elevated service costs due to the increases in salaries and related expenses to fulfill our business objectives in our GROUP Live, cloud application platform, and our Transformer portfolio. Additionally, service salaries increased due to the aforementioned acquisition of subsidiary companies.
The Company's increased Costs of Goods Sold resulted in a reduced gross profit margin, declining from 49.17% for the fiscal year ended December 31, 2010 to 43.77% for the fiscal year ended December 31, 2011.
For the fiscal year ended December 31, 2011, our Operating Expenses increased $7,026,568 or 45.37% to $22,513,690 from $15,487,241 for the fiscal year ended December 31, 2010. Operating Expenses consist of Selling Expenses, Administrative Expenses and General Expenses.
For the fiscal year ended December 31, 2011, our Selling Expenses increased $4,907,969 or 46.66% to $15,426,600 from $10,518,631 for the fiscal year ended December 31, 2010. Selling Expenses consist of costs for the Sales, Marketing and Service units and increased primarily due to the acquisition of subsidiary companies, additional recruiting of sales personnel and additional selling expenses relating to the aforementioned acquisitions
For the fiscal year ended December 31, 2011, our Administrative Expenses increased $2,340,811 or 61.28% to $6,160,961 from $3,820,150 for the fiscal year ended December 31, 2010. Administrative Expenses consist of costs for the management and administration units. Primary contributing factors were increases in personnel expense and other Administrative Expenses related to the Company's acquisition of subsidiary companies and the increased compliance costs associated with restructuring.
For the fiscal year ended December 31, 2011, our General Expenses decreased $222,331 or 19.36% to $926,129 from $1,148,460 for the fiscal year ended December 31, 2010, due to newly administered budgeting procedures.
Other Income (Expense)
For the fiscal year ended December 31, 2011 Other expense was $16,267,197, compared to Other Income of $1,922,538 for the fiscal year ended December 31, 2010. Bad debt changes in this category increased for the write off of receivables primarily in our entities no longer functioning due to obsolete technology.
Liquidity & Capital Resources
At December 31, 2011, we had $3,142,308 in cash and cash equivalents, compared to $1,872,068 at December 31, 2010. At December 31, 2011, our accumulated stockholders' deficit was $12,147,666 compared to $53,544 at December 31, 2010.
In principal, the Company's cash flow depends on the timely and successful market entry of its strategic offerings. The dependency accounts for revenue generated from direct customers engagements, as well as for revenue generated through the partner channel network.
Especially for strategic offerings for paradigm shifting technologies, the management's budget plan is based on a series of assumptions regarding market acceptance, readiness and pricing. While management's assumptions are based on market research and customer surveys, assumptions bear the risk of being incorrect and may result in a delay in customer projects and consequently a delay or a reduction in the related strategic offering invoicing. In case these delays have an impact on the Company's liquidity and therefore its ability to support its operations with the necessary cash flow, the Company depends on its ability to generate cash flow from other resources, such as debt financing from related or independent resources or as equity financing from existing shareholders or through the stock market.
To date, we have funded our operations from private financings and operations. In March 2011, we consummated a private placement of Units for $1.25 per Unit for total gross proceeds of $7,555,000 (the "Private Placement"). The net proceeds of this offering were $6,839,327.25. Each Unit consisted of one share of common stock and one warrant exercisable to purchase one share of common stock from the date of grant until the third anniversary of the date of grant for $1.50 per share (the "Private Placement Warrants"). As of December 31, 2012, warrant holders exercised an aggregate of 2,025,000 Private Placement Warrants for gross proceeds to the Company of $3,037,500. If the remaining 4,019,000 Private Placement Warrants were exercised, of which there can be no assurance, the Company would receive $6,028,000 in additional gross proceeds.
The Company is in continual constant contact with internal and external sources for financing. These sources provided the necessary funds to support the working capital needs of the Company; mainly to finance the Company's strategic offering. There can be no assurances, however, that the Company will be able to obtain additional funds from these or any other sources or that such funds will be sufficient to permit the Company to implement its intended business strategy. In the event, the Company is not able to generate additional funds, management will postpone any strategic investment until the financing will be sufficient. However, management believes as a result of the assets purchased and sold to date, in accordance with the above-mentioned statement, the Company will be able to provide sufficient cash flow to support its standard operations for the next 12 months.Cash Flows . . .
Mar 31, 2014
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Ericsson [5 Certification Exam(s) ]
ESPA [1 Certification Exam(s) ]
Esri [2 Certification Exam(s) ]
ExamExpress [15 Certification Exam(s) ]
Exin [40 Certification Exam(s) ]
ExtremeNetworks [3 Certification Exam(s) ]
F5-Networks [20 Certification Exam(s) ]
FCTC [2 Certification Exam(s) ]
Filemaker [9 Certification Exam(s) ]
Financial [36 Certification Exam(s) ]
Food [4 Certification Exam(s) ]
Fortinet [14 Certification Exam(s) ]
Foundry [6 Certification Exam(s) ]
FSMTB [1 Certification Exam(s) ]
Fujitsu [2 Certification Exam(s) ]
GAQM [9 Certification Exam(s) ]
Genesys [4 Certification Exam(s) ]
GIAC [15 Certification Exam(s) ]
Google [4 Certification Exam(s) ]
GuidanceSoftware [2 Certification Exam(s) ]
H3C [1 Certification Exam(s) ]
HDI [9 Certification Exam(s) ]
Healthcare [3 Certification Exam(s) ]
HIPAA [2 Certification Exam(s) ]
Hitachi [30 Certification Exam(s) ]
Hortonworks [4 Certification Exam(s) ]
Hospitality [2 Certification Exam(s) ]
HP [752 Certification Exam(s) ]
HR [4 Certification Exam(s) ]
HRCI [1 Certification Exam(s) ]
Huawei [21 Certification Exam(s) ]
Hyperion [10 Certification Exam(s) ]
IAAP [1 Certification Exam(s) ]
IAHCSMM [1 Certification Exam(s) ]
IBM [1533 Certification Exam(s) ]
IBQH [1 Certification Exam(s) ]
ICAI [1 Certification Exam(s) ]
ICDL [6 Certification Exam(s) ]
IEEE [1 Certification Exam(s) ]
IELTS [1 Certification Exam(s) ]
IFPUG [1 Certification Exam(s) ]
IIA [3 Certification Exam(s) ]
IIBA [2 Certification Exam(s) ]
IISFA [1 Certification Exam(s) ]
Intel [2 Certification Exam(s) ]
IQN [1 Certification Exam(s) ]
IRS [1 Certification Exam(s) ]
ISA [1 Certification Exam(s) ]
ISACA [4 Certification Exam(s) ]
ISC2 [6 Certification Exam(s) ]
ISEB [24 Certification Exam(s) ]
Isilon [4 Certification Exam(s) ]
ISM [6 Certification Exam(s) ]
iSQI [7 Certification Exam(s) ]
ITEC [1 Certification Exam(s) ]
Juniper [65 Certification Exam(s) ]
LEED [1 Certification Exam(s) ]
Legato [5 Certification Exam(s) ]
Liferay [1 Certification Exam(s) ]
Logical-Operations [1 Certification Exam(s) ]
Lotus [66 Certification Exam(s) ]
LPI [24 Certification Exam(s) ]
LSI [3 Certification Exam(s) ]
Magento [3 Certification Exam(s) ]
Maintenance [2 Certification Exam(s) ]
McAfee [8 Certification Exam(s) ]
McData [3 Certification Exam(s) ]
Medical [68 Certification Exam(s) ]
Microsoft [375 Certification Exam(s) ]
Mile2 [3 Certification Exam(s) ]
Military [1 Certification Exam(s) ]
Misc [1 Certification Exam(s) ]
Motorola [7 Certification Exam(s) ]
mySQL [4 Certification Exam(s) ]
NBSTSA [1 Certification Exam(s) ]
NCEES [2 Certification Exam(s) ]
NCIDQ [1 Certification Exam(s) ]
NCLEX [3 Certification Exam(s) ]
Network-General [12 Certification Exam(s) ]
NetworkAppliance [39 Certification Exam(s) ]
NI [1 Certification Exam(s) ]
NIELIT [1 Certification Exam(s) ]
Nokia [6 Certification Exam(s) ]
Nortel [130 Certification Exam(s) ]
Novell [37 Certification Exam(s) ]
OMG [10 Certification Exam(s) ]
Oracle [282 Certification Exam(s) ]
P&C [2 Certification Exam(s) ]
Palo-Alto [4 Certification Exam(s) ]
PARCC [1 Certification Exam(s) ]
PayPal [1 Certification Exam(s) ]
Pegasystems [12 Certification Exam(s) ]
PEOPLECERT [4 Certification Exam(s) ]
PMI [15 Certification Exam(s) ]
Polycom [2 Certification Exam(s) ]
PostgreSQL-CE [1 Certification Exam(s) ]
Prince2 [6 Certification Exam(s) ]
PRMIA [1 Certification Exam(s) ]
PsychCorp [1 Certification Exam(s) ]
PTCB [2 Certification Exam(s) ]
QAI [1 Certification Exam(s) ]
QlikView [1 Certification Exam(s) ]
Quality-Assurance [7 Certification Exam(s) ]
RACC [1 Certification Exam(s) ]
Real Estate [1 Certification Exam(s) ]
Real-Estate [1 Certification Exam(s) ]
RedHat [8 Certification Exam(s) ]
RES [5 Certification Exam(s) ]
Riverbed [8 Certification Exam(s) ]
RSA [15 Certification Exam(s) ]
Sair [8 Certification Exam(s) ]
Salesforce [5 Certification Exam(s) ]
SANS [1 Certification Exam(s) ]
SAP [98 Certification Exam(s) ]
SASInstitute [15 Certification Exam(s) ]
SAT [1 Certification Exam(s) ]
SCO [10 Certification Exam(s) ]
SCP [6 Certification Exam(s) ]
SDI [3 Certification Exam(s) ]
See-Beyond [1 Certification Exam(s) ]
Siemens [1 Certification Exam(s) ]
Snia [7 Certification Exam(s) ]
SOA [15 Certification Exam(s) ]
Social-Work-Board [4 Certification Exam(s) ]
SpringSource [1 Certification Exam(s) ]
SUN [63 Certification Exam(s) ]
SUSE [1 Certification Exam(s) ]
Sybase [17 Certification Exam(s) ]
Symantec [135 Certification Exam(s) ]
Teacher-Certification [4 Certification Exam(s) ]
The-Open-Group [8 Certification Exam(s) ]
TIA [3 Certification Exam(s) ]
Tibco [18 Certification Exam(s) ]
Trainers [3 Certification Exam(s) ]
Trend [1 Certification Exam(s) ]
TruSecure [1 Certification Exam(s) ]
USMLE [1 Certification Exam(s) ]
VCE [6 Certification Exam(s) ]
Veeam [2 Certification Exam(s) ]
Veritas [33 Certification Exam(s) ]
Vmware [58 Certification Exam(s) ]
Wonderlic [2 Certification Exam(s) ]
Worldatwork [2 Certification Exam(s) ]
XML-Master [3 Certification Exam(s) ]
Zend [6 Certification Exam(s) ]
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