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9L0-615 - Network Account Management v10.4 - Dump Information

Vendor : Apple
Exam Code : 9L0-615
Exam Name : Network Account Management v10.4
Questions and Answers : 59 Q & A
Updated On : December 7, 2018
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9L0-615 Questions and Answers

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9L0-615 Network Account Management v10.4

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9L0-615 exam Dumps Source : Network Account Management v10.4

Test Code : 9L0-615
Test Name : Network Account Management v10.4
Vendor Name : Apple
Q&A : 59 Real Questions

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Apple Apple Network Account Management

Tesla — “Apple Of vehicles” — entering Its Golden Age | killexams.com Real Questions and Pass4sure dumps

Batteries

published on November 10th, 2018 | by means of guest Contributor

November 10th, 2018 by using visitor Contributor 

initially published on EVANNEX.with the aid of Charles Morris

Comparisons between Tesla and Apple are nothing new, however with the Silicon Valley automaker poised for a new wave of growth, it’s a fine time to revisit the parallels between both disruptive groups. A fresh article from ARK funding administration explains the similarities in eerie aspect.

In 2007, Apple had already existed for 3 decades, however beginning in that yr, a wave of latest items — the iPhone, iPad, Apple Watch, and App shop — catapulted the enterprise into a new dimension, and caused salary and market cap to develop tenfold.

before blastoff, Apple changed into selling computer systems, which were broadly regarded as a commodity product, primarily to a couple of niche markets reminiscent of audio/video authorities, people who resented bill Gates and people who just needed to be diverse. however, the business’s approach of vertical integration and client focus — exactly the contrary of the enterprise mannequin that workstation makers were pursuing — allowed it to can charge top class expenditures and command fanatical client loyalty.

ARK make investments Founder and CEO, Cathie wood, talks about Tesla and aspects out similarities with Apple (source: Yahoo Finance)

The parallels to Tesla should still already be obvious, but Tesla’s position in 2018, they develop into much more amazing. ARK’s analysts see “the outlines of a different Apple in the making,” and point out that “Tesla resembles Apple in three key areas: a technique of vertical integration, an forthcoming product inflection, and a enterprise model transitioning from hardware to capabilities.”

Apple’s strategy of vertically integrating hardware, application, features, and retail become very a whole lot a contrarian one. In 2007, well-known knowledge became that businesses should center of attention on “core skills.” Apple’s opponents all specialized in one layer of the stack. however, in a time of quick innovation, vertical integration can permit a company to get a head beginning on the rest of an business by using setting up key enabling applied sciences in-house. To supply only 1 illustration, Apple became able to create the primary multi-touch smartphone since it created its personal multi-contact system, anything no different business changed into any place near developing.

“Tesla picks up on Apple’s vertical integration strategy but takes it additional,” write the ARK analysts. “moreover hardware, utility, and retail, Tesla additionally owns and operates manufacturing facilities in addition to a world Supercharger network. Vertically integrating battery pack production at its Gigafactory is why Tesla is the simplest excessive-extent EV brand nowadays. Had Tesla waited for the deliver chain to capture up, it wouldn’t had been in a position to launch and scale the model 3 for years. In our view, here's a key reason why no automaker has released a attainable competitor to the model 3 up to now and why no business could be capable of accomplish that except 2020 at the earliest.”

Apple’s surprising 2007 to 2012 increase become driven via the release of the iPhone, iPad, and the App keep in short succession. As is the case with Tesla, Apple’s vision of the products it wanted to construct was frequently ahead of existing computing, microprocessor, and battery efficiency. issues began to take off round 2007 since the enabling applied sciences to build a excessive-efficiency handheld computing device finally grew to become obtainable. “Having constructed up a long time of software and hardware abilities, Apple was located to seize this probability and create the blueprint for contemporary cellular computing,” notes ARK.

Like Mac computers in the early Nineties, Tesla’s motors haven’t broken into the mainstream, because they're easily too costly. The main explanation for here's battery prices, which might be losing swiftly. ARK estimates that the cost of lithium-ion batteries will fall below $one hundred/kWh, attaining charge parity with fuel automobiles, by 2022. Elon Musk has noted that he expects to attain this tipping factor via the end of 2018.

This cost decline is a big deal, to position it mildly. once EVs attain can charge parity, there'll comfortably be no technical reason for any individual to build fossil fuel cars anymore (youngsters fiscal and political motives are likely to retain them on lifestyles help for rather a while). “Tesla has spent more than a decade making ready for this moment and, in our view, has essentially the most compelling EV pipeline of any company,” says ARK. “The Tesla mannequin 3 and mannequin Y (a crossover SUV) have the skills to catapult EVs into the mainstream, a whole lot like the one-two punch from the iPhone and iPad in cellular computing.”

Tesla’s vertical integration — it’s selling not only a car, however an “ecosystem” of products and features — creates many income alternatives. “within the 2000s, Apple’s iPod+iTunes mixture created a dual earnings movement from hardware and song,” ARK notes. “these days, thanks to its large put in base of iPhones, Apple offers a number capabilities spanning song subscriptions, cloud storage, and app revenue that generates $36 billion annually and money owed for roughly a third of Apple’s market cap. rivals like Samsung that don't control the customer relationship generate no cloth revenue from functions.”

In ARK’s view, each successful boom business goes through a “golden era” when the celebs align and growth takes region more unexpectedly than any individual could have foreseen. “For Apple, that point turned into from 2007 to 2012. For Tesla, we consider the golden period is just starting.”

Tags: Apple, ARK make investments Founder and CEO, Cathie wood, Elon Musk, Silicon Valley, Tesla, Tesla Gigafactory, Tesla mannequin 3

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Apple and many other tech giants have Wall street sickness | killexams.com Real Questions and Pass4sure dumps

The boom witnessed within the U.S. equity market over the past few years has begun to echo the latter stages of the excessive tech bubble of the early 2000s, correct all the way down to the investor pastime finally gravitating towards five stocks which have posted large features, and bought a nearly cult-like popularity amongst their respective devotees. In 2002, it changed into Lucent, Cisco, Microsoft, Dell, and Intel. nowadays, it’s facebook, Apple, Amazon, Netflix, and Google. They’ve even received an acronym amongst their followers: FAANG. Taken in mixture, these five stocks account for approximately one-quarter of the NASDAQ’s total market capitalization. truly, just three months ago, Apple alone became the primary publicly traded U.S. business to attain a $1 trillion market capitalization. however simply because the massive 5 of the remaining high tech increase ultimately got here unstuck, so too, one by one, nowadays’s tech titans are steadily being “de-FAANG-ed,” as traders have come to reassess their boom possibilities on the grounds of anti-competitive/anti-have confidence considerations,abuse of privacy, and deteriorating true-line boom. Apple is probably the most recent illustration, however it tells an even bigger story, which speaks to a longstanding disorder infecting the general U.S. financial system: specifically, financialization.

“Financialization” — which denotes “the increasing magnitude of economic markets, institutions and explanations in the world economic climate” — manifests itself evidently in the case of Apple. it is fitting an extra example of an American business it really is more and more valuing monetary engineering over true engineering, as its core corporations get hollowed out amid product saturation and declining international revenue.

Like widespread electric powered some 25 years under Jack Welch, Apple beneath existing CEO Tim cook dinner more and more represents a microcosm of the altering position of U.S. markets as they have develop into much less a automobile for capital provision, extra corresponding to a wealth recycling laptop wherein cash piles are used less for funding/research and development, extra for share buybacks (that are tied to govt compensation, elevating the incentive for, at a minimum, quarterly brief-termism and, at worst, fraud and corporate looting). All in the hobbies of that unsuitable conception of “maximizing shareholder value,” during which the business’s stock fee, as opposed to its product line, drives corporate selections, determines senior management compensation, and becomes the top-quality measuring stick of success.

always, when this fashion becomes ascendant, it doesn’t conclusion neatly. perhaps the opposed reaction to Apple’s lately reported salary is the first warning of what may follow.

To make sure, here's no longer the first tough patch for Apple due to the fact that its resurrection under Steve Jobs when he returned to the business in 1997. within the early 2000s, the company came below scrutiny for the manner during which it improperly backdated inventory optionsand didn’t document this to the SEC. subsequently, Apple was found to be systematically understating its earnings and defrauding its shareholders (stock alternate options were categorized as “non-cost expense,” which allowed them to be not noted from the income and loss account, thereby artificially bolstering reported salary). Having already got iconic reputation in Silicon Valley, then-CEO Steve Jobs obtained off calmly. Likewise when Jobs turned into directly implicated in a wage-fixing cartel with Google, amongst others. extra recently, Apple’s aggressive tax avoidance ideas have come beneath scrutiny.

The backlash has hitherto been comparatively muted, youngsters, because lots of the foregoing practices got here at a time when Apple was producing one hit product after a different, inspiring a cult-like devotion among buyers, and generating investor enthusiasm on Wall street. unluckily for the iPhone company today, the “hit parade” of latest, earth-shattering products appears to have dried up, and the global market is more and more being saturated with similar items, developing prices pressures and declining market share.

Apple is increasingly deploying its colossal money pile, no longer for investment/innovation, however for share buybacks (which refers to the repurchasing of shares of stock by way of the business that issued them). buying returned shares helps to support the percentage price both by decreasing basic supply and additionally by inducing “herding conduct” by means of associations, encouraged by way of the vote of self belief conferred through management insiders (who most likely understand the business’s possibilities enhanced than most). additionally, with the aid of reducing the variety of shares surprising, this apply is accretive to salary per share, which helps costume up the economic statements further. As a “boom stock,” Apple’s investors frequently evince a option for incomes momentum, as adverse to a heavy circulation of dividend payments (which is commonly favored by means of “salary”-oriented traders).

For all of the theoretical the reason why share buybacks are supposedly a very good component, the soiled little key is that the true cause of them is that they help to complement senior management without delay, as a result of their compensation (by means of extensive supplies of inventory alternatives) is more and more tied less to the performance of the business, extra to the business’s share expense. Like so many other essential listed groups, Apple has been beginning to embody this fashion with extra gusto. As Eric Reguly of the Globe and Mail wrote earlier this yr: “In may also, Apple introduced that it could vacuum up one more $100 billion of its personal stock, taking the full buyback due to the fact that the end of the roles era to roughly $300 billion.”

To be fair to Apple, it is rarely unique. As early as 2010, market analyst Rob Parenteau cited that business managements, “ostensibly under the guise of maximizing shareholder cost, would plenty fairly pay themselves good-looking bonuses, or pay out special dividends to their shareholders, or play casino games with all kinds of economic engineering thrown into obfuscate the character of their fiscal speculation, than fulfill the normal roles of capitalist, which is to use earnings as each a sign to put money into expanding the productive capital inventory, in addition to a source of financing the widening and upgrading of productive plant and equipment.” Likewise, Professor William Lazonick cited in his work, “profits without Prosperity,” that the 449 agencies that have been publicly listed between 2003 and 2012 “used fifty four% of their salary — a total of $2.four trillion — to buy returned their own inventory, just about during purchases on the open market.”

Share buybacks had been readily unlawful beneath SEC guidelines unless 1982, in the middle of the Reagan deregulation wave, when SEC Rule 10b-18 became introduced. except that point, buybacks had been considered a type of stock manipulation. As early because the mid-Eighties, more and more companies have resorted to them, and the apply has grown exponentially.

but as the title of Lazonick’s paper makes clear, the buybacks created lots of prosperity for the company executives and shareholders, but did little for the underlying profitability for the agencies themselves, mostly as a result of cash piles had been diverted faraway from productive makes use of similar to R&D and capital funding. “Maximizing shareholder cost” offers a elaborate and bogus purpose for blatant inventory manipulation, this time tied to govt compensation. The arguments for the tight restrict of buybacks pre-1982 are, if anything, even greater nowadays, given the size and the corresponding degradation of company steadiness sheets on account of the observe. like the pigs at the trough making one last seize for money before the bubble finally bursts, it creates significant incentives for “handle fraud.”

Apple has now not fully crossed over to the darkish side, however is probably greater than coincidental that their share buybacks have accelerated simply as their explosive cost of growth seems to have stalled. Wall street analysts seldom provide outright promote thoughts on hitherto beloved stocks (the corollary also applies, that could expand booms and busts). however there turned into sufficient in the last Apple revenue outcome to supply some trigger for subject.

This gifts a classic hen and egg problem: Is Apple now using its money to purchase again inventory because it is failing to provide new earth-shattering items like the iPhone or iPod (or, previous, the Macbook), or is it the case that a lack of innovation a right away outgrowth of deploying the cash mostly to purchase lower back stock?

both means, there is no wonderful new epoch-altering product in the pipeline that might force unit sales. the brand new Apple Watch certainly hasn’t been a online game-changer. And, as Reguly argues, “each dollar dedicated to buybacks is a greenback no longer devoted to uses such as research and development, worker working towards, acquisitions and group giving.”

Tellingly, what Apple isn’t going to do in the future suggestions at greater complications ahead. in addition to projecting weaker-than-anticipated holiday revenue, the business stunned investors when it indicated that the enterprise would no longer break out how many iPhones it bought each quarter. The obvious conclusion to be drawn is that is because Apple will soon need to count on rate, now not extent of unit earnings, to keep the demonstrate going. Which doubtless ability more stock buybacks to help the proportion fee.

unluckily, that’s now not a particularly fit scenario, coming at a time when smartphone revenue are coming beneath force globally, which is being mirrored in fundamental product expense cuts throughout the whole industry. consider Samsung’s Galaxy S8, which can be bought on Amazon.com for any place from 30 to 50 percent under the common launch fee (depending on telephone company). That’s massive as a result of Apple has been losing international market share to groups like Samsung for some thing like 5 years now. And if Samsung is experiencing these types of pressures, then Apple’s method of making an attempt to offset the lack of market share via elevating costs (or resorting to hints by which Apple uses application updates to deliberately decelerate the iPhone and intentionally impair the battery existence) is probably going to show challenging.

tons like Microsoft after its first section of increase, Apple is morphing into a slower-starting to be cash cow. It’s difficult to preserve a $1 trillion market cap under these operating situations. elevated functionality in a smartphone can handiest go to this point; there are simplest so many how you can improve taking a selfie or bettering facial cognizance for protection protocols. and people forms of marginal advancements are likely insufficient to create a big new wave of global revenue. The smartphone has developed significantly over the past decade, however at this stage of its product development, the incremental improvements are marginal. So the money pile will proceed to move towards buybacks, an increasingly destructive method all over a time of falling markets and declining revenue, when the money may still be husbanded as a shielding measure, not dissipated and changed with debt.

Apple is neither the primary nor the remaining business to locate itself during this place. Slowing product increase and the inexorable pull of untold wealth that may be derived from a inventory market bubble is a deadly combination that has contaminated groups neatly past the hitherto beloved creation of Steve Jobs. The misallocation of capital by way of share buybacks (at a value of sacrificing innovation, research and construction) is yet a different illustration of the myth of productive monetary markets and the notion that markets are always the most appropriate means of intelligently allocating capital. We see the construction of a bogus conception of “maximizing shareholder cost” used more and more to mask blatant stock manipulation. The follow looks primarily perverse when one sees corporations’ core groups dissipate against a backdrop of stability sheet deterioration (as the cash is changed with debt). As financialization more and more hollows out Apple’s core, it provides a broader symptom of everything that is incorrect with the usa’s bubble-ized capitalism today.


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9L0-615 Network Account Management v10.4

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9L0-615 exam Dumps Source : Network Account Management v10.4

Test Code : 9L0-615
Test Name : Network Account Management v10.4
Vendor Name : Apple
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Network Account Management v10.4

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New Ethernet and Device Networking Hardware for Critical Network Devices | killexams.com real questions and Pass4sure dumps

Press Release Summary:

Modular IOLAN SCG Console Server provides up to four secure remote access points to critical network devices. It supports both RS232 RJ45 and USB connectivity, features advanced network security, authentication schemes and standard data encryption tools. 

Original Press Release: Perle launches Modular Console Servers for In-Band and Out-of-Band-Management

Support for up to 50 USB and RS232 Console Ports, redundant copper and fiber Ethernet network access, WiFi network access and a V.92 modem connection

NASHVILLE, TN—October 30th, 2018 — Perle Systems, a global provider of advanced serial to Ethernet and device networking hardware, today released the IOLAN SCG Secure Console Servers as an advanced IT Infrastructure Management Solution.

Most devices today can be accessed directly over an Ethernet network. However, in environments where 24/7 uptime is expected, this single point of access is simply not enough, especially if IT assets are in controlled server rooms, off-site, or difficult to access. This is where a Console Server comes into play. It gives Administrators a secure way to remotely access the console management port of every device on the network. This ensures the ability to monitor, manage, trouble-shoot or re-boot critical IT assets at any time from any location.

The new modular IOLAN SCG Console Server takes this solution to the next level. It offers up to four secure remote access methodsto critical network devices.

  • Every Modular IOLAN SCG Secure Console Server comes with redundant copper and fiber Ethernet network access support. Any dual combination of the two 10/100/1000Base-T Copper Ports and two 100/1000Base-X SFP Fiber Ports can be used to meet unique network access requirements.
  • Every IOLAN SCG W Secure Console Server also comes with built-in WiFi network access over dual-band radio antennas for optimal wireless performance, signal reliability and range. With broad range support of Wireless LAN Technology (IEEE 802.11 a,b,g,n,i @ 2.4Ghz/5Ghz) and fast wireless speeds up to 150Mbps, the IOLAN SCG W is ideal to ensure you always have access to critical network devices.
  • Every IOLAN SCG M Secure Console Server also comes with an on-board RJ11 V.92 modem connection for a secure and reliable out-of-band connection over the POTS network. This means that should IP network access become unavailable, the IOLAN SCG M can serve as the necessary alternate access method to troubleshoot and reboot critical network devices.
  • The IOLAN SCG WM gives you everything -- redundant copper and fiber Ethernet network access, WiFi network access and the V.92 modem connection.
  • The modular IOLAN SCG Console Server, with 18, 32, 34, 48 or 50 Console Management Ports, supports both RS232 RJ45 and USBconnectivity to console ports on equipment such as routers, switches, firewalls, servers, PBXs, network storage equipment andsecurity appliances. The modular design of the IOAN SCG allows the user to swap, upgrade and scale to any “mix-and-match” combination of 16-port USB 3.0 or RS-232 RJ45 interface module cards. The IOLAN SCG Console Server can be purchased fully populated or partially populated so that modules can be swapped or added by users as needs grow or change.

    John Feeney, COO at Perle Systems comments, "We recognise that every network is unique. A one size fits all approach doesn’t work when it comes to in-and-out-of-band-management of IT assets. These new modular ‘mix and match’ Console Servers allow multiple layers of accessibility and management to ease deployment frustrations, while future proofing existing investments"

    With advanced network security features, recognized authentication schemes and standard data encryption tools, IT administrators can feel confident that network data transmissions, and all access to the console admin ports on IT equipment, is secure.

    All Perle IOLAN Console Servers only use high-end components to ensure product reliability. Perle backs this up with a Lifetime Warranty to guarantee user satisfaction.

    Find out more about IOLAN SCG Modular Console Servers.

    Contact pr@perle.com

    Related Thomas Industry Update Thomas For Industry

    Perion Network Under-Appreciated Free Cash Flow | killexams.com real questions and Pass4sure dumps

    No result found, try new keyword!Perion Network's (PERI) recovery seems well on its ... This may be an overhang of the past management (which had a pretty lousy record), but the company appointed a new CEO in April last year ...

    SAP SE to Acquire Qualtrics International Inc., Sees Experience Management as the Future of Business | killexams.com real questions and Pass4sure dumps

    WALLDORF, Germany, PROVO, Utah, SEATTLE, Wash. — SAP SE (NYSE: SAP) and Qualtrics International Inc. (Qualtrics) today announced they have entered into a definitive agreement under which SAP SE intends to acquire Qualtrics, the global pioneer of the experience management (XM) software category that enables organizations to thrive in today’s experience economy.

  • Together, SAP and Qualtrics to accelerate the new XM category by combining experience data and operational data to power the experience economy
  • Creates a highly differentiated offering for businesses to deliver superior customer, employee, product, and brand experiences
  • Ryan Smith to continue to lead Qualtrics; Qualtrics to maintain dual headquarters in Provo, Utah, and Seattle, Wash.
  • Under the terms of the agreement, SAP will acquire all outstanding shares of Qualtrics for US$8 billion in cash. SAP has secured financing in the amount of €7 billion to cover purchase price and acquisition-related costs. The purchase price includes unvested employee incentive compensation and cash on the balance sheet at close. Subject to customary closing conditions and attainment of regulatory clearances, the acquisition is expected to close in the first half of 2019. The Boards of Directors of SAP and Qualtrics have approved the transaction. Qualtrics’ shareholders have also approved the transaction.

    SAP CEO Bill McDermott said: “We continually seek out transformational opportunities – today’s announcement is exactly that. Together, SAP and Qualtrics represent a new paradigm, similar to market-making shifts in personal operating systems, smart devices and social networks. SAP already touches 77 percent of the world’s transactions. When you combine our operational data with Qualtrics’ experience data, we will accelerate the XM category with an end-to-end solution with immediate global scale. For Qualtrics, this introduces a dynamic new partner with the belief, passion and scale to bring experience management to millions of customers around the world.”

    McDermott added: “The combination of Qualtrics and SAP reaffirms experience management as the groundbreaking new frontier for the technology industry. SAP and Qualtrics are seizing this opportunity as like-minded innovators, united in mission, strategy and culture. We share the belief that every human voice holds value, every experience matters and that the best-run businesses can make the world run better. We can’t wait to stand beside Ryan and his amazing colleagues for the next chapters in the experience management story. The best for Qualtrics and SAP is yet to come!”

    Ryan Smith, CEO of Qualtrics, said: “Our mission is to help organizations deliver the experiences that turn their customers into fanatics, employees into ambassadors, products into obsessions and brands into religions. Supported by a global team of over 95,000, SAP will help us scale faster and achieve our mission on a broader stage. This will put the XM Platform everywhere overnight. We could not be more excited to join forces with Bill and the SAP team in this once-in-a-generation opportunity to power the experience economy.”

    SAP and Qualtrics Will Together Deliver the Transformative Potential of Experience Data (X-Data) Combined with Operational Data (O-Data)

    XM focuses on obtaining and tapping the value of outside-in customer, employee, product and brand feedback. Combining Qualtrics’ experience data and insights with SAP’s unparalleled operational data will enable customers to better manage supply chains, networks, employees and core processes. Together, SAP and Qualtrics will deliver a unique end-to-end experience and operational management system to power organizations.

    SAP Will Accelerate Qualtrics’ Growth and Further Its Mission by Offering Global Scale, Reach and Resources

    Leveraging SAP’s more than 413,000 customers and global salesforce of around 15,000, Qualtrics will be able to scale rapidly around the world. SAP has a strong track record of accelerating growth for the innovative companies it acquires, as exemplified by the rapid success of SAP’s recent acquisitions.

    Qualtrics expects full-year 2018 revenue to exceed US$400 million and projects a forward growth rate of greater than 40 percent, not including potential synergies of being part of SAP.

    Following the closing of the transaction, Qualtrics is expected to maintain its leadership, personnel, branding and culture, operating as an entity within SAP’s Cloud Business Group. Ryan Smith will continue to lead Qualtrics, and Qualtrics is expected to continue to maintain dual headquarters in Provo, Utah, and Seattle, Washington.

    Qualtrics was advised on the transaction by Qatalyst Partners and Goodwin Procter, LLP. J.P. Morgan acted as financial advisor and Jones Day acted as legal advisor to SAP.

    SAP and Qualtrics will host a joint conference call for financial analysts and investors on November 12, 2018, at 7:00 a.m. CET (1:00 a.m. ET, November 12 / 10:00 p.m. PT, November 11) regarding this transaction. The call will be available to international callers at +44 330 336 9411, to U.S. callers at +1-929-477-0402, conference code: 9656637, and via webcast at https://broadcast.co.sap.com/go/investor. A replay will be provided later on http://www.sap.com/investor.

    For more information, please click here. For an investor presentation, please click here.

    Visit the SAP News Center. Follow SAP on Twitter at @sapnews.

    About Qualtrics

    Qualtrics is the technology platform that organizations use to collect, manage, and act on experience data, also called X-data™. The Qualtrics XM Platform™ is a system of action, used by teams, departments, and entire organizations to manage the four core experiences of business—customer, product, employee and brand—on one platform. Over 9,000 enterprises worldwide, including more than 75 percent of the Fortune 100 and 99 of the top 100 U.S. business schools, rely on Qualtrics to consistently build products that people love, create more loyal customers, develop a phenomenal employee culture, and build iconic brands. To learn more, and for a free account, please visit www.qualtrics.com.

    About SAP

    As the cloud company powered by SAP HANA, SAP is the market leader in enterprise application software, helping companies of all sizes and in all industries run at their best: 77% of the world’s transaction revenue touches an SAP system. Our machine learning, Internet of Things (IoT), and advanced analytics technologies help turn customers’ businesses into intelligent enterprises. SAP helps give people and organizations deep business insight and fosters collaboration that helps them stay ahead of their competition. We simplify technology for companies so they can consume our software the way they want – without disruption. Our end-to-end suite of applications and services enables more than 413,000 business and public customers to operate profitably, adapt continuously, and make a difference. With a global network of customers, partners, employees, and thought leaders, SAP helps the world run better and improve people’s lives. For more information, visit www.sap.com.

    Note to editors:To preview and download broadcast-standard stock footage and press photos digitally, please visit www.sap.com/photos. On this platform, you can find high resolution material for your media channels. To view video stories on diverse topics, visit www.sap-tv.com. From this site, you can embed videos into your own Web pages, share video via email links, and subscribe to RSS feeds from SAP TV.

    For customers interested in learning more about SAP products:Global Customer Center: +49 180 534-34-24United States Only: 1 (800) 872-1SAP (1-800-872-1727)

    For more information, press only:

    Rajiv Sekhri, +49 6227 7-74871, rajiv.sekhri@sap.com, CETMarcus Winkler, +49 6227 7-67497, marcus.winkler@sap.com, CETSAP News Center press room; press@sap.comMike Maughan, Qualtrics, +1 385-203-4564, mmaughan@qualtrics.com, MTAndrew Wilson, Edelman, +1 917-607-6601, andrew.wilson@edelman.com, ET

    Any statements contained in this document that are not historical facts are forward-looking statements as defined in the U.S. Private Securities Litigation Reform Act of 1995. Words such as “anticipate,” “believe,” “estimate,” “expect,” “forecast,” “intend,” “may,” “plan,” “project,” “predict,” “should” and “will” and similar expressions as they relate to SAP are intended to identify such forward-looking statements. SAP undertakes no obligation to publicly update or revise any forward-looking statements. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. The factors that could affect SAP’s future financial results are discussed more fully in SAP’s filings with the U.S. Securities and Exchange Commission (“SEC”), including SAP’s most recent Annual Report on Form 20-F filed with the SEC. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of their dates.© 2018 SAP SE. All rights reserved.SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE in Germany and other countries. Please see https://www.sap.com/copyright for additional trademark information and notices.Please consider our privacy policy. If you received this press release in your e-mail and you wish to unsubscribe to our mailing list please contact press@sap.com and write Unsubscribe in the subject line.



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    Apple 9L0-615 Exam (Network Account Management v10.4) Detailed Information



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