...Published in association with the Best Management Practice Partnership The IT Service Management Forum An Introductory Overview of ITIL® V3 A high-level overview of the IT INFRASTRUCTURE LIBRARY The IT Infrastructure Library An Introductory Overview of ITIL® V3 Version 1.0 Written by: Alison Cartlidge Ashley Hanna Colin Rudd Ivor Macfarlane John Windebank Stuart Rance Alison Cartlidge Mark Lillycrop Xansa - Steria HP itEMS Ltd IBM Sun HP Xansa - Steria itSMF UK Edited by: Published by: The UK Chapter of the itSMF With thanks to all those who took part in the review process. © Copyright itSMF Ltd, 2007 This version first published 2007 Based on other copyright material with the permission of the copyright owners. ITIL® is a Registered Trade Mark, and a Registered Community Trade Mark, of the Office of Government Commerce (OGC) and is registered in the US Patent and Trade Mark Office. PRINCE® is a Registered Trade Mark, and a Registered Community Trade Mark, of the Office of Government Commerce (OGC) and is registered in the US Patent and Trade Mark Office. COBIT® is a Registered Trade Mark of ISACA and the ITGA. CMM® is registered in the USA Patent and Trademark Office. PMBoK® is a Registered Trade Mark of the Project Management Institute. M_o_R ® is a Registered Trade Mark and a Registered Community Trade Mark of the Office of Government Commerce. © Crown copyright material reproduced with the kind permission of OGC on behalf of the Controller of...
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...Micro-Finance in India Micro-Finance in India Submitted by: S.GINMUANSANG NGAIHTE This project work is submitted as fulfillment of the requirement of B.COM(hons) Part III of Delhi University Submitted to: Prof. Shuchi Pahuja PGDAV college, Delhi University. Submitted by: S.GINMUANSANG NGAIHTE This project work is submitted as fulfillment of the requirement of B.COM(hons) Part III of Delhi University Submitted to: Prof. Shuchi Pahuja PGDAV college, Delhi University. Shri Ram College of Commerce B.Com(h) Part-III Roll no.13/10 #9650430713 [Type the fax number] [Pick the date] Shri Ram College of Commerce B.Com(h) Part-III Roll no.13/10 #9650430713 [Type the fax number] [Pick the date] DECLARATION I S.Ginmuansang Ngaihte hereby declare that the Project entitled Micro-finance in India submitted to University of Delhi in fulfillment for the degree of Bachelor in Commerce (honors). Whatever is written in this project is a bonafide work of mine and to the best of my knowledge. Place: Signature Date: ACKNOWLEGDMENT The satisfaction and euphoria that accompanied the successful completion of any task would be incomplete without the mention of the people who made it possible, whose constant guidance and support led to ultimate success. I would like to take this opportunity to express my profound gratitude and respect to my mentor Dr. Shuchi Pahuja, Associate Prof...
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...strategy + business issue 26 The Fortune at the of the SECURITY AND S T R AT E GY Bottom Pyramid by C.K. Prahalad and Stuart L. Hart content strategy & competition Low-income markets present a prodigious opportunity for the world’s wealthiest companies — to seek their fortunes and bring prosperity to the aspiring poor. 2 With the end of the Cold War, the former Soviet Union and its allies, as well as China, India, and Latin America, opened their closed markets to foreign investment in a cascading fashion. Although this significant economic and social transformation has offered vast new growth opportunities for multinational corporations (MNCs), its promise has yet to be realized. First, the prospect of millions of “middle-class” consumers in developing countries, clamoring for products from MNCs, was wildly oversold. To make matters worse, the Asian and Latin American financial crises have greatly diminished the attractiveness of emerging markets. As a consequence, many MNCs worldwide slowed investments and began to rethink risk–reward structures for these markets. This retreat could become even more pronounced in the wake of the terrorist attacks in the United States last September. The lackluster nature of most MNCs’ emergingmarket strategies over the past decade does not change the magnitude of the opportunity, which is in reality much larger than previously thought. The real source of market promise is not the wealthy few in the developing world...
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...strategy+business The Fortune at the Bottom of the Pyramid by C.K. Prahalad and Stuart L. Hart from strategy+business issue 26, first quarter 2002 © 2002 Booz Allen Hamilton Inc. All rights reserved. e-Doc The Fortune at the of the Bottom Pyramid by C.K. Prahalad and Stuart L. Hart SECURITY AND S T R AT E GY content strategy & competition Low-income markets present a prodigious opportunity for the world’s wealthiest companies — to seek their fortunes and bring prosperity to the aspiring poor. 1 With the end of the Cold War, the former Soviet Union and its allies, as well as China, India, and Latin America, opened their closed markets to foreign investment in a cascading fashion. Although this significant economic and social transformation has offered vast new growth opportunities for multinational corporations (MNCs), its promise has yet to be realized. First, the prospect of millions of “middle-class” consumers in developing countries, clamoring for products from MNCs, was wildly oversold. To make matters worse, the Asian and Latin American financial crises have greatly diminished the attractiveness of emerging markets. As a consequence, many MNCs worldwide slowed investments and began to rethink risk–reward structures for these markets. This retreat could become even more pronounced in the wake of the terrorist attacks in the United States last September. The lackluster nature of most MNCs’ emergingmarket strategies over the past decade...
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...The Fortune at the of the SECURITY AND S T R AT E GY Bottom Pyramid by C.K. Prahalad and Stuart L. Hart content strategy & competition Low-income markets present a prodigious opportunity for the world’s wealthiest companies — to seek their fortunes and bring prosperity to the aspiring poor. 1 With the end of the Cold War, the former Soviet Union and its allies, as well as China, India, and Latin America, opened their closed markets to foreign investment in a cascading fashion. Although this significant economic and social transformation has offered vast new growth opportunities for multinational corporations (MNCs), its promise has yet to be realized. First, the prospect of millions of “middle-class” consumers in developing countries, clamoring for products from MNCs, was wildly oversold. To make matters worse, the Asian and Latin American financial crises have greatly diminished the attractiveness of emerging markets. As a consequence, many MNCs worldwide slowed investments and began to rethink risk–reward structures for these markets. This retreat could become even more pronounced in the wake of the terrorist attacks in the United States last September. The lackluster nature of most MNCs’ emergingmarket strategies over the past decade does not change the magnitude of the opportunity, which is in reality much larger than previously thought. The real source of market promise is not the wealthy few in the developing world, or even the emerging middle-income...
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............................................................................... Remove IPs from the Subscription..................................................................... Add Virtual Hosts ................................................................................................ Check Network Access to Scanners ................................................................... Review Password Security Settings ................................................................... Adding User Accounts ................................................................................................... User Roles and Privileges .................................................................................... Asset Groups and Business Units...
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...1 ACCENTURE: REBRANDING AND REPOSITIONING A GLOBAL POWER BRAND1 INTRODUCTION Andersen Consulting was established in 1989 when the consulting practice of the accounting firm Arthur Andersen separated to form an independent business unit. Andersen Consulting faced the extremely difficult task of positioning itself in the Information Technology market space while simultaneously forging a separate identity from its accounting heritage. The business challenge was to retain the positive aspects of the brand equity developed over decades as Arthur Andersen, yet break away from the limitations associated with an accounting brand. What was notable was that before its inception, Andersen Consulting was generating almost $1 billion annually in revenue, yet wasn’t well known in the information technology marketplace. And to those who did know them, they were often thought of accountants, and not up to the task of delivering innovative technology solutions. In order to bridge this gap, Andersen Consulting used extensive market research to create a brand and naming strategy that would establish immediate credibility in the “consulting” arena, while at the same time leveraging all of the positive aspects with the Arthur Andersen brand. Market research also helped form the strategy for successfully launching the new name and positioning. In order to build a new identity, Andersen Consulting set a groundbreaking precedent by using sophisticated marketing strategies coupled with the professional...
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...Applied SOA Service-Oriented Architecture and Design Strategies Mike Rosen Boris Lublinsky Kevin T. Smith Marc J. Balcer Wiley Publishing, Inc. Applied SOA Applied SOA Service-Oriented Architecture and Design Strategies Mike Rosen Boris Lublinsky Kevin T. Smith Marc J. Balcer Wiley Publishing, Inc. Applied SOA: Service-Oriented Architecture and Design Strategies Published by Wiley Publishing, Inc. 10475 Crosspoint Boulevard Indianapolis, IN 46256 www.wiley.com Copyright 2008 by Wiley Publishing, Inc., Indianapolis, Indiana Published simultaneously in Canada ISBN: 978-0-470-22365-9 Manufactured in the United States of America 10 9 8 7 6 5 4 3 2 1 No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600. Requests to the Publisher for permission should be addressed to the Legal Department, Wiley Publishing, Inc., 10475 Crosspoint Blvd., Indianapolis, IN 46256, (317) 572-3447, fax (317) 572-4355, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: The publisher and the...
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...Program Project Technology Resolution Business Plan Background and Introduction Technology Resolution is a Premier Information Technology Company formed by three Sierra Leoneans who studied in the United States and aim to introduce twentieth century technology to their country of birth Sierra Leone. Sierra Leone is amongst the least developed countries in West Africa with a population of about 5.8 million people. They are well known for their natural resources like diamonds, titanium ore (rutile), bauxite, gold, iron ore, platinum, chromite, manganese, as well as forests, abundant fresh water and rich offshore fishing grounds. However they are still underdeveloped because they lack the technological know-how and machinery to tap into their natural resources (Sierra Leone, 2012). The telecommunication infrastructure of this country was heavily damaged during an eleven years of senseless war and the internet service is currently very slow and expensive. The lack of advanced methods and technology to maintain an efficient database system is having an adverse effect on the productivity of different companies from all over the world who have bombarded this country to tap into their mineral resources. Sierra Leone became one of the ideal locations to establish Technology Resolution because the culture, language, legal system, and business practices of its customer base is well known by its owners (Collins, 2006). In addition, Sierratel is the...
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...Internship program is a form of practical training. I firmly believe, practical training can open the inner eyes of a man. The works conducted during the Internship Program will expand the horizon of our practical knowledge. For the students of BBA of the Department of Accounting & Information System internship is an academic requirement. For the internship every student is required to work in a selected institution to enhance his practical experiences. The internship is managed and supervised by a supervisor who is a teacher of the department. For my internship, I was sent to the Investment Corporation of Bangladesh(ICB) under the supervision of Sohel Rana, Assistant professor, Department of Accounting & Information System, Jagannath University. My topic was “An Analytical Report on Overall Activities of ICB – A Case Study of Rajshahi Branch" I have done a forty working days Internship Program from May 30, 2006 to June 19, 2006 in the Investment Corporation of Bangladesh (ICB), Rajshahi Branch. 1.2 Objectives of Internship The objectives of internship concern so many things. To be specific, the objectives of the internship program undertaken by Department of Accounting & Information System, Jagannath...
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...purpose of seeking solutions to address the requirements of the DMV CSI Systems Redesign effort as identified in the attached RFP. An original proposal, signed by your contractually binding authority, with 7 full copies and 2 redacted copies, must be received by DMV Contracts and Procurement Department no later than 3:00 p.m. local time on Tuesday, December 4, 2007. An optional pre-proposal conference will be held at DMV Headquarters, 2300 West Broad Street, Richmond, Virginia, Room 702, on Tuesday, October 2, 2007 at 10:00 a.m. local time. Please refer to RFP Section VII for additional information. All questions or inquiries regarding this RFP must be received by Wednesday, October 31, 2007 at 5:00 p.m. local time and must be submitted in writing exclusively to: Nancy M. Davis, CPPB, CPPO, VCO Contracts and Procurement Manager Department of Motor Vehicles Room 319 2300 West Broad Street Richmond, VA 23220 E-mail: nancy.davis@dmv.virginia.gov Fax: (804) 367-0046 All inquiries must be submitted electronically as indicated in the RFP. Please refer to RFP Section VII for additional information. No verbal inquiries will be accepted. From the date of issuance of this RFP until the selection of a Contractor is announced, all questions concerning any part of this RFP shall be directed to Nancy M. Davis. It is not permissible for any Offeror, or any entity working on behalf of an Offeror, to solicit information from any other individual or government source (Federal or State) other...
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...CORE CONCEPTS OF Accounting Information Systems Twelfth Edition Mark G. Simkin, Ph.D. Professor Department of Accounting and Information Systems University of Nevada Jacob M. Rose, Ph.D. Professor Department of Accounting and Finance University of New Hampshire Carolyn Strand Norman, Ph.D., CPA Professor Department of Accounting Virginia Commonwealth University JOHN WILEY & SONS, INC. VICE PRESIDENT & PUBLISHER SENIOR ACQUISITIONS EDITOR PROJECT EDITOR ASSOCIATE EDITOR SENIOR EDITORIAL ASSISTANT PRODUCTION MANAGER PRODUCTION EDITOR MARKETING MANAGER CREATIVE DIRECTOR SENIOR DESIGNER PRODUCTION MANAGEMENT SERVICES SENIOR ILLUSTRATION EDITOR PHOTO EDITOR MEDIA EDITOR COVER PHOTO George Hoffman Michael McDonald Brian Kamins Sarah Vernon Jacqueline Kepping Dorothy Sinclair Erin Bascom Karolina Zarychta Harry Nolan Wendy Lai Laserwords Maine Anna Melhorn Elle Wagner Greg Chaput Maciej Frolow/Brand X/Getty Images, Inc. This book was set in 10/12pt Garamond by Laserwords Private Limited, and printed and bound by RR Donnelley/Jefferson City. The cover was printed by RR Donnelley/Jefferson City. This book is printed on acid free paper. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of knowledge and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Our company is built on a foundation of principles that include responsibility to the...
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...summary of the contents of the document.] | Internetworking Basics An internetwork is a collection of individual networks, connected by intermediate networking devices, that functions as a single large network. Internetworking refers to the industry, products, and procedures that meet the challenge of creating and administering internetworks. The following articles provide information about internetworking basics: * Internetworking Basics * Introduction to LAN Protocols * Introduction to WAN Technologies * Bridging and Switching Basics * Routing Basics * Network Management Basics * Open System Interconnection Protocols LAN Technologies A LAN is a high-speed data network that covers a relatively small geographic area. It typically connects workstations, personal computers, printers, servers, and other devices. LANs offer computer users many advantages, including shared access to devices and applications, file exchange between connected users, and communication between users via electronic mail and other applications. The following articles provide information different LAN technologies: * Ethernet Technologies * Token Ring/IEEE 802.5 WAN Technologies A WAN is a data communications network that covers a relatively broad geographic area and that often uses transmission facilities provided by common carriers, such as telephone companies. WAN technologies generally function at the lower three layers of the OSI reference model:...
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...RightNow PAGE 3 LESSONS IN CONTACT CENTER LEADERSHIP eGain PAGE 6 DOING MORE WITH LESS IN CUSTOMER SERVICE: Strategies and Best Practices Kana PAGE 7 HOW TO MAKE EVERY CUSTOMER CONVERSATION INTELLIGENT Oracle PAGE 8 TRANSFORMING SERVICE IN THE AGE OF THE CUSTOMER Verint PAGE 9 THE POWER OF WHY Astute Solutions PAGE 10 ENSURING CONSISTENT, ACCURATE AND TIMELY INFORMATION DELIVERY ACROSS ALL CHANNELS SYKES PAGE 11 INSIGHT TO CUSTOMER LOYALTY Using Customer Support to Observe Customers in Motion Convergys PAGE 12 LISTENING TO CUSTOMERS AND PROFITING FROM THEIR ADVICE Best Practices in VPI Voice Print Int’l PAGE 13 Contact Center FIVE PROVEN WAYS TO PROACTIVELY DELIVER AN EXCEPTIONAL CUSTOMER EXPERIENCE SOLUTIONS Produced by: CRM Media, LLC Autonomy etalk PAGE 14 UNSTRUCTURED AND UNDISCOVERED: Enabling the Intelligent Contact Center to Tap into a Hidden Wealth of Information 2 April 2007 Sponsored Content CRM magazine Best Practices Series: Contact Centers... The Heart (and Eyes and Ears) of CRM Multichannel contact centers are at the heart of one of the most exciting transformations in the way organizations communicate with their customers. It is this collaboration between people, process, and technology that promises to bring the best customer service to users, while enabling a crucial feedback channel to host organizations. We’re all familiar with the reasons why superior customer...
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................................................................. 2 1.1. The Basic Concepts of Budget and Budgeting ................................................................ 2 1.2. Definition of Budget ........................................................................................................ 3 1.3. Budgeting and Forecasting .............................................................................................. 4 1.4. Budgeting and Management ............................................................................................ 6 1.5. Budgeting and Planning ................................................................................................... 6 1.5.1 Purposes of Planning and Budgeting systems ................................................................. 7 1.5.2 Limitation of Budgeting................................................................................................. 10 1.5.3 Planning Cycles ............................................................................................................. 11 1.6. Budgeting process (Budget cycle) ................................................................................. 14 1.6.1 Designing the budget ..................................................................................................... 15 1.6.2 Steps in Budgeting Process- Participatory approach ..................................................... 15 1.6.3 Characteristics of a Budget...
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