SQL Server 2012 delivers the platform and familiar tools to manage data, generate actionable insights and help drive business impact.
SQL Server 2012: Proven Capability
SQL Server 2012 has already been deployed for production use by hundreds of global, industry-leading customers, such as Volvo Car Corp., Revlon, the HSN, Sanofi Pasteur, Klout and LG Chemical. Customers choosing SQL Server 2012 enjoy the benefit of a rich hardware and software partner ecosystem that can create solutions for the most unique and demanding data management needs.
With SQL Server 2012 and integrated business intelligence tools, you can process massive volumes of data queries in near-real time. Microsoft’s data platform has continued to advance and help users to keep up with the evolving world of data.
Tackling Big Data
IT research firm Gartner estimates that the volume of global data is growing at a rate of 59 percent per year, with 70 to 85 percent in unstructured form.* Furthering its commitment to connect SQL Server and rich business intelligence tools, such as Microsoft Excel, PowerPivot for Excel 2010 and Power View, with unstructured data, Microsoft announced plans to release an additional limited preview of an Apache Hadoop-based service for Windows Azure in the first half of 2012.
Continued Improvements, New Levels of Return on Investment
To help customers more cost-effectively manage their enterprise-scale workloads, Microsoft will release several new data warehousing solutions in conjunction with the general availability of SQL Server 2012, slated to begin April 1. This includes a major software update and new half-rack form factors for Microsoft Parallel Data Warehouse appliances, as well as availability of SQL Server Fast Track Data Warehouse reference architectures for SQL Server 2012.
In addition, Microsoft is releasing results from a new Microsoft-commissioned Forrester Consulting Total Economic Impact study on the potential benefits of upgrading to SQL Server 2012. The study reports a potential return on investment of up to 189 percent with a 12-month payback period.
Microsoft and partners also announced today that SQL Server 2012 has demonstrated new record-breaking performance benchmarks through partner- and Microsoft-led testing that underscores SQL Server’s ability to scale across the enterprise.
Friday, March 23, 2012
Friday, October 8, 2010
What's the best CRM ?
You often see people in on-line posts asking this question and people seem surprised when you, as an ACT! Evangelist, tell then that it can’t be answered without more detailed information. This is especially important in the SME market where there is a greater range of options available than in the Enterprise space.
Any recommendations without this info would be like asking for the best car or religion, and any suggestions would be akin to the adage "If the only tool you have is a hammer, all problems look like nails"
You need to identify your needs:
Remember that your customer database can be one of your most valuable assets and equipping your business with the right tools to mine that asset can produce valuable returns – especially when financial times are perceived to be tough.
Often the best way to make sure it’s right is to speak to a consultant in the field to provide some advice. Here is an article that I did on picking a CRM consultant: How to pick the right CRM Consultant
When speaking to vendors, and even many consultants, remember their competitive info isn't always accurate. You need to do your own research if you are comparing products.
You really want to know “What’s the best CRM solution for YOU?” Anyone who makes a recommendation without knowing or asking these questions can’t possibly be answering that.
Any recommendations without this info would be like asking for the best car or religion, and any suggestions would be akin to the adage "If the only tool you have is a hammer, all problems look like nails"
You need to identify your needs:
- How many users are you expecting to have? Now and over the next 12-18 months.
- How many records (contacts and/or companies)? Also now and over next 12-18 months
- Where is your data sourced from (initial setup and on-going leads)? For example: your web site, external companies, social media, Excel, paper entry
- What do you want to do with the data? Reports, email merges, news letters, etc. You need to involve internal users at different levels (sales, marketing, management)
- Do you want to integrate with legacy systems – accounting, ERP or other software?
- Do you want to integrate with new technologies – social media, Twitter, LinkedIN, etc?
- Do you want remote access – remote offices, laptop users, smart phones?
- If so, do you have reliable internet connectivity?
- What sort of security is important to you? Eg should all users be able to see/edit all records?
- What sort of infrastructure do you have – operating systems, hardware, network. Would you be prepared to invest in improving this?
- Do you have your own IT? If so, will they need training to administer the new system?
- What sort of support do you think you’ll need?
- What sort of budget do you have?
Remember that your customer database can be one of your most valuable assets and equipping your business with the right tools to mine that asset can produce valuable returns – especially when financial times are perceived to be tough.
Often the best way to make sure it’s right is to speak to a consultant in the field to provide some advice. Here is an article that I did on picking a CRM consultant: How to pick the right CRM Consultant
When speaking to vendors, and even many consultants, remember their competitive info isn't always accurate. You need to do your own research if you are comparing products.
You really want to know “What’s the best CRM solution for YOU?” Anyone who makes a recommendation without knowing or asking these questions can’t possibly be answering that.
Thursday, October 7, 2010
BI Development promoted by Microsoft
Microsoft significantly updated its business intelligence (BI) stack with the releases of SharePoint 2010, Office 2010 and SQL Server 2008 R2. Combined with Microsoft's PowerPivot application for general business users, Microsoft has managed to improve both the depth and breadth of its BI offerings.
Microsoft's BI message was on display at the Microsoft Tech Ed North America 2010 and BI Conference 2010 events this week in New Orleans. Ted Kummert, senior vice president of the Business Platform Division at Microsoft keynoted the second day of the event and showed how Microsoft has exposed rich, self-service BI capabilities to line of business workers.
There is one audience that hasn't been getting a lot of attention in Microsoft's BI conversation, and that is developers. Until now.
Donald Farmer is principal program manager for SQL Server at Microsoft. He says Microsoft has worked to align its BI stack with Visual Studio, turning the IDE into, he said, "the development environment for BI."
"Our BI environment is our developer environment. What that means is there is a consistent set of tools across all the pieces," Farmer said. "You get versioning. You get a true build environment, which is very unusual for a BI environment."
If the strategy sounds familiar, it's because it is. Microsoft's efforts to up-level BI into an extensible platform for development mirrors similar efforts with other application stacks-turned-platforms, including Office and SharePoint.
The use of common tooling opens a lot of possibilities for robust, purpose-built application development. Farmer described a decision support scenario, where Visual Studio is used to embed predictive analytics into an Outlook-based CRM customer data entry application. Developers, he said, are able to use familiar SQL Server-like commands and well-known data structures.
Benefits of Embeddability
A major driver of effective BI, said Farmer, is the ability to embed functionality into applications. BI processes that require workers to jump to another interface are disruptive to users, and can pose issues for developers and BI designers forced to work with distinct environments.
"At the operational end, this has to be embedded in the applications they are already using. It has to be embedded in the call center application," he said. "That's one of the reasons embeddability is so important. It's one of the reasons having a developer story is so important."
That developer story may emerge as a significant competitive advantage for Redmond. Andrew Brust, Chief, New Technology for consultancy twentysix New York, a Microsoft Regional Director, and a member of Microsoft's BI Partner Advisory Council, gave a talk Tuesday afternoon at Tech Ed. He noted that the large ecosystem of partners and solution providers give the Microsoft BI stack an important competitive advantage over competitors.
Activity at the Tech Ed Conference underscored Brust's point. Attunity at the show introduced PowerPivot Connector for Oracle, a high performance link that enables PowerPivot to work with information stored in Oracle databases. Attunity also showed off its Stream CDC (Change Data Capture) product, a replication engine that offloads growing BI-related database workloads to a dedicated copy of the production database.
Itamar Ankorion, director of marketing and business development at Attunity, said organizations have grown increasingly concerned about the impact of intense BI activity on production data stores, particularly as user-friendly tools like PowerPivot expand the scope of BI usage. Ankorion expects that trend to grow.
"For developers in general, what we are going to see is developers building applications in PowerPivot," he said. "Just as you have people developing Excel applications, you will see this with PowerPivot."
Microsoft is working to make sure that is exactly what happens, by putting Visual Studio at the center of the BI universe. Said Farmer: "It was actually a revelation to us how much the BI community really wanted the Visual Studio environment."
Microsoft's BI message was on display at the Microsoft Tech Ed North America 2010 and BI Conference 2010 events this week in New Orleans. Ted Kummert, senior vice president of the Business Platform Division at Microsoft keynoted the second day of the event and showed how Microsoft has exposed rich, self-service BI capabilities to line of business workers.
There is one audience that hasn't been getting a lot of attention in Microsoft's BI conversation, and that is developers. Until now.
Donald Farmer is principal program manager for SQL Server at Microsoft. He says Microsoft has worked to align its BI stack with Visual Studio, turning the IDE into, he said, "the development environment for BI."
"Our BI environment is our developer environment. What that means is there is a consistent set of tools across all the pieces," Farmer said. "You get versioning. You get a true build environment, which is very unusual for a BI environment."
If the strategy sounds familiar, it's because it is. Microsoft's efforts to up-level BI into an extensible platform for development mirrors similar efforts with other application stacks-turned-platforms, including Office and SharePoint.
The use of common tooling opens a lot of possibilities for robust, purpose-built application development. Farmer described a decision support scenario, where Visual Studio is used to embed predictive analytics into an Outlook-based CRM customer data entry application. Developers, he said, are able to use familiar SQL Server-like commands and well-known data structures.
Benefits of Embeddability
A major driver of effective BI, said Farmer, is the ability to embed functionality into applications. BI processes that require workers to jump to another interface are disruptive to users, and can pose issues for developers and BI designers forced to work with distinct environments.
"At the operational end, this has to be embedded in the applications they are already using. It has to be embedded in the call center application," he said. "That's one of the reasons embeddability is so important. It's one of the reasons having a developer story is so important."
That developer story may emerge as a significant competitive advantage for Redmond. Andrew Brust, Chief, New Technology for consultancy twentysix New York, a Microsoft Regional Director, and a member of Microsoft's BI Partner Advisory Council, gave a talk Tuesday afternoon at Tech Ed. He noted that the large ecosystem of partners and solution providers give the Microsoft BI stack an important competitive advantage over competitors.
Activity at the Tech Ed Conference underscored Brust's point. Attunity at the show introduced PowerPivot Connector for Oracle, a high performance link that enables PowerPivot to work with information stored in Oracle databases. Attunity also showed off its Stream CDC (Change Data Capture) product, a replication engine that offloads growing BI-related database workloads to a dedicated copy of the production database.
Itamar Ankorion, director of marketing and business development at Attunity, said organizations have grown increasingly concerned about the impact of intense BI activity on production data stores, particularly as user-friendly tools like PowerPivot expand the scope of BI usage. Ankorion expects that trend to grow.
"For developers in general, what we are going to see is developers building applications in PowerPivot," he said. "Just as you have people developing Excel applications, you will see this with PowerPivot."
Microsoft is working to make sure that is exactly what happens, by putting Visual Studio at the center of the BI universe. Said Farmer: "It was actually a revelation to us how much the BI community really wanted the Visual Studio environment."
Monday, October 4, 2010
Applying EDI on the Information Superhighway
Cable television companies will shortly be offering their subscribers so-called "Set-top boxes," which will enable consumers to, among other things, order products electronically. The Cable Company collects the orders and passes them on to a supplier, which takes care of the delivery to the customer. To this end, agreements are made over how the information will be electronically passed on. When a second supplier joins, the parties will again sit around a table to determine the contents of the files. By the third supplier, the same, and on and on. In doing this, they are actually repeating the whole standardization process! In EDIFACT, UNSMs already contain the information the parties should be exchanging.
There is a clear role for EDI on the Superhighway. When discussing communication between applications, the first thought should be "EDI." When a computer must be able to process the transaction, EDI is the only way to do it. When someone goes through an electronic catalogue on the Internet to order products, he sees the information in HyperText Markup Language (HTML). The basic data such as packaging, number of units, and other technical specifications are given in text, and, if possible, the catalogue is enriched with pictures, images and sounds. This gives humans the possibility to process the information, but the same information must be in EDI format for an application to process. When someone decides to order a product, a chain of events is set in motion. In the first place, the product supplier must process the order. He really only needs to know which article number is involved, the quantity and who the client is. Secondly, the in-house application needs to know that the order has been made --- internally, several things have to be taken into account: warehouse space must be made available, Shipping \& Receiving must know and accounting has to be made aware. EDI is the only way to do this well.
This means that information on the Internet must be available not only in HTML but also in EDI format. If electronic catalogs are compiled on the basis of the data model incorporated in the UNSM, it is guaranteed that they are universally applicable. The EDI format itself is of secondary interest, so long as it contains the same information, in a structured, generally accepted format. Until a better alternative presents itself, EDIFACT will serve here quite nicely. Internet servers should be equipped with the possibility to generate not only HTML, but also EDIFACT. A lot of products are now becoming available which can generate HTML. A flexible EDI converter such as the EDI-TIE Translate & Construct does this as well, and of course generates the EDIFACT too.
It seems obvious to send orders and other messages via Internet to the supplier, but there we run into a number of difficulties with Internet. The problem on which the whole Internet world is now focused seems to be: Security. The Internet is, quite simply, not secure. Anyone can intercept and read all the data that can be sent via the Internet relatively easily. There is virtually nothing that can be done to improve the situation. It is inherent in the structure of the Internet. Those searching for a solution believe they have found it in the encryption of the file by the sender in such a way that only the recipient can decipher it. A number of systems have been developed to accomplish this, based on complicated mathematical algorithms designed to withstand years of computer analysis. Time after time, though, the exponential increase in computing power has meant that coding systems once thought secure have been cracked. This problem will one day, once and for all, be solved, but that is still ahead of us.
A second problem is the reliability of the connection itself --- there is no guarantee that a message sent via Internet actually arrives. The Internet is a collection of linked networks. There is no "owner" of the Net --- no single organization can take the responsibility to ensure that a message arrives. For business applications this is unacceptable; companies which exchange important business documents need the guarantee that messages arrive in a timely fashion. That is the strength of the Value Added Network Services (VANS) which have been used for years for EDI. A VANS provider can make a "Service-Level Agreement" with the users, in which he takes responsibility to deliver all messages securely, completely and timely to addressees.
Market structure
Over the last decade many companies have established electronic links between their applications. The Internet has become quite popular. This first of all drew much more attention to doing business electronically; however nobody seems to know how. There are so many different ideas that nobody know which one is the winner. When reading the press, EDI seems to be discarded as "Legacy" technology that did not make it in the past. And this is where they are wrong: EDI is not a technology, but a business driven way to make connections between applications in different companies --- whether or not the Internet is used or VANS to make the physical connection, the problem of aligning business processes remains. This is something that the bigger companies understand and are now more than ever going for. To them the Internet is rather scary: it proposes they do business in a new way, using unproven technology that is unreliable and --- most of all --- not secure.
The Electronic Commerce market today is very much in its early development. A few Visionaries are picking up innovative products as break through technologies that will bring great savings to the Visionary's companies. EDI used to be in this phase of the Technology Adoption Life Cycle, but it has moved into the Mainstream Market. EDI is no longer attractive to the Visionaries --- the Internet has taken that role. No longer are benchmarks and product reviews important and one doesn't see these appearing in the press anymore. Instead EDI products just entered the mainstream market and thus taken for granted --- the core product is no longer important, the services around them are. Now the Pragmatists in the market have taken an interest in EDI as something stable, with proven technology, international standards and a broad support and it is strongly endorsed by the Industry analysts.
The Early Market
It will be the Visionaries who will pick up different types of products to accomplish their objective. They are people who are driven by their own instincts and self-assurance, they take a greater interest in technology than in industry and are not very price sensitive --- what they hope to accomplish with the product far outweighs its price. They look for products with unique functionality, state-of-the-art performance and architecture. They need highly driven 'Guru'-type salesmen to sell them this product. In fact Visionaries are so sure of themselves, that once they believe in a concept, the product that might bring its implementation may be almost a prototype --- as long as it does the job.
Electronic Commerce products fit this description. Now these products are still in a 'prototype' stage, but they need strong technical innovative attention to turn them into the kind of product the Visionaries want. A lot of resources will have to be devoted to developing the state-of-the-art Electronic Commerce products. What EC products need is to get a high profile and to be internationally accepted. What is needed are generic Internet-based products that have the potential to be used by many companies. This type of product will enable us to move Electronic Commerce into the Mainstream Market when it reaches that stage in the next 2-4 years. This is a particular difficult transition as is aptly described in Geoffrey Moore's book "Crossing the Chasm".
The Mainstream Market
EDI is already in the Mainstream Market and it needs to be positioned with a Market driven approach. Here the potential buyers are Pragmatists looking for suppliers with a large installed base, supported by Third Parties and products that are the De facto standard, that have a high quality of support and where the cost of ownership is low. The core EDI product is no longer looked at separately --- instead buyers are looking for a ``Whole" product, where the generic product is augmented by a variety of services and ancillary products.
Today's Mainstream High Tech Market is different from what it used to be in the sense that buyers require a much more individual approach. The days of mass marketing and mass production are over --- buyers do not want to explain their requirements over and over again, but will go to the supplier who understands what they want.
The fact that EDI is in the mainstream now requires a market-driven approach. For Electronic Commerce this means it must be clear that this is the way business is done. This must be clear to the Pragmatists, who are basically willing to do whatever will save or bring them money, without having to take risks.
There is a clear role for EDI on the Superhighway. When discussing communication between applications, the first thought should be "EDI." When a computer must be able to process the transaction, EDI is the only way to do it. When someone goes through an electronic catalogue on the Internet to order products, he sees the information in HyperText Markup Language (HTML). The basic data such as packaging, number of units, and other technical specifications are given in text, and, if possible, the catalogue is enriched with pictures, images and sounds. This gives humans the possibility to process the information, but the same information must be in EDI format for an application to process. When someone decides to order a product, a chain of events is set in motion. In the first place, the product supplier must process the order. He really only needs to know which article number is involved, the quantity and who the client is. Secondly, the in-house application needs to know that the order has been made --- internally, several things have to be taken into account: warehouse space must be made available, Shipping \& Receiving must know and accounting has to be made aware. EDI is the only way to do this well.
This means that information on the Internet must be available not only in HTML but also in EDI format. If electronic catalogs are compiled on the basis of the data model incorporated in the UNSM, it is guaranteed that they are universally applicable. The EDI format itself is of secondary interest, so long as it contains the same information, in a structured, generally accepted format. Until a better alternative presents itself, EDIFACT will serve here quite nicely. Internet servers should be equipped with the possibility to generate not only HTML, but also EDIFACT. A lot of products are now becoming available which can generate HTML. A flexible EDI converter such as the EDI-TIE Translate & Construct does this as well, and of course generates the EDIFACT too.
It seems obvious to send orders and other messages via Internet to the supplier, but there we run into a number of difficulties with Internet. The problem on which the whole Internet world is now focused seems to be: Security. The Internet is, quite simply, not secure. Anyone can intercept and read all the data that can be sent via the Internet relatively easily. There is virtually nothing that can be done to improve the situation. It is inherent in the structure of the Internet. Those searching for a solution believe they have found it in the encryption of the file by the sender in such a way that only the recipient can decipher it. A number of systems have been developed to accomplish this, based on complicated mathematical algorithms designed to withstand years of computer analysis. Time after time, though, the exponential increase in computing power has meant that coding systems once thought secure have been cracked. This problem will one day, once and for all, be solved, but that is still ahead of us.
A second problem is the reliability of the connection itself --- there is no guarantee that a message sent via Internet actually arrives. The Internet is a collection of linked networks. There is no "owner" of the Net --- no single organization can take the responsibility to ensure that a message arrives. For business applications this is unacceptable; companies which exchange important business documents need the guarantee that messages arrive in a timely fashion. That is the strength of the Value Added Network Services (VANS) which have been used for years for EDI. A VANS provider can make a "Service-Level Agreement" with the users, in which he takes responsibility to deliver all messages securely, completely and timely to addressees.
Market structure
Over the last decade many companies have established electronic links between their applications. The Internet has become quite popular. This first of all drew much more attention to doing business electronically; however nobody seems to know how. There are so many different ideas that nobody know which one is the winner. When reading the press, EDI seems to be discarded as "Legacy" technology that did not make it in the past. And this is where they are wrong: EDI is not a technology, but a business driven way to make connections between applications in different companies --- whether or not the Internet is used or VANS to make the physical connection, the problem of aligning business processes remains. This is something that the bigger companies understand and are now more than ever going for. To them the Internet is rather scary: it proposes they do business in a new way, using unproven technology that is unreliable and --- most of all --- not secure.
The Electronic Commerce market today is very much in its early development. A few Visionaries are picking up innovative products as break through technologies that will bring great savings to the Visionary's companies. EDI used to be in this phase of the Technology Adoption Life Cycle, but it has moved into the Mainstream Market. EDI is no longer attractive to the Visionaries --- the Internet has taken that role. No longer are benchmarks and product reviews important and one doesn't see these appearing in the press anymore. Instead EDI products just entered the mainstream market and thus taken for granted --- the core product is no longer important, the services around them are. Now the Pragmatists in the market have taken an interest in EDI as something stable, with proven technology, international standards and a broad support and it is strongly endorsed by the Industry analysts.
The Early Market
It will be the Visionaries who will pick up different types of products to accomplish their objective. They are people who are driven by their own instincts and self-assurance, they take a greater interest in technology than in industry and are not very price sensitive --- what they hope to accomplish with the product far outweighs its price. They look for products with unique functionality, state-of-the-art performance and architecture. They need highly driven 'Guru'-type salesmen to sell them this product. In fact Visionaries are so sure of themselves, that once they believe in a concept, the product that might bring its implementation may be almost a prototype --- as long as it does the job.
Electronic Commerce products fit this description. Now these products are still in a 'prototype' stage, but they need strong technical innovative attention to turn them into the kind of product the Visionaries want. A lot of resources will have to be devoted to developing the state-of-the-art Electronic Commerce products. What EC products need is to get a high profile and to be internationally accepted. What is needed are generic Internet-based products that have the potential to be used by many companies. This type of product will enable us to move Electronic Commerce into the Mainstream Market when it reaches that stage in the next 2-4 years. This is a particular difficult transition as is aptly described in Geoffrey Moore's book "Crossing the Chasm".
The Mainstream Market
EDI is already in the Mainstream Market and it needs to be positioned with a Market driven approach. Here the potential buyers are Pragmatists looking for suppliers with a large installed base, supported by Third Parties and products that are the De facto standard, that have a high quality of support and where the cost of ownership is low. The core EDI product is no longer looked at separately --- instead buyers are looking for a ``Whole" product, where the generic product is augmented by a variety of services and ancillary products.
Today's Mainstream High Tech Market is different from what it used to be in the sense that buyers require a much more individual approach. The days of mass marketing and mass production are over --- buyers do not want to explain their requirements over and over again, but will go to the supplier who understands what they want.
| Visionaries | Pragmatists |
| Intuitive | Analytic |
| Support revolution | Support |
| Contrarian | Conformist |
| Break away from the pack | Stay with the herd |
| Follow their own dictates | Consult their colleagues |
| Take risks | Manage risks |
| Motivated by future opportunities | Motivated by present problems |
| seek what is possible | pursue what is |
The fact that EDI is in the mainstream now requires a market-driven approach. For Electronic Commerce this means it must be clear that this is the way business is done. This must be clear to the Pragmatists, who are basically willing to do whatever will save or bring them money, without having to take risks.
Sunday, October 3, 2010
BI - Customer Data Integration (CPI)
Today, the CDI market has attracted several technology vendors from areas like ERP, CRM, data quality, and master data management. Unfortunately, while there is consensus that a CDI hub is critical for tying distributed customer data into unified views, there is rampant confusion on how best to implement such a hub. Currently, there are four “styles” of CDI implementations and before committing to a specific CDI style, organizations need to consider the fundamental business purpose of their current/future CDI hub.
Before committing to a specific CDI style, organizations need to consider the fundamental business purpose of their current/future CDI hub, including: frequency of business change, scope/latency of unified views, legacy IT environment, operational versus analytical applications need, types of data sources and data governance policies. Beyond these characteristics, an organization should choose a CDI style that is future-proof, i.e., it can adapt to merger & acquisitions, re-organizations and other systemic organizational changes. This involves four critical factors. First, the CDI hub architecture must adapt easily to changes over time, such as adding new business processes, data sources and applications. Second, it must allow for ongoing data stewardship/governance by both business and IT teams. Third, it must be an extensible IT platform in order to build new data views and services. Finally, it should be able to deliver these views in multiple modes – real-time and batch – to other systems at the performance and scaling requirements of the business.
Before committing to a specific CDI style, organizations need to consider the fundamental business purpose of their current/future CDI hub, including: frequency of business change, scope/latency of unified views, legacy IT environment, operational versus analytical applications need, types of data sources and data governance policies. Beyond these characteristics, an organization should choose a CDI style that is future-proof, i.e., it can adapt to merger & acquisitions, re-organizations and other systemic organizational changes. This involves four critical factors. First, the CDI hub architecture must adapt easily to changes over time, such as adding new business processes, data sources and applications. Second, it must allow for ongoing data stewardship/governance by both business and IT teams. Third, it must be an extensible IT platform in order to build new data views and services. Finally, it should be able to deliver these views in multiple modes – real-time and batch – to other systems at the performance and scaling requirements of the business.
New Saab
The new Saab 95 looks like a really interesting car. It's more Saab now since the comapany has been liberated from GM. It will be interesting to see the stationwagon next summer.
Subscribe to:
Posts (Atom)