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  • Massachusetts Institute of Technology  (56)
  • Coyne, Larry
  • Electronic books ; local  (105)
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  • 1
    ISBN: 9780738459653
    Language: English
    Pages: 1 online resource (1000 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redbooks® publication covers IBM TS7700 R5.1. The IBM TS7700 is part of a family of IBM Enterprise tape products. This book is intended for system architects and storage administrators who want to integrate their storage systems for optimal operation. Building on over 20 years of virtual tape experience, the TS7770 supports the ability to store virtual tape volumes in an object store. The TS7700 supported off loading to physical tape for over two decades. Off loading to physical tape behind a TS7700 is utilized by hundreds of organizations around the world. By using the same hierarchical storage techniques, the TS7700 (TS7770 and TS7760) can also off load to object storage. Because object storage is cloud-based and accessible from different regions, the TS7700 Cloud Storage Tier support essentially allows the cloud to be an extension of the grid. As of this writing, the TS7700C supports the ability to off load to IBM Cloud® Object Storage and Amazon S3. This publication explains features and concepts that are specific to the IBM TS7700 as of release R5.1. The R5.1 microcode level provides IBM TS7700 Cloud Storage Tier enhancements, IBM DS8000® Object Storage enhancements, Management Interface dual control security, and other smaller enhancements. The R5.1 microcode level can be installed on the IBM TS7770 and IBM TS7760 models only. TS7700 provides tape virtualization for the IBM z environment. Tape virtualization can help satisfy the following requirements in a data processing environment: Improved reliability and resiliency Reduction in the time that is needed for the backup and restore process Reduction of services downtime that is caused by physical tape drive and library outages Reduction in cost, time, and complexity by moving primary workloads to virtual tape Increased efficient procedures for managing daily batch, backup, recall, and restore processing On-premises and off-premises object store cloud storage support as an alternative to physical tape for archive and disaster recovery New and existing capabilities of the TS7700 5.1 include the following highlights: Eight-way Grid Cloud, which consists of up to three generations of TS7700 Synchronous and asynchronous replication Full AES256 encryption for replication data that is in-flight and at-rest Tight integration with IBM Z and DFSMS policy management Optional target for DS8000 Transparent Cloud Tier using DFSMS DS8000 Object Store AES256 in-flight encryption and compressi...
    Note: Online resource; Title from title page (viewed May 4, 2021) , Mode of access: World Wide Web.
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  • 2
    Language: English
    Pages: 1 online resource (296 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redbooks® publication helps you with the planning, installation, and configuration of the new IBM Spectrum® Archive v1.3.0.6 for the IBM TS4500, IBM TS3500, IBM TS4300, and IBM TS3310 tape libraries. IBM Spectrum Archive EE enables the use of the LTFS for the policy management of tape as a storage tier in an IBM Spectrum Scale based environment. It helps encourage the use of tape as a critical tier in the storage environment. This is the eighth edition of IBM Spectrum Archive Installation and Configuration Guide. IBM Spectrum Archive EE can run any application that is designed for disk files on a physical tape media. IBM Spectrum Archive EE supports the IBM Linear Tape-Open (LTO) Ultrium 8, 7, 6, and 5 tape drives in IBM TS3310, TS3500, TS4300, and TS4500 tape libraries. In addition, IBM TS1160, TS1155, TS1150, and TS1140 tape drives are supported in TS3500 and TS4500 tape library configurations. IBM Spectrum Archive EE can play a major role in reducing the cost of storage for data that does not need the access performance of primary disk. The use of IBM Spectrum Archive EE to replace disks with physical tape in tier 2 and tier 3 storage can improve data access over other storage solutions because it improves efficiency and streamlines management for files on tape. IBM Spectrum Archive EE simplifies the use of tape by making it transparent to the user and manageable by the administrator under a single infrastructure. This publication is intended for anyone who wants to understand more about IBM Spectrum Archive EE planning and implementation. This book is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists.
    Note: Online resource; Title from title page (viewed February 11, 2020) , Mode of access: World Wide Web.
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  • 3
    Language: English
    Pages: 1 online resource (476 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: The IBM® TS4500 (TS4500) tape library is a next-generation tape solution that offers higher storage density and integrated management than previous solutions. This IBM Redbooks® publication gives you a close-up view of the new IBM TS4500 tape library. In the TS4500, IBM delivers the density that today's and tomorrow's data growth requires. It has the cost-effectiveness and the manageability to grow with business data needs, while you preserve existing investments in IBM tape library products. Now, you can achieve both a low cost per terabyte (TB) and a high TB density per square foot because the TS4500 can store up to 11 petabytes (PB) of uncompressed data in a single frame library or scale up to 2 PB per square foot to over 350 PB. The TS4500 offers the following benefits: High availability: Dual active accessors with integrated service bays reduce inactive service space by 40%. The Elastic Capacity option can be used to completely eliminate inactive service space. Flexibility to grow: The TS4500 library can grow from the right side and the left side of the first L frame because models can be placed in any active position. Increased capacity: The TS4500 can grow from a single L frame up to another 17 expansion frames with a capacity of over 23,000 cartridges. High-density (HD) generation 1 frames from the TS3500 library can be redeployed in a TS4500. Capacity on demand (CoD): CoD is supported through entry-level, intermediate, and base-capacity configurations. Advanced Library Management System (ALMS): ALMS supports dynamic storage management, which enables users to create and change logical libraries and configure any drive for any logical library. Support for IBM TS1160 while also supporting TS1155, TS1150, and TS1140 tape drive: The TS1160 gives organizations an easy way to deliver fast access to data, improve security, and provide long-term retention, all at a lower cost than disk solutions. The TS1160 offers high-performance, flexible data storage with support for data encryption. Also, this enhanced fifth-generation drive can help protect investments in tape automation by offering compatibility with existing automation. The TS1160 Tape Drive Model 60E delivers a dual 10 Gb or 25 Gb Ethernet host attachment interface that is optimized for cloud-based and hyperscale environments. The TS1160 Tape Drive Model 60F delivers a native data rate of 400 MBps, the same load/ready, locate speeds, and access times as the TS1155, and includes dual-po...
    Note: Online resource; Title from title page (viewed January 22, 2020) , Mode of access: World Wide Web.
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  • 4
    ISBN: 9780738458922
    Language: English
    Pages: 1 online resource (462 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: The IBM® TS4500 (TS4500) tape library is a next-generation tape solution that offers higher storage density and better integrated management than previous solutions. This IBM Redbooks® publication gives you a close-up view of the new IBM TS4500 tape library. In the TS4500, IBM delivers the density that today's and tomorrow's data growth requires. It has the cost-effectiveness and the manageability to grow with business data needs, while you preserve investments in IBM tape library products. Now, you can achieve a low cost per terabyte (TB) and a high TB density per square foot because the TS4500 can store up to 11 petabytes (PB) of uncompressed data in a single frame library or scale up to 2 PB per square foot to over 350 PB. The TS4500 offers the following benefits: High availability: Dual active accessors with integrated service bays reduce inactive service space by 40%. The Elastic Capacity option can be used to eliminate inactive service space. Flexibility to grow: The TS4500 library can grow from the right side and the left side of the first L frame because models can be placed in any active position. Increased capacity: The TS4500 can grow from a single L frame up to another 17 expansion frames with a capacity of over 23,000 cartridges. High-density (HD) generation 1 frames from the TS3500 library can be redeployed in a TS4500. Capacity on demand (CoD): CoD is supported through entry-level, intermediate, and base-capacity configurations. Advanced Library Management System (ALMS): ALMS supports dynamic storage management, which enables users to create and change logical libraries and configure any drive for any logical library. Support for IBM TS1160 while also supporting TS1155, TS1150, and TS1140 tape drive: The TS1160 gives organizations an easy way to deliver fast access to data, improve security, and provide long-term retention, all at a lower cost than disk solutions. The TS1160 offers high-performance, flexible data storage with support for data encryption. Also, this enhanced fifth-generation drive can help protect investments in tape automation by offering compatibility with existing automation. The TS1160 Tape Drive Model 60E delivers a dual 10 Gb or 25 Gb Ethernet host attachment interface that is optimized for cloud-based and hyperscale environments. The TS1160 Tape Drive Model 60F delivers a native data rate of 400 MBps, the same load/ready, locate speeds, and access times as the TS1155, and includes dual-port 16 Gb Fibre Cha...
    Note: Online resource; Title from title page (viewed June 26, 2020) , Mode of access: World Wide Web.
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  • 5
    ISBN: 9780738459028
    Language: English
    Pages: 1 online resource (108 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redpaper publication explains how IBM Spectrum® Discover integrates with the IBM Watson® Knowledge Catalog (WKC) component of IBM Cloud® Pak for Data (IBM CP4D) to make the enriched catalog content in IBM Spectrum Discover along with the associated data available in WKC and IBM CP4D. From an end-to-end IBM solution point of view, IBM CP4D and WKC provide state-of-the-art data governance, collaboration, and artificial intelligence (AI) and analytics tools, and IBM Spectrum Discover complements these features by adding support for unstructured data on large-scale file and object storage systems on premises and in the cloud. Many organizations face challenges to manage unstructured data. Some challenges that companies face include: Pinpointing and activating relevant data for large-scale analytics, machine learning (ML) and deep learning (DL) workloads. Lacking the fine-grained visibility that is needed to map data to business priorities. Removing redundant, obsolete, and trivial (ROT) data and identifying data that can be moved to a lower-cost storage tier. Identifying and classifying sensitive data as it relates to various compliance mandates, such as the General Data Privacy Regulation (GDPR), Payment Card Industry Data Security Standards (PCI-DSS), and the Health Information Portability and Accountability Act (HIPAA). This paper describes how IBM Spectrum Discover provides seamless integration of data in IBM Storage with IBM Watson Knowledge Catalog (WKC). Features include: Event-based cataloging and tagging of unstructured data across the enterprise. Automatically inspecting and classifying over 1000 unstructured data types, including genomics and imaging specific file formats. Automatically registering assets with WKC based on IBM Spectrum Discover search and filter criteria, and by using assets in IBM CP4D. Enforcing data governance policies in WKC in IBM CP4D based on insights from IBM Spectrum Discover, and using assets in IBM CP4D. Several in-depth use cases are used that show examples of healthcare, life sciences, and financial services. IBM Spectrum Discover integration with WKC enables storage administrators, data stewards, and data scientists to efficiently manage, classify, and gain insights from massive amounts of data. The integration improves storage economics, helps mitigate risk, and accelerates large-scale analytics to create competitive advantage and speed critical research.
    Note: Online resource; Title from title page (viewed August 11, 2020) , Mode of access: World Wide Web.
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  • 6
    Language: English
    Pages: 1 online resource (180 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Building on over 20 years of virtual tape experience, the TS7700 (TS7760, TS7770) now supports the ability to store virtual tape volumes in an object store. This IBM® Redpaper publication helps you set up and configure the cloud object storage support for IBM Cloud™ Object Storage (COS) or Amazon Simple Storage Service (Amazon S3). The TS7700 supported off loading to physical tape for over two decades. Off loading to physical tape behind a TS7700 is used by hundreds of organizations around the world. By using the same hierarchical storage techniques, the TS7700 can also off load to object storage. Because object storage is cloud-based and accessible from different regions, the TS7700 Cloud Storage Tier support essentially allows the cloud to be an extension of the grid. In this IBM Redpaper publication, we provide a brief overview of cloud technology with an emphasis on Object Storage. Object Storage is used by a broad set of technologies, including those technologies that are exclusive to IBM Z®. The aim of this publication is to provide a basic understanding of cloud, Object Storage, and different ways it can be integrated into your environment. This Redpaper is intended for system architects and storage administrators with TS7700 experience who want to add the support of a Cloud Storage Tier to their TS7700 solution. Note: As of this writing, the TS7700C supports the ability to offload to on-premise cloud with IBM Cloud Object Storage and public cloud with Amazon S3.
    Note: Online resource; Title from title page (viewed March 17, 2020) , Mode of access: World Wide Web.
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  • 7
    ISBN: 9780738458342
    Language: English
    Pages: 1 online resource (376 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redbooks® publication presents a general introduction to the latest (current) IBM tape and tape library technologies. Featured tape technologies include the IBM LTO Ultrium and Enterprise 3592 tape drives, and their implementation in IBM tape libraries. This 17th edition includes information about the latest TS4300 Ultrium tape library, TS1155 Enterprise tape drive, and the IBM Linear Tape-Open (LTO) Ultrium 8 tape drive, along with technical information about each IBM tape product for open systems. It includes generalized sections about Small Computer System Interface (SCSI) and Fibre Channel connections, and multipath architecture configurations. This book also covers tools and techniques for library management. It is intended for anyone who wants to understand more about IBM tape products and their implementation. It is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists. If you do not have a background in computer tape storage products, you might need to read other sources of information. In the interest of being concise, topics that are generally understood are not covered in detail.
    Note: Online resource; Title from title page (viewed March 16, 2020) , Mode of access: World Wide Web.
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  • 8
    Language: English
    Pages: 1 online resource (372 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redbooks® publication helps you with the planning, installation, and configuration of the new IBM Spectrum™ Archive Enterprise Edition v1.3.0 for the IBM TS3310, IBM TS3500, IBM TS4300, and IBM TS4500 tape libraries. IBM Spectrum Archive™ EE enables the use of LTFS for the policy management of tape as a storage tier in an IBM Spectrum Scale™ based environment. It helps encourage the use of tape as a critical tier in the storage environment. This is the seventh edition of IBM Spectrum Archive Installation and Configuration Guide. IBM Spectrum Archive EE can run any application that is designed for disk files on a physical tape media. IBM Spectrum Archive EE supports the IBM Linear Tape-Open (LTO) Ultrium 8, 7, 6, and 5 tape drives in IBM TS3310, TS3500, TS4300, and TS4500 tape libraries. In addition, IBM TS1160, TS1155, TS1150, and TS1140 tape drives are supported in TS3500 and TS4500 tape library configurations. IBM Spectrum Archive EE can play a major role in reducing the cost of storage for data that does not need the access performance of primary disk. The use of IBM Spectrum Archive EE to replace disks with physical tape in tier 2 and tier 3 storage can improve data access over other storage solutions because it improves efficiency and streamlines management for files on tape. IBM Spectrum Archive EE simplifies the use of tape by making it transparent to the user and manageable by the administrator under a single infrastructure. This publication is intended for anyone who wants to understand more about IBM Spectrum Archive EE planning and implementation. This book is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists.
    Note: Online resource; Title from title page (viewed April 1, 2019)
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  • 9
    Language: English
    Pages: 1 online resource (954 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redbooks® publication covers IBM TS7700 R4.2. The IBM TS7700 is part of a family of IBM Enterprise tape products. This book is intended for system architects and storage administrators who want to integrate their storage systems for optimal operation. Building on over 20 years of virtual tape experience, the TS7760 now supports the ability to store virtual tape volumes in an object store. The TS7700 has supported off loading to physical tape for over two decades. Off loading to physical tape behind a TS7700 is utilized by hundreds of organizations around the world. Using the same hierarchical storage techniques, the TS7700 can also off load to object storage. Given object storage is cloud based and accessible from different regions, the TS7760 Cloud Storage Tier support essentially allows the cloud to be an extension of the grid. As of the release of this document, the TS7760C supports the ability to off load to IBM Cloud Object Storage as well as Amazon S3. To learn about the TS7760 cloud storage tier function, planning, implementation, best practices, and support see IBM Redpaper IBM TS7760 R4.2 Cloud Storage Tier Guide, redp-5514 at: http://www.redbooks.ibm.com/abstracts/redp5514.html The IBM TS7700 offers a modular, scalable, and high-performance architecture for mainframe tape virtualization for the IBM Z® environment. It is a fully integrated, tiered storage hierarchy of disk and tape. This storage hierarchy is managed by robust storage management microcode with extensive self-management capability. It includes the following advanced functions: Improved reliability and resiliency Reduction in the time that is needed for the backup and restore process Reduction of services downtime that is caused by physical tape drive and library outages Reduction in cost, time, and complexity by moving primary workloads to virtual tape More efficient procedures for managing daily backup and restore processing Infrastructure simplification through reduction of the number of physical tape libraries, drives, and media TS7700 delivers the following new capabilities: TS7760C supports the ability to off load to IBM Cloud Object Storage as well as Amazon S3 8-way Grid Cloud consisting of any generation of TS7700 Synchronous and asynchronous replication Tight integration with IBM Z and DFSMS policy management Optional Transparent Cloud Tiering Optional integration with physical tape Cumulative 16Gb FICON throughput up to 4.8GB/s 8 IBM Z hosts view up...
    Note: Online resource; Title from title page (viewed April 19, 2019)
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  • 10
    Language: English
    Pages: 1 online resource (362 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Note: This is a republication of IBM Spectrum Archive Enterprise Edition V1.2.6: Installation and Configuration Guide with new book number SG24-8445 to keep the content available on the Internet along with the recent publication IBM Spectrum Archive Enterprise Edition V1.3.0: Installation and Configuration Guide, SG24-8333. This IBM® Redbooks® publication helps you with the planning, installation, and configuration of the new IBM Spectrum™ Archive V1.2.6 for the IBM TS3310, IBM TS3500, IBM TS4300, and IBM TS4500 tape libraries. IBM Spectrum Archive™ EE enables the use of the LTFS for the policy management of tape as a storage tier in an IBM Spectrum Scale™ based environment. It helps encourage the use of tape as a critical tier in the storage environment. This is the sixth edition of IBM Spectrum Archive Installation and Configuration Guide. IBM Spectrum Archive EE can run any application that is designed for disk files on a physical tape media. IBM Spectrum Archive EE supports the IBM Linear Tape-Open (LTO) Ultrium 8, 7, 6, and 5 tape drives in IBM TS3310, TS3500, TS4300, and TS4500 tape libraries. In addition, IBM TS1155, TS1150, and TS1140 tape drives are supported in TS3500 and TS4500 tape library configurations. IBM Spectrum Archive EE can play a major role in reducing the cost of storage for data that does not need the access performance of primary disk. The use of IBM Spectrum Archive EE to replace disks with physical tape in tier 2 and tier 3 storage can improve data access over other storage solutions because it improves efficiency and streamlines management for files on tape. IBM Spectrum Archive EE simplifies the use of tape by making it transparent to the user and manageable by the administrator under a single infrastructure. This publication is intended for anyone who wants to understand more about IBM Spectrum Archive EE planning and implementation. This book is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists.
    Note: Online resource; Title from title page (viewed April 19, 2019)
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  • 11
    Language: English
    Pages: 1 online resource (138 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redpaper publication provides a comprehensive overview of the IBM Spectrum® Discover metadata management software platform. We give a detailed explanation of how the product creates, collects, and analyzes metadata. Several in-depth use cases are used that show examples of analytics, governance, and optimization. We also provide step-by-step information to install and set up the IBM Spectrum Discover trial environment. More than 80% of all data that is collected by organizations is not in a standard relational database. Instead, it is trapped in unstructured documents, social media posts, machine logs, and so on. Many organizations face significant challenges to manage this deluge of unstructured data such as: Pinpointing and activating relevant data for large-scale analytics Lacking the fine-grained visibility that is needed to map data to business priorities Removing redundant, obsolete, and trivial (ROT) data Identifying and classifying sensitive data IBM Spectrum Discover is a modern metadata management software that provides data insight for petabyte-scale file and Object Storage, storage on premises, and in the cloud. This software enables organizations to make better business decisions and gain and maintain a competitive advantage. IBM Spectrum Discover provides a rich metadata layer that enables storage administrators, data stewards, and data scientists to efficiently manage, classify, and gain insights from massive amounts of unstructured data. It improves storage economics, helps mitigate risk, and accelerates large-scale analytics to create competitive advantage and speed critical research.
    Note: Online resource; Title from title page (viewed October 1, 2019)
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  • 12
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Fifth edition (January 2018).
    Series Statement: IBM redbooks
    Keywords: Computer storage devices ; Cloud computing ; Enterprise resource planning ; Electronic books ; Electronic books ; local
    Abstract: Abstract This IBM® Redbooks® publication helps you with the planning, installation, and configuration of the new IBM Spectrum™ Archive V1.2.5.1 for the IBM TS3310, IBM TS3500, IBM TS4300, and IBM TS4500 tape libraries. IBM Spectrum Archive™ EE enables the use of the LTFS for the policy management of tape as a storage tier in an IBM Spectrum Scale™ based environment. It helps encourage the use of tape as a critical tier in the storage environment. This is the fifth edition of IBM Spectrum Archive Installation and Configuration Guide. IBM Spectrum Archive EE can run any application that is designed for disk files on a physical tape media. IBM Spectrum Archive EE supports the IBM Linear Tape-Open (LTO) Ultrium 8, 7, 6, and 5 tape drives in IBM TS3310, TS3500, TS4300, and TS4500 tape libraries. In addition, IBM TS1155, TS1150, and TS1140 tape drives are supported in TS3500 and TS4500 tape library configurations. IBM Spectrum Archive EE can play a major role in reducing the cost of storage for data that does not need the access performance of primary disk. The use of IBM Spectrum Archive EE to replace disks with physical tape in tier 2 and tier 3 storage can improve data access over other storage solutions because it improves efficiency and streamlines management for files on tape. IBM Spectrum Archive EE simplifies the use of tape by making it transparent to the user and manageable by the administrator under a single infrastructure. This publication is intended for anyone who wants to understand more about IBM Spectrum Archive EE planning and implementation. This book is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists.
    Note: "This edition applies to Version 1, Release 2, Modification 5 of IBM Spectrum Archive Enterprise Edition (product number 5639-LP1)."--Cover page 2. - "SG24833304"--Cover page 4. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed February 2, 2018)
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  • 13
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Second edition (May 2018).
    Series Statement: IBM redbooks
    Keywords: Virtual computer systems ; Virtual storage (Computer science) ; Data tape drives ; IBM computers ; Programming ; Electronic books ; Electronic books ; local
    Abstract: Abstract This IBM® Redbooks® publication covers IBM TS7700 R4.1 through R4.1.2. The IBM TS7700 is part of a family of IBM Enterprise tape products. This book is intended for system architects and storage administrators who want to integrate their storage systems for optimal operation. This publication explains the all-new hardware that is introduced with IBM TS7700 release R4.1 and the concepts associated with it. TS7700 R4.1 can be installed only on the IBM TS7720, TS7740, and the all-new, hardware-refreshed TS7760 Models. The IBM TS7720T and TS7760T (tape attach) partition mimics the behavior of the previous TS7740, but with higher performance and capacity. The IBM TS7700 offers a modular, scalable, and high-performance architecture for mainframe tape virtualization for the IBM Z® environment. It is a fully integrated, tiered storage hierarchy of disk and tape. This storage hierarchy is managed by robust storage management microcode with extensive self-management capability. It includes the following advanced functions: Policy management to control physical volume pooling Cache management Redundant copies, including across a grid network Copy mode control TS7700 delivers the following new capabilities: 7 and 8 way Grid support through approved request for price quotation 16 Gb FICON adapter support for TS7760 (R4.1.2) Optimized host data compression which is based on software (not FICON adapter hardware) compression algorithm (R4.1.2) Control-unit initiated reconfiguration (CUIR) for code load improvement (R4.1.2)[ Grid Resiliency Improvements (R4.1.2) System Events Redesign (R4.1.2) Remote System Log Processing Support in (R4.1.2) Improvements to reliability, availability, and serviceability The TS7760T writes data by policy to physical tape through attachment to high-capacity, high-performance IBM TS1150 and IBM TS1140 tape drives installed in an IBM TS4500 or TS3500 tape library. The TS7760 models are based on high-performance and redundant IBM POWER8® technology. They provide improved performance for most IBM Z tape workloads when compared to the previous generations of IBM TS7700.
    Note: "This edition applies to Version 4, Release 1, Modification 2 of IBM TS7700 (product number 3957-AGK0)"--Cover verso. - "Storage.". - "SG24-8366-01"--Back cover. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed June 1, 2018)
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  • 14
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Seventh edition (December 2018).
    Series Statement: IBM redbooks
    Keywords: Data tape drives ; Storage area networks (Computer networks) ; Electronic books ; Electronic books ; local
    Abstract: Abstract The IBM® TS4500 (TS4500) tape library is a next-generation tape solution that offers higher storage density and integrated management than previous solutions. This IBM Redbooks® publication gives you a close-up view of the new IBM TS4500 tape library. In the TS4500, IBM delivers the density that today's and tomorrow's data growth requires. It has the cost-effectiveness and the manageability to grow with business data needs, while you preserve existing investments in IBM tape library products. Now, you can achieve both a low cost per terabyte (TB) and a high TB density per square foot because the TS4500 can store up to 11 petabytes (PB) of uncompressed data in a single frame library or scale up to 2 PB per square foot to over 350 PB. The TS4500 offers the following benefits: High availability: Dual active accessors with integrated service bays reduce inactive service space by 40%. The Elastic Capacity option can be used to completely eliminate inactive service space. Flexibility to grow: The TS4500 library can grow from the right side and the left side of the first L frame because models can be placed in any active position. Increased capacity: The TS4500 can grow from a single L frame up to another 17 expansion frames with a capacity of over 23,000 cartridges. High-density (HD) generation 1 frames from the TS3500 library can be redeployed in a TS4500. Capacity on demand (CoD): CoD is supported through entry-level, intermediate, and base-capacity configurations. Advanced Library Management System (ALMS): ALMS supports dynamic storage management, which enables users to create and change logical libraries and configure any drive for any logical library. Support for IBM TS1160 while also supporting TS1155, TS1150, and TS1140 tape drive: The TS1160 gives organizations an easy way to deliver fast access to data, improve security, and provide long-term retention, all at a lower cost than disk solutions. The TS1160 offers high-performance, flexible data storage with support for data encryption. Also, this enhanced fifth-generation drive can help protect investments in tape automation by offering compatibility with existing automation. The new TS1160 Tape Drive Model 60E delivers a dual 10 Gb or 25 Gb Ethernet host attachment interface that is optimized for cloud-based and hyperscale environments. The TS1160 Tape Drive Model 60F delivers a native data rate of 400 MBps, the same load/ready, locate speeds, and access times as the TS1155, and inc...
    Note: Number on resource description page: SG24823506. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed February 7, 2019)
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  • 15
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Second edition (March 2018).
    Series Statement: IBM redbooks
    Keywords: Computer storage devices ; Cloud computing ; Enterprise resource planning ; Electronic books ; Electronic books ; local
    Abstract: Abstract The IBM® Linear Tape File System™ (LTFS) is the first file system that works along with Linear Tape-Open (LTO) tape technology to set a new standard for ease of use and portability for open systems tape storage. In 2011, LTFS won an Engineering Emmy Award for Innovation from the Academy of Television Arts & Sciences. This IBM Redbooks® publication helps you install, tailor, and configure the IBM Spectrum™ Archive Single Drive Edition (SDE) and the IBM Spectrum Archive™ Library Edition (LE) products. LTFS is a file system that was originally implemented on dual-partition linear tape (IBM LTO Ultrium 5 tape drives (LTO-5) and IBM TS1140 tape drives). Now IBM Spectrum Archive SDE and LE support IBM LTO Ultrium 8, 7, 6, or 5 tape drives, and IBM TS1155, IBM TS1150, and IBM TS1140 tape drives. IBM Spectrum Archive LE supports the IBM TS4500 tape library, IBM TS3500 tape library, IBM TS3310 tape library, IBM TS3200 tape library express, IBM TS3100 tape library express, and IBM TS2900 tape autoloader express. IBM Spectrum Archive makes tape look and work like any removable media, such as a USB drive. Files and directories appear on the desktop as a directory listing. It is now simple to drag files to and from tape. Any application that is written to use disk files works with the same files on tape. IBM Spectrum Archive SDE supports stand-alone drives only. IBM Spectrum Archive LE supports tape libraries. IBM Spectrum Archive LE presents each cartridge in the library as a subdirectory in the LTFS file system. With IBM Spectrum Archive LE, you can list the contents and search all of the volumes in the library without mounting the volumes by using an in-memory index. This publication is intended for anyone who wants to understand more about IBM Linear Tape System products and their implementation. This book is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists.
    Note: "This edition applies to IBM Spectrum Archive Single Drive Edition V2.4.0 and IBM Spectrum Archive Library Edition V2.4.0"--Cover verso. - "SG24-8090-01"--Back cover. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed April 4, 2018)
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  • 16
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Sixth edition (March 2018).
    Series Statement: IBM redbooks
    Keywords: Data tape drives ; Storage area networks (Computer networks) ; Electronic books ; Electronic books ; local
    Abstract: Abstract The IBM® TS4500 (TS4500) tape library is a next-generation tape solution that offers higher storage density and integrated management than previous solutions. This IBM Redbooks® publication gives you a close-up view of the new IBM TS4500 tape library. In the TS4500, IBM delivers the density that today's and tomorrow's data growth requires. It has the cost-effectiveness and the manageability to grow with business data needs, while you preserve existing investments in IBM tape library products. Now, you can achieve both a low cost per terabyte (TB) and a high TB density per square foot, because the TS4500 can store up to 8.25 petabytes (PB) of uncompressed data in a single frame library or scale up at 1.5 PB per square foot to over 263 PB, which is more than 4 times the capacity of the IBM TS3500 tape library. The TS4500 offers these benefits: High availability dual active accessors with integrated service bays to reduce inactive service space by 40%. The Elastic Capacity option can be used to completely eliminate inactive service space. Flexibility to grow: The TS4500 library can grow from both the right side and the left side of the first L frame because models can be placed in any active position. Increased capacity: The TS4500 can grow from a single L frame up to an additional 17 expansion frames with a capacity of over 23,000 cartridges. High-density (HD) generation 1 frames from the existing TS3500 library can be redeployed in a TS4500. Capacity on demand (CoD): CoD is supported through entry-level, intermediate, and base-capacity configurations. Advanced Library Management System (ALMS): ALMS supports dynamic storage management, which enables users to create and change logical libraries and configure any drive for any logical library. Support for the IBM TS1155 while also supporting TS1150 and TS1140 tape drive: The TS1155 gives organizations an easy way to deliver fast access to data, improve security, and provide long-term retention, all at a lower cost than disk solutions. The TS1155 offers high-performance, flexible data storage with support for data encryption. Also, this enhanced fifth-generation drive can help protect investments in tape automation by offering compatibility with existing automation. The new TS1155 Tape Drive Model 55E delivers a 10 Gb Ethernet host attachment interface optimized for cloud-based and hyperscale environments. The TS1155 Tape Drive Model 55F delivers a native data rate of 360 MBps, the same lo...
    Note: Number on resource description page: SG24823505. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed April 4, 2018)
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  • 17
    Language: English
    Pages: 1 online resource (44 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redbooks® publication provides information to help you with the sizing, configuration, and monitoring of hybrid cloud solutions using the transparent cloud tiering (TCT) functionality of IBM Spectrum™ Scale. IBM Spectrum Scale™ is a scalable data, file, and object management solution that provides a global namespace for large data sets and several enterprise features. The IBM Spectrum Scale feature called transparent cloud tiering allows cloud object storage providers, such as IBM Cloud™ Object Storage, IBM Cloud, and Amazon S3, to be used as a storage tier for IBM Spectrum Scale. Transparent cloud tiering can help cut storage capital and operating costs by moving data that does not require local performance to an on-premise or off-premise cloud object storage provider. Transparent cloud tiering reduces the complexity of cloud object storage by making data transfers transparent to the user or application. This capability can help you adapt to a hybrid cloud deployment model where active data remains directly accessible to your applications and inactive data is placed in the correct cloud (private or public) automatically through IBM Spectrum Scale policies. This publication is intended for IT architects, IT administrators, storage administrators, and those wanting to learn more about sizing, configuration, and monitoring of hybrid cloud solutions using IBM Spectrum Scale and transparent cloud tiering.
    Note: Online resource; Title from title page (viewed May 31, 2018)
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  • 18
    Language: English
    Pages: 1 online resource (30 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redpaper™ publication provides guidance on building an enterprise-grade data lake by using IBM Spectrum™ Scale and Hortonworks Data Platform for performing in-place Hadoop or Spark-based analytics. It covers the benefits of the integrated solution, and gives guidance about the types of deployment models and considerations during the implementation of these models. Hortonworks Data Platform (HDP) is a leading Hadoop and Spark distribution. HDP addresses the complete needs of data-at-rest, powers real-time customer applications, and delivers robust analytics that accelerate decision making and innovation. IBM Spectrum Scale™ is flexible and scalable software-defined file storage for analytics workloads. Enterprises around the globe have deployed IBM Spectrum Scale to form large data lakes and content repositories to perform high-performance computing (HPC) and analytics workloads. It can scale performance and capacity both without bottlenecks.
    Note: Online resource; Title from title page (viewed June 26, 2018)
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  • 19
    Language: English
    Pages: 1 online resource (186 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redpaper™ publication takes you on a journey that surveys cloud computing to answer several fundamental questions about storage cloud technology. What are storage clouds? How can a storage cloud help solve your current and future data storage business requirements? What can IBM do to help you implement a storage cloud solution that addresses these needs? This paper shows how IBM storage clouds use the extensive cloud computing experience, services, proven technologies, and products of IBM to support a smart storage cloud solution designed for your storage optimization efforts. Clients face many common storage challenges and some have variations that make them unique. It describes various successful client storage cloud implementations and the options that are available to meet your current needs and position you to avoid storage issues in the future. IBM Cloud™ Services (IBM Cloud Managed Services® and IBM SoftLayer®) are highlighted as well as the contributions of IBM to OpenStack cloud storage. This paper is intended for anyone who wants to learn about storage clouds and how IBM addresses data storage challenges with smart storage cloud solutions. It is suitable for IBM clients, storage solution integrators, and IBM specialist sales representatives.
    Note: Online resource; Title from title page (viewed November 27, 2018)
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  • 20
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Sixteenth edition (December 2018).
    Series Statement: IBM redbooks
    Keywords: Data tape drives ; Data tapes ; Information retrieval ; Storage area networks (Computer networks) ; Electronic books ; Electronic books ; local
    Abstract: Abstract This IBM® Redbooks® publication presents a general introduction to the latest IBM tape and tape library technologies. Featured tape technologies include the IBM LTO Ultrium and Enterprise 3592 tape drives, and their implementation in IBM tape libraries. This 16th edition introduces the new TS1160 tape drive with up to 20 TB capacity on JE media and the latest updates to the IBM TS4500 and TS4300 tape libraries, It includes generalized sections about Small Computer System Interface (SCSI) and Fibre Channel connections, and multipath architecture configurations. This book also covers tools and techniques for library management. It is intended for anyone who wants to understand more about IBM tape products and their implementation. It is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists. If you do not have a background in computer tape storage products, you might need to read other sources of information. In the interest of being concise, topics that are generally understood are not covered in detail.
    Note: "SG24-5946-15"--Cover page 4. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed March 13, 2019)
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  • 21
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (118 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Storage systems must provide reliable and convenient data access to all authorized users while simultaneously preventing threats coming from outside or even inside the enterprise. Security threats come in many forms, from unauthorized access to data, data tampering, denial of service, and obtaining privileged access to systems. According to the Storage Network Industry Association (SNIA), data security in the context of storage systems is responsible for safeguarding the data against theft, prevention of unauthorized disclosure of data, prevention of data tampering, and accidental corruption. This process ensures accountability, authenticity, business continuity, and regulatory compliance. Security for storage systems can be classified as follows: Data storage (data at rest, which includes data durability and immutability) Access to data Movement of data (data in flight) Management of data IBM® Spectrum Scale is a software-defined storage system for high performance, large-scale workloads on-premises or in the cloud. IBM Spectrum™ Scale addresses all four aspects of security by securing data at rest (protecting data at rest with snapshots, and backups and immutability features) and securing data in flight (providing secure management of data, and secure access to data by using authentication and authorization across multiple supported access protocols). These protocols include POSIX, NFS, SMB, Hadoop, and Object (REST). For automated data management, it is equipped with powerful information lifecycle management (ILM) tools that can help administer unstructured data by providing the correct security for the correct data. This IBM Redpaper™ publication details the various aspects of security in IBM Spectrum Scale™, including the following items: Security of data in transit Security of data at rest Authentication Authorization Hadoop security Immutability Secure administration Audit logging Security for transparent cloud tiering (TCT) Security for OpenStack drivers Unless stated otherwise, the functions that are mentioned in this paper are available in IBM Spectrum Scale V4.2.1 or later releases.
    Note: Online resource; Title from title page (viewed September 18, 2018)
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  • 22
    Language: English
    Pages: 1 online resource (158 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: Today, new business models in the marketplace coexist with traditional ones and their well-established IT architectures. They generate new business needs and new IT requirements that can only be satisfied by new service models and new technological approaches. These changes are reshaping traditional IT concepts. Cloud in its three main variants (Public, Hybrid, and Private) represents the major and most viable answer to those IT requirements, and software-defined infrastructure (SDI) is its major technological enabler. IBM® technology, with its rich and complete set of storage hardware and software products, supports SDI both in an open standard framework and in other vendors' environments. IBM services are able to deliver solutions to the customers with their extensive knowledge of the topic and the experiences gained in partnership with clients. This IBM Redpaper™ publication focuses on software-defined storage (SDS) and IBM Storage Systems product offerings for software-defined environments (SDEs). It also provides use case examples across various industries that cover different client needs, proposed solutions, and results. This paper can help you to understand current organizational capabilities and challenges, and to identify specific business objectives to be achieved by implementing an SDS solution in your enterprise.
    Note: Online resource; Title from title page (viewed July 21, 2018)
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  • 23
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Language: Undetermined
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Fourteenth edition.
    Series Statement: IBM redbooks
    Keywords: Data tape drives ; Data tapes ; Information retrieval ; Storage area networks (Computer networks) ; Electronic books ; Electronic books ; local
    Abstract: Abstract This IBM® Redbooks® publication presents a general introduction to the latest IBM tape and tape library technologies. Featured tape technologies include the IBM LTO Ultrium and Enterprise 3592 tape drives, and their implementation in IBM tape libraries. This 14th edition includes information about the latest TS4300 Ultrium tape library and new TS1155 Enterprise tape drive, along with technical information about each IBM tape product for open systems, and includes generalized sections about Small Computer System Interface (SCSI) and Fibre Channel connections and multipath architecture configurations. This book also covers tools and techniques for library management. It is intended for anyone who wants to understand more about IBM tape products and their implementation. It is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists. If you do not have a background in computer tape storage products, you might need to read other sources of information. In the interest of being concise, topics that are generally understood are not covered in detail.
    Note: Number on resource description page: SG24594613. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed September 22, 2017)
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  • 24
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Fourth edition (August 2017).
    Series Statement: IBM redbooks
    Keywords: IBM Spectrum Archive Enterprise Edition ; Computer storage devices ; Cloud computing ; Enterprise resource planning ; Electronic books ; Electronic books ; local
    Abstract: Abstract This IBM® Redbooks® publication helps you with the planning, installation, and configuration of the new IBM Spectrum™ Archive (formerly IBM Linear Tape File System™ (LTFS)) Enterprise Edition (EE) V1.2.4.0 for the IBM TS3310, IBM TS3500, and IBM TS4500 tape libraries. IBM Spectrum Archive™ EE enables the use of the LTFS for the policy management of tape as a storage tier in an IBM Spectrum Scale™ based environment and helps encourage the use of tape as a critical tier in the storage environment. This is the fourth edition of IBM Spectrum Archive V1.2 (SG24-8333) although it is based on the prior editions of IBM Linear Tape File System Enterprise Edition V1.1.1.2: Installation and Configuration Guide, SG24-8143. IBM Spectrum Archive EE can run any application that is designed for disk files on a physical tape media. IBM Spectrum Archive EE supports the IBM Linear Tape-Open (LTO) Ultrium 7, 6, and 5 tape drives in IBM TS3310, TS3500, and TS4500 tape libraries. In addition, IBM TS1155, TS1150, and TS1140 tape drives are supported in TS3500 and TS4500 tape library configurations. IBM Spectrum Archive EE can play a major role in reducing the cost of storage for data that does not need the access performance of primary disk. The use of IBM Spectrum Archive EE to replace disks with physical tape in tier 2 and tier 3 storage can improve data access over other storage solutions because it improves efficiency and streamlines management for files on tape. IBM Spectrum Archive EE simplifies the use of tape by making it transparent to the user and manageable by the administrator under a single infrastructure. This publication is intended for anyone who wants to understand more about IBM Spectrum Archive EE planning and implementation. This book is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists.
    Note: Number on resource description page: SG24833303. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed August 21, 2017)
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  • 25
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation International Technical Support Organization
    ISBN: 9780738442365 , 0738442364
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Third edition (January 2017).
    Series Statement: IBM redbooks
    Keywords: IBM Spectrum Archive Enterprise Edition ; Computer storage devices ; Cloud computing ; Enterprise resource planning ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication helps you with the planning, installation, and configuration of the new IBM Spectrum™ Archive (formerly IBM Linear Tape File System™ (LTFS)) Enterprise Edition (EE) V1.2.2.0 for the IBM TS3310, IBM TS3500, and IBM TS4500 tape libraries. IBM Spectrum Archive™ EE enables the use of the LTFS for the policy management of tape as a storage tier in an IBM Spectrum Scale™ (formerly IBM General Parallel File System (GPFS™)) based environment and helps encourage the use of tape as a critical tier in the storage environment. This is the third edition of IBM Spectrum Archive V1.2 (SG24-8333-00) although it is based on the prior editions of IBM Linear Tape File System Enterprise Edition V1.1.1.2: Installation and Configuration Guide, SG24-8143. IBM Spectrum Archive EE can run any application that is designed for disk files on a physical tape media. IBM Spectrum Archive EE supports the IBM Linear Tape-Open (LTO) Ultrium 7, 6, and 5 tape drives in IBM TS3310, TS3500, and TS4500 tape libraries. Also, IBM TS1140 and IBM TS1150 tape drives are supported in TS3500 and TS4500 tape library configurations. IBM Spectrum Archive EE can play a major role in reducing the cost of storage for data that does not need the access performance of primary disk. The use of IBM Spectrum Archive EE to replace disks with physical tape in tier 2 and tier 3 storage can improve data access over other storage solutions because it improves efficiency and streamlines management for files on tape. IBM Spectrum Archive EE simplifies the use of tape by making it transparent to the user and manageable by the administrator under a single infrastructure. This publication is intended for anyone who wants to understand more about IBM Spectrum Archive EE planning and implementation. This book is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists.
    Note: Number on resource description page: SG24833302. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed February 2, 2017)
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  • 26
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Edition: First edition (January 2017).
    Series Statement: IBM redbooks
    Keywords: Virtual computer systems ; Virtual storage (Computer science) ; Data tape drives ; IBM computers ; Programming ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication highlights IBM TS7700 Release 4.0. The IBM TS7700 is part of a family of IBM Enterprise tape products. This book is intended for system architects and storage administrators who want to integrate their storage systems for optimal operation. The IBM TS7700 offers a modular, scalable, and high-performance architecture for mainframe tape virtualization for the IBM z™ Systems environment. It is a fully integrated, tiered storage hierarchy of disk and tape. This storage hierarchy is managed by robust storage management microcode with extensive self-management capability. It includes the following advanced functions: Policy management to control physical volume pooling Cache management Redundant copies, including across a grid network Copy mode control The IBM TS7700 offers enhanced statistical reporting. It also includes a standards-based Management Interface (MI) for IBM TS7700 management. IBM TS7700 R4.0 continues the next generation of IBM TS7700 for z Systems® tape: The IBM TS7760 is an all new hardware refresh and features Encryption Capable, high-capacity cache that uses 4 TB serial-attached Small Computer System Interface (SAS) HDDs in arrays that use dynamic disk pool configuration. This setup can scale to large capacities with the highest level of data protection. Release 4.0 introduces the option to attach to a TS4500 tape library, and to the previous TS3500 tape library, which contains back-end physical tape drives and policies to manage up to eight of the disk repositories in a tape-attached TS7760T. This TS7760T (Tape Attached) configuration mimics the behavior of a TS7740, with additional features that go beyond what a TS7740 can provide. The TS7760T writes data by policy to physical tape through attachment to high-capacity, high-performance IBM TS1150 and IBM TS1140 tape drives installed in an IBM TS4500 or TS3500 tape library. The TS7760 models are based on high-performance and redundant IBM POWER8® technology. They provide improved performance for most z Systems tape workloads when compared to the previous generations of IBM TS7700.
    Note: "Storage.". - "This edition applies to Version 4, Release 0, Modification 0 of IBM TS7700 (product number 3957-AGK0)."--Front matter. - "SG24-8366-00"--Back cover. - Includes bibliographical references. - Description based on online resource; title from cover (viewed February 6, 2017)
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  • 27
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    ISBN: 9780738442709 , 0738442704
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Fifth edition (August, 2017).
    Series Statement: IBM redbooks
    Keywords: Data tape drives ; Storage area networks (Computer networks) ; Electronic books ; Electronic books ; local
    Abstract: Abstract The IBM® TS4500 (TS4500) tape library is a next-generation tape solution that offers higher storage density and integrated management than previous solutions. This IBM Redbooks® publication gives you a close-up view of the new IBM TS4500 tape library. In the TS4500, IBM delivers the density that today's and tomorrow's data growth requires. It has the cost-effectiveness and the manageability to grow with business data needs, while you preserve existing investments in IBM tape library products. Now, you can achieve both a low cost per terabyte (TB) and a high TB density per square foot, because the TS4500 can store up to 8.25 petabytes (PB) of uncompressed data in a single frame library or scale up at 1.5 PB per square foot to over 263 PB, which is more than 4 times the capacity of the IBM TS3500 tape library. The TS4500 offers these benefits: High availability dual active accessors with integrated service bays to reduce inactive service space by 40%. The Elastic Capacity option can be used to completely eliminate inactive service space. Flexibility to grow: The TS4500 library can grow from both the right side and the left side of the first L frame because models can be placed in any active position. Increased capacity: The TS4500 can grow from a single L frame up to an additional 17 expansion frames with a capacity of over 23,000 cartridges. High-density (HD) generation 1 frames from the existing TS3500 library can be redeployed in a TS4500. Capacity on demand (CoD): CoD is supported through entry-level, intermediate, and base-capacity configurations. Advanced Library Management System (ALMS): ALMS supports dynamic storage management, which enables users to create and change logical libraries and configure any drive for any logical library. Support for the IBM TS1155 while also supporting TS1150 and TS1140 tape drive: The TS1155 gives organizations an easy way to deliver fast access to data, improve security, and provide long-term retention, all at a lower cost than disk solutions. The TS1155 offers high-performance, flexible data storage with support for data encryption. Also, this enhanced fifth-generation drive can help protect investments in tape automation by offering compatibility with existing automation. The new TS1155 Tape Drive Model 55E delivers a 10 Gb Ethernet host attachment interface optimized for cloud-based and hyperscale environments. The TS1155 Tape Drive Model 55F delivers a native data rate of 360 MBps, the same lo...
    Note: Number on resource description page: SG24823504. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed October 26, 2017)
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  • 28
    Language: English
    Pages: 1 online resource (28 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redpaper™ publication provides information to help you with the sizing, configuration, and monitoring of hybrid cloud solutions using the Cloud data sharing feature of IBM Spectrum Scale™. IBM Spectrum Scale, formerly IBM General Parallel File System (IBM GPFS™), is a scalable data and file management solution that provides a global namespace for large data sets along with several enterprise features. Cloud data sharing allows for the sharing and use of data between various cloud object storage types and IBM Spectrum Scale. Cloud data sharing can help with the movement of data in both directions, between file systems and cloud object storage, so that data is where it needs to be, when it needs to be there. This paper is intended for IT architects, IT administrators, storage administrators, and those who want to learn more about sizing, configuration, and monitoring of hybrid cloud solutions using IBM Spectrum Scale and Cloud data sharing.
    Note: Online resource; Title from title page (viewed February 14, 2017)
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  • 29
    Language: English
    Pages: 1 online resource (40 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: The Swift High Latency Media project seeks to create a high-latency storage back end that makes it easier for users to perform bulk operations of data tiering within a Swift data ring. In today's world, data is produced at significantly higher rates than a decade ago. The storage and data management solutions of the past can no longer keep up with the data demands of today. The policies and structures that decide and execute how that data is used, discarded, or retained determines how efficiently the data is used. The need for intelligent data management and storage is more critical now than ever before. Traditional management approaches hide cost-effective, high-latency media (HLM) storage, such as tape or optical disk archive back ends, underneath a traditional file system. The lack of HLM-aware file system interfaces and software makes it difficult for users to understand and control data access on HLM storage. Coupled with data-access latency, this lack of understanding results in slow responses and potential time-outs that affect the user experience. The Swift HLM project addresses this challenge. Running OpenStack Swift on top of HLM storage allows you to cheaply store and efficiently access large amounts of infrequently used object data. Data that is stored on tape storage can be easily adopted to an Object Storage data interface. This IBM® Redpaper™ publication describes the Swift High Latency Media project and provides guidance for installation and configuration.
    Note: Online resource; Title from title page (viewed June 27, 2017)
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  • 30
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Second edition (August 2016).
    Series Statement: IBM redbooks
    Keywords: IBM Spectrum Archive Enterprise Edition ; Computer storage devices ; Cloud computing ; Enterprise resource planning ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication helps you with the planning, installation, and configuration of the new IBM Spectrum™ Archive (formerly IBM Linear Tape File System™ (LTFS)) Enterprise Edition (EE) V1.2.1.0 for the IBM TS3310, IBM TS3500, and IBM TS4500 tape libraries. IBM Spectrum Archive™ EE enables the use of the LTFS for the policy management of tape as a storage tier in a IBM Spectrum Scale™ (formerly IBM General Parallel File System (IBM GPFS™)) based environment and helps encourage the use of tape as a critical tier in the storage environment. This is the second edition of IBM Spectrum Archive V1.2 (SG24-8333-00) although it is based on the prior editions of IBM Linear Tape File System Enterprise Edition V1.1.1.2: Installation and Configuration Guide, SG24-8143. IBM Spectrum Archive EE can run any application that is designed for disk files on a physical tape media. IBM Spectrum Archive EE supports the IBM Linear Tape-Open (LTO) Ultrium 7, 6, and 5 tape drives in IBM TS3310, TS3500, and TS4500 tape libraries. Also, IBM TS1140 and IBM TS1150 tape drives are supported in TS3500 and TS4500 tape library configurations. IBM Spectrum Archive EE can play a major role in reducing the cost of storage for data that does not need the access performance of primary disk. The use of IBM Spectrum Archive EE to replace disks with physical tape in Tier 2 and Tier 3 storage can improve data access over other storage solutions because it improves efficiency and streamlines management for files on tape. IBM Spectrum Archive EE simplifies the use of tape by making it transparent to the user and manageable by the administrator under a single infrastructure. This publication is intended for anyone who wants to understand more about IBM Spectrum Archive EE planning and implementation. This book is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists.
    Note: "SG24-8333-01"--Back cover. - "This edition applies to Version 1, Release 2, Modification 1 of IBM Spectrum Archive Enterprise Edition (product number 5639-LP1)"--Front matter. - Includes bibliographical references. - Description based on online resource; title from cover (viewed September 14, 2016)
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  • 31
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Edition: Fourth edition (May 2016).
    Series Statement: IBM redbooks
    Keywords: Virtual computer systems ; Virtual storage (Computer science) ; Data tape drives ; IBM computers ; Programming ; Electronic books ; Electronic books ; local
    Abstract: IBM® TS7700 is a family of mainframe virtual tape solutions that optimize data protection and business continuance for IBM z Systems™ data. Through the use of virtualization and disk cache, the TS7700 family operates at disk speeds while maintaining compatibility with existing tape operations. Its fully integrated tiered storage hierarchy takes advantage of both disk and tape technologies to deliver performance for active data and best economics for inactive and archive data. This IBM Redbooks® publication describes the TS7700 R3.3 architecture, planning, migration, implementation, and operations. The latest TS7700 family of z Systems tape virtualization is offered as two models: IBM TS7720 features encryption-capable high-capacity cache that uses 3 TB SAS disk drives with RAID 6, which can scale to large capacities with the highest level of data protection. IBM TS7740 features encryption-capable 600 GB SAS drives with RAID 6 protection. Both models write data by policy to physical tape through attachment to high-capacity, high-performance IBM TS1150 and earlier IBM 3592 model tape drives that are installed in IBM TS3500 tape libraries. Physical tape support is optional on TS7720. TS7700 R3.3 also supports external key management for disk-based encryption by using IBM Security Key Lifecycle Manager. This book intended for system architects who want to integrate their storage systems for smoother operation.
    Note: "Storage.". - "SG24-8122-03.". - Includes bibliographical references. - Description based on online resource; title from title page (viewed June 6, 2016)
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  • 32
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Edition: Fourth edition (August, 2016).
    Series Statement: IBM redbooks
    Keywords: Data tape drives ; Storage area networks (Computer networks) ; Electronic books ; Electronic books ; local
    Abstract: The IBM® TS4500 tape library is a next-generation tape solution that offers higher storage density and integrated management than previous solutions. This IBM Redbooks® publication gives you a close-up view of the new IBM TS4500 tape library. In the TS4500, IBM delivers the density that today's and tomorrow's data growth require, with the cost-effectiveness and the manageability to grow with business data needs, while you preserve existing investments in IBM tape library products. Now, you can achieve both a low cost per terabyte (TB) and a high TB density per square foot because the TS4500 can store up to 5.5 petabytes (PBs) of data in a single 10-square foot library frame, which is up to 3.4 times more capacity than the IBM TS3500 tape library. The TS4500 offers these benefits: High availability dual active accessors with integrated service bays to reduce inactive service space by 40%. The Elastic Capacity option can be used to completely eliminate inactive service space. Flexibility to grow: The TS4500 library can grow from both the right side and the left side of the first L frame because models can be placed in any active position. Increased capacity: The TS4500 can grow from a single L frame up to an additional 17 expansion frames with a capacity of over 23,000 cartridges. High-density (HD) generation 1 frames from the existing TS3500 library can be redeployed in a TS4500. Capacity on demand (CoD): CoD is supported through entry-level, intermediate, and base-capacity configurations. Advanced Library Management System (ALMS): ALMS supports dynamic storage management, which enables users to create and change logical libraries and configure any drive for any logical library. Support for the IBM TS1150 tape drive: The TS1150 gives organizations an easy way to deliver fast access to data, improve security, and provide long-term retention, all at a lower cost than disk solutions. The TS1150 offers high-performance, flexible data storage with support for data encryption. Also, this fifth-generation drive can help protect investments in tape automation by offering compatibility with existing automation. Support of the IBM Linear Tape-Open (LTO) Ultrium 7 tape drive: The LTO Ultrium 7 offering represents significant improvements in capacity, performance, and reliability over the previous generation, LTO Ultrium 6, while they still protect your investment in the previous technology. Integrated TS7700 back-end Fibre Channel (FC) switches are availa...
    Note: Number on back cover: SG24-8235-03. - Includes bibliographical references. - Description based on online resource; title from cover (viewed September 1, 2016)
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  • 33
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Language: Undetermined
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Twelfth edition.
    Series Statement: IBM redbooks
    Keywords: Data tape drives ; Data tapes ; Information retrieval ; Storage area networks (Computer networks) ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication presents a general introduction to Linear Tape-Open (LTO) technology and the implementation of corresponding IBM products. The book highlights the new generation IBM LTO-7 tape drives, which are the next-generation storage solution that is designed to help midsize and large enterprises respond to storage challenges. This twelfth edition includes information about the latest enhancements to the IBM Ultrium family of tape drives and tape libraries. In particular, it includes details of the latest IBM LTO Ultrium 7 tape drive technology and its implementation in IBM tape libraries. It contains technical information about each IBM tape product for open systems and includes generalized sections about Small Computer System Interface (SCSI) and Fibre Channel connections and multipath architecture configurations. This book also covers tools and techniques for library management. It is intended for anyone who wants to understand more about IBM tape products and their implementation. It is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists. If you do not have a background in computer tape storage products, you might need to read other sources of information. In the interest of being concise, topics that are generally understood are not covered in detail.
    Note: Number on resource description page: SG24594611. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed February 9, 2016)
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  • 34
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Third edition.
    Series Statement: IBM redbooks
    Keywords: Data tape drives ; Storage area networks (Computer networks) ; Electronic books ; Electronic books ; local
    Abstract: The IBM® TS4500 tape library is a next-generation tape solution that offers higher storage density and integrated management. This IBM Redbooks® publication gives you a close-up view of the new IBM TS4500 tape library. In the TS4500, IBM delivers the density that today's and tomorrow's data growth require, with the cost-effectiveness and the manageability to grow with business data needs, while you preserve existing investments in IBM tape library products. Now, you can achieve both a low cost per terabyte (TB) and a high TB density per square foot, because the TS4500 can store up to 5.5 petabytes (PBs) of data in a single 10 square foot library frame, which is up to 3.4 times more capacity than the IBM TS3500 tape library. The TS4500 offers these benefits: Flexibility to grow: The TS4500 library can grow from both the right side and the left side of the first L frame because models can be placed in any active position. Increased capacity: The TS4500 can grow from a single L frame up to an additional 17 expansion frames with a capacity of over 23,000 cartridges. Capacity on demand (CoD): CoD is supported through entry-level, intermediate, and base-capacity configurations. Advanced Library Management System (ALMS): ALMS supports dynamic storage management, which enables users to create and change logical libraries and configure any drive for any logical library. Support for the IBM TS1150 tape drive: The TS1150 gives organizations an easy way to deliver fast access to data, improve security, and provide long-term retention, all at a lower cost than disk solutions. The TS1150 offers high-performance, flexible data storage with support for data encryption. Also, this fifth-generation drive can help protect investments in tape automation by offering compatibility with existing automation. Support of the IBM Linear Tape-Open (LTO) Ultrium 7 tape drive: The LTO Ultrium 7 offering represents significant improvements in capacity, performance, and reliability over the previous generation, LTO Ultrium 6, while they still protect your investment in the previous technology. This book describes TS4500 components, feature codes, specifications, supported tape drives, encryption, the new integrated management console, and the command-line interface (CLI). You will learn how to accomplish several specific tasks: Improve storage density with increased expansion frame capacity up to 2.4 times and support 33% more tape drives per frame. Manage storage by using t...
    Note: Number on resource description page: SG24823502. - "Storage.". - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed January 21, 2016)
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  • 35
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Language: Undetermined
    Pages: 1 online resource (1 volume) , illustrations
    Edition: Thirteenth edition.
    Series Statement: IBM redbooks
    Keywords: Data tape drives ; Data tapes ; Information retrieval ; Storage area networks (Computer networks) ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication presents a general introduction to the latest IBM tape and tape library technologies. Featured tape technologies include the IBM LTO Ultrium and Enterprise 3592 tape drives, and their implementation in IBM tape libraries. This 13th edition includes information about the latest enhancements to the IBM TS4500 enterprise tape library. In particular, it includes details about the latest TS4500 High Availability feature and its elastic capacity option. This book also provides details about the new TS7650G IBM ProtecTIER® gateway model DD6, contains technical information about each IBM tape product for open systems, and includes generalized sections about Small Computer System Interface (SCSI) and Fibre Channel connections and multipath architecture configurations. This book also covers tools and techniques for library management. It is intended for anyone who wants to understand more about IBM tape products and their implementation. It is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists. If you do not have a background in computer tape storage products, you might need to read other sources of information. In the interest of being concise, topics that are generally understood are not covered in detail.
    Note: Number on resource description page: SG24594612. - Description based on online resource; title from cover (Safari, viewed August 26, 2016)
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  • 36
    Online Resource
    Online Resource
    [Erscheinungsort nicht ermittelbar] : IBM Redbooks | Boston, MA : Safari
    Language: English
    Pages: 1 online resource (28 pages)
    Edition: 1st edition
    Keywords: Electronic books ; local
    Abstract: This IBM® Redpaper™ publication describes various activities that are necessary to deploy IBM Spectrum Scale™ on IBM SoftLayer®.
    Note: Online resource; Title from title page (viewed December 5, 2016)
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  • 37
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBm Corporation, International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Third edition
    Series Statement: IBM redbooks
    Keywords: Data tapes ; Management information systems ; Information resources management ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication helps you with the planning, installation, and configuration of the new IBM Linear Tape File System™ (LTFS) Enterprise Edition (EE) V1.1.1.2 for the IBM TS3310, IBM TS3500, and IBM TS4500 tape libraries. LTFS EE enables the use of LTFS for the policy management of tape as a storage tier in an IBM General Parallel File System (IBM GPFS™) based environment and helps encourage the use of tape as a critical tier in the storage environment. LTFS EE can run any application that is designed for disk files on tape. LTFS EE supports IBM Linear Tape-Open (LTO) Ultrium 6 and 5 tape drives in IBM TS3310, TS3500, and TS4500 tape libraries. IBM TS1140 and IBM TS1150 tape drives are supported in TS3500 and TS4500 tape libraries. LTFS EE can play a major role in reducing the cost of storage for data that does not need the access performance of primary disk. The use of LTFS EE to replace disks with tape in Tier 2 and Tier 3 storage can improve data access over other storage solutions because it improves efficiency and streamlines management for files on tape. LTFS EE simplifies the use of tape by making it transparent to the user and manageable by the administrator under a single infrastructure. This publication is intended for anyone who wants to understand more about LTFS EE planning and implementation. This book is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists.
    Note: Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed February 26, 2015)
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  • 38
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Edition: Second edition.
    Series Statement: IBM redbooks
    Keywords: Data tape drives ; Storage area networks (Computer networks) ; Electronic books ; Electronic books ; local
    Abstract: The IBM® TS4500 tape library is a next-generation tape solution that offers higher storage density and integrated management. This IBM Redbooks® publication gives you a close-up view of the new IBM TS4500 tape library. In the TS4500, IBM delivers the density that today's and tomorrow's data growth require, with the cost-effectiveness and the manageability to grow with business data needs, while preserving existing investments in IBM tape library products. Now, you can achieve both a low cost per terabyte (TB) and a high TB density per square foot, because the TS4500 can store up to 5.5 PBs of data in a single 10 square foot library frame, which is up to 3.4 times more capacity than the IBM TS3500 tape library. This guide describes TS4500 components, feature codes, specifications, supported tape drives, encryption, the new integrated management console, and the command-line interface (CLI) and provides instructions for several specific tasks. It is for anyone who wants to understand more about the IBM TS4500 tape library. It is particularly suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists.
    Note: Number on resource description page: SG24-8235-01. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed January 29, 2015)
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  • 39
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Third edition.
    Series Statement: IBM redbooks
    Keywords: Virtual computer systems ; Data tape drives ; IBM computers ; Programming ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication highlights IBM TS7700 Virtualization Engine Release 3.2 (IBM TS7700). IBM TS7700 is part of a family of IBM System Storage® Enterprise tape products. This book is intended for system architects who want to integrate their storage systems for smoother operation. The IBM TS7700 offers a modular, scalable, and high-performing architecture for mainframe tape virtualization for the IBM System z® environment. It integrates IBM 3592 tape cartridges, high-performance disks, and a new disk cache subsystem into a storage hierarchy. This storage hierarchy is managed by robust storage management firmware with extensive self-management capability. It includes the following advanced functions: Policy management to control physical volume pooling Cache management Redundant copies, including across a grid network Copy mode control The IBM TS7700 Virtualization Engine offers enhanced statistical reporting. It also includes a standards-based Management Interface (MI) for IBM TS7700 management. The IBM TS7700 Release 3.2 continues the next generation of IBM TS7700 Virtualization Engine servers for System z tape: IBM TS7720 features encryption-capable, high-capacity cache using 3 terabyte (TB) serial-attached Small Computer System Interface (SAS) disk drives with Redundant Array of Independent Disks (RAID) 6, providing the ability to scale to very large capacities with the highest level of data protection. IBM TS7740 features encryption-capable 600 gigabyte (GB) SAS drives with RAID 6 protection. Both models write data by policy to physical tape through attachment to high-capacity, high-performance IBM TS1140 and earlier IBM 3592 model tape drives installed in IBM TS3500 tape libraries. Physical tape support is optional on IBM TS7720. These Virtualization Engines are based on IBM POWER7® technology. They offer improved performance for most System z tape workloads compared to the first generation of IBM TS7700 Virtualization Engine servers. IBM TS7700 Virtualization Engine Release 3.2 builds on the existing capabilities of the IBM TS7700 family. It also includes the following enhancements to the IBM TS7700 family: 25 GB logical volume sizes Options for attaching back-end physical tape to IBM TS7720 systems Up to eight repository partitions in a tape-attached IBM TS7720
    Note: Number on resource description page: SG24812202. - Includes bibliographical references. - Description based on online resource; title from title page (Safari, viewed August 24, 2015)
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  • 40
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corporation, International Technical Support Organization
    Language: Undetermined
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Eleventh edition.
    Series Statement: IBM redbooks
    Keywords: Data tape drives ; Data tapes ; Information retrieval ; Storage area networks (Computer networks) ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication presents a general introduction to Linear Tape-Open (LTO) technology and the implementation of corresponding IBM products. The high-performance, high-capacity, and cost-effective IBM TS1150 tape drive is included. The book highlights the IBM TS4500 tape library, which is the next-generation storage solution that is designed to help midsize and large enterprises respond to storage challenges. The IBM TS1150 tape drive gives organizations an easy way to deliver fast access to data, improve security, and provide long-term retention for less expense than disk solutions. TS1150 offers high-performance, flexible data storage with support for data encryption. This fifth-generation drive can help protect investments in tape automation by offering compatibility with existing automation. This eleventh edition includes information about the latest enhancements to the IBM Ultrium family of tape drives and tape libraries. In particular, it includes details of the latest IBM LTO Ultrium 6 tape drive technology and its implementation in IBM tape libraries. It contains technical information about each IBM tape product for open systems and includes generalized sections about Small Computer System Interface (SCSI) and Fibre Channel connections and multipath architecture configurations. This edition also includes details about Tape System Library Manager (TSLM), which consolidates and simplifies large TS3500 tape library environments, including the IBM Shuttle Complex. This book also covers tools and techniques for library management. It is intended for anyone who wants to understand more about IBM tape products and their implementation. It is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists. If you do not have a background in computer tape storage products, you might need to read other sources of information. In the interest of being concise, topics that are generally understood are not covered in detail.
    Note: Number on resource description page: SG24594610. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed March 4, 2015)
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  • 41
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Performance ; Sleep deprivation ; Work ; Sleep ; Electronic books ; Electronic books ; local
    Abstract: Research shows that sleep deprivation has a number of consequences that can affect work performance negatively. So why do so many modern workplaces condone practices that are not conducive to healthy sleep schedules?
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 42
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Advertising ; Cell phone advertising ; Electronic books ; Electronic books ; local
    Abstract: Mobile advertising that is targeted based on a consumer's location can be effective -- particularly with customers who have a high level of interest in the type of product you're selling.
    Note: Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 43
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consumers' preferences ; Research ; Electronic books ; Electronic books ; local
    Abstract: You may think your company is customer-focused and customer-centric. But in reality, you probably don't understands your customers needs very well -- and you're better off acknowledging that.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 44
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Product management ; Brand name products ; Electronic books ; Electronic books ; local
    Abstract: Category labels are not the same as company brand. Brands create unique relationships between customers and your particular company. Category labels, however, are a way to identify a product's commonality with others of its type. For example, Tesla Motors markets and maintains its distinctive "Tesla" brand, but the category label the company uses to introduce its products is "electric cars." Categories, like brands, matter in ways that are subtle and profound. New industries are characterized by an early period of confusion and uncertainty about product use and meaning. The industry that we know today as "cloud computing" started decades ago under labels such as "utility computing," "time sharing," "application services provider," and "software as a service." While the category label "smartphone" is ubiquitous today, in the late 1990s, Samsung once called a product of that type a "camera phone," others called it a "PDA phone" and Nokia called it a "gaming deck." Contrary to popular opinion in the business press, the first-mover advantage of entering a new market very early can be a disadvantage. But when should companies launch a product in a nascent industry? In a nascent industry or sector, the introduction of the dominant category label marks the start point of the ideal window of opportunity for entry. Before the introduction of the dominant category label, most consumers are reluctant to commit, which often results in a difficult time period for early-entry producers, who must try to convince customers to try their products. The end point of the ideal window for entry is the introduction of a dominant product design into the market; after that, companies need to conform to customers' expectations for the product category.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 45
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Industrial management ; Electronic books ; Electronic books ; local
    Abstract: Operations in growing markets such as China often draw substantial attention from corporate headquarters. Unfortunately, that attention does not always add value -- and can even impede performance.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 46
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consumer behavior ; Sharing ; Electronic books ; Electronic books ; local
    Abstract: How do consumers access, buy and use their favorite products and services? While individuals traditionally have seen ownership as the most desirable way, increasing numbers of consumers are paying to temporarily access or share products and services rather than buy or own them. This so-called "sharing economy" is growing rapidly, although estimates for the current size of the nascent market vary substantially. Well-known examples of successful startups built on collaborative consumption systems include Airbnb Inc. Growth in sharing systems has been particularly fueled by the Internet with its rise of social media systems, which facilitate connections between peers eager to share their possessions. The central conceit of collaborative consumption is simple: obtain value from untapped potential residing in goods that are not entirely exploited by their owners. The sharing economy might represent a serious threat to established industries. However, the authors' research suggests six ways in which companies can respond: (1) by selling use of a product rather than ownership, (2) by supporting customers in their desire to resell goods, (3) by exploiting unused resources and capacities, (4) by providing repair and maintenance services, (5) by using collaborative consumption to target new customers, and (6) by developing entirely new business models enabled by collaborative consumption.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 47
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Boards of directors ; Management ; Strategic planning ; Electronic books ; Electronic books ; local
    Abstract: In a world where business models are evolving rapidly and new competitors can emerge almost overnight, strategic thinking - especially at the top of the company - is more important than ever to a company's survival. However, the authors argue, boards of directors have no clear model to follow when it comes to developing the strategic role that is best suited to the company they oversee. As with other leadership roles, the one played by the board varies with the company's culture and the norms and legal requirements of its home country, as well as the norms of the industry. More importantly, the board must play a role that matches the strategic needs of the company and the state of its sector. The board of a young company, for example, usually needs to wrestle with different strategic issues than the board of a long-established company. In the authors' view, three dimensions shape the board's contributions to strategy: 1. A Definition of Strategy Companies define strategy in different ways, depending on their place in their industry and the nature of their industry. Often boards go wrong simply because they have not defined the right measures of competition or the right challenges on which to focus. 2. The Role of the Board The board's role in strategy may range from that of advisers who supervise the strategy to full coauthors of the company's game plan. 3. The Context of the Company The board's involvement in strategy also depends on the context or environment in which the company competes. If the company operates in a market that has a fairly simple and stable competitive dynamic, the board may be well advised to remain distant and largely hands-off on strategy questions. In a more chaotic context, however, a board may choose to take a stronger, hands-on approach to strategy development. These three variables, and the interaction among them, make determining a board's responsibilities for strategy a complex decision. However, the authors suggest, analyzing the three variables in detail can help clarify how a given board can best contribute to a company's strategy.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 48
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Investment analysis ; Business planning ; Electronic books ; Electronic books ; local
    Abstract: Managers often must make decisions about complex strategic issues, and they are expected to make choices carefully and objectively. A retailer, for example, may need to decide whether to bid more in a highly competitive auction. Or a manufacturer may want to determine how long to hold onto a money-losing plant as the economy sinks into a recession. In boom times, deals are often in demand and expensive (and acquirers tend to know it); but when the economy cools off, acquisitions fall out of favor and prices decline. Conventional capital budgeting methods for valuing acquisitions and investments (such as discounted cash flow) may result in overpricing in "hot" deal markets and underpricing in "cold" deal markets. By setting potential deals in the context of real options theory and behavioral economics, authors Han Smit and Dan Lovallo write, executives can compensate for potential biases. Investor exuberance, the positive sentiments of boards and interest by rivals can cause executives to view acquisition opportunities as more attractive than they actually are in "hot" deal markets. Loss aversion and a narrow perspective that does not consider long-term growth options, meanwhile, can subdue acquisition behavior during "cold" markets. The article is designed to improve the use of valuation methods and help mitigate decision biases. Treating acquisition decisions as simple go/no-go choices based on expected cash flows, the authorswrite, creates an unhealthy dynamic. Because it's difficult for executives to recognize their own biases, the authors suggest using a formalized process to de-bias the decision-making team. First, managers must determine whether they are facing an investment in a "hot" or "cold" deal market (something that can often be revealed by the number of deals), after which the authors propose taking a broader view, supported by checklists. A valuation checklist can help executives temper their natural inclination to focus on growth options in "hot" markets and refocus it on staging, deferring or recouping their investments. Similarly, a checklist can help executives divert their natural attention from short-term risk to long-term growth options in "cold" deal markets.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 49
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Performance ; Management ; Executives ; Electronic books ; Electronic books ; local
    Abstract: The Industrial Revolution brought the decline of small-scale, cottage production and the rise of large, integrated businesses; Adam Smith's invisible hand was replaced with what business historian Alfred D. Chandler Jr., called the "visible hand" of management. But now that pendulum appears to be swinging the other way - to a system of loose networks, virtual businesses and peer-to-peer interactions. A supposed hallmark of the new economy has been the decline of managerial authority. Management gurus, consultants and pundits have proclaimed that hierarchy is out. Modern organizations such as online retailer Zappos have come to favor flat hierarchies with widely distributed authority. And yet, given the demands of the current environment, authors Nicholai J. Foss and Peter G. Klein argue that managerial authority is still essential in situations where (1) decisions are time-sensitive; (2) key knowledge is concentrated within the management team; and (3) there is need for internal coordination. Such conditions, they observe, are also hallmarks of our networked, knowledge-intensive and hypercompetitive economy. While it is true that many knowledge workers no longer need a boss to direct them to tasks or monitor their day-to-day progress, the authors contend that the role of managers and the definition of "authority" needs to change. Managers need to move away from specifying methods and processes in favor of defining the principles they want people to apply or the goals they want people to meet. In other words, the main task for top management is to define and implement the organizational rules of the game. To be sure, procedures for defining rules and frameworks can themselves be delegated and nested. Indeed, when a company's key assets are knowledge workers whose skills and behaviors are difficult to assess objectively, companies will need to increasingly rely on more subjective assessments of performance, which must be carried out by managers.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 50
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Corporation law ; Corporate governance ; Law and legislation ; Electronic books ; Electronic books ; local
    Abstract: Companies have increasingly recognized that legal capabilities are crucial for ongoing corporate success, and they understand the importance of working with legal counsel. All too often, though, senior executives still view the law as a constraint on managerial decisions, primarily perceiving it as an issue of cost and compliance. But this limited perspective of the law does not explain how some leading companies, such as Qualcomm and the Walt Disney Co., have managed to deploy their legal departments to shape the legal environment in order to secure long-term competitive advantage. In their research, the authors have developed a framework that can help executives identify the different ways in which legal strategies can be used to achieve various corporate goals, including the identification of value-creating opportunities. The framework consists of five different legal pathways, which the authors describe using examples such as Qualcomm, Microsoft, United Parcel Service and Xerox. In order of least to greatest strategic impact, the five legal pathways are (1) avoidance, (2) compliance, (3) prevention, (4) value and (5) transformation. In the avoidance pathway, managers see the law as an obstacle to their desired business goals. Companies operating in the avoidance pathway will often have lax internal controls or a failure to perform due diligence, and this approach can lead to disaster. Companies in the compliance pathway recognize that the law is an unwelcome but mandatory constraint, and they think of compliance basically as a cost that needs to be minimized. For businesses in the prevention pathway, managers take a more proactive approach, using the law to preempt future business-related risks. The value pathway represents a fundamental shift in mind-set, from risk management to value creation; managers use the law to craft strategies that increase ROI in ways that can be directly tied to a profit-and-loss statement. For companies in the transformation pathway, executives have integrated their legal strategy not only within the organization's various value-chain activities but also with the value chains of important external partners. Finding the right legal pathway for a particular company requires more than just a consideration of the overall business model. Other key factors include managers' attitudes toward the law and their level of legal knowledge, the sophistication of legal counsel and, in particular, the legal department's abil...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 51
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Employee motivation ; Creative ability in business ; Electronic books ; Electronic books ; local
    Abstract: How do you inspire employees to become more motivated and perform better? By challenging them to test their creativity and collaboration skills through a team-based contest.
    Note: Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 52
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Pricing ; Consumer goods ; Customer relations ; Electronic books ; Electronic books ; local
    Abstract: For most companies, pricing has always been a sensitive, private affair. This article is directed at managers who seek to profit from product differentiation and take maximum advantage of their ability to stand out. Instead of leaving good money on the table and struggling to convert product differentiation into revenue, the authors argue, companies should consider enlisting the pricing help of their customers. Outsourcing pricing isn't an all-or-nothing proposition. Managers can select pricing models ranging from complete oversight to complete delegation. Citing examples from companies including Google, Uber, Orbitz, Volkswagen, Coca-Cola and Humble Bundle, the article integrates classic views on pricing with the latest research and practice to develop a simple framework to help managers decide how much pricing control they should retain and how much they should relinquish to customers. For most businesses, the default approach is having a single fixed price and selling to anyone willing to pay that amount. However, authors Marco Bertini and Oded Koenigsberg argue that this is economically inefficient: Those prepared to pay more in effect receive a discount; those willing to pay less (but an amount that's still profitable) are turned away. For companies interested in interactive approaches to pricing, the authors discuss three collaborative models: auctions, name-your-own-price auctions and negotiations. In the authors' view, asking customers to weigh in on price can have benefits that go beyond promoting greater efficiency. It can promote customer engagement, provide opportunities for customization, allow managers to signal information about their company or product and open up opportunities for increasing market share.
    Note: "Marketing"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 53
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Intellectual property ; China ; Electronic books ; Electronic books ; local
    Abstract: Intellectual property protection is the No. 1 challenge for multinational corporations operating in China. According to the U.S. government, China accounted for nearly 80% of all IP thefts from U.S.- headquartered organizations in 2013, causing an estimated $300 billion in lost business. For European manufacturers, the loss of IP in China reduced potential profits by 20%. The effects from IP leakage are visible in counterfeited items including toys, luxury goods and automotive and aircraft parts. But IP violations go beyond products. They extend to pirated operational processes and entire business and service models. For many multinational corporations, IP leakage becomes a barrier to integrating Chinese sites and partners into global innovation activities. IP leakage frequently occurs through staff transfers or shared practices from foreign multinational corporations to local joint ventures or supply chain partners. For multinationals, this type of IP leakage is often a calculated risk worth taking. However, unintended IP leakage can affect a company's reputation and profitability. Even worse, it can create powerful local or even global competitors. To learn about how companies are managing the China IP protection challenge, authors Andreas Schotter and Mary Teagarden studied more than 50 multinational corporations. They identified nine IP protection practices that companies can use in China. Four of the practices are defensive and externally focused; the other five are proactive and internal. Together, these practices, which operate on the strategy, legal and business intelligence layers, create what the authors call the "IP protection web," which allows corporations to (1) expand faster within China and across other emerging markets; (2) improve performance; and (3) enhance local and global innovativeness. According the authors, most of the companies they studied learned to protect their IP through trial and error - there is no single "best" process or practice. However, the changing composition of IP risk creates a need for ongoing reconfiguration. Indeed, as Chinese companies become more skillful at absorbing leaked IP from those employees who formerly worked for international rivals, international companies must develop more sophisticated responses and develop new ways to engender loyalty.
    Note: "Global"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 54
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Social media ; Marketing ; Internet marketing ; Electronic books ; Electronic books ; local
    Abstract: A recent survey by Deloitte and MIT Sloan Management Review suggests that companies are starting to derive real value from social business (defined to include activities that use social media, social software and technology-based social networks to enable connections between people, information and assets). However, that business value is concentrated most strongly in companies that have reached a certain level of sophistication in relation to their social business initiatives. MIT Sloan Management Review and Deloitte have been exploring the impact of social media on business over the past three years through surveys, data analysis and interviews with executives and academics. The latest survey explored whether companies are deriving value from their social business initiatives. Sixty-two percent of managers surveyed report that their organization's social business initiatives are at least somewhat successful at meeting their stated business objectives, while 63% of respondents report that social business has positively affected business outcomes at their company. Fifty-nine percent of respondents in multinational companies report that social business helps them operate across geographies. Perhaps equally compelling is the extent to which individual employees indicate the value of social business to their daily work. Fifty-seven percent of respondents say that it is at least somewhat important for them to work for companies with mature social business practices, while 46% of respondents say that social business is at least somewhat important for decision making in their day-to-day role. A key factor in whether companies are able to derive positive benefits from social business is social business maturity. The researchers asked survey respondents to envision a company with ideal social business practices and then to assess how close their company was to that ideal. The higher a respondent rates his or her company, the more likely they are to report that the company is deriving business value from its social business initiatives. For example, 92% of respondents from the companies with the most mature social business practices say that social business helps them operate across geographies. The data shows that, based on maturity, different groups share distinctive social business practices. Thus, while incremental improvements to existing social business practices are likely to yield positive business outcomes, the kinds of benefits asso...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 55
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Market surveys ; Focus groups ; Marketing research ; Consumers ; Research ; Electronic books ; Electronic books ; local
    Abstract: Most managers know that listening to customers makes good business sense. Businesses have much to gain from actively seeking and encouraging customer participation, which the authors define as getting customers to provide constructive suggestions and share their ideas on how to shape product and service offerings. Yet many companies only pay lip service to this idea. Rather than encouraging customers to share their views about the company and its products with managers, the authors found, companies tend to focus on encouraging customers to take part in spreading positive word of mouth. Yet word of mouth is only one type of voluntary behavior that customers engage in. Moreover, it indicates only what people on the outside are saying, not how companies can improve their offerings or what customers may be looking for. The authors, who conducted surveys of customers as well as interviews and roundtable discussions with senior executives in a variety of industries, found that both customer word of mouth and customer- to-business interactions are associated with a customer's propensity to buy more of a company's products and services. While not all satisfied customers become repeat buyers, encouraging them to provide feedback and suggestions helps tie them more closely to the business. Companies can even recapture defecting customers simply by contacting them and encouraging them to participate. In addition, customer-to-business interaction is often more malleable than customer-to-customer word of mouth and more readily within the control of management. In a study of customers of a global bank, the authors found that customers who purchased the most were individuals who participated and engaged in much word-of-mouth behavior. High participation/ high word-of-mouth customers were the most loyal and attached to the brand; customers who did not participate tended to be the least valuable, the least loyal and the least attached to the organization regardless of whether they spread positive word of mouth. The implications of the findings are that fostering customer participation can be very valuable and that companies are better off emphasizing customer participation over word of mouth (as opposed to the reverse), because it creates more customer "stickiness" (as in greater attachment and commitment). Nevertheless, the authors say, the two approaches should be seen as two sides of a coin, working both internally and externally to build financ...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 56
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Consumers ; Research ; Ethnology ; Marketing research ; Electronic books ; Electronic books ; local
    Abstract: Ethnography has often been portrayed as a "fly on the wall" technique, with anthropologists lurking in people's homes to observe consumers' unadulterated lives. The authors argue that this description does not do justice to the way ethnography actually works in the corporate world or to ethnography's increasingly important role in formulating business strategy. The authors' research across a variety of companies suggests that ethnography - artful in situ investigation into what customers do and feel and how they talk about what they do and feel - is a powerful tool to use to gain insights into your market. To arrive at a more in-depth understanding of how corporations use ethnography to their advantage, the authors conducted interviews with executives in various industries worldwide, including Ford and Wells Fargo. Where data analytics and surveys provide flattened snapshots, ethnography contributes an empathic understanding of how consumers live, work and play through gritty and detailed descriptions. Whether conveyed in video format, presentations or reports, these stories describe how people confront and surmount the hurdles they encounter in meeting their responsibilities and fulfilling their hopes in our globalized consumer culture. By delving into the richness of people's life stories, ethnographic research can pivot companies away from less meaningful segmentation parameters, such as demographics or purchase history, and toward those that drive behavior, such as purpose and intent. Quantitative techniques such as factor analysis can subsequently be applied to locate and size market segments. Consistent with the idea that ethnography helps organizations deal more effectively with market complexities, the executives the authors interviewed often talked about ethnography as having helped them sort out puzzling data. While these discussions call into dispute the perception that ethnography is merely an exploratory technique, they also underline the point that ethnographic stories often provide insight into consumer behavior that is hard to come by in other ways.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 57
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Quantitative research ; Industrial management ; Electronic books ; Electronic books ; local
    Abstract: A majority of managers see the importance of increasing the use of analytics in decision making, according to a recent survey of 2,037 managers conducted by MIT Sloan Management Review, in partnership with SAS Institute. More than half of this year's survey respondents strongly agree that their organization needs to step up the use of analytics to make better business decisions - and that percentage rises to 87% if respondents who agree "somewhat" are included. This finding - that a majority of survey respondents agree strongly about the need to step up analytics use - holds true across a range of industries. Several forces, the authors argue, are helping spur managers' interest in analytics, including increased market complexity (for example, omnichannel retailing that encompasses both digital and brick-and-mortar channels) and the availability of better analytics tools and data. The authors report that some companies are sharing their data and analytics with business partners in order to meet strategic business objectives. For example, WellPoint, a U.S. health insurer based in Indianapolis, Indiana, is using analytics to help forge a payment model with physicians that rewards providers when they reduce overall health-care costs and enhance quality and health outcomes. Specifically, WellPoint is converting administrative claims and authorization data into useful information about populations of patients and sharing that information with physicians and their care teams. The survey data suggests that companies for which analytics has improved the ability to innovate are more likely to share data with partners and suppliers. Half of this year's survey respondents somewhat or strongly agree that analytics is helping their organization innovate - and 16% believe that strongly. Those survey respondents who strongly agree that analytics is helping their organization innovate are much more likely to say they collaborate with partners and suppliers through the use of analytics than respondents who don't think that analytics is helping their company innovate. The authors conclude that as companies use analytics to improve their ability to innovate, they also tend to collaborate more through their use of analytics: Analytics becomes an important medium through which organizations interact with both internal and external stakeholders. Thus, organizations that innovate thanks to analytics don't merely increase their use of analytics in decision ma...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 58
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Technological innovations ; Management ; Creative ability in business ; Electronic books ; Electronic books ; local
    Abstract: In May 2013, software giant SAP announced plans to hire hundreds of people diagnosed with autism, with a target of having people with autism represent 1% of the company's work force by 2020. The Merriam-Webster dictionary defines autism as a developmental disorder associated with "impairment of the ability to communicate with others" and "preoccupation with repetitive activities of restricted focus." Companies don't typically seek out these characteristics in new hires. But SAP took a different perspective. "We share a common belief that innovation comes from the 'edges,'" one SAP executive stated in the company's press release. "Only by employing people who think differently and spark innovation will SAP be prepared to handle the challenges of the 21st century." More specifically, the company had discovered that some people with autism have abilities that are extremely well-suited to performing some vital information technology tasks. SAP's move embodies an emerging management principle - the authors Robert D. Austin and Thorkil Sonne call it "the dandelion principle" - and offers an alternative way of thinking about human resources management. In some ways, the "dandelion principle" turns some of the basic tenets about how to recruit and manage people inside out. The authors use the dandelion as metaphor because, they note, dandelions are actually nutritious - but are seen as weeds in the context of a green lawn that demands uniformity. The industrial economy, the authors argue, required uniformity in operations. In the industrial economy, companies could often win by operating more efficiently than rivals. Today, that's no longer enough. Faced with lower-cost competition from developing countries, established companies also need to innovate, to offer products that are better than what's available from competitors. But innovation, the authors observe, calls for organizational capabilities different than efficiency. Efficiency requires getting people and machines to mesh more smoothly; the emphasis is on parts fitting in and reducing variation around averages. Innovation, by contrast, involves finding new and better ideas and using new processes. Managing innovation is less about averages and more about understanding outliers. The emphasis is on increasing interesting variation, then identifying value in some of the variants. In an innovation-oriented economy, the authors contend, companies may benefit from accommodating employees wit...
    Note: "Leading your team"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 59
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corp., International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Edition: 2nd ed.
    Series Statement: IBM redbooks
    Keywords: IBM SmartCloud storage access ; Cloud computing ; Virtual storage (Computer science) ; Handbooks, manuals, etc ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication will help you learn how to build a storage cloud with the IBM SmartCloud® Storage Access solution, which consists of multiple hardware and software products, including IBM Scale Out Network Attached Storage, IBM Storwize® V7000 Unified, IBM Tivoli® Storage Productivity Center, and more. The new self-service storage provisioning for IBM Storwize V7000, IBM System Storage® SAN Volume Controller (SAN Volume Controller), and IBM XIV® storage systems for storage area network (SAN) or block access is included. To get you started, this book provides information about the planning, installation, and configuration for each component. IBM SmartCloud Storage Access is an IBM software product for storage cloud management that provides the cloud service with virtualization and automation. IBM SmartCloud Storage Access is the focal point to administer the storage cloud environment, providing a self-service provision approach for storage cloud users. New storage capacity can be easily deployed and accessed by the Internet or intranet. IBM SmartCloud Storage Access also supports simple and fast resource elasticity as user demand changes. With the IBM SmartCloud Storage Access solution, the storage resources will be displayed as unified resource pools with different service levels. Users no longer need to know the exact location of their files, and there is no more need to configure the underlying storage subsystems manually. All storage resources are still well monitored, and the cloud administrators can easily track the historical storage resource usage. The IBM SmartCloud Storage Access solution provides all of the essential characteristics of a cloud service. IBM SmartCloud Storage Access acts as the cloud management portal. All cloud users work with the portal, and IBM SmartCloud Storage Access forwards the storage requests to Tivoli Storage Productivity Center to process. Tivoli Storage Productivity Center provides the storage configuration and usage details to IBM SmartCloud Storage Access. Some additional small, but important, components are required for the IBM SmartCloud Storage Access solution: Lightweight Directory Access Protocol (LDAP) or Active Directory (AD) system for authentication Domain Name System (DNS) for naming converting Simple Mail Transfer Protocol (SMTP) component for mail notification Network Time Protocol (NTP) system for clock synchronization This IBM Redbooks publication guides you through the set...
    Note: Number on resource description page: SG24-8120-01. - Description based on online resource, title from cover page (Safari, viewed August 5, 2014)
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  • 60
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Multi-sided platform businesses ; Business enterprises ; Technological innovations ; Electronic books ; Electronic books ; local
    Abstract: Multisided platforms (MSPs) are technologies, products or services that create value primarily by enabling direct interactions between two or more customer or participant groups. Prominent examples of MSPs and the participants they connect include eBay (buyers and sellers), Airbnb (dwelling owners and renters), the Uber app (professional drivers and users), Facebook (users, advertisers, third-party game or content developers and affiliated third-party sites), and Ticketmaster (event venues and consumers). As these examples illustrate, MSPs include some of the largest and fastest-growing businesses of the past decade. Why? Successful MSPs create enormous value by reducing search costs or transaction costs (or both) for participants. As a result, MSPs often occupy privileged positions in their respective industries; most other industry participants revolve around and depend on MSPs in important ways. This article begins with a description of how MSPs work and why they can erect such high barriers to entry for new participants. It then offers an analysis of four fundamental strategic decisions and associated trade-offs that set MSPs apart from other types of businesses and that every MSP entrepreneur and investor should carefully consider. These challenges are as follows: •the number of sides to bring on (deciding whether to bring on two or more); •design (ensuring the interests of the different platform sides are not in conflict with each other or the MSP); • pricing structures (determining which platform side or sides should be charged more, based on the groups' relative value from interacting with each other); and • governance rules (regulating the participation and activities undertaken by the various platform sides to ensure a high level of quality, or outsourcing that function to users through ratings systems). After examining the factors that drive each of these decisions and using real-world case examples, the author presents general principles that apply to both startups and incumbent MSPs.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 61
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Business networks ; Partnership ; Business planning ; Electronic books ; Electronic books ; local
    Abstract: Today's business environment is unforgiving of companies that are slow to adapt. To extend their capabilities and facilitate change, many organizations have experimented with different types of strategic partnerships with suppliers and customers that help them design and deliver products and services efficiently. But some innovative companies are attempting to redefine the parameters of strategic partnerships through multileveled relationships with customers and suppliers that leverage the resources and capabilities of the respective parties. What makes such partnerships - which the author calls adaptive strategic partnerships - counterintuitive is that they are being used in situations where the two most relevant streams of organizational economics would argue for vertical integration. One company that has pursued adaptive strategic partnerships is Bharti Airtel Ltd., the Indian telecommunications services company. Back in 2004, Bharti Airtel's managers found that negotiating and updating contracts with vendors interfered with their ability to focus on satisfying the company's customers and outsmarting its competition. Contrary to what other telecom operators have done, it negotiated unconventional relationships with some of its leading vendors, including Nokia Siemens Networks (now Nokia Solutions and Networks), Ericsson and IBM. Instead of expanding network infrastructure by purchasing increasing amounts of equipment (such as exchanges and cellular antennas), which often results in unused capacity, Bharti Airtel pays the vendors to operate the network; it compensates them based on telecom volume, paying only when equipment is in use. In addition to rethinking its approach to network capacity, vendors take responsibility for network performance and troubleshooting. Typically, companies with outside partners rely on simple tools such as service-level agreements, which specify what is expected from each party and provide for performance standards to assess compliance. But in managing its partnerships with vendors, Bharti Airtel uses a joint governing structure that encourages people at different levels of the organizations to communicate and address problems as they arise (for example, restoring service after a severe storm). In some cases, such interactions have led the company and its partners to redraw the scope of their collaborations (for example, assign responsibility for building and maintaining the cell towers to a new company), ...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 62
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Quantitative research ; Contracting out ; Electronic books ; Electronic books ; local
    Abstract: The surge of interest in big data has led to growing demand for analytics teams. Assembling such teams, however, is difficult. For one thing, many companies lack the in-house knowledge and experience needed to put together a world-class analytics team. What's more, the labor market for analytics professionals has grown increasingly tight. The shortage of analysts - particularly those capable of developing and leading world-class teams that can enable a company to create a competitive advantage from its data and analytics - is driving organizations to consider outsourcing their analytics activities. Analytics is the latest in a string of activities companies are outsourcing to business process organizations (BPOs). It draws heavily on mathematics and statistics knowledge, and many analytics-oriented BPOs have operations in India. Although some companies have world-class analytics capabilities in-house, the authors posed the question: Can an analytically naïve company "buy" world-class analytics functions by hiring outside experts? The authors studied both four multinational companies that used one or more offshore analytics BPOs and four analytics BPOs. Two of the client companies had skills that were judged to be "analytically superior"; the other two were judged to be "analytically challenged." The analytically challenged companies saw analytics BPOs as a way to obtain the resources and training needed to manage and execute their analytics and to gain quick access to important insights. By contrast, the analytically superior companies wanted to expand their internal analytic capabilities, in part because they wanted to preserve their ability to develop and protect intellectual property; they tended to use offshore BPOs to perform low-level analytics. According to the authors, the best analytics BPOs have core competencies that go beyond what most companies can perform on their own with internal teams. They advise companies working with analytics BPOs to be clear about who does what, who owns what, how each party can use the information it has and what happens to the information and knowledge in the event that the BPO is acquired.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 63
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corp., International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Edition: 1st ed.
    Series Statement: IBM redbooks
    Keywords: Data tape drives ; Storage area networks (Computer networks) ; Electronic books ; Electronic books ; local
    Abstract: The IBM® TS4500 tape library is a next-generation tape solution that delivers higher storage density and integrated management. This IBM Redbooks® publication will give you a close-up view of the new IBM TS4500 tape library. In the TS4500, IBM delivers the density that today's and tomorrow's data growth require, with the cost-efficiency and the manageability to grow with business data needs while preserving existing investments in IBM tape library products. Now, organizations can achieve both a low cost per terabyte (TB) and a high TB density per square foot. In fact, the TS4500 can store up to 2.2 PBs of data in a single 10 square foot library frame, up to 3.4 times more capacity than the IBM TS3500 tape library. This book covers the TS4500 product description, components, feature codes, specifications, supported tape drives, encryption, new integrated management console, and the command-line interface (CLI). This publication is intended for anyone who wants to understand more about the IBM TS4500 tape library. This book is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists.
    Note: Number from resource description page: SG24-8235-00. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed Nov. 13, 2014)
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  • 64
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corp., International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 volume) , illustrations.
    Edition: Second edition.
    Series Statement: IBM redbooks
    Keywords: Data tapes ; Information resources management ; Management information systems ; Business ; Data processing ; Information storage and retrieval systems ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication helps you with planning, installation, and configuration of the new IBM Linear Tape File System™ (LTFS) Enterprise Edition (EE) V1.1.1.1 for the IBM System Storage® TS3500 and TS4500 Tape Libraries. LTFS EE is designed to enable the use of LTFS for the policy management of tape as a storage tier in an IBM General Parallel File System (IBM GPFS™)-based environment and helps encourage the use of tape as a critical tier in the storage environment. LTFS EE can run any application that is designed for disk files on tape. LTFS EE supports IBM Linear Tape-Open (LTO) Ultrium 6 and 5 tape drives, and IBM System Storage TS1140 Tape Drives that are installed in TS3500 tape libraries. LTFS EE can play a major role in reducing the cost of storage for data that does not need the access performance of primary disk. The use of LTFS EE to replace disks with tape in Tier 2 and Tier 3 storage can improve data access over other storage solutions because it improves efficiency and streamlines management for files on tape. LTFS EE simplifies the use of tape by making it transparent to the user and manageable by the administrator under a single infrastructure. This publication is intended for anyone who wants to understand more about LTFS EE planning and implementation. This book is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists.
    Note: Number on resource description page: SG24-8143-01. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed November 17, 2014)
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  • 65
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corp., International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Edition: 2nd ed.
    Series Statement: IBM redbooks
    Keywords: Virtual storage (Computer science) ; Computer storage devices ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication highlights TS7700 Virtualization Engine Release 3.1. It is intended for system architects who want to integrate their storage systems for smoother operation. The IBM Virtualization Engine TS7700 offers a modular, scalable, and high-performing architecture for mainframe tape virtualization for the IBM System z® environment. It integrates 3592 Tape Drives, high-performance disks, and a new disk cache subsystem into a storage hierarchy. This storage hierarchy is managed by robust storage management firmware with extensive self-management capability. It includes the following advanced functions: Policy management to control physical volume pooling Cache management Redundant copies, including across a grid network Copy mode control The TS7700 Virtualization Engine offers enhanced statistical reporting. It also includes a standards-based management interface for TS7700 Virtualization Engine management. The new IBM Virtualization Engine TS7700 Release 3.1 continues the next generation of TS7700 Virtualization Engine servers for System z tape: IBM Virtualization Engine TS7720 Server Model VEB with 3956-CS9 and 3-TB SAS drives with RAID 6 protection IBM Virtualization Engine TS7740 Server Model V07 with 3956-CC9 with 600-GB SAS drives with RAID 6 protection These Virtualization Engines are based on IBM POWER7® technology. They offer improved performance for most System z tape workloads compared to the first generation of TS7700 Virtualization Engine servers. TS7700 Virtualization Engine Release 3.1 builds on the existing capabilities of the TS7700 family. It also introduces the following capabilities: 8-Gb IBM FICON® adapters for host attachment Up to eight FICON channel host attachments, doubling the previous number of channels available Up to 512 logical path definitions per FICON channel, doubling the previous number of logical paths per channel IBM FlashCopy® for disaster recovery testing Support for a second TS7720 expansion frame attached to a TS7720 system for a total TS7720 system capacity up to 1 PB before compression New Time Delayed Copy policy
    Note: Number on resource description page: SG24-8122-01. - Includes bibliographical references. - Description based on online resource, title from cover page (Safari, viewed Nov. 17, 2014)
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  • 66
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Lean manufacturing ; Electronic books ; Electronic books ; local
    Abstract: Corporate "lean" programs, often modeled after the Toyota Production System, can be powerful instruments for improving the performance of manufacturing plants. They help to emphasize parts of the production process that add the most value and eliminate those that don't. However, misplaced expectations can make implementation difficult and reduce the benefits. The authors argue that if managers better understood the rates at which lean programs produce improvements, then implementations would go more smoothly. Typically, the goal of a production system is to provide a clear and stable structure and a road map for instilling a culture of continuous improvement throughout a company's production network. But, as the authors point out, every plant is different, and different plants are likely to face different sets of competitive and market conditions. For the growing number of multinational manufacturers that have introduced or are considering lean production systems, the issue is not whether the programs are useful but how to manage their implementation. The authors studied the implementation of the Volvo Group's production system. (The company, a leading maker of trucks and other heavy vehicles, sold its car-manufacturing unit in 1999.) Volvo Group introduced the Volvo Production System in 2007, and since then, it has been implementing it in its factories around the world. The authors examined the five-year history of the Volvo Production System, visited 44 of Volvo's 67 plants and interviewed 200 managers. The authors found that there were four distinct stages of change in the rate of performance improvement and that there was a strong relationship between a plant's maturity in a production system implementation and its performance; progress roughly followed the shape of an S-curve. The pattern implies that a plant's rate of improvement changes in the shape of a bell curve as the plant becomes more mature in implementing the production system. Performance improves slowly at first, and then at an increasing rate before the improvement rate gradually decreases. To measure the performance of the plants, the authors focused on nonfinancial metrics related to the quality, cost, delivery and safety of the plant's output. They obtained this data from the company's documents and during plant visits and interviews. They then used statistical methods to find patterns. Volvo's assessment process provides a structure and a standard by which loca...
    Note: "Operations"--Cover. - Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 67
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Consumer satisfaction ; Evaluation ; Electronic books ; Electronic books ; local
    Abstract: Although companies have invested heavily in technology and other resources to provide better customer service, many businesses are finding that being able to create satisfied and loyal customers is more difficult today. Hurdles include a daunting rise in customer expectations; challenges posed by the Internet, social media and online word of mouth; and poor execution of upgraded corporate complaint-handling policies. Since the 1970s, the authors have conducted six customer satisfaction surveys patterned after a baseline survey by the U.S. Office of Consumer Affairs. Their latest survey found that: • The explosion of online social networking and other communication tools has raised the stakes in the area of customer satisfaction. • The intensity of negative reactions seems to be increasing. • In addressing complaints, companies are failing in their efforts to create one-stop services with technology and people dedicated to resolving customer problems. So, what can companies do to improve the level of customer satisfaction? The authors identify five areas of focus. 1. Encourage unhappy customers to complain, but be prepared to resolve the complaints. Today' unhappy customers expect businesses to handle customer service flawlessly (even if it is outsourced to a third party). 2. Understand what results your investments in customer service will produce. Since the 1970s, companies have invested billions of dollars in upgraded corporate complaint-handling practices. Only 20% of recent complainants were "completely satisfied" with the results of their complaint (compared to 23% in 1976). 3. Recognize that technology has limits - and that some customers want to interact directly with a person. Only 6% of today's complainants consider the Internet their primary channel for complaining. The authors say that online communication channels might be utilized more effectively to steer customers to live complaint handlers rather than pursuing totally automated solutions. 4. Be aware that customers may be even more influenced by positive online word of mouth than by negative word of mouth. By a margin of 46% to 19%, prospective buyers cited positive posts more often than negative comments as being most influential on their future purchases. 5. For most customers, customer dissatisfaction is about more than money. Only 26% of survey respondents wanted financial compensation for their lost time, inconvenience or injury. Many more people seek nonmonetary remedies...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 68
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Personnel management ; Database industry ; Electronic data processing personnel ; Database management ; Electronic books ; Electronic books ; local
    Abstract: Simply hiring expensive data scientists isn't enough. To create real business value with data scientists, top management must learn how to manage them effectively.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 69
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Industrial location ; United States ; Industrialists ; United States ; Regional planning ; United States ; Electronic books ; Electronic books ; local
    Abstract: Rising labor costs in China and other emerging economies, high supply chain and logistics costs, and wide differentials in energy costs in different parts of the world are provoking a fresh round of relocation of manufacturing and production. While some labor-intensive jobs are moving out of China to Southeast Asia or the next emerging low-cost regions, some manufacturing work is also returning to the United States. Wal-Mart is facilitating reshoring efforts among its suppliers, and consultants are offering reshoring conferences, reports and lots of advice. While the data on comparative labor and factor costs may be compelling, reshoring - bringing assembly work back from abroad - is hard work, notes author Willy C. Shih. This is especially true when needed resources (the supplier base, the workforce and even the company's own internal product design capabilities) have atrophied. Shih studied several initiatives aimed at rebuilding regional capacity in the United States (including at GE's Appliance Park in Kentucky and two Flextronics International plants in Texas) and other examples in Europe and Asia to identify lessons about what works. The benefits were no surprise. Placing manufacturing close to the market minimizes inventory in the pipeline, reduces delivery times and shortens ordering cycles. The challenges were less apparent: the need to stabilize the workforce, address skill gaps, rethink the capital/labor ratio, localize the supply base and rethink product design to leverage the proximity to manufacturing. In many ways, Shih writes, the challenges of reshoring to the United States are the challenges of reshoring in any market in the world. Managers must design supply chains for the production of goods that balance proximity to diverse markets with the locations of their capabilities and their supply ecosystems. Doing that well, Shih argues, will always be a source of competitive advantage.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 70
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Marketing ; Competition ; Commerce ; Electronic books ; Electronic books ; local
    Abstract: New research suggests that a smaller company can benefit by making consumers aware that it competes against bigger corporations.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 71
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Opportunism (Psychology) ; Business ; Electronic books ; Electronic books ; local
    Abstract: Capturing new growth opportunities is fundamental to strategy, innovation and entrepreneurship. These days, experimentation and improvisational change are in. But how should managers address the challenge? The answer, the authors argue, can be more complex and more crucial to a company's success than previously thought. Their research on mature corporations, growing businesses and new ventures suggests a paradoxical tension between focus and flexibility that can define or break a business. Based on more than 150 interviews with managers at 30 companies in North America, Europe and Asia, the authors conclude that focus is still critical and may be just as important as flexibility. What's more, they conclude that a company's focus may influence its flexibility and vice versa. There are two components to capturing a new business opportunity: opportunity selection and opportunity execution. Opportunity selection involves determining which customer problem to solve, whereas opportunity execution deals with solving the problem. The authors point out that most books, articles and thought leaders focus on opportunity execution - how to create value by developing solutions. But research suggests that innovation initiatives often move so quickly to identify a solution that the innovators have to cycle back to figure out which problem they are actually solving. The authors found that opportunity selection appears to matter as much as opportunity execution. More importantly, how managers approach opportunity selection (whether with flexibility or with focus) has a critical impact on how successful they are at opportunity execution. The authors observed that managers and entrepreneurs tend to fall into two groups: opportunists and strategists. Opportunists rely on a less scripted and more flexible approach to opportunity selection, letting emergent customer inquiries shape opportunity selection. Strategists follow a different pattern. They constrain the selection of opportunities so that they pursue opportunities that are more likely to result in success, and they try to capture several opportunities in a row versus one in isolation. The authors found that companies that were more focused in opportunity selection were often more flexible in opportunity execution.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 72
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Decision making ; Electronic discussion groups ; Electronic books ; Electronic books ; local
    Abstract: In the digital age, we are inundated with other people's opinions. We browse books on Amazon with awareness of how other customers liked (or disliked) a particular tome. On Expedia, we compare hotels based on user ratings. On YouTube, we can check out a video's thumbs-up/thumbs-down score to help determine if it's worth our time. For the most part, consumers have faith in online ratings and view them as trustworthy. But, the author argues, this trust may be misplaced. The heart of the problem lies with our herd instincts - natural human impulses characterized by a lack of individual decision making - that cause us to think and act in the same way as other people around us. When it comes to online ratings, our herd instincts combine with our susceptibility to positive "social influence." When we see that other people have appreciated a certain book, enjoyed a hotel or restaurant or liked a particular doctor, this can cause us to feel the same positive feelings and to provide a similarly high online rating. The author describes an experiment that he and two colleagues conducted on a social news-aggregation website. On the site, users rate news articles and comments by voting them up or down based on how much they enjoyed them. The researchers randomly manipulated the scores of comments with a single up or down vote and then measured the impact of these small manipulations on subsequent scores. The results were striking. The positive manipulations created a positive social influence bias that persisted over five months and that ultimately increased the comments' final ratings by 25%. Negatively manipulated scores, meanwhile, were offset by a correction effect that neutralized the manipulation: Although viewers of negatively manipulated comments were more likely to vote negative (evidence of negative herding), they were even more likely to positively "correct" what they saw as an undeserved negative score. This social-influence bias snowballs into disproportionately high scores, creating a tendency toward positive ratings bubbles. Positively manipulated scores were 30% more likely than control comments (the comments that the researchers did not manipulate) to reach or exceed a score of 10. A positive vote didn't just affect the mean of the ratings distribution; it pushed the upper tail of the distribution out as well, meaning a single positive vote at the beginning could propel comments to ratings stardom.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 27, 2015)
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  • 73
    Online Resource
    Online Resource
    [Poughkeepsie, NY : IBM Corp., International Technical Support Organization]
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Edition: 1st ed.
    Series Statement: IBM redbooks
    Keywords: Virtual storage (Computer science) ; Cloud computing ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication will help you learn how to build a storage cloud with the IBM SmartCloud™ Storage Access solution, which consists of multiple hardware and software products including IBM Scale Out network Attached Storage (SONAS), IBM Storwize® V7000 Unified, IBM Tivoli® Storage Productivity Center, and more. To get you started, we cover the planning, installation, and configuration for each component. SmartCloud Storage Access is an IBM software product for storage cloud management that enables the cloud service with virtualization and automation. SCSA is the focal point to administer the storage cloud environment providing a self-service provision approach for the storage cloud users. New storage capacity can be easily deployed and accessed by the Internet or intranet. SmartCloud Storage Access also supports simple and fast resource elasticity as user demand changes. With the SmartCloud Storage Access solution, the storage resources will be displayed as unified resource pools with different service levels. Users no longer need to know the exact location of their files and there is no more need to configure the underlying storage subsystems manually. All storage resources are still well monitored and the cloud administrators can easily track the historical storage resource utilization. This publication is intended for anyone who wants to understand more about IBM SmartCloud Storage Access planning, implementation, configuration, and usage. This book is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists.
    Note: "Learn step by step how to build a storage cloud, administer storage cloud with self-service provisioning, easily deploy new storage capacity.". - Number on resource description page: SG24-8120-00. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed Mar. 27, 2014)
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  • 74
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corp., International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Edition: 1st ed.
    Series Statement: IBM redbooks
    Keywords: Data tapes ; Information resources management ; Management information systems ; Business ; Data processing ; Information storage and retrieval systems ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication helps you with planning, installation, and configuration of the new IBM Linear Tape File System™ (LTFS) Enterprise Edition (EE) V1R1 for the IBM System Storage® TS3500 Tape Library. LTFS EE is designed to enable the use of LTFS for the policy management of tape as a storage tier in an IBM general parallel file system-based (IBM GPFS™) environment and helps encourage the use of tape as a critical tier in the storage environment. LTFS EE can run any application that is designed for disk files on tape. LTFS EE supports IBM Linear Tape-Open (LTO) Ultrium 6 and 5 tape drives, and IBM System Storage TS1140 Tape Drives that are installed in TS3500 tape libraries. LTFS EE can play a major role in reducing the cost of storage for data that does not need the access performance of primary disk. The use of LTFS EE to replace disks with tape in Tier 2 and Tier 3 storage can improve data access over other storage solutions because it improves efficiency and streamlines management for files on tape. LTFS EE simplifies the use of tape by making it transparent to the user and manageable by the administrator under a single infrastructure. This publication is intended for anyone who wants to understand more about LTFS EE planning and implementation. This book is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists.
    Note: Number on resource description page: SG24-8143-00. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed Feb. 3, 2014)
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  • 75
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corp., International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Edition: 1st ed.
    Series Statement: IBM redbooks
    Keywords: Virtual computer systems ; Information storage and retrieval systems ; Electronic data processing ; Backup processing alternatives ; Electronic books ; Electronic books ; local
    Abstract: This IBM® Redbooks® publication highlights TS7700 Virtualization Engine Release 3.0. It is intended for system architects who want to integrate their storage systems for smoother operation. The IBM Virtualization Engine TS7700 offers a modular, scalable, and high-performing architecture for mainframe tape virtualization for the IBM System z® environment. It integrates 3592 Tape Drives, high-performance disks, and a new disk cache subsystem into a storage hierarchy. This storage hierarchy is managed by robust storage management firmware with extensive self-management capability. It includes the following advanced functions: Policy management to control physical volume pooling Cache management Dual copy, including across a grid network Copy mode control The TS7700 Virtualization Engine offers enhanced statistical reporting. It also includes a standards-based management interface for TS7700 Virtualization Engine management. The new IBM Virtualization Engine TS7700 Release 3.0 continues the next generation of TS7700 Virtualization Engine servers for System z tape: IBM Virtualization Engine TS7720 Server Model VEB with 3956-CS9 and 3 TB disk drive modules (DDMs) IBM Virtualization Engine TS7740 Server Model V07 with 3956-CC9 with 600 GB DDMs These Virtualization Engines are based on IBM POWER7® technology. They offer improved performance for most System z tape workloads compared to the first generation of TS7700 Virtualization Engine servers. TS7700 Virtualization Engine Release 3.0 builds on the existing capabilities of the TS7700 family. It also introduces the following capabilities: Up to 4,000,000 logical volumes per grid domain Disk cache refresh utilizing 3956-CC9 for TS7740 Model V07 and 3956-CS9 for TS7720 Model VEB Virtualization Engines IPv4 or IPv6 support for customer network and IP Security for grid communication
    Note: Number on resource description page: SG24-8122-00. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed Feb. 3, 2014)
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  • 76
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: International business enterprises ; International trade ; Electronic books ; Electronic books ; local
    Abstract: New markets and new possibilities for expansion and acquisition make the global competitive landscape more dynamic, creating both threats and opportunities. The task of the global strategist involves not only identifying where to leverage a company's existing strengths but also how to enhance and renew its capabilities. The authors argue that the risks of global expansion can be greatly reduced by taking a systematic approach to the decision-making process about entering a new country. They conclude that the experience of many global companies suggests that expensive mistakes are often made when companies don't ask certain key questions before they make such internationalization decisions. By better understanding the nature of their own competitive advantages and how those advantages might fit into or be augmented by a new market, companies can greatly improve their chances of success. The authors illustrate their argument by drawing on the examples of companies such as CEMEX, Telefónica, Accor, Wal-Mart and IKEA. The authors propose two tests for the global strategist, one to use when a company is considering replicating a successful strategy in a new country, and the other to use when a company is seeking to acquire a new capability in a new market.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 77
    Online Resource
    Online Resource
    Poughkeepsie, NY : IBM Corp., International Technical Support Organization
    Language: English
    Pages: 1 online resource (1 v.) , ill.
    Edition: 1st ed.
    Series Statement: IBM redbooks
    Keywords: Data tapes ; Information resources management ; Management information systems ; Business ; Data processing ; Information storage and retrieval systems ; Electronic books ; Electronic books ; local
    Abstract: The IBM® Linear Tape File System™ (LTFS) is the first file system that works in conjunction with Linear Tape-Open (LTO) tape technology to set a new standard for ease of use and portability for open systems tape storage. In 2011, LTFS won an Engineering Emmy Award for Innovation from the Academy of Television Arts & Sciences. This IBM Redbooks® publication helps you install, tailor, and configure the new IBM Linear Tape File System Single Drive Edition (LTFS SDE), Library Edition (LTFS LE), and Storage Manager (LTFS SM). LTFS is a file system that is implemented on dual-partition linear tape (IBM LTO Ultrium 5 tape drives (LTO-5), IBM LTO Ultrium 6 tape drives (LTO-6), and IBM TS1140 tape drives). LTFS makes tape look and work like any removable media, for example, a USB drive. Files and directories appear on the desktop as a directory listing. It is now simple to drag files to and from tape. Any application that is written to use disk files works with the same files on tape. LTFS SDE supports stand-alone drives only. LTFS LE supports tape libraries. LTFS LE presents each cartridge in the library as a subdirectory in the LTFS file system. With LTFS LE, you can list the contents and search all of the volumes in the library without mounting the volumes by using an in-memory index. The LTFS SM software solution provides storage lifecycle management of archive files. Although both the LTFS SDE and the LTFS LE can write data on tape, LTFS SM provides the interface to manage files of all types in a file system structure. This file system structure makes the control of the tape library transparent to the user. LTFS SM also provides policy-based management, job scheduling, and automated file management. It provides an integrated solution to tape library users that is designed to easily manage archives at a reduced cost. It provides the tools to manage the archived files on the LTFS tapes, to group tapes into pools, and to use multiple LTFS LE nodes to scale out the LTFS archive. Metadata can be used to arrange, search, and manage the files at convenience of the users according to the policies that they choose. This publication is intended for anyone who wants to understand more about IBM Linear Tape System products and their implementation. This book is suitable for IBM clients, IBM Business Partners, IBM specialist sales representatives, and technical specialists.
    Note: Number on resource description page: SG24-8090-00. - Includes bibliographical references. - Description based on online resource; title from cover (Safari, viewed Dec. 11, 2013)
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  • 78
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Leadership ; Industrial management ; Electronic books ; Electronic books ; local
    Abstract: At some point in their careers, most executives - even the most talented - will face a power deficit. Regardless of their titles and nominal responsibilities, they will confront situations in which they have insufficient influence and authority to get their job done effectively. Fortunately, two strategies can almost always help the sidelined executive capture more clout and build an enduring power base. A variety of situations can lead a manager into a power deficit. Demographics (race, ethnicity, gender or age) can contribute to the power-deficient executive's predicament, as can inexperience, poor reputation, personality, background, training or outlook. It can happen to people with high potential. It can even happen to executives who are already high performers. Typically, an executive winds up with a power deficit because he or she lacks one or more of the following power sources: legitimacy, critical resources or networks. The high level of interaction between these three sources of power means that a shortage in one can easily produce shortages in the other two. The authors argue that, generally, executives who have a power deficit can solve the problem in one of two ways: they must either play the game more effectively or change the game by, for instance, reshaping their role in the organization. The authors offer examples and recommendations and provide a short questionnaire to help managers identify potential power deficits. The good news is that the odds of success are good. The authors report that in their coaching work with 179 executives who wrestled with power deficits, only four failed to improve the situation.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 79
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Business communication ; Industrial management ; Social media ; Electronic books ; Electronic books ; local
    Abstract: Social technologies are becoming more important to business, according to a survey conducted by MIT Sloan Management Review and Deloitte. However, the adoption of social technologies often means changing the way people work, and that means executives need to invest time and effort in explaining the purpose and value of using the new tools, as well as providing the necessary financial and organizational supports to sustain these work flow changes over time. The authors' research is based on two surveys conducted in 2011 and 2012, as well as dozens of interviews with executives and social business thought leaders. The 2012 survey had more than 2,500 respondents from 25 industries and 99 countries. According to its findings, 52% of managers say their companies are at an early stage of developing social capabilities. For these managers, the top barriers to using social business are a lack of strategy, no business case and a lack of management understanding. The authors explain the importance of three types of senior leadership support for initiatives that rely on social technologies: (1) support for these initiatives over time, not just when they are launched, (2) executives' own use of social technologies as a signal of their importance, and (3) a pragmatic attitude about what to measure and when to measure results from these initiatives. As marketers capitalize on social tools, the relationship between CMOs and CIOs can change, and some organizations are hiring chief digital officers, the authors note. They observe that successful social business initiatives can produce changes in the way executives work together.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 80
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Organizational change ; Office politics ; Electronic books ; Electronic books ; local
    Abstract: In today's fast-paced business world, leaders know that their organization's success is tightly linked to its ability to change again and again. Yet many change initiatives fail. One reason, the authors say, is that leaders often underestimate the impact of the politics and emotions of change. The authors suggest a five-step process for leading a major change initiative: Step 1: Map the political landscape. Map the key external and internal, formal and informal stakeholders who will be affected by the change. Step 2: Identify the key influencers within each stakeholder group. Once the key stakeholder groups are mapped, leaders should identify the key influencers within each group. Key influencers are those individuals who might be able to marshal resources, enroll others, build legitimacy and momentum, and provide ideas crucial to driving the change. Step 3: Assess influencers' receptiveness to change. People have different levels of receptiveness to a given change. Both supporters and skeptics must be engaged. Step 4: Mobilize influential sponsors and promoters. Sponsors have access to financial and human resources. Promoters, on the other hand, can be extremely useful in igniting the enthusiasm that can draw fence-sitters into the process and propel change forward. Step 5: Engage influential positive and negative skeptics. Skeptics can either make a change process more effective or turn a minor hurdle into a major roadblock. Positive skeptics may offer important perspectives and insights about the vulnerabilities of proposed changes. Influential negative skeptics are also important to work with.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 81
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Competition ; Business ; Retail trade ; Electronic books ; Electronic books ; local
    Abstract: Erik Brynjolfsson (MIT Sloan School of Management), Yu Hu (Georgia Institute of Technology), and Mohammad S. Rahman (University of Calgary) Recent technology advances in mobile computing and augmented reality are blurring the boundaries between traditional and Internet retailing, enabling retailers to interact with consumers through multiple touch points and expose them to a rich blend of offline sensory information and online content. In the past, brick-and-mortar retail stores were unique in allowing consumers to touch and feel merchandise and provide instant gratification; Internet retailers, meantime, tried to woo shoppers with wide product selection, low prices and content such as product reviews and ratings. But as the retailing industry evolves toward a seamless "omnichannel retailing" experience, the distinctions between physical and online will vanish, the authors suggest, turning the world into a showroom without walls. This will push retailers and their supply-chain partners in other industries to rethink their competitive strategies The growing prevalence of location-based applications on mobile devices is a critical enabler. Mobile technology is well on its way to changing consumer behavior and expectations, the authors argue. By giving consumers more accurate information about product availability in local stores, retailers can draw people into stores who might otherwise have only looked for products online. The enhanced search capability is especially helpful with niche products, which are not always available in local stores. The availability of product price and availability information, the ability of consumers to shop online and pick up products in local stores, and the aggregation of offline information and online content have combined to make the retailing landscape increasingly competitive. Retailers used to rely on barriers such as geography and customer ignorance to advance their positions in traditional markets. However, technology is removing these barriers. The authors point to several possible success strategies for companies operating in the new competitive environment, including providing attractive pricing and curated product-related content; harnessing the power of data and analytics; avoiding direct price comparisons; learning to sell niche products; establishing switching costs; and embracing competition. In an omnichannel world, the authors say, there is a premium on learning rapidly from consumers and ca...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 82
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Employees ; Recruiting ; Personnel management ; Electronic books ; Electronic books ; local
    Abstract: Recently, the idea has emerged that a key to winning the talent war through recruitment is to place greater emphasis on an organization's reputation for social responsibility, not just the company's overall reputation or its reputation as a good employer. But, the authors argue, few studies validly examine the degree to which a company's social reputation or other aspects of its reputation are more or less important than other, more utilitarian job choice factors. When a survey task simply asks people to rate the importance of a laundry list of job attributes such as corporate social responsibility, it hides the marginal value of each attribute to the potential employee. The authors report on three job choice studies they undertook - one with a sample of MBA students, the second with white-collar office workers and the third with workers from a mixture of occupations (legal, medical, government/public service and manual labor). They systematically analyzed the way potential and actual employees make choices involving job contracts with various utilitarian and reputation components. From the results of their research, the authors conclude that for potential employers of MBA students, neither a corporate reputation for social responsibility nor a reputation as a good place to work is as important as those facets of the job contract that are more directly material to MBAs' careers - salary, compensation structure, time demands and promotion opportunities. These talented employees want to work for good employers, the authors conclude, but their employers do not have to be leaders in corporate social responsibility. Across job categories, the authors found a degree of heterogeneity that implies that overly simplistic prescriptions that do not account for the demands of workers in different professions could lead managers astray. For example, manual workers appear to be less concerned about a company's reputation, while those in the legal profession are clearly paying attention to the social and workplace dimensions of an organization's reputation. When it comes to reputation and the war for talent, the authors conclude, there is every indication it is not a case of one size fits all.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 83
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Creative ability in business ; Corporate culture ; Electronic books ; Electronic books ; local
    Abstract: Everyone wants an innovative corporate culture, but how do you develop one? Prior research has suggested that the degree to which a company is innovative depends much less on capital, geography or sector than on the company's culture. The authors of this article say that the ability of a culture to support innovation depends on six key building blocks. They developed an assessment tool based on these building blocks, which can be used by managers to help make their culture more conducive to innovation. The authors say the six basic building blocks of an innovative corporate culture are values, behaviors, climate, resources, processes and success. Values drive priorities and decisions, which are reflected in how a company spends its time and money. Behaviors involve how people act in the cause of innovation. Climate is the tenor of workplace life. An innovative climate cultivates enthusiasm, challenges people to take risks within a safe environment, fosters learning and encourages independent thinking. Resources are comprised of three main factors: people, systems and projects. Of these, people - especially "innovation champions" - are the most critical, because they have a powerful impact on the company's values and climate. Processes are the routes innovations follow as they are developed. Finally, the internal and external success of an innovation drives many actions and decisions that may have an impact on the next one: who will be rewarded, which people will be hired and which projects will get the green light. After exploring this framework, the authors offer examples of companies that exemplify each quality. They also include a 54-element test they developed to enable managers to assess a company's "Innovation Quotient." Over the past three years, more than 1,000 employees in 15 companies around the world have taken this assessment. The authors give examples of companies that have implemented changes to make their culture more innovative based on what they learned from the survey, and a case study outlines the experience of a Latin American company with the assessment tool.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 84
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Interactive management ; Group problem solving ; Creative ability in business ; Management ; Electronic books ; Electronic books ; local
    Abstract: As innovation becomes more democratic, many of the best ideas for new products and services no longer originate in well-financed corporate and government laboratories. How can companies tap into distributed knowledge and diverse skills? Increasingly, organizations are considering using an open-innovation process, but many are finding that making open innovation work can be more complicated than it looks. The authors' research suggests that executives in numerous industries face the same fundamental decisions when exploring open innovation: (1) whether to open the idea-generation process, (2) whether to open the idea-selection process or (3) whether to open both. The key to success, the authors argue, is careful consideration of what to open, how to open it and how to manage the new problems created by the openness. Although the authors found that many managers were fearful about venturing into an entirely new type of innovation process, they maintain that open innovation is rooted in classic innovation principles such as idea generation and selection. The first benefit of open innovation is the number of ideas that become available. Statistically, the more ideas generated, the better the quality of the best one is likely to be. A second, lesser-known advantage of open innovation is that the value of the best idea generally increases with the variability of the ideas received. There are advantages to casting the net widely enough to access ideas of diverse quality: The quality of the average idea may fall, but the best idea is more likely to be spectacular. While managers are often apprehensive about idea creation through open innovation, many are completely unfamiliar with the possibilities offered by opening idea selection. They assume that only company employees can make good choices about which ideas are best. Yet the authors found that outsiders provide distinctive expertise and perspectives, which enable companies to pick winning ideas and generate significant value. This is particularly true with products that can be used in many ways, or when fashions or requirements change quickly. A potential problem in open innovation, the authors point out, relates to how companies contract with idea generators. A second challenge in managing open innovation is caused by a shift in who bears the cost (and risk) of idea generation. With open innovation, the company pays for a design only after it has been completed. This means that the idea gene...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 85
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Project management ; Electronic books ; Electronic books ; local
    Abstract: Many aspects of project management are well understood, but one key factor is frequently overlooked: A significant number of projects fail to meet their business objectives because they were launched without a clearly articulated purpose. In more than 20 years of consulting with hundreds of teams, the authors have found that lack of a focused "why statement" is perhaps the most common reason projects fail. Without a solid why, it is more difficult for a team to maintain its internal momentum and keep higher-level managers interested in the project. Projects are launched without a clear why statement for a number of reasons. Sometimes, the group feels pressured to do something, anything, right away. On other occasions, decision makers are unwilling to engage in discussions that might involve conflict or expose hidden agendas. Finally, a failure of imagination can lead to shortsighted reasoning, as the organization chooses a familiar course of action before realizing it won't actually address the problem that needs to be solved. The authors contend that a project team can improve its chances of success by considering four dimensions associated with clear why statements: 1. Identity requires that the core problem be clearly articulated. 2. Location is the second dimension of an effective why statement and answers the question, "Where do we see the problem?" 3. Timing involves specifying when the problem occurs, when it began and how long it is likely to persist if no action is taken. 4. Magnitude speaks to the significance and scale of the issue and answers the question, "How big is the problem or gap in measurable terms?" The four dimensions of a why statement provide a structured description of the business gap that drives the project. A why statement should be developed early in the gestation of a project before significant resources are misdirected toward a poorly defined venture that misses the mark, or worse, solves the wrong problem.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 86
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Consolidation and merger of corporations ; Case studies ; Corporate reorganizations ; Case studies ; Business planning ; Case studies ; Electronic books ; Electronic books ; local
    Abstract: In the relentless evolution of technology and markets, many industries are in the midst of major reconfigurations of their fundamental architectures and how companies capture value. When industries converge, companies that were in seemingly unrelated businesses can become rivals. Managers need to recognize the different drivers and the types of strategic choices that are available to them. Turning a blind eye as the industry's ecosystem begins to change can be costly. Perhaps the most dramatic example of industry convergence is in telecommunications, information technology, media and entertainment, which many people now refer to as a single field, the "TIME" industries. This article is based in part on interviews at 26 companies in these industries. The authors identify four main drivers of industry convergence: technological advancement, open architectures and standards, policy and regulatory reforms, and changes in customer expectations and preferences. In addition, the authors describe four strategies companies have used to sustain growth in converging industries: technology pioneer, market attacker, ecosystem aggregator and business remodeler. Technology Pioneer Technology pioneers enter the market early and make strategic choices on the appropriate technological specialization as well as the control of intellectual property. New ventures following this path recognize that they need to demonstrate the technological potential of their inventions and evaluate the conditions for early customer adoption. Successful technology pioneers pursue these goals by driving standards, becoming the technology of choice and negotiating nonexclusive licenses. Market Attacker Market attackers try to exploit the commercial application of advanced technologies and tap into revenue opportunities generated by the fragmentation of well-established value chains. A particularly effective strategy is to team up with an incumbent and collaborate vertically in the value chain. This often involves three steps: establishing relationships with partners; consolidating the engagement model; and extending their partnerships, weighing different paths to expand scale and reach. Ecosystem Aggregator Ecosystem aggregators attempt to exploit the market opportunities resulting from a wave of emerging technologies. Typically, they are incumbents in the industry and leverage their competences and market experience to establish an innovation platform aimed at complementary pr...
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 87
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Consumer behavior ; Customer loyalty programs ; Customer relations ; Management ; Marketing ; Electronic books ; Electronic books ; local
    Abstract: Is it better to reward existing customers for loyalty - or spend your marketing dollars on attracting new ones? Many companies face that management dilemma, and expert opinions on the subject conflict. The authors argue that the answer to that question depends on how fluid customer preferences are in a market and to what degree some of a company's customers are much more valuable than others. In markets where consumer preferences are highly fluid and where the highest-value customers are much more valuable than others, companies should focus on rewarding their best existing customers. Examples of industries in which this is the case include airlines and car rentals. However, if either or both of those two characteristics - customer shopping flexibility and concentrations in customer value - is not in place, then companies should focus on offering their best prices to new customers. When identifying high-value customers, it's important to remember that revenues and profits may not necessarily be correlated. The authors note that it is not only possible that high-volume customers are not as valuable as they seem, but, in some settings, they may be downright unprofitable. For example, at one bank with which one of the authors worked, about 50% of customers contributed negatively to profits. The authors suggest several approaches to addressing the problem of unprofitable customers, including customer education and selectively increasing prices to those customers.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 88
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Sustainable development ; Case studies ; Economic development ; Case studies ; Electronic books ; Electronic books ; local
    Abstract: This case study examines Caesars Entertainment's sustainability initiative. In the past few years Caesars, the world's most geographically diversified gaming company, has come a long way toward earning a reputation as an environmental leader in the hospitality industry. It has received more than 50 awards and certifications for sustainability leadership. In just five years, the company has reduced its carbon footprint by nearly 10% and reduced its energy use per square foot by 20%. Gary Loveman, the company's chairman and CEO, stepped up the company's sustainability efforts beginning in 2007 as the economy was starting to weaken. Caesars' revenues were collapsing, forcing the company to reduce staffing levels by more than 20 percent. Staff members were developing creative ways to cut costs, reduce energy consumption and waste, and increase recycling, and Loveman saw an opportunity to build on their initiative. The program, dubbed CodeGreen, has become institutionalized across more than 50 Caesars properties, in part by a scorecard that continues to be refined. Although Caesars' properties have substantially reduced their carbon footprint and increased efficiencies, the next stage of Caesars' sustainability program is still being mapped out. This case study features details about Caesar's sustainability initiative, as well as expert commentary by two business school professors: Michael W. Toffel of Harvard and Gregory Unruh of Thunderbird School of Global Management.
    Note: Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 89
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Business ethics ; Social responsibility of business ; Electronic books ; Electronic books ; local
    Abstract: In the aftermath of the well-publicized frauds of Enron, WorldCom and Tyco circa 2001 and 2002, there were major efforts in the United States to restore trust and enforce corporate compliance. Among other things, the U.S. Congress passed the Sarbanes-Oxley Act of 2002, corporate spending on compliance increased an estimated $6 billion annually and leading business schools created ethics centers and made ethics training mandatory. Yet despite these reform efforts, corporate trust violations continue. In fact, some of the most insidious practices from the Enron era (notably, disguising financial weakness with offbalance-sheet debt) were front and center again during the global financial crisis of 2008. Why do trust failures continue to occur with such frequency, and how can they be reliably prevented? The authors found that building and sustaining organizational trust is different from building and sustaining interpersonal trust, and that major organizational trust violations are almost never the result of "bad apples" or "rogue employees." Rather, these violations are predictable in organizations that allow dysfunctional, conflicting or incongruent elements to take root. Trust betrayals occur, the authors note, when the organization actively caters to a group (or groups) at the expense of and even causing harm to another group. Given the global prevalence of social media, online global forums and 24-hour news cycles, a breach of trust with any one stakeholder group can rapidly undermine an organization's reputation for trust in its broader stakeholder community. Ironically, the authors note, trust failures can act as catalysts for creating a high-trust organization. Much can be learned about how to establish and sustain organizational trustworthiness by examining how organizations successfully restore trust after a major violation. In analyzing cases of companies that have attempted to repair trust, the authors identified three critical stages: investigation, organizational reform and evaluation. Reforms must be evaluated to ensure they are working as intended, and shortfalls must be addressed. Successful trust repair requires taking a systems perspective to accurately diagnose and reform the true faults in the organizational system.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 90
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Electronic commerce ; Computing platforms ; Electronic books ; Electronic books ; local
    Abstract: Online crowdsourcing platforms are growing at double-digit rates and are starting to attract the attention of large companies. Just as cloud computing offers unconstrained access to processing capacity and storage, what the authors call the "human cloud" promises to connect businesses to millions of workers on tap, ready to perform tasks and solve problems that range from the simple to the complex. Although the initial concept for the human cloud was to create an eBay-like marketplace for talent and labor, there were obstacles. The simple auction model seemed ill-suited for large, complex undertakings. The model was also often perceived as too risky by managers, who had a hard time developing "virtual" rapport with workers. Today, four new human cloud models have developed, each aiming to overcome these problems in a distinct way: 1. The Facilitator model connects suppliers and buyers directly through a bidding process but offers increased visibility into the supplier's identity and work processes. Elance and oDesk are examples of this model. 2. The Arbitrator model enables buyers to compare the inputs of multiple providers before choosing which to purchase. Arbitrator platforms such as CrowdSpring and InnoCentive follow this approach. 3. The Aggregator model breaks down a job, such as proofreading, translation, transcription or tagging, into tiny bits of work - microtasks - and finds workers willing to complete these tasks, sometimes in the context of a game. Platforms like Amazon Mechanical Turk and CrowdFlower offer such capabilities. 4. The most sophisticated model, the Governor, provides project management, supplier certification and quality control to assure qualified coordination and management of complex projects. The authors note that harnessing the human cloud's power will - as with earlier outsourcing waves - require hard work and learning. Buyers may find it helpful to think about managing a human cloud initiative much the same way that they manage the main phases of any outsourcing engagement.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 91
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Organizational change ; Electronic books ; Electronic books ; local
    Abstract: Too often, conventional approaches to organizational transformation resemble the Big Bang theory. Change occurs all at once, on a large scale, and often in response to crisis. Yet we know from a great deal of experience that Big Bang transformation attempts often fail, fostering employee discontent and producing mediocre solutions with little lasting impact. Instead of undertaking a risky, large-scale makeover, organizations can seed transformation by collectively uncovering "everyday disconnects" - the disparities between our expectations about how work is carried out and how it is actually is. The discovery of such disconnects encourages people to think about how the work might be done differently. Continuously pursuing these smaller-scale changes - and then weaving them together - offers a practical middle path between large-scale transformation and smallscale pilot projects that run the risk of producing too little too late. The author has found that organizations take three approaches to discovery that are both particularly effective for uncovering everyday disconnects in the organization's work and seeding transformation from the bottom up. These techniques can be used together. The three techniques are: 1. Work Discovery Instead of assuming that you know how work is designed, examine it firsthand as it is actually conducted. Determine how to turn the (inevitable) surprises you uncover into assets. 2. Better Practices Instead of simply adopting the best practices of other organizations, screen the way work gets done in your organization through those best practices to generate new ideas. In other words, use best practices to generate even better practices. 3. Test Training Instead of locking down standard operating procedures during training, experiment with other, potentially better possibilities for changing the way the work will get done. Use training for testing these possibilities.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 92
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Three-dimensional printing ; Rapid prototyping ; Electronic books ; Electronic books ; local
    Abstract: These days, 3-D printing is much in the news. Also known as "additive manufacturing" or "rapid prototyping," 3-D printing is the printing of solid, physical 3-D objects. Unlike machining processes, which are subtractive in nature, 3-D printing systems join together raw materials to form an object. Some see 3-D printing and related technologies as having transformative implications. "Just as the Web democratized innovation in bits, a new class of 'rapid prototyping' technologies, from 3-D printers to laser cutters, is democratizing innovation in atoms," Wired magazine's longtime editor-in-chief, Chris Anderson, stated in his new book Makers: The New Industrial Revolution. "A new digital revolution is coming, this time in fabrication," MIT professor Neil Gershenfeld wrote in a recent issue of Foreign Affairs. But in addition to 3-D printing's technological implications, recent evolutions in 3-D printing offer important management lessons for executives about the changing face of technological innovation - and what that means for businesses. In this article, the authors examine the rapid emergence of a movement called open-source 3-D printing and how it fits into a general trend toward open-source innovation by collaborative online communities. They then discuss how existing companies can respond to - and sometimes benefit from - open-source innovation if it occurs in their industry.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 93
    Online Resource
    Online Resource
    Cambridge, MA : MIT
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Creative ability in business ; Electronic books ; Electronic books ; local
    Abstract: In industries where innovation is highly distributed, companies often attempt to gain market advantages by coordinating their product introductions with those of other companies in hopes of generating increased sales and customer satisfaction. Synchronization can take a number of forms, and the implementation costs vary widely. Moreover, keeping part of a company's operations synchronized with those of another can present substantial challenges involving control. The challenges are magnified when capturing the benefits of synchrony depends on many other players in the industry network. Understanding what it takes to coordinate critical activities across industry networks can be extremely helpful, particularly in technology-intensive industries, where innovation is distributed and companies are strategically interdependent. Sony and Microsoft, leading manufacturers of video game consoles, for example, often try to coordinate product releases with game manufacturers such as Electronic Arts. The network of relationships among companies within an industry plays a key role in producing synchronization. Such relationships can range from intense collaborations to arm's-length alliances involving less interaction. Enterprises synchronize their product development work in three different ways: by planning the synchrony proactively with a few other partner organizations; by reacting to signals by other companies; or by combining these two approaches to create a hybrid approach. In industries that produce highly complex products, industry leaders can overcome the weaknesses of planned and reactive synchronization by blending the two approaches. This involves proactively engaging with the company or companies they absolutely must coordinate with and "signaling" their intentions to a selected group of other companies in hopes that the broader network of companies will respond.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 94
    Language: English
    Pages: 1 online resource (110 pages)
    Keywords: Electronic books ; local
    Abstract: One of the biggest challenges for companies today continues to be the cost of data storage, which is a large and rapidly growing IT expense. IBM® System Storage® N series incorporates a variety of storage efficiency technologies to help organizations lower this cost. This IBM Redbooks® publication focuses on two key components: N series deduplication and data compression. In this book we describe in detail how to implement and use both technologies and provide information on preferred practices, operational considerations, and troubleshooting. N series data compression and deduplication technologies can work independently or together to achieve optimal savings. We explain how N series data compression and deduplication work with Data ONTAP 8.1 operating in 7-Mode. We help you decide when to use compression and deduplication based on applications and data types to balance space saving against potential overhead. Optimization and usage considerations are included to help you determine your space savings.
    Note: Online resource; Title from title page (viewed July 28, 2012) , Mode of access: World Wide Web.
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  • 95
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Kyōsera Kabushiki Kaisha ; Industrial management ; Organizational effectiveness ; Electronic books ; Electronic books ; local
    Abstract: A persistent challenge for companies as they grow is how to maintain the high level of dynamism and employee commitment that drove success in the early days. Over the years, thoughtful managers and management theorists have formulated many approaches for dealing with the problem, all aimed at giving managers and employees more responsibility and accountability for the performance of their own profit centers. But the authors argue that few companies have taken things as far as Kyocera Corp. Headquartered in Kyoto, Japan, Kyocera produces a range of industrial ceramics, semiconductor components, electronics devices and information and telecommunications equipment. During its more than five decades in business, a key driver of Kyocera's growth and success, the authors say, has been its distinctive entrepreneurial culture, known internally as "amoeba management." Kyocera founder Kazuo Inamori developed the amoeba management system to help ordinary employees without any operations or finance backgrounds see how they can contribute to the success of the business. Within Kyocera, there are some 3,000 amoebas, most of which have between five and 50 employees. They are expected to operate independently and find ways of working with other amoebas to achieve profitable growth. Amoebas share their plans with senior managers at plantwide assemblies. Hourly efficiency is the primary measure of amoeba performance. The ratio allows management to make profitability comparisons across amoebas and time. The authors note that Kyocera's system is better suited for business environments characterized by intense competition and fast technological change, because companies in such environments require decentralized structures.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed April 22, 2015)
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  • 96
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Commercial statistics ; Electronic data processing ; Electronic books ; Electronic books ; local
    Abstract: In a recent data and analytics survey conducted by MIT Sloan Management Review in partnership with SAS Institute Inc., the authors found a strong correlation between the value companies say they generate using analytics and the amount of data they use. Combining the responses to several survey questions, they identified five levels of analytics sophistication, with those at Level 5 being most sophisticated and innovative. These analytical innovators in Level 5 had several defining characteristics. First, they tended to use more data than other groups. In fact, they were three times more likely than the 8% of those respondents who fell into the Level 1 category to say they used a great deal or all of their data. Second, there was a strong correlation between driving competitive advantage and innovation with analytics and how effective a company is at managing what the authors term "the information transformation cycle." This cycle refers to the process of capturing data, analyzing information, aggregating and integrating data, using insights to guide future strategy and disseminating information and insights. Respondents who fell into the Level 5 category also had a stronger need for speed than other survey respondents. Eighty-seven percent reported that the ability to process and analyze data more quickly was very important. Utilizing speed fell into three separate areas: customer experience, pricing strategy and innovation. Another intriguing finding from the survey involved the cultural impact on organizations. Some respondents reported that the use of analytics is shifting the power structure within their organizations. Analytical innovators, as a group, tended to be more likely than other groups to say that analytics has started to shift the power structure in their organizations.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 97
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Electronic commerce ; Electronic books ; Electronic books ; local
    Abstract: Online retailing is far and away the fastest growing retail sector in the United States. The growth is being fed by two forces: (1) traditional retailers are getting their "Internet acts" together, and (2) "pure play" retailers are becoming increasingly innovative. The authors studied two groups: online retailers selling popular-brand consumables for the home, such as laundry detergent, pet supplies and diapers (represented by Netgrocer.com and Diapers.com); and online retailers selling specialty items, including fashion eyeglasses and apparel for men (represented by WarbyParker.com and Bonobos.com). They came up with a set of findings that may have important implications not just for pure-play Internet retailers but for more traditional retailers, too. Among them: Individual consumer acceptance depends on offline shopping costs. For Internet retailers, the best market opportunities are with customers in locations where offline retail shopping is limited and costs (including sales tax) are high. Sales evolution is structured and predictable. Although initial online sales in a particular region, and some geographic variation in sales across regions, may be driven by offline product costs, growth is fueled by the sharing of information among friends and neighbors. The authors' research on Netgrocer.com, an online retailer that delivers groceries, found that ZIP codes with lots of new customers tended to be adjacent to areas that had high concentrations of customers in earlier periods. Migrating from "good" to "great" requires expansion to niche locations. Although sales emerge first in areas where customers face high offline shopping costs and are propagated through local customer interactions, in order for online retailers to extend their reach they need to tap into hundreds or thousands of markets that individually represent few sales but collectively add up to significant numbers. Different locations require different customer acquisition strategies. In ZIP codes with a high physical density of customers, offline word of mouth can be particularly powerful. Traditional print advertising tended to work well in less dense environments.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 98
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Social media ; Marketing ; Rate of return ; Electronic books ; Electronic books ; local
    Abstract: With the growth of social media, influencing consumer preferences and purchase decisions through online social networks and word of mouth is an increasingly important part of every marketer's job. Companies such as Geico, Dell and eBay are adapting the traditional "one-way" advertising message and using it as a stepping-stone to begin a two-way dialogue with consumers via social media. Marketers know that theoretically, social media should be a powerful way to generate sustainable, positive word-of-mouth marketing. If marketers can only select the right social media platform, design the right message and engage the right users to spread that message, their campaign should be a success. But until now, that's been a big if. The authors propose a seven-step framework for success in social media marketing campaigns. Their framework involves identifying social media users who are not only influential but also particularly interested in the company's product or service category and then recruiting and incentivizing those influencers to talk about the company's product or service. The authors describe the implementation of their seven-step framework at Hokey Pokey Ice Cream Creations, an upscale ice-cream retailer with more than a dozen outlets across India. Hokey Pokey's social media campaign resulted in substantial increases in brand awareness, social media ROI and sales revenue growth rate for the company. The authors also explain three new metrics they developed for use in social media marketing campaigns: the Customer Influence Effect, which measures the influence a social media user has on other users in the network; the Stickiness Index, which helps identify social media users who actively discuss the company's product or service category; and Customer Influence Value, which helps measure the monetary gain or loss realized by a company in social marketing campaigns by accounting for an individual's influence on purchases by other customers and prospects.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 99
    Language: English
    Pages: 1 online resource (1 volume)
    Keywords: Leadership ; Business ; Electronic books ; Electronic books ; local
    Abstract: Author Mitroff opens his opinion piece with the question "Are you prepared to handle a mess?" In a period of rapid technological and business change, successful executives particularly need the ability to think critically - and to be aware that some of their most cherished assumptions may, at any point, be challenged or invalidated by changing events. Mitroff particularly focuses in his opinion piece on how business schools excel at teaching young managers well-structured models, theories and frameworks but need to spend more time helping their students surface, debate and test the assumptions underlying each model, theory or framework they are learning about. In this way, by developing students' critical thinking skills, universities would prepare young business leaders to succeed in a messy, uncertain world.
    Note: Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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  • 100
    Language: English
    Pages: 1 online resource (1 volume) , illustrations
    Keywords: Customer relations ; Empathy ; Electronic books ; Electronic books ; local
    Abstract: Everyone has had encounters with automated telephone response systems and experienced the frustration of having to repeat voice commands multiple times before finally asking to speak to a service representative. Many large companies have become so focused on optimizing their business processes and systems that they have become all too willing to forget about cultivating emotional connections with customers. But in order to detect and respond to shifting customer needs, the authors argue, companies need to show more, not less, empathy with their customers. Some companies have found an approach that optimizes business processes and technology, the ability to foster emotional connections and the ability to use data empathetically. The authors call this approach softscaling. Successful softscaling is based on three core activities: nurturing emotional connections to achieve commitment and loyalty from employees, customers, suppliers and other business partners; optimizing business processes to achieve low-cost and reliable operational excellence; and combining data (captured by optimized processes and technology) with a deep understanding of local context to make empathic decisions. Being excellent at just one is not enough - it takes all three. These abilities are particularly important to businesses attempting to expand beyond their traditional customer bases and home markets, especially into volatile environments. Although the research was conducted in India, the authors maintain that the core tenets are equally applicable to companies in other emerging economies, as well as in sectors in developed markets that are experiencing rapid change. The authors examined five companies - Hero MotoCorp, Bharti Airtel, Tata Motors, Housing Development Finance Corp. and Max Healthcare - all of which integrate optimization and emotion, using evidence-based empathy that is grounded in data analytics. This strategy has enabled the companies to exploit opportunities to become market leaders in highly unstable, resource-constrained settings.
    Note: Includes bibliographical references. - Description based on online resource; title from cover page (Safari, viewed May 5, 2015)
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