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00M-643 exam Dumps Source : Information Management Solution Sales(R) Mastery Test v4
Test Code : 00M-643
Test designation : Information Management Solution Sales(R) Mastery Test v4
Vendor designation : IBM
: 37 existent Questions
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“earnings performance administration solutions Market” record makes a speciality of the world market fame, future forecast, growth opportunity, key market and key gamers. The survey at targets are to latest the income efficiency management solutions construction in united states, Europe and China.
…….income performance management is the supervene of monitoring and guiding personnel to help their capacity to promote products or services.
download pattern PDF replica of this report www.supplydemandmarketresearch.com/home/contact/88817?ref...A key objective of the income performance administration manner is to and inspire salespeople to set desires and fulfill shoppers.
the key avid gamers covered in this study• Oracle• IBM• Xactly• SAP• Synygy• Netsuite……
Market section by means of application, rupture up into• Incentive Compensation management• Territory and Quota management• earnings Planning and Monitoring• revenue Pipeline management• sales Forecasting and revenue performance Analytics• revenue training and training• Others
Market segment by means of classification, the product can moreover be cleave up into• Cloud• On-Premise
Enquire earlier than buy@: www.supplydemandmarketresearch.com/home/buy?code=SDM...
The examine ambitions of this report are:• to analyze international revenue performance management solutions popularity, future forecast, boom opportunity, key market and key players.• To latest the sales performance management options progress in united states, Europe and China.• To strategically profile the key avid gamers and comprehensively analyze their progress draw and techniques.• To define, narrate and forecast the market by means of product class, market and key regions.
desk of contents:1 report Overview2 international growth Trends3 Market participate by using Key Players4 Breakdown records by using class and Application5 United States12 overseas gamers Profiles
12.1 Oracle12.1.1 Oracle enterprise Details12.1.2 enterprise Description and company Overview12.1.3 income performance administration options Introduction12.1.four Oracle earnings in income efficiency management options commerce (2013-2018)12.1.5 Oracle fresh construction
12.2 IBM12.2.1 IBM company Details12.2.2 company Description and enterprise Overview12.2.3 earnings performance administration options Introduction12.2.4 IBM earnings in income performance management solutions company (2013-2018)12.2.5 IBM contemporary development
12.three XactlyTOC continued…!
About usWe hold a powerful network of extreme powered and skilled international consultants who hold about 10+ years of adventure in the selected trade to deliver remarkable analysis and evaluation.Having such an experienced network, their functions now not most efficient cater to the customer who desires the simple reference of market numbers and connected extreme growth areas in the exact side, however moreover they give special and granular suggestions the usage of which the customer can definitely draw the concepts with recognize to each supply and exact facet.
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This release turned into published on openPR.
This press release changed into orginally distributed by course of SBWire
Pune, India -- (SBWIRE) -- 04/05/2019 -- world confidence management options Market 2019 by means of producers, areas, category and utility, Forecast to 2025 confidence management solutions Market file contains a forecast of the subsequent 5 years, starting 2019 and ending 2025 with a bunch of metrics like supply-demand ratio, confidence administration solutions market frequency, preponderant players of confidence administration solutions market, using factors, restraints, and challenges. The record moreover consists of market income, sales, confidence management solutions creation and manufacturing cost that may assist you accept a far better view available on the market. The document focuses on the key world confidence administration solutions producers, to define, narrate and analyze the income extent, cost, market share, market competition panorama, SWOT analysis and construction plans in following yoke of years.
appropriate businesses in the world confidence management options Market: Exl Healthcare (Exlservice Holdings, Inc.), Axispoint fitness, Wellcentive, Inc., Phytel, Inc. (bought via IBM agency), Medecision Inc., Zeomega Inc., Trizetto organization, Allscripts Healthcare options, Inc., I2I methods, Inc., EPIC commerce enterprise Inc., Healthsmart Holdings, Inc., Pegasystems Inc., Salesforce.Com, Inc., concord counsel techniques, Inc., Cerner corporation And others.
click the link to accept a Free sample reproduction of the record:https://www.verifiedmarketreports.com/download-sample/?rid=32168&Mode=09
CARE administration solutions MARKETWAS VALUED AT USD 6.87 BILLION IN 2018 AND IS PROJECTED TO reach USD 29.eleven BILLION through 2025, growing to be AT A CAGR OF 17.four% FROM 2018 TO 2025.
international confidence administration options Market is segmented on the basis of :
1. through software:1.1 confirmed confidence management1.2 Case Management1.three disorder Management1.four Utilization administration
2. by using terminate person:2.1 Healthcare Payers2.2 Healthcare providers2.three Others
Regional analysis For confidence administration options Market:
For comprehensive knowing of market dynamics, the global confidence administration options market is analyzed throughout key geographies particularly: North the united states (U.S., Canada, Mexico), Europe (Germany, UK, France, leisure of Europe), Asia Pacific (China, Japan, India, comfort of Asia Pacific), Latin the united states (Brazil, Argentina, relaxation of Latin the usa) And leisure of the world.
The report has a hundred and fifty tables and figures browse the report description and TOC:https://www.verifiedmarketreports.com/product/international-care-management-solutions-market-measurement-and-forecast-to-2025/?source=themarketresearchnews&Mode=09
table OF content:
1.trade Overview of confidence administration Solutions2.world confidence management solutions competitors evaluation via Players3.company (suitable avid gamers) Profiles4.international confidence administration options Market measurement with the aid of class and utility (2013-2019)5.Market Forecast by regions, character and application (2019-2025)6.Care management options Market Dynamics7.Market result elements Analysis8.research discovering/Conclusion9.Appendix
What are the market components which are explained within the document?
-Key Strategic trends: The examine moreover contains the key strategic tendencies of the market, comprising R&D, new product launch, M&A, agreements, collaborations, partnerships, joint ventures, and regional expand of the main competitors operating in the market on a world and regional scale.
-Key Market facets: The document evaluated key market elements, including earnings, rate, means, capacity utilization cost, gross, creation, production expense, consumption, import/export, provide/demand, charge, market share, CAGR, and vulgar margin. moreover, the analyze presents a comprehensive analyze of the key market dynamics and their newest tendencies, together with pertinent market segments and sub-segments.
-Analytical tools: The global confidence administration options Market file contains the accurately studied and assessed facts of the primary thing commerce gamers and their scope out there via capacity of a few analytical equipment. The analytical equipment corresponding to Porter's 5 forces analysis, SWOT evaluation, feasibility analyze, and investment recur analysis had been used to analyze the growth of the key players operating available in the market.
Customization of the file: This document can moreover be personalized as per your needs for additional facts as much as 3 organizations or international locations or forty analyst hours.Please unite with their income team (firstname.lastname@example.org).
About tested Market ReportsVerified Market experiences is a component of the confirmed Market analysis which offers premium stories from over hundreds of suitable publishers worldwide. It has the most common assortment of market research studies, analysis & forecast records for agencies and governments. They supplant and help their repository mechanically to deliver speedy on-line entry to the realm's most finished and existing database of professional insights.
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Apr 18, 2019 (WiredRelease by the utilize of COMTEX) -- sales performance administration is a technique of monitoring and controlling efficiency on an individual to expand their skills to tender capabilities or to sell items. a huge point of earnings efficiency administration process is to train and motivate individuals who are in earnings to establish and achieve desires to fulfill client needs. sales performance management manner carries a number of factors akin to planning and setting up goal, setting up competencies, and feedback and performance review.
The analysis record on world earnings efficiency administration Market 2019 keenly analyzes significant aspects of the trade. The evaluation servers market measurement, newest traits, drivers, threats, opportunities, as well as key market segments. it is according to previous records and present market wants. additionally, involve divorce company strategies authorized by means of the determination makers. That intensifies growth and compose a surprising stand in the industry. The earnings performance administration market will grow with a major CAGR between 2019 to 2028. The record segregates the comprehensive market on the foundation of key players, geographical areas, and segments.
expanding adoption of earnings performance administration technique and extreme investment within the box of predictive analytics are elements anticipated to power growth of the international income performance management market.
The survey at includes primary suggestions concerning the product similar to income performance administration scope, segmentation, outlook. Likewise, it includes supply-demand static, funding feasibleness, and components that constrain the growth of an industry. primarily, it offers product demand, yearly salary and boom side of the trade.
Request The pattern copy Of This top rate file earlier than buying: https://marketresearch.biz/document/revenue-efficiency-management-market/request-pattern
distinct Segments of global income efficiency administration Market:
Segmentation by course of part: utility, Cloud-primarily based, On-premise, functions, Managed, skilled. Segmentation through answer: Incentive Compensation administration, earnings Planning, revenue Forecasting, Quota and Territory administration, talent administration, earnings Analytics, sales Reporting. Segmentation via end-Use industry: BFSI, Retail, Healthcare, Telecom & IT
primary leaders of the realm revenue performance administration market are:
NetSuite, IBM organisation, Oracle employer, SAP SE, Com Inc, Callidus utility Inc, Synygy Pharma LLC, remarkable methods Ltd., Microsoft enterprise, Xactly organisation
North america market is expected to account for maximum profits participate within the international earnings efficiency management market. The fundamental aspect riding growth of the North the us revenue performance administration market is increasing adoption degree of earnings performance management in various organisations. expanding adoption of earnings performance management software in a lot of fields similar to telecom, IT, and BFSI is an extra aspect expected to pressure boom of the international sales efficiency administration market in North the us.
Pricing particulars For sales efficiency administration Market record: separate consumer- $3,200 | multiple person- $6,400 | corporate clients- $8,000
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Who will vulgar accept merits from world revenue performance administration market research file?
* Product managers, industry administrator, chief administrative officers of the industries.
* Scientists, investigators, analysis analysts, and laboratory skills.
* Universities, college students, interns, professors and a considerable number of different tutorial solid drawn to income performance administration market.
* author, journalists, editors, reporter and site owners accept to know about revenue efficiency management.
* private/governmental institutes, venture managers associate in revenue efficiency management business.
* latest or impending earnings efficiency administration market avid gamers.
In conclusion, the revenue performance management market document disclose research discoveries, outcomes, conclusions. Likewise, exhibits distinctive information sources, merchants/distributors, suppliers, producers, income channel, and addendum. In a word, the complete report is a rewarding document for americans drawn to market.
Any question before buying The file Inquire birthright here: https://marketresearch.biz/file/earnings-performance-administration-market/#inquiry
desk Of content material:
1 Chapter 1
2 Chapter 2
2.1 record Description
2.1.1 world sales efficiency administration Market Definition and Scope
2.2 government summary
2.2.1 international sales performance management Market snapshot, by course of classification
2.2.2 world income performance management Market picture, by using utility
2.2.three world revenue efficiency management Market photo, by course of vicinity/nation
2.2.4 Prudour possibility Map evaluation
three Chapter 3
three.0.1 world income performance administration Market Dynamics
three.0.2 Drivers (D)
3.0.3 Restraints (R)
3.0.6 DR influence analysis
3.0.7 PEST evaluation
3.0.eight PORTER'S five Forces evaluation
3.0.9 Manufacturing technique analysis
3.0.10 Manufacturing impregnate constitution
three.0.eleven uncooked material evaluation
three.0.12 Labor can impregnate evaluation
3.0.13 give Chain evaluation
3.0.14 expense evaluation
three.0.15 World fleet by major vessel type, 2016 and 2017
three.0.16 ownership of World Fleet, 2017
3.0.17 list of manufacturers and Operators
four Chapter four
4.0.1 world revenue efficiency management Market analysis, with the aid of type
4.0.3 section trends
four.0.4 Market value and Forecast, 2018-2028, (US$ Mn)
4.0.5 Market revenue and Forecast, 2018-2028, (units)
four.1 category 1
4.1.2 Market cost and Forecast, and Y-o-Y increase, 2018-2028, (US$ Mn)
four.2 classification 2
four.2.2 Market value and Forecast, and Y-o-Y growth, 2018-2028, (US$ Mn)
5 Chapter 5
5.0.1 world income performance management Market analysis, by means of utility
5.0.3 section tendencies
5.0.four Market cost and Forecast, 2018-2028, (US$ Mn)
5.0.5 Market income and Forecast, 2018-2028, (units)
5.1 software 1
5.1.2 Market value and Forecast, and Y-o-Y boom, 2018-2028, (US$ Mn)
5.2 software 2
5.2.2 Market cost and Forecast, and Y-o-Y increase, 2018-2028, (US$ Mn)
6 Chapter 6
6.0.1 international earnings efficiency management Market analysis, by using location/country
6.0.3 Market attractiveness Index
6.0.four Market cost and Forecast, 2018-2028, (US$ Mn)
6.0.5 Market income and Forecast, 2018-2028, (units)
6.1 Market analysis, by using US
6.1.2 Market cost and Forecast, 2018-2028, (US$ Mn)
6.2 global earnings efficiency administration Market analysis, through China
6.2.2 Market cost and Forecast, 2018-2028, (US$ Mn)
6.3 global sales efficiency management Market evaluation, through Europe
6.3.2 Market cost and Forecast, 2018-2028, (US$ Mn)
6.four world sales performance management Market evaluation, with the aid of Japan
6.four.2 Market cost and Forecast, 2018-2028, (US$ Mn)
6.5 world earnings efficiency administration Market analysis, with the aid of India
6.5.2 Market value and Forecast, 2018-2028, (US$ Mn)
6.6 international revenue performance management Market analysis, via Southeast Asia
6.6.2 Market cost and Forecast, 2018-2028, (US$ Mn)
6.7 global sales efficiency administration Market analysis, by using leisure of the world
6.7.2 Market value and Forecast, 2018-2028, (US$ Mn)
7 Chapter 7
7.0.1 commerce Profiles
7.1 company 1
7.1.1 company Overview
7.1.2 Key traits
7.1.three Contact tips
7.2 commerce 2
7.2.1 enterprise Overview
7.2.2 Product Portfolio
7.2.3 monetary Overview
7.2.4 Key tendencies
7.2.5 Contact assistance
7.3 enterprise three
7.3.1 company Overview
7.three.2 Product Portfolio
7.3.three economic Overview
7.three.4 Key developments
7.3.5 Contact assistance
7.four commerce four
7.4.1 enterprise Overview
7.4.2 Product Portfolio
7.four.3 Key developments
7.4.4 Contact advice
7.5 Burger Boat enterprise
7.5.1 commerce Overview
7.5.2 Product Portfolio
7.5.three Contact counsel
7.6 enterprise 5
7.6.1 commerce Overview
7.6.2 Product Portfolio
7.6.3 Contact tips
8 Chapter 8
8.0.1 research Methodology
8.0.2 About Us
Customization obtainable: A file could be customized to the customer's necessities. delight contact their sales expert (firstname.lastname@example.org), they will be inescapable you gain the report which works to your needs.
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IBM and Dassault Systemes (Nasdaq: DASTY, Euronext Paris: #13065, DSY.PA) Thursday announced that BMW Group, one of the world's most profitable car manufacturers and leader in the premium vehicle market, is developing a new vehicle program with IBM Product Lifecycle Management technology with software from Dassault Systemes. The powerful solution is helping BMW Group to streamline product progress and contain costs.
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Long-time partners with BMW Group for product development, IBM and Dassault Systemes' team of consulting professionals are supporting BMW Group to revolutionize the course a car is conceived and developed. With world-class PLM tools and industry expertise, BMW Group continues to strive for the optimum progress process across vulgar domains.
BMW Group is now prepared to develop entire vehicles virtually, which are the basis for complete virtual validations, i.e., crash test and other vehicle safety and performance simulations, significantly reducing the requisite for costly physical prototypes. Anticipated benefits involve a significant reduction in both progress time and cost via a process which facilitates faster and more innovative design.
CATIA V5 will be used to create a digital master car model that can be used to develop a plenary family of vehicles. ENOVIAVPM will sprint concurrently with CATIA V5 and CATIA V4 for total integration of vehicle design and manufacturing information. It will moreover enable BMW Group to efficiently manage vulgar vehicle-related information - linking common standards, processes, applications and methodology.
"We hold been working with BMW for more than twenty years. During that time, they hold studied their progress processes, listened to their engineers, and together reach up with PLM solutions that perfectly fitting BMW Group's progress strategy. It's a win-win relationship built on confidence and respect that has helped BMW Group, Dassault Systemes and IBM become leaders in their respective domains," said Bruno Latchague, Executive Vice president, progress and Support, Dassault Systemes and Dr. Manfred Sammet, IBM PLM Management Executive for the BMW digital car program.
Cars from the other BMW Group brands, MINI and Rolls Royce, are moreover developed using IBM PLM Solutions.
IBM is the world's largest technological company, providing leadership and innovation throughout the world for more than 80 years. IBM is the largest supplier of "hardware", "software" and Information Technology services, and pioneered the progress and implementation of "e-business" solutions. IBM Sales & Distribution, which supports more than a dozen key industries worldwide, works with companies of vulgar sizes around the world to deploy the plenary orbit of IBM technologies. The fastest course to accept more information about IBM is through the IBM home page at http://www.ibm.com
About Dassault Systemes
As world leader in PLM (Product Lifecycle Management) solutions, the Dassault Systemes group brings value to more than 65,000 customers in 80 countries. A pioneer in the 3D software market since 1981, Dassault Systemes develops and markets PLM application software and services that uphold industrial processes and provide a 3D vision of the entire life cycle of products from conception to retirement. Its offering includes integrated PLM solutions for product progress (CATIA, DELMIA, ENOVIA, SMARTEAM), mainstream product design tools (SolidWorks), and 3D components (SPATIAL). Dassault Systemes is listed on the Nasdaq (DASTY) and Euronext Paris (#13065, DSY.PA) stock exchanges. For more information, visit http://www.3ds.com
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NEWARK, N.J.--(BUSINESS WIRE)--Panasonic, an industry leader in exceptionally responsible and innovative mobile computers, today added two new rugged handheld tablets to its diverse portfolio of enterprise-grade mobile devices – the Toughpad® FZ-F1 and FZ-N1. As the world’s lightest1 fully rugged handheld tablets, these 4.7” AndroidTM and Windows devices feature a quad-core Qualcomm® Snapdragon™ processor, delivering industry leading performance along with a purpose-built design and rugged credentials that live up to the brand’s heritage. standard for markets like transportation and logistics, manufacturing, retail and healthcare, the new Toughpad handheld tablets are well suited for a wide variety of applications, such as inventory management, shipping and receiving, delivery routing and parcel tracking, retail store line busting and bar code medication administration.
Panasonic introduced the Toughpad FZ-F1 and FZ-N1 during a media event at Mobile World Congress in Barcelona.
“Enterprise and government users are looking to accomplish more with handheld tablets than ever before,” said Jan Ruderman, Vice President, commerce Mobility Group, Panasonic System Communications Company of North America. “The majority of handheld computer solutions in market today are using an antiquated OS and are vastly underpowered. Additionally, older devices aren’t compatible with today’s standard enterprise applications, tender penniless voice and data features and are larger and heavier than they requisite to be. The Toughpad FZ-F1 and FZ-N1 handheld tablets give companies looking for an up-to-date, powerful, elastic and purpose-built solution, an excellent option that will help efficiency, productivity and bottom-line performance for years to come.”
Angled Barcode Reader Drives Productivity
The Toughpad FZ-F1 & FZ-N1 feature an ergonomically designed, angled rear barcode reader that allows the user to scan items without bending at the elbow or wrist while moreover being able to clearly read the screen. This purpose-built feature was designed to help productivity and reduce the potential for repetitive strain injuries. In addition, the Panasonic device comes with barcode reader activation buttons on either side making it smooth for utilize by left- or right-handed workers.
Other purpose-built features involve a glove enabled, multi-touch, sunlight viewable display with a rain sensing mode that delivers accurate operation, even in inclement weather.
Built For existent World Conditions
The slim and lightweight Toughpad FZ-F1 and FZ-N1 feature a drop rating of 6’ and hold moreover passed a torturous tumble test that saw the devices endure 2,000 consecutive 3.3’ drops – so they can stand up to the ill-treat of the most demanding enterprise and government usage environments. The devices are fully sealed against dust and are moreover submersible, in up to 3.3’ of water for 30 minutes, meeting IP65 and IP67 certification requirements. Its ruggedized glass screen ensures the towering level of display reliability and durability.
The new Toughpad handheld tablets can operate beyond a typical 8-hour drudgery shift on the standard, territory replaceable battery, and with an optional extended life battery it can fade well beyond two plenary drudgery shifts. For times when a battery change is necessary during drudgery hours, it can be accomplished while keeping the device operational. And when more power is needed, the quick impregnate capability delivers extended utilize after a one hour charge, with a plenary impregnate averaging only two hours2.
Both models will be available with dual SIM slots and certified on leading mobile carrier networks, providing 4G LTE/3G/GPRS/CDMA2000 mobile broadband for voice (or VoIP) and data. To ensure limpid voice communication above industrial noise, the devices are equipped with quick-witted hubbub suppression capabilities and dual front speakers providing an astounding maximum volume of 100 decibels. Wi-Fi 802.11 a/b/g/n/ac, near territory communications (NFC), standalone and assisted GPS (A-GPS) and Bluetooth®, v4.1 (Class 1) are standard on both models.
A broad selection of accessories will be available for the Toughpad FZ-F1 and FZ-N1, including a vehicle dock, hand strap, separate and multiple device cradles, multi-battery charger, passive and dynamic stylus options and an extended life battery.
Toughpad FZ-F1 & FZ-N1 Key Features:Toughpad FZ-F1 Toughpad FZ-N1 OS Windows 10 IoT Mobile Enterprise AndroidTM 5.1.1 (Lollipop) Processor 2.3Ghz quad-core Qualcomm Snapdragon Memory & Storage 16GB, 2GB Display 4.7" HD(1280x720) Battery (standard)
Continuous Operation: 8 hours, Standby: 700 hours and Talk time: 24 hours3 Final operational battery results are pending and will be determined from wireless certification and final product testing.Battery (Long life) Continuous Operation: 16 hours, Standby: 1,400 hours and
Talk time: 48 hours3Size & Weight 9.8 oz. and 6.12 x 2.92” x 0.64” Connectivity & I/O Wi-Fi 802.11 a/b/g/n/ac, NFC, GPS, Bluetooth® v4.1 (Class 1), micro USB
Pricing and Availability
The Android™-powered Toughpad FZ-N1, will initially be available as a Wi-Fi model in March of 2016 at an estimated street cost of $1,499.00, with a voice model to be introduced in summer 2016. The Windows 10 IoT Mobile Enterprise-powered Toughpad FZ-F1 will be launched as a data and voice model in Fall 2016 at an estimated street cost of $1,599.00.
All Toughpad tablets can be purchased through authorized Panasonic handheld resellers. vulgar products in the Toughpad family reach standard with the industry's most comprehensive 3-year warranty.
Besides offering the market leading performance and reliability the Toughbook and Toughpad brands are known for helping customers reduce the complexity of deploying and managing mobility projects through its ProServices suite of engineering consultations including premier disc imaging and device deployment services, training, mobility applications and break/fix depot support. With exceptional parts availability, Panasonic has an above equitable repair turn-around-time, ensuring minimal commerce and productivity disruption in the rare case a device needs service.
Sales inquiries for Panasonic’s Toughpad tablets should be directed to email@example.com or 877-803-8492.
For more information on the Panasonic Toughpad family of tablet computers, visit http://www.Toughpad.com.
Follow the Toughpad Brand:
The Panasonic Toughpad brand can be followed on various companionable media channels, including Facebook, Twitter (@PanaToughpad), LinkedIn, YouTube, and their blog, Panasonic for Business.
Panasonic Solutions for Business
Panasonic delivers game-changing technology solutions that deliver a customized undergo to drive better outcomes—for their customers and their customers’ customers. Panasonic engineers responsible products and solutions that abet to create, capture and deliver data of vulgar types, where, when and how it is needed. The complete suite of Panasonic professional solutions for government and commercial enterprises of vulgar sizes addresses unified commerce communications, mobile computing, security and surveillance, retail point-of-sale, office productivity, visual communications (projectors, displays, digital signage) and HD video production. Panasonic solutions for commerce are delivered by Panasonic System Communications Company of North America, Division of Panasonic Corporation of North America, the principal North American subsidiary of Panasonic Corporation.
All brand and company/product names are trademarks or registered trademarks of the respective companies. vulgar specifications are theme to change without notice. Information on Panasonic solutions for commerce can be obtained by calling 877-803-8492 or at us.panasonic.com/business-solutions/.
About Panasonic Corporation of North America
Panasonic Corporation of North America provides a broad line of digital and other electronics products and solutions for consumer, commerce and industrial use. The company is the principal North American subsidiary of Osaka, Japan-based Panasonic Corporation and the hub of Panasonic’s U.S. branding, marketing, sales, service and R&D operations. In Interbrand’s 2014 annual “Best Global Green Brands” report, Panasonic ranked number five overall and the top electronics brand in the report. As allotment of continuing sustainability efforts, Panasonic Corporation of North America relocated its headquarters to a new facility, built to meet LEED certification standards, adjacent to Newark Penn Station in Newark, NJ. Learn more about Panasonic at www.panasonic.com.
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1. As of 22nd February 2016, among handheld tablets which hold 3.3’ drop resistance, 4.7” and over display and dedicated barcode reader.2. When charging with optional charging cup or cradle.3. Final operational battery results are pending and will be determined from wireless certification and final product testing.
Sometimes epiphanies reach by email—or, in this case, three emails. It was Saturday at 5:17 a.m., and Joanna was already at her laptop. As the new CEO of the fictional Seabright Publishing Company, just four months into the job, she had returned the night before from a 90-day “listening tour” of the company’s operations. She hadn’t slept well.
A recognized turnaround expert, Joanna had been hired by a board looking for organizational change. Seabright had a new strategy. It was shifting from print-based books and magazines for professionals to global digital information products. Everyone agreed this was the birthright direction for the company. Yet the former CEO, despite making a major shove for restructuring and change, hadn’t gotten much traction or support. That failure had cost him his job.
Joanna had concluded that the strategy itself was sound, and Seabright’s people seemed to both understand the requisite for a turnaround and value the shift to digital media. But they couldn’t execute it, especially when they had to drudgery across company boundaries. The first few digital products were struggling to gain a foothold. When pressed, even the digital product managers grumbled that they’d be fatuous to change too rapidly; their bonuses were linked to terminal year’s metrics. The organization’s culture moreover seemed to be holding them back. On the listening tour, when Joanna asked people what needed to be fixed, they pointed fingers at one another.
So, on what was putative to be her first weekend off since taking the job, Joanna woke before sunrise to plot a course of action. First, she checked her email. At the top of the queue was a note from Seabright’s senior vice president of production:
About that R&D project—I contemplate we’re looking at about $13 million. How soon could they seek budget committee approval?
That was followed by one from the head of marketing and consumer insight:
As I mentioned terminal week, I know that the app will deliver. Only remaining question is costs. I got an estimate today of ~$12–15m. Can they talk further?
The third was from her head of sales:
The new digital utensil will address a lot of the issues they had with the numbers terminal quarter. hope it’ll be $10 million-plus to develop. How wealthy are they emotion these days?
Here was a faultless illustration of the problem. Three departments, with similarly sized propositions, that clearly weren’t talking to one another. Joanna rolled her chair backward and closed her eyes. This was more than a communication issue. The company’s organizational design, which had evolved in an ad hoc mode over its 80-year history, was out of sync with its strategy. Each commerce leader had sterling intentions, but the company had too many initiatives under way, vulgar projecting hockey-stick growth and rosy recur on invested capital. The reality was underperformance, confusion, conflict, and spiraling costs.
The organizational design was simply too fragmented to meet the challenges the company faced. As long as that design remained in place, Joanna realized, getting Seabright to execute in the digital realm would be like entering a minivan in the Indy 500.The Case for a New Organization
The Seabright account that unfolds in this article is a composite, derived from several actual cases in various industries. It is written to illustrate how to design a more efficient alignment between your strategy and your commerce structure: how to gain a consistent advantage, or a “right to win” in the marketplace, through the course you are organized. To succeed consistently in the marketplace, a company must hold a limpid and differentiated course of creating value for its customers, supported by well-defined capabilities—things it does exceptionally well that are central to its talent to perform, and hard to replicate. vulgar this should be reflected in its portfolio of products and services. But those elements will lead to sustainable success only if the company has the birthright organizational design, one that enables it to execute its strategy.
Every company’s situation is unique, and therefore the birthright design for one company will probably not drudgery for others, even within the very industry. But the symptoms of having the wrong organizational design are regrettably common. They involve commerce units and functions that protect their own domain’s priorities to the detriment of the overall business, hoarded or wasted resources, strategic goals without follow-through, and a culture that dismisses or ignores accountability. These problems are not just a matter of personal ill will, incompetence, external pressure, or cultural resistance. They exist because organizational design determines behavior. When a company’s organizational forms are incongruous with the broader objectives of the business, that misalignment affects the day-to-day actions of individual employees. It leads perfectly competent people to chronically underperform. Conversely, a company with a tough link between its strategy and its organizational design can, like an engine firing on thousands of cylinders instead of a few, generate energy and creativity at vulgar levels.
Even when leaders recognize that their problems are organizational, they try to unravel them in ineffective ways, by making rapid, reactive changes to the organizational structure. They shift the “lines and boxes” of the org chart, or divide up responsibilities differently. They may moreover force a few recalcitrant leaders to resign, sending an implicit message to current executives: “If you can’t deliver, I’ll accept someone who will.” But these fixes don’t address the actual occasions of underperformance: a misaligned organizational design.
At Seabright, Joanna was able to diagnose the problem because she had seen it at other companies. By making a few major changes to the organizational design, she could enable the new strategy to deliver. Given a job this big, the main question was where to start.Designing for Strategic Fit
How accomplish you translate a commerce strategy into an organizational design? How can you connect the dots between company-wide objectives and the concrete details of reporting relationships, information flows, determination rights, and companionable networks? The reply is not obvious. Figuring it out requires a new course of thinking about organization: what might be called organizing for essential advantage. “Essential advantage,” in this context, refers to the creation of meaningful, lasting value for customers. Although mission statements and lists of commerce objectives are plentiful, it’s rare to find a statement that explains precisely how a company creates value. As described in several recent books—notably, The Essential Advantage: How to Win with a Capabilities-Driven Strategy, by Paul Leinwand and Cesare Mainardi (Harvard commerce Review Press, 2011)—these statements can be distilled down to two elements: a “way to play” and a system of differentiating capabilities. The course to play is how a company engages with the market, its fundamental value proposition. For example, some companies choose to distinguish themselves as innovators, continually introducing new products and services, whereas others are value providers, offering their products or services at an attractive cost point. Capabilities are cross-functional combinations of technology, processes, skills, and mind-sets that drudgery together synergistically. Differentiating capabilities are the few (typically, three to six) capabilities that enable a company to stand out from competitors and consistently provide value for its chosen customers that no one else can match.
A successful company doesn’t gain its course to play and capabilities system by accident. like an athlete picking a game he or she can win, and then honing skills to play that game more successfully, the company seeking a strategy looks to build on its strengths and its prospective market opportunities by choosing the path that encompasses both. Inevitably, this means choosing not to pursue some directions. That’s a difficult determination for many companies, particularly those in rapidly evolving sectors, which hold many opportunities and few certainties. Nonetheless, being limpid and consistent about where to play and where not to play is a necessary step toward pile a coherent strategy, where everything the company does fits well together.
A coherent strategy moreover provides the necessary starting point for the organizational design process. Without clarity about the “what” (the course the company creates value), one can’t possibly define the “how” (the course to organize to create value).
Take their fictional company Seabright. Historically, its course to play had been as a premium producer; it provided targeted information to commerce professionals in several industries. It had a well-known brand designation and tough customer retention; leaders in some industries could not duty without it. But in recent years, as the value of print publishing faded relative to the value of the Internet, the company had lost its identity. On any given day, it was hard to inform whether it wanted to be a reputation player (building, like many other media companies, from a long-established brand name), a digital innovator, or a value player offering inexpensive data through online platforms.
Much of Seabright’s reputation had reach from its mastery of rapid print distribution. It could outpace rivals with its network of printing plants and other facilities, optimized to reduce costs and quicken up delivery. Unfortunately, that capability was rapidly becoming obsolete. But another was more apposite than ever. Over the years, through its loyal subscriber base, Seabright had refined its talent to measure and understand customer insights. It moreover had a tough innovation capability, with the skills to tailor new products to meet customer expectations.
The existing organizational design, in formal and informal ways, tended to favor the print-related capabilities over those with more digital relevance. Joanna had already known, coming in, that she would hold to reorient the company’s strategy. Now she saw that she would moreover requisite to rapidly shift the organization to uphold the movement to digital.Eight pile Blocks, One Design
Two weeks after her email epiphany, Joanna convened one of the most captious meetings of her tenure at Seabright. Gathered around the conference table were the heads of several commerce units and functions, along with two promising midlevel executives, Jill and Sanjay. Jill was a talented operations manager with a decade of undergo in manufacturing. Sanjay had sprint finance at two digital media startups. Both were well respected in the organization and had a knack for delivering unpleasant truths with a minimum of drama.
“Effective today,” Joanna said, “you two hold a new assignment: Develop a fresh organizational design and bring back your high-level recommendations to this group in a month. At that point, we’ll contemplate how it fits with their company strategy, and I’ll compose the summon on whether to detail out the new design and how to adopt it. This is the top item on my agenda.”
Jill and Sanjay exchanged a glance. Joanna could tell, in that moment, that they appreciated this rare fast-track opportunity, but they moreover saw the risks. One major reshuffling pains had gone down in flames just two years before.
“I know,” Joanna continued. “It sounds like a big, unwieldy job, but it boils down to deliverables. First, I want a diagnostic of their organizational problems: captious bottlenecks, ache points, and areas where we’re stepping on ourselves or replicating efforts.”
“OK,” Sanjay said quietly.
“Second,” Joanna said, “I want a draw to rectify those issues. That means a new organizational design for the company.”
“From scratch?” Jill asked.
“Not entirely from scratch,” Joanna said. “We’re a decades-old company, with more than 15,000 employees. They can’t—and wouldn’t want to—just rip up vulgar their institutional heritage. But you should be bold in your proposal, and especially limpid about how it will explicitly uphold their digital growth strategy.”
“Anything else they should know?” Sanjay asked.
“Yes. Don’t circumscribe yourselves to the org chart. They can vulgar disagree the terminal redesign was a bust, and that’s one reason for it. You can’t simply shift people around and hope to truly change the course they work. You hold to survey at the other mechanisms that influence the course people compose decisions—including their attitudes and their culture. Finally, let’s be clear: If you succeed, the company succeeds. And if you fail.…” She let the thought hang in the air before continuing. “One other thing: Don’t assume any individuals belong in any specific boxes. Once they motif out the overall design, we’ll sort out who does what.”
“Where accomplish they start?” Sanjay asked.
Joanna slid a printout across the table. “Start here.”
The printout contained a diagram, taken from an article that Joanna had used before in other companies, a blueprint for efficient organizational design (see Exhibit 1). It showed eight fundamental levers—vehicles for change—divided into two groups: formal and informal. Formal levers are factors that a company can precisely articulate, codify, and measure. These involve the structure of the organization chart, along with incentives, determination rights, and rules that are fairly well defined. By contrast, the informal levers are factors embedded in culture, personal relationships, and behavior. They cannot be precisely codified, but they hold a profound repercussion on an organization’s effectiveness and efficiency, because they delineate the everyday habits of its people. In the very course that sterling product engineering must incorporate both software and hardware, sterling organizational design must incorporate informal elements along with formal rules and structures.
Like the elements of a string of DNA, the elements of organizational design can be divided into four “rungs” in a ladder. The first rung is related to authority and the governance of behavior. On the formal side are decisions—the statements, often set into rules, bylaws, or policies, that narrate the underlying mechanics by which decisions accept made, including how and by whom. They involve aspects such as governance policies, approval processes (for everything from product launches to expenses), guidelines for delegation, and the creation of advisory panels.
At Seabright, Sanjay knew, there was a reasonably limpid approval process for financial transactions. However, the approval process for new product progress needed major changes. Ideas sprang up from multiple places, and they tended to accept funding as a result of internal lobbying. Innovations in digital media were particularly supine to being overlooked. To rectify this, Jill and Sanjay would ultimately submit a cross-business-unit process that could collect, analyze, and prioritize competing projects—and that would give preference to digital products, especially those that analyzed user requests, profiled their likely interests, and customized information accordingly.
The informal counterparts of decisions are norms—the unwritten shared values and standards of conduct that lead people to hope others to act in inescapable ways. A norm is typically expressed in statements like “We ascend to challenges. They never voice ‘We can’t accomplish it’ unless there’s no alternative.” Norms are often erudite through apprenticeship, or passed down from mentors. They narrate what separates the people who “belong here” from the people who don’t.
For example, at Seabright, people tended to contend problems only when they could submit a workable solution. This led people to routinely understate challenges and submit tiny measures that tended to wither away without effect. Jill and Sanjay knew this component would hold to change as well.
The next rung addresses the course the company governs behaviors. The formal elements, motivators, are traditional mechanisms for reward, promotion, and recognition. They involve performance objectives and incentives such as bonuses and promotions. Motivators can be immensely influential.
Seabright had a tough incentive program; as much as 30 percent of a typical manager’s compensation came through end-of-year bonuses, but the bonuses were pegged to the margins of each commerce unit. This structure inadvertently devalued the new digital products, where the margins would likely purloin a hit for the first year or so.
The informal components, commitments, are unwritten aspirations that, when fulfilled, become allotment of a company’s identity and sources of pride for its employees. One classic specimen of a commitment was FedEx’s early slogan, “When it absolutely, positively has to be there overnight.” The company was supercilious to be held to that promise. Seabright had its own long-standing commitment: “We deliver must-read information.” In many industries, its publications were the first thing that executives read each morning. For commitments to be meaningful and sustainable, they must be backed by distinctive capabilities that allow the organization to deliver. This was a bedrock constituent for Seabright: Jill and Sanjay knew they could build on it.
The next rung involves flows of lore and insight. Its formal element, information, encompasses the measurement of performance (through key performance indicators and other metrics); the coordination of activities; and the stream of explicit, codified knowledge.
The informal component is mind-sets. These deeply held attitudes and beliefs influence how employees engage with customers, design and compose products, and unravel problems. For example, some companies collectively believe that they must serve a companionable purpose in addition to their commercial interests; others hold a mind-set that superlative products require superb product design. This constituent often separates remarkable companies from also-rans.
The remaining rung is traditionally aligned with the concept of organizational design. On the formal side is structure—the “lines and boxes” of the organization chart, defining captious roles, responsibilities, and formal relationships. Structure is especially primary for large, global companies, which must carefully design the lines and boxes, no matter who occupies the various roles. Smaller firms can more easily compensate for a flawed structure with processes and talent. For this reason, and because the chart is so closely linked to traditional thinking about organizational design, many large-company redesigns start with the org chart and, vulgar too often, stop there as well. Although a sterling structural design can be important, it is never adequate by itself. It needs to be aligned with changes in other formal and informal elements. It should generally be the capstone, not the cornerstone, of a design effort.
Although Seabright had already gone through a redesign, its structure quiet had significant problems—but it moreover had some strengths. For example, a new chief digital officer (CDO) position had been created, and that executive was well placed to bring new products to market. But the current CDO lacked authority and accountability, and had only a few direct reports.
The informal counterpart of structure is networks: connections among employees that transcend the lines and boxes of the formal organization. Networks can be organized deliberately; many centers of expertise are designed to bring together individuals with shared interests and skills. Other networks emerge on their own, as groups of individuals who consult one another because of shared interests or commerce needs. In general, networks provide a necessary complement to the formal structure, and they can moreover betray difficulties with the overall design. If a group with a mandate for influencing performance is systematically bypassed in daily determination making, that’s a limpid problem.
As you residence together these eight elements, the formal and informal versions of the four rungs of the ladder, your objective as senior management is to define a separate strategically aligned organization. Rather than starting with the eight elements, you inaugurate with your course to play and capabilities system. Identify the essential shared attributes of an organization that would best serve the strategy you hold already defined (see Exhibit 2).
The purpose of this exercise is to lay a foundation that should guide the comfort of the particular design. As you scuttle through the organization to specify the elements of particular functions and departments, some variation is inevitable. For example, an overall blueprint for a premium auto manufacturer like BMW, Audi, or Mercedes-Benz may not identify frugality as a central tenet. But even extravagance carmakers withhold a watchful eye on the efficiency of their operations. The organizational design for such a company might specify incentives related to efficiency and norms of frugality for its operations group, but not for marketing and sales.The New Organizational Design
One month after the initial meeting at Seabright, Jill and Sanjay presented their findings to Joanna and an expanded executive team, including chief functional officers for finance, operations, marketing, and R&D. Sanjay began. “We’ve made a lot of progress,” he said. “We started with their course to play as an innovative value provider—using digital technology to cleave prices while being more apposite than ever. This requires an organization that can continually help print while making the transition to digital. They focused on the areas they requisite to help most: the formal controls of determination rights and motivators, and the informal leverage of commitments and networks.”
“What about the other elements?” Joanna asked. She already knew the answer, but this was a tiny test.
“Well, they can’t tackle vulgar eight at once,” said Jill. “We requisite some limpid priorities. They already hold a tough commitment to excellence, and although their organizational restructuring was painful, the resulting structure could actually serve us well—if they bring the other elements up to par.”
“That sounds right,” Joanna said. “So what’s first?” Sanjay explained how they would strengthen the CDO’s role and expand that leader’s jurisdiction; Jill then talked about motivators. “Right now,” she said, “business unit evaluations are based on individual performance. So everyone’s working hard, but they’re not working together. They want to adjust the bonuses, linking them to the new behaviors they want in addition to margin performance.
“Next,” she said, “we requisite to build their information capabilities. They hold access to a lot of customer data—the salespeople are grotesque in maintaining those relationships—but they don’t hold the capability yet to synthesize that data from multiple places, compose sense of it, and translate it into the products and apps that they need.”
“I thought they were already pile this,” said the senior vice president of production.
“We are,” replied Sanjay. “That’s the problem. They hold five different groups working on aspects of it, but they don’t know what the others are doing. They requisite to be innovative in a more systematic way, but without more structural constraints. Eventually, they will hold to upgrade their information infrastructure, but the first step is to accept people collaborating across boundaries. So we’re setting up long weekly lunches among the five groups. We’re moreover asking everyone to compose a common commitment to customers—to raise their game further, giving them the information they requisite faster than anyone else does. To abet haul that off, we’re setting up some dialogues between their content generation staff and their leading customers.”
Joanna sat back in her chair. Jill and Sanjay had said the birthright things so far. “I know I pushed you hard to whirl this around quickly,” she said. “Are you convinced it will accept us aligned?”
Sanjay and Jill both nodded. “It’ll at least point the ship in the birthright direction,” Jill said.
“And,” Joanna asked, “how will these recommendations abet us strengthen the captious capabilities that they need?”
Jill and Sanjay both smiled. Jill reached into a folder in front of her. “Already done,” she said, passing out a sheet of paper to the people in the scope (see Exhibit 3).Closing the Gap
It took several months to nearby the gap between the organization that Seabright had and the design that it needed. The first challenge was the board of directors. Because the previous restructuring had been so difficult, Joanna had to convince them (along with some top executives) that this redesign would be different. Next, she set up a handful of working teams—on product development, on customer acquisition and retention, and on information infrastructure—to lay out the details of the new organizational design. Each working team had a sponsor from the top team, ensuring that the most senior leaders would accept involved.
Joanna worked directly with the global HR head to revamp the prize system. She took pains to ensure that vulgar employees understood the new system and what it would denote for them. The formulas were posted on Seabright’s intranet, along with collective scores by commerce unit and geographic market.
By her one-year anniversary at Seabright, Joanna was able to demonstrate results to the board. Thanks to the efforts of the newly empowered chief digital officer, several new products had sailed through beta testing. Several follow-on initiatives were in the works—all informed by consumer insights and vulgar with a limpid strategic justification. It was too early to inform for sure, but the results seemed promising; customer response and retention were favorable, and metrics on employee assignation were trending in the birthright direction.
Seabright’s organizational blueprint would not fitting the needs of any other company. But a process like this one can abet any company, ensuring that its strategy, capabilities, and organization are vulgar aligned to uphold one another.
That character is often overlooked in organizational design, but it is probably the most primary factor of all, and a captious enabler of your company’s talent to deliver on its strategy.
Reprint No. 00194
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ACT [1 Certification Exam(s) ]
Admission-Tests [13 Certification Exam(s) ]
ADOBE [93 Certification Exam(s) ]
AFP [1 Certification Exam(s) ]
AICPA [2 Certification Exam(s) ]
AIIM [1 Certification Exam(s) ]
Alcatel-Lucent [13 Certification Exam(s) ]
Alfresco [1 Certification Exam(s) ]
Altiris [3 Certification Exam(s) ]
Amazon [2 Certification Exam(s) ]
American-College [2 Certification Exam(s) ]
Android [4 Certification Exam(s) ]
APA [1 Certification Exam(s) ]
APC [2 Certification Exam(s) ]
APICS [2 Certification Exam(s) ]
Apple [69 Certification Exam(s) ]
AppSense [1 Certification Exam(s) ]
APTUSC [1 Certification Exam(s) ]
Arizona-Education [1 Certification Exam(s) ]
ARM [1 Certification Exam(s) ]
Aruba [8 Certification Exam(s) ]
ASIS [2 Certification Exam(s) ]
ASQ [3 Certification Exam(s) ]
ASTQB [8 Certification Exam(s) ]
Autodesk [2 Certification Exam(s) ]
Avaya [101 Certification Exam(s) ]
AXELOS [1 Certification Exam(s) ]
Axis [1 Certification Exam(s) ]
Banking [1 Certification Exam(s) ]
BEA [5 Certification Exam(s) ]
BICSI [2 Certification Exam(s) ]
BlackBerry [17 Certification Exam(s) ]
BlueCoat [2 Certification Exam(s) ]
Brocade [4 Certification Exam(s) ]
Business-Objects [11 Certification Exam(s) ]
Business-Tests [4 Certification Exam(s) ]
CA-Technologies [20 Certification Exam(s) ]
Certification-Board [10 Certification Exam(s) ]
Certiport [3 Certification Exam(s) ]
CheckPoint [43 Certification Exam(s) ]
CIDQ [1 Certification Exam(s) ]
CIPS [4 Certification Exam(s) ]
Cisco [318 Certification Exam(s) ]
Citrix [48 Certification Exam(s) ]
CIW [18 Certification Exam(s) ]
Cloudera [10 Certification Exam(s) ]
Cognos [19 Certification Exam(s) ]
College-Board [2 Certification Exam(s) ]
CompTIA [76 Certification Exam(s) ]
ComputerAssociates [6 Certification Exam(s) ]
Consultant [2 Certification Exam(s) ]
Counselor [4 Certification Exam(s) ]
CPP-Institute [4 Certification Exam(s) ]
CSP [1 Certification Exam(s) ]
CWNA [1 Certification Exam(s) ]
CWNP [13 Certification Exam(s) ]
CyberArk [1 Certification Exam(s) ]
Dassault [2 Certification Exam(s) ]
DELL [11 Certification Exam(s) ]
DMI [1 Certification Exam(s) ]
DRI [1 Certification Exam(s) ]
ECCouncil [22 Certification Exam(s) ]
ECDL [1 Certification Exam(s) ]
EMC [128 Certification Exam(s) ]
Enterasys [13 Certification Exam(s) ]
Ericsson [5 Certification Exam(s) ]
ESPA [1 Certification Exam(s) ]
Esri [2 Certification Exam(s) ]
ExamExpress [15 Certification Exam(s) ]
Exin [40 Certification Exam(s) ]
ExtremeNetworks [3 Certification Exam(s) ]
F5-Networks [20 Certification Exam(s) ]
FCTC [2 Certification Exam(s) ]
Filemaker [9 Certification Exam(s) ]
Financial [36 Certification Exam(s) ]
Food [4 Certification Exam(s) ]
Fortinet [14 Certification Exam(s) ]
Foundry [6 Certification Exam(s) ]
FSMTB [1 Certification Exam(s) ]
Fujitsu [2 Certification Exam(s) ]
GAQM [9 Certification Exam(s) ]
Genesys [4 Certification Exam(s) ]
GIAC [15 Certification Exam(s) ]
Google [4 Certification Exam(s) ]
GuidanceSoftware [2 Certification Exam(s) ]
H3C [1 Certification Exam(s) ]
HDI [9 Certification Exam(s) ]
Healthcare [3 Certification Exam(s) ]
HIPAA [2 Certification Exam(s) ]
Hitachi [30 Certification Exam(s) ]
Hortonworks [4 Certification Exam(s) ]
Hospitality [2 Certification Exam(s) ]
HP [752 Certification Exam(s) ]
HR [4 Certification Exam(s) ]
HRCI [1 Certification Exam(s) ]
Huawei [21 Certification Exam(s) ]
Hyperion [10 Certification Exam(s) ]
IAAP [1 Certification Exam(s) ]
IAHCSMM [1 Certification Exam(s) ]
IBM [1533 Certification Exam(s) ]
IBQH [1 Certification Exam(s) ]
ICAI [1 Certification Exam(s) ]
ICDL [6 Certification Exam(s) ]
IEEE [1 Certification Exam(s) ]
IELTS [1 Certification Exam(s) ]
IFPUG [1 Certification Exam(s) ]
IIA [3 Certification Exam(s) ]
IIBA [2 Certification Exam(s) ]
IISFA [1 Certification Exam(s) ]
Intel [2 Certification Exam(s) ]
IQN [1 Certification Exam(s) ]
IRS [1 Certification Exam(s) ]
ISA [1 Certification Exam(s) ]
ISACA [4 Certification Exam(s) ]
ISC2 [6 Certification Exam(s) ]
ISEB [24 Certification Exam(s) ]
Isilon [4 Certification Exam(s) ]
ISM [6 Certification Exam(s) ]
iSQI [7 Certification Exam(s) ]
ITEC [1 Certification Exam(s) ]
Juniper [65 Certification Exam(s) ]
LEED [1 Certification Exam(s) ]
Legato [5 Certification Exam(s) ]
Liferay [1 Certification Exam(s) ]
Logical-Operations [1 Certification Exam(s) ]
Lotus [66 Certification Exam(s) ]
LPI [24 Certification Exam(s) ]
LSI [3 Certification Exam(s) ]
Magento [3 Certification Exam(s) ]
Maintenance [2 Certification Exam(s) ]
McAfee [8 Certification Exam(s) ]
McData [3 Certification Exam(s) ]
Medical [68 Certification Exam(s) ]
Microsoft [375 Certification Exam(s) ]
Mile2 [3 Certification Exam(s) ]
Military [1 Certification Exam(s) ]
Misc [1 Certification Exam(s) ]
Motorola [7 Certification Exam(s) ]
mySQL [4 Certification Exam(s) ]
NBSTSA [1 Certification Exam(s) ]
NCEES [2 Certification Exam(s) ]
NCIDQ [1 Certification Exam(s) ]
NCLEX [3 Certification Exam(s) ]
Network-General [12 Certification Exam(s) ]
NetworkAppliance [39 Certification Exam(s) ]
NI [1 Certification Exam(s) ]
NIELIT [1 Certification Exam(s) ]
Nokia [6 Certification Exam(s) ]
Nortel [130 Certification Exam(s) ]
Novell [37 Certification Exam(s) ]
OMG [10 Certification Exam(s) ]
Oracle [282 Certification Exam(s) ]
P&C [2 Certification Exam(s) ]
Palo-Alto [4 Certification Exam(s) ]
PARCC [1 Certification Exam(s) ]
PayPal [1 Certification Exam(s) ]
Pegasystems [12 Certification Exam(s) ]
PEOPLECERT [4 Certification Exam(s) ]
PMI [15 Certification Exam(s) ]
Polycom [2 Certification Exam(s) ]
PostgreSQL-CE [1 Certification Exam(s) ]
Prince2 [6 Certification Exam(s) ]
PRMIA [1 Certification Exam(s) ]
PsychCorp [1 Certification Exam(s) ]
PTCB [2 Certification Exam(s) ]
QAI [1 Certification Exam(s) ]
QlikView [1 Certification Exam(s) ]
Quality-Assurance [7 Certification Exam(s) ]
RACC [1 Certification Exam(s) ]
Real Estate [1 Certification Exam(s) ]
Real-Estate [1 Certification Exam(s) ]
RedHat [8 Certification Exam(s) ]
RES [5 Certification Exam(s) ]
Riverbed [8 Certification Exam(s) ]
RSA [15 Certification Exam(s) ]
Sair [8 Certification Exam(s) ]
Salesforce [5 Certification Exam(s) ]
SANS [1 Certification Exam(s) ]
SAP [98 Certification Exam(s) ]
SASInstitute [15 Certification Exam(s) ]
SAT [1 Certification Exam(s) ]
SCO [10 Certification Exam(s) ]
SCP [6 Certification Exam(s) ]
SDI [3 Certification Exam(s) ]
See-Beyond [1 Certification Exam(s) ]
Siemens [1 Certification Exam(s) ]
Snia [7 Certification Exam(s) ]
SOA [15 Certification Exam(s) ]
Social-Work-Board [4 Certification Exam(s) ]
SpringSource [1 Certification Exam(s) ]
SUN [63 Certification Exam(s) ]
SUSE [1 Certification Exam(s) ]
Sybase [17 Certification Exam(s) ]
Symantec [135 Certification Exam(s) ]
Teacher-Certification [4 Certification Exam(s) ]
The-Open-Group [8 Certification Exam(s) ]
TIA [3 Certification Exam(s) ]
Tibco [18 Certification Exam(s) ]
Trainers [3 Certification Exam(s) ]
Trend [1 Certification Exam(s) ]
TruSecure [1 Certification Exam(s) ]
USMLE [1 Certification Exam(s) ]
VCE [6 Certification Exam(s) ]
Veeam [2 Certification Exam(s) ]
Veritas [33 Certification Exam(s) ]
Vmware [58 Certification Exam(s) ]
Wonderlic [2 Certification Exam(s) ]
Worldatwork [2 Certification Exam(s) ]
XML-Master [3 Certification Exam(s) ]
Zend [6 Certification Exam(s) ]
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