Business Intelligence Software

Johann Sebastian Bach (1685-1750) English Suite No. 6 in D minor, BWV 811 II. Allemande 0:00 III. Courante 4:21 IV. Sarabande avec Double 6:35 This recording was made after Angela Hewitt’s first place finish at the 1985 International Bach Piano Competition in Toronto. Before signing with Hyperion Records in 1994, Hewitt recorded this 1985 disc for Deutsche Grammophon as part of her prize for the Bach competition. Angela Hewitt (b. 1958), piano Deutsche Grammophon, 1986 ClassicalRecords is a Youtube channel where I upload some excellent performances from the LPs in my collection. I’m uploading these LPs because they are either not available on CD, out of print on CD, or just difficult to find.
Video Rating: 5 / 5

Part 3 of 3 planned ones. Maybe not the last If i am correct, this is the first vid on YouTube showing you how to put a backlight on your DX6i. Enjoy guys and gals…

“Feels like old times already”
Video Rating: 4 / 5

Game: Gorky 17 European Title: Gorky 17 North American Title: Odium Language: German System: PC Area: City Enemys: Boss: General Kozov, 7x Specnaz Soldier
Video Rating: 4 / 5

Made by the Aussie Roo’s whilst in quarantine in a youth hostel in Korea. Thanks everyone for all the support! The team were released after 5 days in quarantine rather than the original 7 days and managed to finish 3rd in the ASPAC tournament.
Video Rating: 4 / 5

For more, visit dsc.discovery.com Reed, Chris and the Hyperion radar operator ride out a direct by the EF2 that touched down in the Nebraska countryside.
Video Rating: 4 / 5

Esky Honey Bee King 3 (HBK3) Turborix 6channel 2.4 ghz programmable Tx/Rx 11.1v 1800mah 20C LiPo battery 3800kv ESky Brushless motor with 11t pinion 25amp ESC Esky CNC Rotorhead 3 EXI D213F metal gear servos on cyclic 1 Hyperion DS11GCB Tail Servo CopterX CNC Tail slider and blade holder 275mm ESky Carbon Fiber Blades Carbon Fiber Tail boom / Tail vert fin Xtreme 43t belt pulley Xtreme Landing Skids Telebee GR302AD HH Gyro (don’t recommend this gyro… get “Detrum GY48V” instead) Sorry for the video quality it was getting dark
Video Rating: 4 / 5

Until Tuesday: A Wounded Warrior and the Golden Retriever Who Saved Him Author: Luis Carlos Montalván, Writer: Bret Witter Publisher: Disney-Hyperion Release Date: May 3, 2011 A highly decorated captain in the US Army, Luis Montalván never backed down from a challenge during his two tours of duty in Iraq. After returning home from combat, however, the pressures of his physical wounds, traumatic brain injury, and crippling post-traumatic stress disorder began to take their toll. Haunted by the war and in constant physical pain, he soon found himself unable to climb a simple flight of stairs or face a bus ride to the VA hospital. He drank; he argued; ultimately, he cut himself off from those he loved. Alienated and alone, unable to sleep or bend over without pain, he began to wonder if he would ever recover. Then Luis met Tuesday, a beautiful and sensitive golden retriever trained to assist the disabled. Tuesday had lived amongst prisoners and at a home for troubled boys, blessing many lives; he could turn on lights, open doors, and sense the onset of anxiety and flashbacks. But because of a unique training situation and sensitive nature, he found it difficult to trust in or connect with a human being—until Luis. Until Tuesday is the story of how two wounded warriors, who had given so much and suffered the consequences, found salvation in each other. It is a story about war and peace, injury and recovery, psychological wounds and spiritual restoration. But more than that …
Video Rating: 5 / 5



Self-Publishing Symposium: Strategies for Success announces agenda for Self-Published Authors

Hempstead, Long Island — September 16, 2005

The Self-Publishing Symposium: Strategies for Success announces agenda for Self-Published Authors at upcoming Symposium

A variety of great speakers have been selected to speak to self-published authors at the upcoming Self-Published Symposium.

Participants will be able to Learn from the experts at The Self-Publishing Symposium: Strategies for Success!, Saturday, October 22, 2005 at Hofstra University.

Participants will learn Valuable skills and trends driving the industry.

Participants will network With peers from all over.

Participants will be taught how to grow their business by applying proven strategies learned at the symposium.

Keynote Speaker: Takesha D. Powell, Author of The African-American Guide to Successful Self-Publishing.

Self-Published author of Tender Headed: Poems for Nappy Thoughts I Left Uncombed and The Goode Sisters.

Former Managing Editor at Black Elegance and Belle magazines and former Editor-In-Chief of Jive/Intimacy magazines. Previous Senior Writer for Urban Soul and City and Suburban Styles magazines.

Hear Ms. Powell deliver compelling insight into what it takes to be successful in navigating this explosive marketplace.

Access to Capital & Smart Money Management

Conducted by Barbara Whiting, Business Development Specialist, U.S. Small Business Administration & James Nemley, Director of Small Business Services at Community Development Corporation.

Who better to educate business owners about money, than the experts from the Small Business Administration? You wonÂ’t want to miss this informative session.

Public Relations on a Shoe String Budget

Conducted by Phil Andrews of P.A. Public Relations Co. who is listed in WhoÂ’s Who in Black America and International WhoÂ’s Who. He is also featured in a book published by, Mr. Robert H. Adams entitled, 15 years of Minority Business Development.

Currently, he is the Public Relations Director for Cbbooksdistribution.com, Awarenessmagazine.net, SGIB Magazine.com, Hempstead Horn Newspaper, African Atlantic Genealogical Association, and 100 Black Men of Long Island.

Find out what it takes to benefit from top notch Public Relations on a small budget.

Promotions & Marketing Strategies for Success!

Conducted by Julia Shaw who has been a part of the literary arena for over ten years, involved in various roles relating to the sales, marketing, and publicity of African American books and authors.

Formally a sales representative for a black owned educational and school supply store, Shaw was instrumental in the sales of African American childrenÂ’s books in the New York City Board of Education, as well as public libraries and school systems across the country.

Shaw was also the former Director of Sales & Marketing for Lushena BooksÂ’ New York office.

Currently a literary consultant, prepare to benefit from ShawÂ’s marketing and promotion expertise.

The Etiquette of Editing

Conducted by Chandra Sparks Taylor, the owner of Taylor Editorial Service, which specializes in line editing, copyediting, and proofreading manuscripts by both aspiring and established authors.

Clients include bestselling authors E. Lynn Harris, Michael Baisden, Travis Hunter, Gloria Mallette, Nancey Flowers and K. Elliott. In addition to working for Kensington Publishing, Chandra has also work with Random House, BET Books, and Hyperion.

She served as an editor for Brides Noir; a copy editor for Good Housekeeping magazine, Newsday and The Morning Call; and as a reviewer for Romantic Times magazine and QBR.

Professional editing strategies from a professional and well noted editor, who knows the market.

SELF-PUBLISHING SYMPOSIUM: STRATEGIES FOR SUCCESS

AGENDA

8:00 am – 9:00 am Breakfast & Registration

9:00 am – 9:15 am Welcome Address

9:15 am – 9:30 am Sponsor/Keynote Introduction

9:30 am – 10:30 am Keynote Address – Vickie Stringer, Author/Owner, Triple Crown Publications

10:30 am – 10:45 am Break

10:45 am -12:00 pm Workshops (Marketing, PR, Editing, Money & Finance)

12:00 pm – 1:00 pm Luncheon

1:00 pm -2:15 pm Workshops (Marketing, PR, Editing, Money & Finance)

2:15 pm – 3:15 pm Afternoon Keynote Address – Takesha D. Powell, Author The African-American Writer’s Guide to Successful Self-Publishing

3:15 pm – 3:30 pm Break

3:30 pm – 4:30 pm Panel Discussion

4:30 pm – 5:00 pm Closing Reception

Space is limited, visit http://www.aspicomm.com/events.html and register today!

For email inquiries email Renee Flagler at rflagler@aspicomm.com

Company: Aspicomm Media

Contact Name: Renee Flagler

Contact Email: rflagler@aspicomm.com

Contact Phone: 7183809555

URL: http://www.aspicomm.com/register.doc

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©Copyright 1997-

, Vocus PRW Holdings, LLC.
Vocus, PRWeb, and Publicity Wire are trademarks or registered trademarks of Vocus, Inc. or Vocus PRW Holdings, LLC.

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Video Rating: 4 / 5



Using Metrics to Manage Performance

Pittsford, NY — March 9, 2006

It seems obvious – use measurements of performance to manage and guide your business. Yet an entire discipline in business thinking has developed in recent years dedicated to this notion.

Business Performance Management (BPM) is not a methodology for managing, but rather a mechanism for recording business processes and business metrics and linking the information together to form a single consistent picture of how the business is performing(1). But is it as obvious as it seems? Every business uses some measure of its performance to influence its management decisions. What metrics should be gathered and used? And what more is there to BPM than gathering data and disseminating it to managers?

“A metric is not simply a measurement. It is a measurement taken over a period of time that communicates vital information about a process or activity. ”

Defining Metrics:

A metric should give some indication of how an activity is performing. For example, the number of employees in an organization is not a metric because it is not related to a particular activity. However, if a company is engaged in a recruitment effort to add to its workforce, the number of employees added over a six-month period may be a metric for that recruitment activity.

Steps toward Managing with Metrics:

1. Identifying Key Activities: Given the above understanding of metrics, the first step in implementing Business Performance Management is to enumerate and understand the key activities of your organization. Because BPM is a holistic approach, the key activities are not just those that contribute directly to the bottom line, such as sales and marketing. They include all activities without which your company would falter – both financial and non-financial.

2. Identifying Target Metrics: Once key activities have been identified, metrics must be associated with them. That is, since the activities are important, they must be measured in some way. Otherwise, how does your company know it is performing well in this key activity?

3. Establishing a Program for Collecting Metric Data: The data needed to support the metrics may already be gathered by your organization. If not, a program must be established for gathering the data. The data must be timely and accurate since it will form the basis of strategic decisions.

4. Providing the Metrics to Decision Makers: The metrics must be provided to those in the organization who can act upon it. In large organizations making the data available to the right people is often more difficult than it sounds.

5. Act upon the Metric: If the metric will not be used to adjust operations and business strategy, then there is little point in gathering it. Threshold levels of acceptable performance should be established below which action must be taken.

Common Mistakes:

Suppose the XYZ Software Technologies Company would like to get a better picture of its overall outlook and performance using metrics. XYZ embarks on a conscientious process of metrics management, identifying activities and metrics, gathering data, and disseminating the metrics. But at the end of this process little has changed. It is still a fledgling company struggling to maintain its position, never mind growing as it believes it should. Upon closer examination, it has made a series of errors along the way.

“Managing with business performance metrics seems straightforward, but things can, and often do, go wrong when the basics are not followed.”

First, critical activities have not been accounted for in their metrics. Sales, marketing, and product development and maintenance efforts have been identified, but their developers are spending 25% of their time supporting their current customer base, an activity unaccounted for in their list of key activities.

Second, even among the activities which they have identified, they are not always gathering the right metrics. Although product maintenance efforts, e.g., ongoing marketing and software maintenance costs, are being measured, they are not capturing return visits to customer sites, a significant expenditure and a key indicator of underlying issues.

Third, the data they gather is incomplete for some activities. For example, although a significant portion of the web master’s time is spent on updating the corporate web site for new products, this time and effort are apportioned entirely to ongoing marketing expenses. More importantly, most of the data collected for all activities is at least a month or more behind their operations.

Finally, when metrics are prepared, only the CEO and top-level managers are given the information. Lower-level managers are only notified when a problem is perceived by the upper-level managers. Consequently, trends and warning signs are never noticed by the managers who know the situation best and who can act most quickly. As a result, action is rarely taken based upon the metrics.

Conclusion:

When properly structured, a system for managing your business through metrics can be a complete and dynamic management tool for measuring performance and guiding decision-making. But structuring the system requires a comprehensive and honest evaluation of your company’s activities, as well as a commitment to collecting the data and disseminating the metrics to those who can truly act upon it.

(1) “Business Performance Management: Gaining Insight and Driving Performance,” Hyperion.

About Ralph Dandrea:

Ralph Dandrea is the President of ITX Corp., and leads its Business Performance practice. He is experienced in business and information technology management and holds graduate degrees in business and law.

About ITX:

ITX Corp is a business consulting and technology solutions firm focused in eight practice areas including Business Performance, Internet Marketing, IT Staffing, IT Solution Strategies, IT Solutions Implementation, Technical Services, Internet Services, and Technology Research. To learn more about what ITX can do for you visit our website at http://www.itx.net or contact us at (800) 600-7785.

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©Copyright 1997-

, Vocus PRW Holdings, LLC.
Vocus, PRWeb, and Publicity Wire are trademarks or registered trademarks of Vocus, Inc. or Vocus PRW Holdings, LLC.



Citrix reporta excelentes resultados del primer trimestre

México, D.F. — April 23, 2005 -

— Citrix Systems, Inc. (Nasdaq:CTXS), líder global en soluciones de infraestructura de acceso, reportó hoy los resultados financieros del primer trimestre del año fiscal 2005 terminado el 31 de marzo del 2005.

RESULTADOS FINANCIEROS

En el primer cuarto del año fiscal 2005, Citrix obtuvo ingresos de 202 millones de dólares, comparados con 161 millones de dólares en el primer trimestre del año fiscal 2004, lo que representa un incremento de 25% de los ingresos.

Resultados auditados (GAAP)

Los ingresos netos del primer trimestre del año fiscal 2005 fueron de 39 millones de dólares, o 0.22 dólares por acción diluida, comparados con 9.3 millones de dólares, o 0.05 dólares por acción diluida, en el primer trimestre del año fiscal 2004.

Resultados no auditados (no GAAP)

Los ingresos netos ajustados en el primer trimestre del 2005 aumentaron 28% a 42 millones de dólares en el primer trimestre del año fiscal 2005, o 0.24 dólares por acción diluida, comparados con 33 millones de dólares, o 0.19 dólares por acción diluida, en el periodo comparable del año anterior. Los ingresos netos del primer trimestre del 2005 se ajustaron para excluir los efectos de la amortización de activos intangibles y de la compensación diferida basada en acciones; y en el primer trimestre del 2004 se ajustaron para excluir los efectos de la amortización de activos intangibles, la penalización de costos diferidos de emisión de deuda, e investigación y desarrollo en proceso.

“Tuvimos un sólido trimestre con una sólida ejecución y crecimiento en toda la compañía, sosteniendo nuestro buen momento en el 2005”, dijo Mark Templeton, presidente y director ejecutivo de Citrix.

“Comparado con el primer trimestre del 2004, vimos un crecimiento de dos dígitos en todas las regiones, incluidas las Américas; un momento impresionante para Citrix Online, incluido un sólido crecimiento de Citrix GoToMeeting; y un crecimiento en los ingresos de la venta de nuevos productos, en especial con Access Suite.

“Nuestros resultados muestran una excelente ejecución, además de obtener una ventaja de nuestra cartera de productos más variada.

“El 26 de abril, en nuestro tercer Día Anual de la Estrategia, daremos a conocer detalles adicionales de la forma en que la compañía planea acrecentar sus inversiones en el mercado de la infraestructura de acceso”.

Aspectos financieros sobresalientes del primer trimestre al revisar los resultados del primer trimestre del 2005, comparados con el primer trimestre del 2004:

Los ingresos totales aumentaron 25%.

La región de las Américas registró un aumento de los ingresos de 15%; EMEA creció 11%; y la región del Pacífico creció 27%.

Los ingresos de la venta de licencias de productos aumentaron 3%.

Los ingresos de las actualizaciones de licencias aumentaron 31%.

Los ingresos de servicios, que se componen de consultoría, educación y soporte técnico, excluyendo a Citrix Online, aumentaron 17%.

Además, en el primer trimestre:

Citrix Online aportó 20 millones de dólares de los ingresos.

El margen de las operaciones fue de 22%; el margen de operación ajustado fue de 24%, excluyendo los efectos de la amortización de activos intangibles y la amortización de la compensación diferida basada en acciones.

El flujo de efectivo de las operaciones fue de cerca de 73 millones de dólares.

En su actividad de readquisición de acciones, la compañía recibió casi 2.6 millones de acciones comunes a un precio neto promedio por acción de 22.74 dólares, para un valor total aproximado de 58 millones de dólares. La compañía tiene más de 200 millones de dólares para continuar readquiriendo acciones con autorización.

Panorama financiero del segundo trimestre del año fiscal 2005

La administración de Citrix ofrece la siguiente orientación para el segundo trimestre del año fiscal 2005 que termina el 30 de junio del 2005:

Se calcula que los ingresos netos se situarán en el rango de 203 a 210 millones de dólares.

Se calcula que los gastos totales en las operaciones aumentarán de 2% a 4% secuencialmente.

Se espera que otros ingresos sumen 4 millones de dólares.

Se espera que la tasa de impuesto efectiva sea consistente con el primer trimestre del 2005; sin embargo, la tasa de impuesto fluctuará con base en la variedad geográfica real de las ventas en un trimestre determinado.

Se calcula que el promedio ponderado de las acciones diluidas negociables se sitúe en el rango de 175 a 177 millones de dólares.

Se espera que las utilidades diluidas por acción auditadas (GAAP) se sitúen en el rango de 0.22 a 0.23 dólares, y que las utilidades diluidas ajustadas por acción se sitúen en el rango de 0.24 a 0.25 dólares.

Las declaraciones anteriores están basadas en expectativas actuales. Estas declaraciones son a futuro y los resultados reales pueden diferir materialmente.

Panorama financiero para el año fiscal 2005

Para el año fiscal 2005, la compañía calcula que los ingresos netos se situarán en el rango de 840 a 855 millones de dólares. La compañía calcula que las utilidades diluidas por acción auditadas (GAAP) se situarán en el rango de 0.94 a 0.99 dólares, y que las utilidades diluidas por acción ajustadas se situarán en el rango de 1.02 a 1.07 dólares. Las utilidades diluidas ajustadas por acción excluyen los efectos de la amortización de activos intangibles y la amortización de la compensación diferida basada en acciones.

Las declaraciones anteriores se basan en expectativas actuales. Estas declaraciones son a futuro y los resultados reales pueden diferir materialmente.

Aspectos sobresalientes de la compañía, productos y alianzas

Durante el primer trimestre del 2005, Citrix:

Designó a dos nuevos directores a su consejo de administración: Murray Demo, vicepresidente ejecutivo y director de finanzas de Adobe Systems, Inc. y Godfrey Sullivan, presidente y director ejecutivo de Hyperion Solutions Corp. Además, Citrix anunció que Tom Bogan, actual miembro del consejo de administración y otrora presidente y director de operaciones de Rational Software, se convertirá en presidente del consejo de administración de Citrix efectivo a partir del 5 de mayo del 2005;

Anunció que su consejo de administración ha autorizado a la compañía a readquirir hasta 200 millones de dólares adicionales en acciones comunes de Citrix;

Consolidó su alianza estratégica con SAP AG ofreciendo una solución conjunta para empresas pequeñas y medianas (PyMEs) que integra SAP Business One con Citrix® Presentation Server. Las compañías han dado a conocer también una estrategia de salida al mercado para la solución conjunta;

En su conferencia global anual de socios y ventas Citrix Solutions Summit™, a la que asistieron más de 1,600 ejecutivos de asociados y 1,000 profesionales de las ventas, describió la forma en que aborda el mercado de la infraestructura de acceso de 15,500 millones de dólares con una cartera de productos más amplia y más oportunidades para el canal;

Se hizo acreedor a un premio a la Elección del Editor de PC Magazine para Citrix® GoToMeeting™ en un análisis competitivo de soluciones para conferencias basadas en la Web de siguiente generación.

Acerca de Citrix

Citrix Systems, Inc. (Nasdaq:CTXS) es el líder global en soluciones de infraestructura de acceso y el nombre de mayor confianza en acceso seguro para empresas e individuos. Casi 50 millones de personas de más de 120,000 organizaciones de todo el mundo usan software de Citrix todos los días. Nuestro software da a las personas acceso seguro y bien administrado a información de negocios donde quiera que ésta resida, On-Demand. Entre los clientes de Citrix se cuentan el 100% de las compañías de Fortune, 99% de las compañías de Fortune 500 y 92% de las compañías de Fortune Global 500. Con oficinas centrales en Fort Lauderdale, Florida, Citrix tiene oficinas en 22 países y más de 7,000 asociados del canal y de alianzas en más de 100 países. Para más información visite el sitio http://www.citrix.com.

©Copyright 1997-

, Vocus PRW Holdings, LLC.
Vocus, PRWeb, and Publicity Wire are trademarks or registered trademarks of Vocus, Inc. or Vocus PRW Holdings, LLC.

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