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Vendor : HP
Exam Code : HP0-Y21
Exam Name : ProCurve Core Competencies
Questions and Answers : 121 Q & A
Updated On : April 17, 2019
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HP0-Y21 Questions and Answers

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HP0-Y21 ProCurve Core Competencies

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HP0-Y21 exam Dumps Source : ProCurve Core Competencies

Test Code : HP0-Y21
Test Name : ProCurve Core Competencies
Vendor Name : HP
Q&A : 121 Real Questions

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IBM/Brocade deal reeks of Cisco hostility | Real Questions and Pass4sure dumps

Cisco's fresh choice to enter the server market changed into viewed as an attack towards the enterprise's server vendor companions corresponding to Hewlett-Packard and IBM. Many within the IT group anticipated a backlash -- and the retaliation has arrived.

IBM lower back fireplace this week through tightening its ties with Cisco techniques Inc.'s rival Brocade Communications methods Inc.

Cisco's united states of americaignites server seller warIBM already sells some storage-related Brocade machine however will now sell switches and routers made by way of Foundry Networks, which Brocade received in July 2008. under the new contract, IBM will re-brand and sell Brocade's IP networking family unit of items via IBM's world revenue force and licensed IBM company partners.

an additional Cisco competitor, Juniper Networks Inc., mentioned on Tuesday that it has additionally prolonged its relationship with IBM, indicating that friction from Cisco's server hardware market foray might also have opened doors for Cisco's networking opponents.

prior this month, HP shipped a blade-primarily based computing gadget as a way to compete directly with Cisco's Unified Computing device (UCS) , which is due out later this quarter. HP's blade unencumber is an immense blow to Cisco, as a result of now united statesshould compete against a equipment in line with neatly-dependent c-class blade servers that might be released months previous.

These strikes are hardly ever superb: IT gurus and analysts alike expected companions akin to IBM and HP to "punish" Cisco for overstepping. "This apparent ongoing shift to higher systems' groups that are more vertically built-in can't aid but stress partnerships and force countermoves," said Illuminata Inc. analyst Gordon Haff. "Some degree of co-opetition will actually proceed, nonetheless it will be chillier."

When Cisco announced UCS, the networking massive stated its entry into the server market become a standard co-opetition situation. after all, HP-owned ProCurve, a networking apparatus maker that competes with Cisco networking gadget. UCS: promoting survival or self-destruction?but naturally, server companies do not view Cisco's try to capture server market earnings as blameless co-opetition, and some IT professionals say Cisco may also have carried out greater hurt than first rate with the aid of treading on partner turf.

David Reynolds, a techniques supervisor t the Rhode Island Blood center, puzzled the wisdom of Cisco's decision.

"Why get into that market? you have ample salary issues dealing with your core competency as it is. The Linksys addition became wise, since it helped [Cisco[ add the consumer market, but [it] stuck with the networking stuff. That I get. This? Nope," Reynolds talked about.

"You have to wonder," wrote a consumer on an Ars OpenForum IT community website according to questions about Cisco's server circulation, "how a whole lot here's going to hurt Cisco with VARs [valued-added resellers] and OEMs [original equipment manufacturers] versus how tons earnings extent they'll get from these techniques. Of course, long run they may additionally have considered it because the handiest avenue for giant growth."

one more IT pro wrote that Cisco's maneuver will be worth the hindrance only if the company commits long run. however Cisco "hasn't explicitly bought servers earlier than, they do have a bunch of appliances that they probably sourced somewhere and still obligatory to guide. So it be no longer an illogical step to move from promoting lots of application and a few home equipment to promoting the hardware that runs below that too. The query is, if Cisco is in [the server market] for in long term, or simply probing."

let us know what you think about the story; electronic mail Bridget Botelho, news author.

and take a look at blogs: Server Farming, Mainframe Propellerhead and < a>data middle facilities seasoned.

Why Bringing high-Tech Manufacturing back To The U.S. Is So tricky | Real Questions and Pass4sure dumps

electronic circuit board.Getty

In 1993, i was in my 2d year of enterprise faculty on the MIT Sloan college of administration and i noticeably remember a spirited discussion a few BusinessWeek cowl article titled “The digital business enterprise.” The article had the audacity to explain a scenario within the not-too-far-off future the place an organization would make the most of the emerging world-huge-web and its basis, the internet, to “outsource” a variety of non-core competency operations to other corporations that had greater expertise or more advantageous economies of scale to function this capabilities and projects. The article even speculated that outsourcing would result in the wholesale migration of jobs and features to a long way-flung places all over the globe. I remember that almost all of our conversations concentrated on the technical and management implications of dissecting a corporation’s capabilities and the effectiveness of managing them at an arm's length distance. We had yet to actually bear in mind the full societal implications of this rising style.

quick-ahead to the early 2000s: In lower than a decade outsourcing had caught on. Many US manufacturing companies had been rushing to outsource their operations to contract producers determined now not only within the u.s. and Mexico, however additionally in places like Taiwan, Malaysia, Thailand, and China. Outsourcing become above all trendy amongst mainstream very own computing device and electronics groups like HP, Dell and my agency on the time, Cisco. an entire trade was actually born overnight with Engineering Manufacturing services (EMS) or Contract Manufacturing (CMs) groups like Jabil, Solectron, and Flextronics and their Taiwanese long-established Design manufacturer (ODMs) analogs like Foxconn, Inventec, and Quanta coming into their own.

in many situations, this outsourcing turned into completed abruptly and en masse with total structures, device, and people being outsourced concurrently. in every single place the U.S., situations like this one performed out: On Friday, Cisco-badged employees left Cisco-badged buildings. On Monday, Cisco badges have been exchanged for Jabil badges; Cisco company signs have been exchanged for Jabil indications and Cisco employees and Cisco structures have been now Jabil employees and structures.  

As an operations government sitting in the middle of this twister, it turned into breath-taking to look the velocity and scale by which this transition took region. despite the fact a lot of these outsourcing choices have been made and carried out with exhaustive analysis and forethought, the herd-mentality firmly took root as well. i would be inclined to take a position that for each outsourcing determination that turned into cautiously made, as a minimum one or more of those outsourcing selections were swiftly made. in spite of how the selections were made, the affect on the U.S. economy changed into profound: on account that 2000, the USA has lost approximately 5 million manufacturing jobs.  observe, that this does not encompass most of the service jobs like supply chain management, logistics, and procurement roles that have been outsourced together with the direct-labor manufacturing roles. firstly, a lot of these roles persevered to stay within the united states, however over the next decade, many of these jobs migrated to Mexican, European and in particular Asian locations as reduce cost labor turned into pursued via the EMS and ODM groups.  

on reflection, there have been plenty of explanations that corporations jumped on the outsourcing bandwagon:

  • Outsourcing enabled capital intensive operations and $10Ms to $100Ms of stock to take a seat on a person else’s books (constantly the EMS or ODM’s), and from an accounting point of view, Wall highway cherished it. bear in mind when everyone become touting the Dell manufacturing model as an operations miracle with its 100+ annual stock turns?
  • Outsourcing changed into instrumental in enabling a greater positive tax approach and it diminished positive tax prices for a lot of U.S.-based agencies. as an example, U.S. tax code enabled OEMs to create offshore manufacturing entities that funneled manufacturing charges through them which dramatically decreased the helpful U.S. corporate tax rates. actually, many deliver chain recommendations have been pushed entirely by using company tax policies. in this case, the U.S. company tax code incented organizations to outsource jobs outside of the us.
  • Outsourcing changed into pushed by means of a relentless pursuit of not pricey labor (youngsters that in lots of cases direct-labor changed into simplest a small fraction of the product’s complete charge constitution). I exceedingly remember a heated dialogue that I had with a provide chain executive arguing for the outsourcing of a high-tech production line to China regardless of that proven fact that eighty% of the consumer base resided in the united states. during this particular case, the total landed can charge of the manufactured decent went up as a result of lots of the add-ons had been being shipped from the us to China for ultimate meeting after which the ultimate product become shipped back to the U.S. for income and consumption. And nevertheless, this govt argued passionately in favor of outsourcing to take abilities of cost-effective labor (when, basically, labor became <15% of the whole product can charge). in this case, I received the argument however walked faraway from the talk scratching my head. sadly, I encountered these outsourcing mistakes again and again.
  • The herd mentality: "every person else in our business is doing it - for this reason, we have to outsource as well to stay competitive." possibly the worst excuse for outsourcing.
  • Many operations executives like me had been rewarded and inspired to outsource our operations, however become not kept away from loads of introspection and in some situations, 2nd-guessing about the lengthy-term implications:

  • We’re we planting the seeds of the death of our companies by using educating our outsourcing partners and our products and technology? What would keep away from our outsourcing partners from at last promoting a knock-off of our items re-labeled as their own?
  • Would we lose handle of our personal supply chains and procurement relationships?
  • changed into outsourcing continuing too quickly? What if we realized that we had made a grave mistake? could we ever get this genie back in the bottle?
  • could we hold handle of delicate assistance and our intellectual property?
  • at the start, outsourced jobs remained local or at the least resided domestically. eventually even though, we all started to look jobs leaving the united states en masse. When this fashion started to emerge, many people started to 2d-guess our initial outsourcing selections, nevertheless it changed into with no trouble too late by means of this time.
  • Some of those questions nevertheless remain unanswered, but most of knew that we had set in motion a domino-impact that likely could not be reversed quite simply (if at all) sooner or later. We knew that we have been developing heritage - the full implications (be they decent or bad) have been yet to be viewed for years to come.

    I need to stress the element that I raised above that the implications and consequences of outsourcing manufacturing are largely irreversible for the following causes:

  • The economic talents of hyper-localized (and massive) supply chains: I remember tremendously a dialog a number of years ago that I head with the manager working Officer of one of the biggest Taiwanese ODMs sitting in the core of a sprawling manufacturing campus in Mainland China. in reality, it’s enormously likely that the cellphone on your hand or to your pocket become manufactured right here. He enthusiastically bragged that pretty much every single part of that cellphone, including the cardboard for the box, (apart from the processor, modem, and reminiscence) was produced inside 30 kilometers of the remaining assembly plant. This hyper-localized give chain enabled a tons lower landed can charge of the product, vertical integration in some instances and giant flexibility and agility in deliver chain responsiveness. today, this situation performs itself out in every single place mainland China.
  • Lack of ability and knowledge: Manufacturing and provide chain executives of my technology (> 50-years-old) grew up in manufacturing flora. Nothing teaches you the nitty-gritty details of producing enhanced than managing the nighttime shift of a multi-$B factory and knowing that the buck stops with you!  That noted, many supply chain executives in nowadays’s corporations spend little or no time engaged on a production ground. We joked that the majority of our younger provide chain personnel really good in “conference room manufacturing” or in “industrial tourism” and regrettably lacked the instinct and hands-on journey of working a real manufacturing unit.
  • The beauty of manufacturing (and via proxy deliver chain administration): As a provide chain govt engaged in academia, I commonly have the option to communicate to excessive school and school college students about careers in deliver chain management and manufacturing. First, let me make the difference that supply chain administration isn't the identical factor as manufacturing. provide chain administration is the orchestration and optimization of a wide array of advanced disciplines like product design, procurement, planning, construction, and logistics to deliver a product to market. more regularly than not, provide chain administration contains suggestions know-how and analytics to pull this all together. Manufacturing is equally advanced however fundamentally different. as an example, Apple outsources most of its iPhone construction to its companions however employs an unlimited military of give chain authorities here in the u.s. in addition to in Asia to oversee the product lifecycle and go-to-market. however, most individuals don’t make this big difference and lump the two professions together. hence, many prospective students stay away from provide chain administration (and manufacturing) for fear of job steadiness. Who would are looking to pursue a career for worry that outsourcing is true (or perceived)?
  • Now, well-nigh 20 years later with the winds of a alternate warfare blowing and a nationalistic exchange policy entrance and core, I absolutely respect the combat cry to convey manufacturing jobs back to the USA. I worry that the truth of carrying out this aim quickly is going to be way more complicated than most individuals utterly fully grasp. And, another aspect: in the past 20 years, automation and superior manufacturing have proliferated. The manufacturing factory of circa-2000 looks nothing like these days’s manufacturing unit - bound, the manufacturing unit may also come again, however the jobs that it brings could be a great deal fewer in quantity and an awful lot extra high-tech in nature.

    essentially the most recent illustration of here's the Foxconn display plant that became announced, after which de-committed, after which re-dedicated in Wisconsin. I’m willing to guess that this plant (if it’s ever built) will fail to live up to the promise of growing the jobs that have been at the start forecasted and promised (and i’m inclined to bet Foxconn is aware of this fact as neatly). The realities and the economics of automated manufacturing just don’t support these numbers.

    nonetheless, if we basically want to bring returned manufacturing, it’s going to take greater than simply taxes incentives and twitter-tirades, but that’s for a future article….

    beyond Core Competence | Real Questions and Pass4sure dumps

    The Eastman Kodak company become an iconic trade leader. For decades, it turned into synonymous with photography. but it got caught in its core competence of average film items and missed the upward push of digital photography and printing. To live on, it has stopped selling movie cameras, specializing in the digital ones that dominate the market. but it arrived late.

    In 2005, IBM sold its laptop division to its former competitor, Lenovo. in the previous decade, IBM gave the impression to be headed into extinction. From one SEC filing, it printed that it lost nearly a thousand million dollars on the computing device enterprise over three-and-one-half years. It bought this funds-losing division systematically developed itself to become, once again, a respected technology competitor.

    agencies such as IBM and GE have tailored over the years to remain aggressive available in the market. they've gone through distinct cycles of disruptive innovations, leaving some agencies, and growing new ones. Others like Kodak and Nokia are re-strategizing with the intention to remain valuable in a dynamic world market. The latter just signed a partnership contract with Microsoft to improve new cellular solutions, after the brand new CEO mentioned that the mobilephone maker has been left behind through its opponents. here, Nokia understood that its sole strengths are not satisfactory to win.

    C.okay Prahalad and Gary Hamel’s HBR basic Core Competence of the business enterprise made regular the notion that figuring out and studying core company factors can also be leveraged across items and markets. Yet the ways agencies make products, above all electronics, had been disrupted and redesigned. As Nokia’s boss stated, Nokia’s core competence is in cell designs, however the trend in China, the place producers purchase cell chipsets from providers and make telephones at stunning pace and price, controlling one-third of the world mobilephone market, introduces a new dimension of competitors.

    From my journey organising a small semiconductor enterprise in Nigeria, I see purchaser electronics design becoming a commodity. corporations that are too enthusiastic about design competence could undergo, in particular within the constructing markets. agencies corresponding to Cisco, Dell, HP, and Motorola have viewed their R&D spending dropped as a percent of earnings; yet, most get products to market sooner. Why? There are different companies like MediaTek and Flextronics that do to design what China’s Shenzhen district does to manufacturing. They enhance chipsets and license to producers who then produce and promote. groups like most excellent purchase and Wal-Mart count on these design houses for a few of their branded tech items, enabling them to sell at aggressive prices, with no R&D can charge. looking backyard for brand spanking new insights is all over the place: P&G expects 50% of latest items ideas to return from backyard the company.

    With crowdsourcing functions, lower wages, and enhancing designers in most rising international locations, multinational companies have to consider how to retool items to make them principal to new markets. whereas core competence is still essential — differentiation presents a competitive expertise — organisations need to check their organizational ambidexterity. They should be able to let go, just as Kodak is doing on natural cameras. They ought to be ready to go beyond their core competence and its associated core products and markets of nowadays, which may be inappropriate tomorrow, to conform and prosper. And the skill to do this may also turn into a brand new core competence.

    Ndubuisi Ekekwe is a founder of the non-income African institution of technology. He these days edited Nanotechnology and Microelectronics: global Diffusion, Economics and coverage.

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    IBM/Brocade deal reeks of Cisco hostility | real questions and Pass4sure dumps

    Cisco's recent decision to enter the server market was seen as an attack against the company's server vendor partners such as Hewlett-Packard and IBM. Many in the IT community expected a backlash -- and the retaliation has arrived.

    IBM returned fire this week by tightening its ties with Cisco Systems Inc.'s rival Brocade Communications Systems Inc.

    Cisco's UCS ignites server vendor warIBM already sells some storage-related Brocade equipment but will now sell switches and routers made by Foundry Networks, which Brocade acquired in July 2008. Under the new agreement, IBM will re-brand and sell Brocade's IP networking family of products through IBM's global sales force and authorized IBM Business Partners.

    Another Cisco competitor, Juniper Networks Inc., said on Tuesday that it has also extended its relationship with IBM, indicating that friction from Cisco's server hardware market foray may have opened doors for Cisco's networking competitors.

    Earlier this month, HP shipped a blade-based computing system that will compete directly with Cisco's Unified Computing System (UCS) , which is due out later this quarter. HP's blade release is a major blow to Cisco, because now UCS must compete against a system based on well-established c-class blade servers that will be released months earlier.

    These moves are hardly surprising: IT professionals and analysts alike expected partners such as IBM and HP to "punish" Cisco for overstepping. "This apparent ongoing shift to larger systems' companies that are more vertically integrated can't help but stress partnerships and force countermoves," said Illuminata Inc. analyst Gordon Haff. "Some degree of co-opetition will certainly continue, but it will be colder."

    When Cisco announced UCS, the networking giant said its entry into the server market was a typical co-opetition situation. After all, HP-owned ProCurve, a networking gear maker that competes with Cisco networking equipment. UCS: Promoting survival or self-destruction?But clearly, server vendors don't view Cisco's attempt to capture server market revenue as innocent co-opetition, and some IT pros say Cisco may have done more harm than good by treading on partner turf.

    David Reynolds, a systems manager t the Rhode Island Blood Center, questioned the wisdom of Cisco's decision.

    "Why get into that market? You have enough revenue issues dealing with your core competency as it is. The Linksys addition was smart, because it helped [Cisco[ add the consumer market, but [it] stuck with the networking stuff. That I get. This? Nope," Reynolds said.

    "You have to wonder," wrote a user on an Ars OpenForum IT community site in response to questions about Cisco's server move, "how much this is going to hurt Cisco with VARs [valued-added resellers] and OEMs [original equipment manufacturers] versus how much sales volume they will get from these systems. Of course, long term they may have seen it as the only avenue for significant growth."

    Another IT pro wrote that Cisco's maneuver will be worth the trouble only if the company commits long term. Although Cisco "hasn't explicitly sold servers before, they do have a bunch of appliances that they probably sourced somewhere and still needed to support. So it's not an illogical step to go from selling a lot of software and some appliances to selling the hardware that runs below that too. The question is, if Cisco is in [the server market] for in long term, or just probing."

    Let us know what you think about the story; email Bridget Botelho, News Writer.

    And check out blogs: Server Farming, Mainframe Propellerhead and < a>Data Center Facilities Pro.

    Toshiba Green innovation award | real questions and Pass4sure dumps

    Green innovation award“With four of Toshiba’s six US operating companies located in Orange County, and a belief in contributing to a sustainable world, Toshiba America, Inc. wants to recognize and promote innovative environmental activities by organizations and companies in the local community,” said Toru Uchiike, chairman and CEO, Toshiba America, Inc. “For over 130 years, from the era of mechanical devices to the launch of the first successful notebook PC, Toshiba has had a long-held commitment to innovation and the resulting benefits to society.” “Orange County is a thriving center for innovation,” said Ardelle St. George, OCI chair. “As the 14th largest producing county in the nation, equivalent to the 37th largest economy in the world - which means larger than Israel, Singapore or Chile - Orange County innovators have a responsibility to minimize the negative effects that our technologies and business operations may have on the environment. We are proud to partner with Toshiba to recognize local pioneers that demonstrate a commitment to environmental concerns through a unique product, process or dedication.” Orange Country - Green innovation awardThe submission form for the award is available online and the deadline for submissions is April 12, 2007. Candidates must be a company or organization in Orange County, Calif. Candidates who are selected to participate will be invited to make a presentation before a panel of judges at the “Green Innovation in Orange County Showcase” on April 16, 2007 at Toshiba America Information Systems in Irvine. The judging panel is made up of a distinguished group representing business, academia, government and environmental groups. The judges will evaluate candidates in two categories: environmental value and degree of innovation. Ultimately, five candidates will be invited to attend the Green Innovation in Orange County luncheon on April 17, and one candidate will receive the award. Renée Maugborne, co-author of Blue Ocean Strategy and Distinguished Fellow and professor of Strategy and Management at INSEAD, France, will be the guest speaker.

    Toshiba Green innovation awardThe World Innovation Forum is designed to help executives and community leaders see innovation from a 360-degree perspective, focusing on the competitive advantages to be gained from embedding innovation as a core competency of the organization. Toshiba is a major sponsor of the event.

    About Orange County InnovationOrange County Innovation (OCI) is an active network of business, service and academic leaders dedicated to promoting global awareness of Orange County as a powerhouse of innovation. It celebrates the significant growth of technology, science, entertainment, arts and industry in Orange County and promotes the advancement of these industries.

    About Toshiba CorporationToshiba is one of the world’s leading electronics firms. It is a diversified manufacturer of advanced electronic and electrical products spanning information and communications equipment and systems, digital consumer products, semiconductors and other electronic devices and components, power systems, industrial and social infrastructure systems and home appliances.

    Huawei enterprise aspirations dashed by U.S.-China trade tensions | real questions and Pass4sure dumps

    The effort to build a Huawei enterprise business in North America is on life support. Should we pull the plug?

    This weekend the company suffered two massive blows against its designs on expanding here. First, CBS's 60 Minutes broadcast a report about potential Huawei security concerns that explored Huawei Technologies Co.'s connections to the Chinese government and military. Just hours after it aired, the U.S. House of Representatives' Permanent Select Committee on Intelligence, which has been investigating both ZTE Corp. and Huawei security concerns since late last year, published a report urging U.S. companies and the government not to do business with either company due to suspicions over whether Chinese-made network equipment threatened cybersecurity and enabled economic espionage.

    The committee found no evidence of wrongdoing by either company, but it accused Huawei in particular of failing to cooperate with its investigation. "Neither company provided specific details about the precise role of each company's Chinese Communist Party Committee," the report stated. "Furthermore, neither company provided detailed information about its operations in the United States. Huawei, in particular, failed to provide thorough information about its corporate structure, history, ownership, operations, financial arrangements or management. Most importantly, neither company provided sufficient internal documentation or other evidence to support the limited answers they did provide to committee investigators."

    In a lengthy statement, Huawei defended itself against the committee's report: "Unfortunately, the committee's report not only ignored our proven track record of network security in the United States and globally, but also paid no attention to the large amount of facts that we have provided … The report released by the committee today employs many rumors and speculations to prove nonexistent accusations. This report does not address the challenges faced by the ICT [information communications and technology] industry. Almost every ICT firm is conducting [research and development], software coding and production activities globally; they share the same supply chain, and the challenges on network security is beyond a company or a country. The committee's report completely ignored this fact. We have to suspect that the only purpose of such a report is to impede competition and obstruct Chinese ICT companies from entering the U.S. market."

    Congress's strike against Huawei could be tied to rising trade tensions between China and the U.S., which have ratcheted up in recent months, especially with the major political transitions happening in both countries. In the U.S., we have a hotly contested presidential election. China is weeks away from its once-in-a-decade leadership transition, when the 18th congress of the Chinese Communist Party will name replacements for China's premier, president and most of its Soviet-style Politburo.

    Regardless of those tensions, unless Huawei can find a way to ameliorate the U.S. federal government's suspicions, its chances of building a successful enterprise networking business in North America appear to be dead.

    Was there Huawei enterprise momentum in the U.S.?

    The Huawei enterprise business was shaky even before the twin blows from Congress and CBS. Last week John Roese, Huawei's chief technology officer for North American research and development, left the company to join EMC Corp. as CTO. Roese, a former Nortel CTO, had been serving as the face of Huawei before his departure, and he was the head of Huawei's Enterprise Global Competency Center in Santa Clara, Calif., which specializes in teaching channel partners how to work with and sell Huawei products. His departure had to be a blow to Huawei's channel-building efforts. Huawei still has about 1,700 employees in North America, and about half of them are in research and development (R&D), according to Bill Plummer, Huawei USA's vice president of external affairs. They are distributed over seven R&D centers in the U.S.

    There were also very few signs of Huawei enterprise momentum in North America. Huawei touted some momentum in building out a sales channel at Interop in New York City last week, boasting of a customer assurance agreement with Essintial Enterprise Solutions that gave Huawei customers access to 1,000 field engineers in North America, four-hour parts-replacement service and on-site field engineering support. Huawei also announced distribution agreements with Communications Test Design Inc. and Condre Storage Inc.

    However, Huawei is extremely vague when speaking about its progress with actual enterprise customers. Huawei's Plummer offered few details when I asked him to describe enterprise customer momentum. "We're taking a step-by-step approach to this marketplace," he answered. "When we fired up this business a year ago, everything was upside, and that continues to be the case."

    When I asked Plummer whether Huawei had scored any major enterprise customer wins in recent months, I received another vague answer: "Given that the approach to this market is channel-oriented, a lot of what's taking place is going through our channel partners… [There's] not a lot of direct B2B."

    Most technology firms know whether their channel is selling into any major accounts. If its channel was making progress, Huawei would hear about it.

    More fallout for ZTE

    Meanwhile, the hits kept coming for China's ZTE. News broke Monday that Cisco was severing its seven-year sales partnership with the company following an internal investigation into allegations that ZTE had resold Cisco products to the Iranian government in violation of international trade embargoes.

    Let us know what you think about the story; email: Shamus McGillicuddy, News Director.

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    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 [134 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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    HP HP0-Y21 Exam (ProCurve Core Competencies) Detailed Information


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