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Vendor : IBM
Exam Code : C9520-427
Exam Name : IBM Digital Experience 8.5 Fundamentals
Questions and Answers : 64 Q & A
Updated On : April 23, 2019
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C9520-427 IBM Digital Experience 8.5 Fundamentals

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C9520-427 exam Dumps Source : IBM Digital Experience 8.5 Fundamentals

Test Code : C9520-427
Test Name : IBM Digital Experience 8.5 Fundamentals
Vendor Name : IBM
Q&A : 64 Real Questions

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    posted on 04 April 2019

    from The dialog

    -- this submit authored by using James Cortada, tuition of Minnesota

    It’s staggering when groups closing for decades - or much more than a century - and particularly so after they’re in a quick-changing business like computer technology. IBM, which traces its roots to the 1880s, grew from three small firms to a multi-billion-greenback tips technology services company nowadays. Its united statesand downs along the way offer some insights into the world expertise trade, and can contain some instructive instructions for up-and-coming digital giants like Google, Amazon and facebook - all of which can be some distance more youthful than IBM.

    IBM.virtual.goggles.caption

    Please share this article - Go to very suitable of web page, right hand side, for social media buttons.

    File 20190214 1726 ovse4m.jpg?ixlib=rb 1.1

    IBM has adventure that should be significant for the way forward for know-how. Alexander Tolstykh/Shutterstock.com

    In my new booklet, “IBM: the rise and Fall and Reinvention of a global Icon," I explore the business’s historical past of creating and selling information processing machine and software. As a former IBM employee and a historian, probably the most essential lesson I found is that many americans confuse incremental changes in expertise with more fundamental ones that definitely form the course of an organization’s destiny.

    there's a difference between particular person products - successive models of PCs or typewriters - and the underlying applied sciences that make them work. Over a hundred thirty years, IBM released smartly over three,600 hardware items and essentially an identical quantity of application. however all these gadgets and services were in response to just a handful of actual technological advances, similar to transferring from mechanical machines to folks that relied on computing device chips and software, and later to networks like the cyber web. The transitions between those advances took location much more slowly than the constant movement of new products might indicate.

    These transitions from the mechanical, to the digital, and now to the networked reflected an ever-transforming into skill to compile and use better amounts of information with no trouble and immediately. IBM moved from manipulating statistical data to the use of technologies that teach themselves what people desire and have an interest in seeing.

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    Between 1914 and 1918, IBM management decided that the enterprise the business can be in became statistics processing. in more up to date phrases, that company has turn into “huge statistics" and analytics. but it’s nevertheless gathering and organizing records, and performing calculations and computations on it.

    considering the fact that the early Nineteen Twenties, IBM has taken a disciplined strategy to product development and analysis, specializing in constructing the underpinning technologies for its information processing items. Nothing appeared to be executed by accident.

    A blue IBM punch card. Gwern/Wikimedia Commons

    In its first half-century, IBM’s basic expertise platform from which many products emerged became the punch-card, yielding tabulators, card sorters, card readers and the famous IBM Card. In its 2d half-century, the basic technology platform became the desktop, including mainframes, minicomputers, PCs and laptops. In its most contemporary 30 years, computing device revenue have introduced in a declining share of the business’s complete profits, as IBM transitions to featuring more internet-based mostly functions, including software and technical and managerial consulting.

    the upward thrust of each and every succeeding technology took place all the way through the maturity and decline of its predecessor. IBM first all started selling computer systems within the Nineteen Fifties, but stored promoting tabulating equipment that still used punch cards until the early Sixties. As these days because the early 1990s, over 90 p.c of IBM’s revenues got here from selling computers, notwithstanding it changed into introducing new functions like administration and procedure consulting, suggestions expertise administration and utility revenue.

    It wasn’t until the conclusion of 2018 that IBM introduced that fifty p.c of its enterprise now got here from services and application, most of which were new offerings developed in the old decade.

    The information media - and even IBM personnel - may also have perceived that IBM turned into transforming itself immediately and frequently. truly the business had planted seeds for increase early and thoroughly tended new applied sciences until they bore fruit - fortunately, around the identical time as past methods were ending their advantageous lives.

    This strategic strategy is not exotic - Apple has been promoting very own computer systems for greater than forty years. Its administration, of direction, talks a whole lot extra about its function within the smartphone business, which is already starting to degree off. Apple may also soon need - or already be working on - a new technological focus to continue to be significant.

    The future of the giants

    Microsoft, like Apple, developed far from promoting just desktop application and working methods. It began information superhighway-primarily based projects like its Bing search engine and OneDrive cloud storage - as well as providing cloud-primarily based computing functions for organizations.

    IBM is already exploring quantum computing, as a brand new frontier of statistics processing. IBM research, CC by way of-ND

    groups that began on the information superhighway may additionally face similar transitions. Amazon, Google and facebook at times declare to have changed themselves, however haven’t yet fully left their original corporations.

    Amazon nevertheless makes most of its cash selling physical items online, even though its web-based mostly cloud capabilities division is turning out to be impulsively. Amazon has additionally invested in a wide array of other enterprise that may grow in the future, such as health care and entertainment content.

    Google and facebook nonetheless make most of their money selling tips about how users behave to advertisers and businesses that wish to attract people to a particular element of view. both are exploring different avenues, even if it’s Google’s self-driving cars or facebook’s experiments with virtual truth.

    however at their core, all three information superhighway giants are nevertheless finding new the way to capitalize on the tremendous portions of tips they accumulate about customers’ actions and pursuits - simply as decades prior IBM found new the right way to use tabulating device and computers. in the event that they’re to ultimate a long time or centuries into the future, the corporations will deserve to probe, scan and innovate to locate new the way to income as technologies alternate.The Conversation

    James Cortada, Senior research Fellow, Charles Babbage Institute, tuition of Minnesota

    this article is republished from The conversation under a artistic Commons license. examine the fashioned article.

    .

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    click here for historical news put up list

    Make a comment Econintersect wants your feedback, information and opinion on the articles posted. that you may also remark the use of facebook directly the use of he comment block beneath.

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    Sometimes, investors get too focused on the minutiae and miss the forest for the trees. But the April 8 Market Foolery podcast is an exercise in stepping back and trying to see the big picture. First, it's a discussion of stock dividends, keyed off the fact that dividend king Procter & Gamble (NYSE:PG) has hit a new all-time high. Some investors focus a great deal of attention to yields in their stock picking. But should they?

    Next, it's a discussion of a social media company that's deeply reliant on small pictures -- Pinterest just shared the range it's targeting for its yet-to-be-scheduled IPO, and the number looks seriously conservative. Finally, with the championship of the men's NCAA basketball tournament on the agenda for Monday night, there's an awful lot of semi-illicitly wagered money on the line. And that makes it a good time for host Chris Hill and senior analyst Dan Kline to zoom out and consider the outlook for sports betting in the U.S., how long it might be before it's broadly legal, and who might benefit.

    To catch full episodes of all the Motley Fool’s free podcasts, check out our podcast center. A full transcript follows the video.

    This video was recorded on April 8, 2019.

    Chris Hill: It's Monday, April 8. Welcome to Market Foolery! I'm Chris Hill. Joining me in studio today, from the sunny state of Florida, Dan Kline is in the house. Thanks for being here!

    Dan Kline: Happy to be back!

    Hill: We're going to dig into the state of sports betting. We're going to talk a little bit about Pinterest because we're starting to get more information about Pinterest. I wanted to start really quick with Procter & Gamble because shares of P&G are hitting an all-time high today. That's fine. That's good for the people who are shareholders. The thing that caught my attention when I saw this story is that P&G has increased their dividend -- we talk about the dividend aristocrats from time to time, companies that have raised their dividend for 25 years in a row or more -- P&G is in that even rarer category of dividend king because they've raised their dividend for 62 years in a row. That blew my mind. 

    Kline: It's a stunning number. That means they didn't have one bad year where they had to just cut it for financial reasons.

    Hill: Right! We've talked on this show a bunch of times over the last year about how challenging the packaged goods industry has been overall. Not that I thought they were going to come out in the past year or two and do that. But it really is a testament to how they manage their business, that they're able to do this. 

    Before we move on, really quick, what role if any do dividends play in your investing life? Is it something that you look? A lot of people, when they're initially starting out, they tend to think in terms of risk and say, "OK, I'm going to have some growth stocks on one side of my portfolio. On the other side, I'm going to have some blue-chip dividend payers like P&G."

    Kline: It's interesting. It's something I talk about a lot. My mother's in that phase of life where income is important and dividend stocks make sense, and security makes sense. In my personal portfolio, I don't think about it. I tend to look at companies that move me. The next one I really want to invest in will be Starbucks. Next time I take a vacation and I'm not writing for a week, I'm going to buy some Starbucks, because that is a daily part of my life and I believe in the brand story. If they were to start paying a dividend, that's great. I own some Microsoft, which does pay a dividend, but it didn't really factor in. What factored in for me there was just how well they pivoted from the Windows 8 dominant. So, I don't think about it, but that's probably terrible advice. 

    Hill: I don't think about it, even though I have some dividend payers in my portfolio. It's just that I don't look at my portfolio all that often. And when I do, I'm reminded, "Oh, I've got some dividend payers. My cash balance is a little bit higher than it was the last time I looked." Eventually, if you're taking the dividend as opposed to reinvesting in shares, then yeah, that's the proverbial good problem to have. 

    Kline: It's a nice little bonus. 

    Hill: Let's move on to Pinterest. Pinterest is next in line for the anticipated IPOs. We don't have a date yet. They filed their S-1 a couple of weeks ago. Now they've come out with their price range. They've set the range at $15 to $17 a share. On the face of it, that seems reasonable.

    Kline: It's super conservative.

    Hill: Let's talk about that. It's conservative to the point where, the last time we saw numbers regarding what Pinterest is worth on the private markets, if they hit this range, they're going to be valued in the public markets up to $9 billion for the company. That's lower than what we saw in the most recent valuation on the private market.

    Kline: It's a little bit lower. I believe the number is actually $11 billion, that this would value them at. The last round was at $12 billion. You don't usually see companies coming out and telling their last round of investors, "You're going to take a little bit of a haircut here. This is not great." Honestly, it seems odd to me, because this is a really great company. I had not thought a lot about Pinterest. I am not, you are not, the target person for Pinterest. It's two-thirds female. About eight in 10 mothers in the U.S. are on Pinterest. But they don't have a lot of debt. The only thing you could argue about Pinterest is they've been so conservative with spending capital, that that does constrain the massive growth. But their advertising numbers have gone up 60% in the past year. Even in the last quarter, they added 41 million monthly active users from a base of 250 to 291. That's stunning!

    Hill: Do you think, on any level, what we saw play out with the Lyft IPO factored into how Pinterest set their price range? 

    Kline: I think when you're a company that's very careful with cash, perception matters. Are they going to cost themselves a little bit of money by pricing low? They are. But they also will put it out there at a place where they're more likely to get that first wave of stories about the IPO being a mild success, instead of what you're having with Lyft. You would think Lyft went to $2. Instead of Lyft being down 10%, a couple of the dollars in the real world, the stories on it make it feel like it's been a disastrous IPO, and Uber should just not IPO. [laughs] 

    Hill: When you think about, as you said, how conservative Pinterest has been managing their money, maybe this price range makes more sense, particularly if the attitude they're taking is, "Look, we know what our numbers are. We know what our strengths are. By the way, we know what our growth has been. We see the projections in the digital advertising market, and, look, they're not Google. They're not Facebook, and they're not Amazon." We talked recently on Motley Fool Money about Amazon building up their digital ad business. But Pinterest has their niche, they're doing it well. And if they look at that growing digital ad market and say to themselves, "We don't need to get the biggest slice of pie, we just need to get our slice of the pie," they're going to be fine. 

    Kline: And the ad market, as you said, it's growing. They have a strategy to get more advertisers. They're under-indexed on small businesses. That's an area where Facebook does really well. So they can organically take the audience they already have -- they actually have to be most protective of their community. They have a niche. It's closer to LinkedIn than it is to Facebook. So when you look and say they're speaking to women, they're speaking to people, they have to make sure that their advertising doesn't overwhelm their content. It's great -- if you're on Pinterest and you search for a recipe and you get the recipe, you don't care if it's from your next-door neighbor or from someone who has a vested interest in selling you a particular brand of flour, as long as it's a good recipe. It's really about protecting the content experience. They have an unassailable audience. Facebook can't easily take this, or Twitter, or Amazon, as long as they put the customer first, which we've seen is something Facebook did not do. 

    Hill: Right. And let's be clear, when we're talking about flour, there's only one choice. It's King Arthur Flour. 

    Kline: [laughs] I couldn't have named a brand of flour if we had talked for an hour.

    Hill: Ohh, no, it's King Arthur! In terms of IPOs, is this something that you look at and you think, "I want to get in, if not the opening day, as close to the opening day as possible"? Or are IPOs something you say, "I don't care how excited I am by the story. I'm waiting three months to see how they do"?

    Kline: I hadn't given a lot of thought to Pinterest as a company before you brought up talking about it on the show. And I'm actually super impressed. Normally, I agree. IPOs are about hype. They're much more about what happens to a stock the day after earnings are reported and someone reads the first line of the earnings report and the stock goes down 10%. But I look at the fundamentals of this company, and I can't disagree. When you read the risk section -- you've read those, they're always preposterous. It's like, "What if all of our executives are eaten by bears? The Internet could go away." But, the actual risks to their business are fairly minimal. When you're this conservative with capital -- they only lost $39 million last year. Do you know how much Lyft lost?

    Hill: More.

    Kline: Over $1 billion. $800 million or some stunning number. I think, Uber, it's $1.8 billion in the last year they lost. So, this is a company that has been growing and slowly cutting losses. Let's say there is a zig in their business. Something changes about people's trust in online advertising. They'll have a down quarter and figure it out. It's kind of like the Costco model, but brought across to the internet. I know it's a weird thing, but, Costco goes a very slow and steady. They didn't jump into digital. They looked to see what everyone needed and then they gave their customers just enough. That is how Pinterest is operating. I like that a lot better than the "we make money when we grow 50 times" model.

    Hill: Tonight, the NCAA Men's Basketball Championship game is being played between at the University of Virginia and Texas Tech. We have two colleagues who are at the game; one UVA grad and one Texas Tech grad. Good luck to our colleagues Matt and Micah. Hopefully one of them, who will no doubt be bitterly disappointed by the loss --

    Kline: Is there a side bet between them, the way governors usually bet something ridiculous?

    Hill: I don't know. There very well might be. But I'm glad you mentioned betting. An estimated $8.5 billion has been bet on this tournament alone. The majority of that is illegal betting in office pools, etc. But I wanted to get your thoughts on where we are in the state of sports betting and the ripple effects. We'll get to TV in a second. I do think that's a very interesting piece for investors. But it really does seem like, for all the talk of states in America legalizing marijuana, what's not being covered as much is states on the march to legalize sports betting. 

    Kline: We're in a really weird tweener time. Betting does not have the stigma that marijuana does. If you're a casual sports better, it is not the same as being a casual illegal marijuana smoker. It wasn't that long ago that, if we did this show, and we talked about an office pool -- I don't know if we have an office pool; I'm not in an office pool -- we'd have to say things like, "It's for Fool dollars!" or pretend and talk around the gambling aspect of it. 

    Hill: Or just drop the word "allegedly" 50 times.

    Kline: Right. But we've gotten to the point where it is totally OK to talk about gambling. They can talk about the line in an NFL telecast. That was never -- you'd get a cryptic comment about a late touchdown, like, "Ooh, a lot of people are going to be unhappy about that!" And you're like, "Why? That just made it 38 to 30." Now, it's very mainstream. You're seeing gambling programming pop up on Fox and ESPN. With most states, this is free money. It's just figuring out how to do it. I'm shocked that where I live hasn't done it yet. I live in Florida. Maryland is on the path to doing it. If you already have casinos that are already in the sports betting business, it's a pretty easy one. I'm pretty sure the MGM down the street will have sports betting the absolute first minute it's legal, and probably already has plans to build it out. 

    Hill: Eight states have legalized it in some form. Two more -- New York and Arkansas -- have passed the legislation and they're in the implementation phase. There are another 29 states that have legislation pending in their state houses. As you said, with the exception of a couple of states that are probably going to be holdouts on this, it's hard for me to imagine that this isn't going to take hold, particularly when pretty much every state, if not every single state, has a state lottery. 

    So, it's hard to make the moral argument, "Well, we can't go with sports betting. But, by the way, we have the state lottery."

    Kline: Was there ever any enforcement on illegal sports betting? Small-time sports betting. Maybe there were some big-time bookies that got busted in a 1940s movie. But for the most part, you could place a bet if you wanted to place a bet. This just takes something that was either in the shadows, or, the guy at work who walks around with the football card and you're not sure how the money works, this just shines light on it. And it produces money, hopefully, for schools and whatever else they pretend lottery money goes to. I see no reason why this won't be everywhere except, yeah, maybe there's a couple of states that'll be a little reticent for, let's call it morality reasons. 

    Hill: In terms of investing, if you look at sports betting and say, "OK, I'm an investor, this is something I'm interested in investing my dollars in because I do believe more states are going to legalize this," is it safe to assume that right out of the gate, the bigger, more established names and platforms are likely to be the winners here? You mentioned MGM. MGM Resort is right across the river, National Harbor. Yeah, I look at that and think, aren't they an obvious beneficiary once Maryland approves this?

    Kline: It's going to benefit them in a ripple effect way. Not only will you go to the casino to place your sports bet. You will probably have lunch in their sports bar. You might go to the casino. You might stay the night, who knows what else? It's a driver for all sorts of business. It's also a huge driver for TV ratings. Are you going to watch some meaningless regular season baseball game? You might if you put $20 down on it.

    Hill: Or if you were just betting on one of the batters on one of the teams, who has a hitting streak, or something like that.

    Kline: Having traveled to Vegas a few times this year, I find that if you put a little money on the game, it makes it a lot easier to focus. And yeah, some of those silly side bets, we've all done the Super Bowl -- well, maybe not everybody, but a lot of people have placed like, "what if there's a safety?" "what if the opening kickoff is returned for a touchdown?" That type of thing can just be a few bucks and make something you wouldn't care about really interesting. It's going to be very good for anyone in the sports business, not just the casino companies. 

    Hill: In terms of TV, because it does seem like among the ripple effects here -- and we're already seeing this play out in programming. I remember doing a couple of interviews with affiliate radio stations for Motley Fool Money last year, when the Supreme Court decision was handed down. Talking to whoever the host was, saying, I think one of the things we're going to be seeing here is programming. If you're programming sports talk radio or TV, expect to see, specifically, not just we're mentioning the football line during a football broadcast, but expect to see programs around betting. And we're seeing that play out. 

    Kline: And, we're seeing the people who always did it. Bill Simmons practically took a victory lap when this passed because he always did the line. He always talked about this type of thing. Now you've got daily programming on FS1, daily programming on ESPN+, and you see SportsCenter segments on this. This takes something, it's not fully legal, but we're all doing it, and now it's legal enough that yeah, it's going to drive secondary programming. 

    The other thing is, let's hope it drives a little bit of education. Throwing $20 down on a game if you can afford it is great. There are a lot of pitfalls and holes you can fall into with sports gambling. Those get a lot worse when they're legal. 

    Hill: Last thing before I let you get back to your actual job. A couple of years ago, a story that was making the rounds both in the business media and in the media that covers media, was about sports rights being in a bubble. They were saying, "Look, TV networks paying increasing amounts for the rights to NFL games, Major League Baseball, the NBA, etc., this is getting into bubble territory and it's going to pop at some point." We're not hearing those stories anymore. And I look at what's happening with sports betting and think to myself, "I think this helps keep the sports rights inflated."

    Kline: I never believed in a bubble for the major sports. I think the NFL is always going to get what it wants. That might be at the expense of diluting the product or having to go to some outlets that are maybe harder to find. Baseball, we've seen, to keep its rights up has kind of an unfortunate deal where some of its games air on channels you can't find. You don't want your marquee game to be on FS2.

    But I think this absolutely drives rights up. It should drive ratings up. It's also going to drive more people to be willing to pay for rights on platforms like DAZN and ESPN+ where they're just throwing money at anything that's sports. Are more people going to watch a UFC Fight Night because they can throw some money on it? I think in that audience, absolutely, they are. Is golf more interesting when you have someone in the field, and you bet a few bucks, and he's in contention? Yeah. 

    This is great for sports. The casinos are the first beneficiaries, but there's going to be a lot of money made here. 

    Hill: That's the thing that makes me want to hit the fast-forward button. Let's get to 2021 or 2022. I'm curious to see which are the platforms that rise up in valuation. Which are the platforms that help drive valuations of parent companies higher in the same way that Disney breaks out their revenue in terms of, "Here's what we did in Studios. Here's what we did in Resorts and Parks," that sort of thing. Does ESPN+ get big enough that they start breaking that out on its own? I don't know. 

    Kline: I think they're going to start breaking out that segment once they launch Disney+ and figure out what to do with Hulu. I think they'll have to give you some numbers. But we're talking spending a lot of money for a long time on platforms like that. 

    Hill: Absolutely. Dan Kline, always good talking to you! Thanks for being here!

    Kline: Thanks for having me!

    Hill: As always, people on the program may have interests in the stocks they talk about, and The Motley Fool may have formal recommendations for or against, so don't buy or sell stocks based solely on what you hear. That's going to do it for this edition of MarketFoolery! The show is mixed by Dan Boyd. I'm Chris Hill. Thanks for listening! We'll see you tomorrow!


    Behind Accenture's groundbreaking Droga5 ... | killexams.com real questions and Pass4sure dumps

    Accenture Interactive today announced it has reached a deal to acquire Droga5 in what it's calling a game-changer for the business.

    Buying Droga5 could put to rest the notion that consultants pose little threat to ad agencies because they lack creativity. Still, skeptics have questioned the ability of creative shops to thrive under the ownership of big consultancies, which have attempted to bolster their marketing services offerings in recent years via acquisitions.

    Accenture Interactive did not disclose the financial terms of the deal. But a spokesman confirmed it was the largest agency acquisition the group has made when measured by price, revenue and headcount. That suggests a price tag north of the $283 million it paid in 2013 for Acquity Group, a large Chicago-based digital agency.

    Droga5, which operates offices in New York and London, employs roughly 600 people. The agency reported 2018 revenue of $185 million, down 9.8 percent from 2017, marking its first annual revenue decline since it opened in 2006.

    The acquisition effectively ends WME's ties with Droga5, says Droga5 founder and Creative Chairman David Droga. The talent agency had acquired a 49 percent stake in the agency in 2013.

    Droga5 will retain its agency name, and the management team will remain intact: Droga will remain creative chairman; Sarah Thompson stays on as global CEO and Bill Scott will remain as U.K. CEO.

    In a press release announcing the acquisition, Accenture called it "an evolution in Accenture Interactive's journey to build a new agency model—one with the power to engineer transformative brand experiences and infuse those experiences with the emotional and inspirational power of brand thinking and creativity.

    "Joining forces with Droga5 will be a game-changing milestone for us and the industry as we continue to assemble the right mix of capabilities for the modern-day marketer," said Brian Whipple, global CEO of Accenture Interactive, in the release.

    Droga in a phone interview said, "Neither company needs to do this, but both companies wanted to do this because of the opportunities it affords. ... I can create the work that creates great awareness for clients, but if their e-commerce isn't in sync, then what's the point? We built our agency by making all the things in the front of our decks for clients—but we're now going to redefine our industry by making all the moonshots in the back half, the most ambitious, transformational ideas that we didn't have the infrastructure or the skill set for."

    He says this move is not his ticket out of the industry: "I'm not cashing out. I'm not riding off into the sunset on a kangaroo, but I do want to take it up a notch. I want to be one of the people that helps put the industry on its front foot again."

    Jay Pattisall, a principal analyst at Forrester, in a blog post on the deal stated that it "cements a renewed emphasis on creativity in marketing." He added: "Combined with Accenture Interactive's technology, data, experience design, commerce and programmatic capabilities, the addition of Droga and [other acquisitions] helps move them one step closer to providing CMOs and marketer the integrated, scaled marketing solutions they require."

    How the relationship started

    Droga says that the agency first got to work with Accenture Interactive about three years ago, during a pitch on a census-related project for the U.S. government. "We realized they know how things work in the real world and put things in place that normally people don't think about—and how there's accountability with creativity. This won't eclipse the creativity, it will be complementary, and it's about being able to justify and shore up our most ambitious ideas. Math and magic need each other."

    Droga, an Australia native, founded Droga5 in 2006 in New York, after he stepped down from his agency gig as worldwide creative director of Publicis. The agency first started out as an indie hotshop known for its daring creative ideas, including the UNICEF "Tap Project" that the agency conceived after Esquire magazine challenged Droga to change the world with a single magazine page, as well as the Marc Ecko "Still Free" stunt that saw a graffiti artist tagging Air Force One.

    Over the years, the agency expanded to working with bigger, high-profile brands, including Under Armour, Prudential, Chase, Google, Sprint, Heineken USA's Dos Equis and Pizza Hut, the latter which it parted ways with last year. Its U.K. office handles Barclaycard.

    Last year, the shop was behind IHOP's decision to become IHOB, temporarily, to promote its burgers. It also conceived the Cannes Lions Titanium-awarded "Dundee" Super Bowl campaign for Tourism Australia. At this year's Big Game, the agency conceived the idea to bring Bud Light into the world of "Game of Thrones" to hype the show's final season. Other notable efforts include The New York Times' "The Truth Is Hard" campaign, high-profile ads for Under Armour starring the likes of Misty Copeland and Lindsay Vonn, and the Cannes Grand Prix- winning campaign for MailChimp.

    The agency was embroiled in controversy at the beginning of 2018, when it fired its New York Chief Creative Officer Ted Royer after an internal investigation. The agency at the time had said, "We are committed to maintaining a safe and inclusive environment for all our employees."

    A small slice of the Accenture pie

    Droga5 is a high-profile acquisition but will be a small revenue piece of the Accenture portfolio. Accenture Interactive reported 2018 worldwide revenue of $8.5 billion, according to Ad Age Datacenter. New York-based Accenture Interactive is a fast-growing branch of global consulting giant Accenture. Dublin-based Accenture reported worldwide net revenue of $39.6 billion in the fiscal 2018 ended August 2018, when it employed 459,000 people.

    Ad Age Datacenter ranked Accenture Interactive as the world's sixth-largest agency company based on 2017 revenue, behind five big legacy agency firms (WPP, Omnicom Group, Publicis Groupe, Interpublic Group of Cos. and Dentsu Inc.). Ad Age Datacenter also ranked Accenture Interactive as the world's largest digital network. Accenture Interactive this year told Ad Age it works with 70 of the top 100 Fortune 500 companies.

    Consultancies in recent years have sought a bigger foothold inside client marketing departments by wooing chief marketing officers with strategic and data analytics solutions to big business problems that traditional advertising can no longer solve. Accenture formed Accenture Interactive in 2009 after CMOs "became more responsible for business goals, not just brand goals," Whipple told Ad Age in a 2017 interview. Competing consultancies followed the same path by creating dedicated marketing services units. They include PwC Digital Services, Deloitte Digital, Cognizant Interactive and IBM iX.

    Acquisitions have played a key role in the consultancies move to grow their creative reputations. IBM bought Resource/Ammirati, based in Columbus, Ohio; Deloitte acquired Heat, based in San Francisco; and Accenture took on Karmarama, a large independent creative shop in the U.K. The 2013 acquisition of London-based design firm Fjord was a significant creative move for Accenture.

    Last year, Accenture Interactive reported nine acquisitions (Adaptly, New York; New Content, Brazil; Kaplan, Stockholm; Kolle Rebbe, Germany; HO Communication, Shanghai; MXM, New York; Mackevision, Germany; Rothco, Ireland; and Altima, France). The company acquired digital agency MXM—Meredith Xcelerated Marketing—from Meredith Corp. last May.

    But Droga5 is by far the biggest creative shop acquisition by a consultancy when judged by name recognition. "This is a truly historic deal that literally resets the dynamics of the entire industry," says former Droga5 CEO and Vice Chairman Andrew Essex, who left the agency in 2015. "It's all about creative talent and business acumen. Not incumbency."

    Culture clash?

    Still, critics of consultancies have long questioned the ability of the firms to integrate creative shops. The Droga5 deal will put this to the test because the shop has long championed the importance of independence and the creative freedom that it affords. But Droga argues that even with the acquisition, that freedom will remain:

    "We were independent from compromise, from being commoditized by a holding company and being squeezed for efficiencies, but they are not buying us to milk money out of us—but for our thinking. I'm betting that what we do together I'll enjoy more than our independence."

    Glen Hartman, Accenture Interactive's senior managing director for North America and global and digital marketing, in an interview said critics are "always trying to pit the consulting vibe versus the agency vibe. [But] we have been melding those definitions and blurring those lines for years." He added that "the culture at Accenture Interactive is far, far away from what a traditional stereotypical … consulting firm would look like. Our offices and studios look a lot like Droga5."

    Contributing: Ann-Christine Diaz, Bradley Johnson, E.J. Schultz, Alexandra Jardine


    IBM Delivers Record Performance to Cloud, Mobile and Web App Developers | killexams.com real questions and Pass4sure dumps

    SOMERS, N.Y., Feb. 27, 2015 /PRNewswire/ -- IBM (NYSE: IBM) today announced results from an industry benchmark that demonstrate record speed to help developers better integrate applications on the cloud.  Today, data must flow seamlessly across an enterprise to meet the demands of new digital workloads.  This requirement creates integration challenges for application developers that are working to deliver new analytics, big data, and mobile applications in hybrid cloud environments.  IBM's WebSphere software can help developers address these integration challenges and rapidly deploy applications in complex cloud environments.

    The IBM WebSphere Application Server beat Oracle's WebLogic Server in per core, per processor and per system comparisons on the latest Intel® Xeon® Processor E5-2600 v3 in a record SPECjEnterprise20101 benchmark result.  IBM published a world record2 single application server result of 19,282.14 SPECjEnterprise20101 EjOPS for the application tier and the database on industry standard servers running Intel® Xeon® Processor E5-2600 v3.

    IBM WebSphere Application Server serves applications - whether mobile, Web, cloud or mission-critical enterprise applications - from the front office to the back office to support seamless systems of engagement. It can help clients offer richer user experiences through the rapid delivery of innovative applications.  WebSphere's cloud and virtualization technologies are positioned to help clients leverage the cost savings and time-to-value benefits of cloud computing, build their own clouds, and take advantage of traditional IBM technologies delivered on the cloud.

    The WebSphere Application Server 8.5.5.4 equipped with dual Intel® Xeon® Processor E5-2600 v3 demonstrated 31 percent better performance on per core basis when compared to latest 18800.76 SPECjEnterprise20101 EjOPS result from Oracle using WebLogic 12.1.3 Server running on Oracle Server X5-2 also equipped with dual Intel® Xeon® Processor E5-2600 v3.

    "In a real world, full system benchmark, IBM WebSphere Application Server outperformed Oracle on per core, per processor and per system comparisons," said Elisabeth Stahl, Chief Technical Strategist, IBM.  "Performance is a cornerstone of any application platform and this benchmark record demonstrates IBM's investment in its middleware platform to deliver the client experience needed for digital workloads."

    Since 2010, IBM has increased its performance of core Java workloads more than 5.4 times3 on Intel on the compared benchmarks while Oracle only 1.9 times4 allowing IBM to retain the leadership position in Java performance per core since November 20125.  Improved performance can be a key driver of a lower total cost of ownership (TCO) from a lower number of servers, lower administration processes, lower electrical power requirements and the need for less real estate.

    On IBM Power Systems with POWER8 processors, WebSphere Application Server 8.5.5.2  beat WebLogic 12.1.3 Server running on the latest Oracle SPARC T5-2 per core by 76 percent and WebLogic 12.1.2 Server running on the Oracle Server X5-2 by 79 percent, respectively.6

    Additionally, with the IBM z13 and IBM SDK Java8, clients may see up to 50 percent throughput improvement per core on select Java-based apps.7

    For more information about the WebSphere Application Server benchmark results, visit here.

    Complete benchmark results are at the SPEC website, SPECjEnterprise2010 Results.

    About SPECjEnterprise2010 Benchmark SPECjEnterprise2010 benchmark is a full system benchmark which allows performance measurement and characterization of Java EE 5.0 servers and supporting infrastructure such as JVM, Database, CPU, disk and servers.

    The workload consists of an end to end web based order processing domain, an RMI and Web Services driven manufacturing domain and a supply chain model utilizing document based Web Services. The application is a collection of Java classes, Java Servlets, Java Server Pages, Enterprise Java Beans, Java Persistence Entities (pojo's) and Message Driven Beans.

    SPECjEnterprise2010 is the third generation of the SPEC organization's J2EE end-to-end industry standard benchmark application. The new SPECjEnterprise2010 benchmark has been redesigned and developed to cover the Java EE 5.0 specification's significantly expanded and simplified programming model, highlighting the major features used by developers in the industry today. This provides a real world workload driving the Application Server's implementation of the Java EE specification to its maximum potential and allowing maximum stressing of the underlying hardware and software systems.

  • Results from www.spec.org as of 02/19/2015 36-core Oracle Server X5-2 (2-Processors) result of 18800.76 SPECjEnterprise2010 EjOPS published on 02/19/2015; IBM result of 28-core Lenovo x3650 M5 (2-processors) 19282.14 SPECjEnterprise 2010 EjOPS of 2/18/2015. SPEC.org
  • World record based on per core comparison of Oracle's latest publish of 18,800.76 SPECjEnterprise2010 EjOPS (522.24 EjOPS per app core) dated 2/19/2015 and IBM's latest publish of 19,282.14 SPECjEnterprise2010 EjOPS (688.64 EjOPS per app core) dated 2/18/2015. IBM used Lenovo x3650 M5 system for the application tier and Lenovo x3850 X6 system for the database. SPEC.org
  • Based on per core comparison of 1st WebSphere Application Server publish on Intel processor of 1013.40 SPECjEnterprise2010 EjOPS (126.67 EjOPS/core) dated 1/2/2010 and latest WebSphere Application Server publish on Intel processor of 19,282.14 SPECjEnterprise2010 EjOPS (688.64 EjOPS/core) dated 2/18/2015. SPEC.org
  • Based on per core comparisons of 1st WebLogic Application Server publish on Intel processor of 17,301.86 SPECjEnterprise2010 EjOPS (270.34 EjOPS/core) dated 3/9/2011 and latest WebLogic publish on Intel processor of 18,800.76 SPECjEnterprise2010 EjOPS (522.24 EjOPS/core) dated 2/19/2015. SPEC.org
  • Based on per core industry leadership publish of WebSphere Application Server on Intel processor of 6295.46 SPECjEnterprise2010 EjOPS (524.62 EjOPS/core) dated 4/26/2012. SPEC.org
  • Based on 24-core IBM Power S824 result of 22543.34 SPECjEnterprise2010 EjOPS (939.30 EjOPS/core) published on 04/22/2014, 36-core Oracle Sun Server X5-2 result of 18800.76 SPECjEnterprise2010 EjOPS (522.24 EjOPS/core) published on 02/19/2015, 32-core Oracle SPARC T5-2 result of 17033.54 SPECjEnterprise2010 EjOPS (532.29 EjOPS/core) published on 01/22/2014. SPEC.org
  • Based on a comparison of  IBM SDK Java 8 on IBM z13 compared to IBM SDK Java 7 on zEC12.
  • IBM, WebSphere, Power Systems, POWER8 and z13 are all are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. For a current list of IBM trademarks, please see www.ibm.com/legal/copytrade.shtml.

    SPEC and the benchmark name SPECjEnterprise are registered trademarks of the Standard Performance Evaluation Corporation.

    CONTACT:  Francine Fiano, 1-203-913-1503, fufiano@us.ibm.com

    Logo - http://photos.prnewswire.com/prnh/20090416/IBMLOGO

    SOURCE IBM

    Related Links

    http://www.ibm.com



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    IBM C9520-427 Exam (IBM Digital Experience 8.5 Fundamentals ) Detailed Information



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