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Ibm Midmarket Software Buying And Selling Guide - Isbn:9780738450070

Category: Computers

  • Book Title: IBM Midmarket Software Buying and Selling Guide
  • ISBN 13: 9780738450070
  • ISBN 10: 0738450073
  • Author: LindaMay Patterson, IBM Redbooks
  • Category: Computers
  • Category (general): Computers
  • Publisher: IBM Redbooks
  • Format & Number of pages: 204 pages, book
  • Synopsis: The Rational AppScan Express Edition hardware requirements are: Processor: Intel Pentium P4, 1.5 GHz (2.4 GHz ... NET Framework 3.0 with Service Pack 1 or a more recent Service Pack Operating systems: Microsoft Windows XP ...

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IBM Corporation

IBM Corporation. IBM SPSS Modeler 14.2 User’s Guide

IBM Corporation, 2011. – 270 p. –ISBN: N/A

IBM® SPSS® Modeler is the IBM Corp. enterprise-strength data mining workbench. SPSS Modeler helps organizations to improve customer and citizen relationships through an in-depth understanding of data. Organizations use the insight gained from SPSS Modeler to retain profitable customers, identify cross-selling opportunities, attract new customers, detect fraud, reduce risk, and improve government service delivery. SPSS Modeler’s visual interface invites users to apply their specific business expertise, which leads to more powerful predictive models and shortens time-to-solution. SPSS Modeler offers many modeling techniques, such as prediction, classification, segmentation, and association detection algorithms. Once models are created, IBM® SPSS® Modeler Solution Publisher enables their delivery enterprise-wide to decision makers or to a database.
About IBM Business Analytics
IBM Business Analytics software delivers complete, consistent and accurate information that decision-makers trust to improve business performance. A comprehensive portfolio of business intelligence, predictive analytics, financial performance and strategy management, and analytic applications provides clear, immediate and actionable insights into current performance and the ability to predict future outcomes. Combined with rich industry solutions, proven practices and professional services, organizations of every size can drive the highest productivity, confidently automate decisions and deliver better results. As part of this portfolio, IBM SPSS Predictive Analytics software helps organizations predict future events and proactively act upon that insight to drive better business outcomes. Commercial, government and academic customers worldwide rely on IBM SPSS technology as a competitive advantage in attracting, retaining and growing customers, while reducing fraud and mitigating risk. By incorporating IBM SPSS software into their daily operations, organizations become predictive enterprises – able to direct and automate decisions to meet business goals and achieve measurable competitive advantage. For further information or to reach a representative visit http://www.ibm.com/spss.

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Articles

Buy–sell agreement

A buy–sell agreement, also known as a buyout agreement, is a legally binding agreement between co-owners of a business that governs the situation if a co-owner dies or is otherwise forced to leave the business, or chooses to leave the business.
It may be thought of as a sort of premarital agreement between business partners/shareholders or is sometimes called a "business will". An insured buy–sell agreement (triggered buyout is funded with life insurance on the participating owners' lives) is often recommended by business-succession specialists and financial planners to ensure that the buy–sell arrangement is well-funded and to guarantee that there will be money when the buy–sell event is triggered.

Eugeniusz Ruśkowski, Janusz Stankiewicz, Marcin Tyniewicki, 2013

Financial debt management In addition to the purchase / sale of Treasury bills in the money market shall be conditional transactions. the issuer – these are transactions in repurchase agreement-called-repo and SBB (sell-buyback) when it comes to sales. Conditional transactions Reverse repo is the opposite (Buy sell back) or buy a resale condition.15 The conditional contracts are given two prices for.

In any secured loan transaction, the agreement itself is to be approached with the utmost care, taking into account the. the latter has the right to demand immediate repayment, or declare the buy-sell agreement null and void, within three.

The long-term dollar credit Title IV pact, the first signed with Jordan, provides $1, 497,000 for purchase of 800,000. The Soviets earlier had signed an agreement to buy more than $300 million in equipment for an auto plant from Fiat of Italy.

United States. Congress. House. Committee on Appropriations. Subcommittee on VA, HUD, and Independent Agencies, 1990

In 1978, Equitable signed a loan purchase agreement for SI million In ten-year notes at a below market rate of 8.S percent and later agreed to buy an additional $2 million worth of notes. In 1987 Equitable committed to purchase an additional.

You will probably remember that a trade agreement was concluded between the USSR and the USA in 1937 and that this agreement laid a good basis. Whatever you do not want to buy, don't buy, whatever you do not warn" to sell, don't sell.

Also those 60second in us binary signals and trade us binary Service products – zen secrets to tr.

Buying and Selling a Business able Software Download Buying and Selling a Business able Software If you're thinking about buying or selling a business, Books & Software; New Arrivals; Bestsellers; Legal Updates; Lawyer Directory. Lawyers: Advertise on Nolo; IBM Midmarket Software Buying And Selling Guide. The IBM® Midmarket Software Buying and Selling Guide is tailored…

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PPT - IBM Channel Enablement Speed Sheet – GB Midmarket PowerPoint Presentation

IBM Channel Enablement Speed Sheet – GB Midmarket PowerPoint PPT Presentation Download Presentation

IBM Channel Enablement Speed Sheet – GB Midmarket

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IBM Channel Enablement Speed Sheet – GB Midmarket

Sales Executive: Gary Isaacs

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IBM Redbooks

IBM Midmarket Software Buying and Selling Guide Abstract

The IBM® Midmarket Software Buying and Selling Guide is tailored specifically to help the management and IT staff of small and midsized businesses evaluate how the IBM midmarket portfolio can provide simple and cost-effective solutions to common business problems.

Along with a midmarket customer focus, this IBM Redpaper™ publication is designed to help IBM teams and Business Partners be more effective in serving small and midsized businesses. We illustrate how IBM software for the midmarket can help businesses use the Web to reduce expenses, improve customer service, and expand into new markets. We cover the IBM software offering for the midmarket, which includes what the software does, the platforms it runs on, where to find more information, and how it can help your business become more profitable:

- IBM Business Partners often keep a printed copy of this guide in their briefcases for software references
- Customers can view this guide online and look up software-value messages and IBM product family offering comparisons
- IBM Sales Representatives can print parts of this guide as “leave-behinds” for customers, to give them extra collateral on midmarket software of interest

To make sure that you have the latest version of this guide, download it from this web address:
http://www.redbooks.ibm.com/abstracts/redp3975.html?Open

Table of contents

Chapter 1. Introduction to this guide
Chapter 2. IBM WebSphere
Chapter 3. IBM Lotus
Chapter 4. IBM Information Management
Chapter 5. IBM Tivoli
Chapter 6. IBM Rational
Appendix A. Additional product information
Appendix B. Technical and sales resources

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IBM Midmarket: Pictures, Videos, Breaking News

Entrepreneurship in Africa is on the rise.

In Ghana, tech startup Dropifi is helping companies manage and respond better to inquiries from existing and potential clients. In Nigeria, Bloovue. an ad network, is connecting companies with their customers no matter where they are. In South Africa, Motribe is enabling users, brands, agencies, and publishers to build and manage their own mobile social communities.

In South Africa, where I regularly meet with clients and partners, small and midsize businesses provide an estimated 11.6 million jobs. The government there has recognized the role smaller companies play in job creation by assisting startups through its SEDA (Small Enterprise Development Agency) Technology program. Since its inception in 2006, SEDA has aided 80 percent of startups in its program survive their first two years, the most difficult in establishing a foothold.

Smoothing the entrepreneurial path is the prolific growth of wireless technologies and social media. In South Africa, there were 1.1 million Twitter users in mid-2011 - a twentyfold surge in little more than a year, according to social media monitoring firm Fuseware. In examining 2012 social media trends, Bizcommunity.com (South Africa) sees Twitter reaching a tipping point there this year, thanks in part to the boom in smartphones.

Savvy African small and midsize businesses are taking advantage of the worldwide social media explosion to drive growth. Using social media is easy, direct, personal, and affordable. Also constant interaction with their customers helps companies build trust over the long term and elicit feedback to further strengthen their brands.

This need to elicit and respond to feedback leads to another 2012 trend that Bizcommunity predicts for South Africa: companies learning how to adapt to social business and develop networking skills to get closer to clients and customers.

The African Development Bank believes the Gross Domestic Product (GDP) in Africa could grow by 900 percent to $15 trillion by 2060. But this economic resurgence cannot continue without both budding entrepreneurs and seasoned veterans investing in skills, technology, and infrastructure. For example, many African midsize companies are consuming IT as a service, from managed service providers. Software-as-a-service technologies and cloud computing will enable African businesses to replace older technologies, cut IT costs, and boost productivity.

The key hurdles that companies in many parts of the vast and largely undeveloped continent must overcome, however, are bandwidth reliability and Internet connectivity. Many companies are extending their commitment to Africa by putting the right resources on the ground and engaging with local business ecosystems to help startups -- as well as the many small and midsize businesses expanding into Africa -- make smarter business decisions. For example, Bharti Airtel is providing affordable mobile services across multiple sub-Saharan countries, connecting more than 400,000 villages.

"All across Africa, people are discovering that there's an economy to be built," says Nitin Nohria, dean of Harvard Business School. "If business leaders jump in, there's a glorious future for Africa."

To learn more on midsize businesses, click here.

Brand loyalty begins in our formative years. Think breakfast cereals, soft drinks, TV programming, movie franchises, music and clothing brands.

But in this era of short attention spans and exposure to myriad opinions from new social media sources, brand loyalty has become harder to sustain.

Before making a purchasing decision, customers today ask for unsolicited advice from their friends on Facebook, evaluate Tweets sent out on a particular product or service, and assess consumer blogs. This growing viral phenomenon of consumer feedback on social channels can build or break brands. The advent of social media has forever changed the meaning of a customer relationship, giving customers more influence and control over brands.

Clearly, the balance of power has shifted from organizations to customers, and chief marketing officers realize they need to change their marketing approaches and adopt new tools and skills to build or maintain brand loyalty.

This is even harder for marketing leaders of small and midsize businesses who are responsible for driving growth and efficiency, but often have limited funds to do so. IBM research shows that when confronted with the shift toward digital technologies and social media, midmarket marketing leaders believe that enhancing customer loyalty is their top priority, and they need to find new solutions.

At the same time they also have a great opportunity, since small businesses can become global brands instantly through social channels. They have to apply the right technologies to take advantage of these trends.

Savvy marketers will create corporate cultures that gain insight from social media and incorporate it into their strategies. Understanding and learning from customers' behavior by listening to them will help businesses turn insight into action. The key is predicting what consumers will want and then adapting marketing strategies to give them the right product when and where they want it and at a price they're willing to pay. And it doesn't stop there. Flawless customer service is key to building brand loyalty.

It's called smarter commerce, and it's a strategic approach that places the customer at the center of your business operations.

If midmarket marketing leaders are going to provide value to today's empowered customers, they need to embrace social business and advanced technologies such as analytics to understand and mine information on how individual customers are behaving and reacting to their brands.

Midsize retailer Lee Jeans is using analytics technology to quickly see who's visiting its Web site, which products they're interested in, and which ones they're buying. This allows the company to plan more effective campaigns. And with merchandising information such as sales and inventory margins at their fingertips, company execs can make faster decisions and then implement those decisions with a few key strokes. Actions that used to take a couple of days to accomplish are now taking a couple of hours.

Similarly, fashion house Elie Tahari is using real-time analytics to identify customer buying trends, increase customer loyalty, respond to demand, improve decision making and raise revenues. Elie Tahari's director of business applications says, "We needed a system that would quickly analyze information about what's happening on the selling floor and then share it with the right people while eliminating departmental silos." One of his business managers told him that after the analytics system went online, she was able to change her buying patterns for their retail stores to match what was selling on the floor.

The lesson for small and midsize chief marketing officers? Customer loyalty is no longer a given. Unless you can act quickly on what your customers are telling you and deliver direct value to them, you cannot grow your brand or business.

It used to be that only people fortunate enough to have ties to the wealthy or socially prominent were "well-connected."

Today, we're all well-connected, thanks to popular social media and delivery methods such as cloud and mobile computing. We can collaborate with anyone anywhere at any time.

Businesses, too, are better connected. Once viewed as a fad for students and teens, social networking has become an important way for businesses of any size to link employees, partners, and clients -- and even go global Through blogs, videos, online forums, Tweets, and Facebook likes, customers from India to Indianapolis are telling retailers what they want and how they want it. And, based on this instant feedback, companies of all sizes can target the right products and services to the right customers and avoid costly design errors.

A social framework is particularly important to small businesses. It can help them deepen customer relationships, generate new ideas faster, and enable a more effective workforce. In short, a social business embraces networks of people to create true business value and helps to level the playing field between them and larger organizations.

Concurrently, the burgeoning mobile workforce is expected to reach more than 1.19 billion by 2013; nearly 1 trillion Internet-connected devices will be in the market by 2012, generating 20 times more mobile data by 2015. Combining the explosion of mobile devices with new cloud delivery models and social networking's profound effect on society, we now have a perfect storm of industry trends -- the ideal time to move social networking from the hands of teens to businesses and for smaller businesses to gain a huge competitive advantage.

According to IBM's 2011 CIO Study. 55 percent of CIOs from smaller and midsize businesses plan to invest in collaboration and social networking to increase competitiveness over the next few years. In addition, 77 percent of these same CIOs are looking to change their internal collaboration processes over the next three to five years. Market research firm IDC estimates the market opportunity for social business software will grow by a factor of 2 billion by 2014.

Among small and midsize businesses, healthier budgets and stronger outlooks have helped companies shift their strategic mindsets from how to cut costs to how to connect with customers and how to innovate. Eighty-three percent of midmarket CIOs surveyed identified analytics as their top priority investment area, while there was a 50 percent increase in the number of midsize organizations that plan to invest in cloud computing, as compared with IBM's 2009 CIO Study.

Becoming social businesses is inevitable if companies want to become more innovative, efficient, and resilient. Organizations that take advantage of a social business culture have the potential to transform themselves and become leaders in their industries. Shouldn't your company be well-connected?

Business owners are a hardy lot. It takes guts to get any business off the ground. And if you're still in business after the economic turbulence we've been experiencing the last few years, you're obviously made of strong stuff.

But even the toughest entrepreneurs can't do it alone. Corporate America has long offered a variety of programs and products designed to help entrepreneurs and small business owners. Some are substantive, others not so much. But in the last few weeks, I've talked to four corporate marketers who I believe are offering truly helpful programs or other assistance for business owners.

eBay Reaches Out to Brick-and-Mortar Businesses

Here's a startling statistic: As much buzz as there is about e-commerce, only 6 percent of retail sales occur online. In a step to enter the brick-and-mortar marketplace, last December eBay bought local shopping site Milo.com. and is now busy integrating Milo's technology into eBay.

David Ramadge, who heads local business development for eBay, came with the Milo purchase. He explains that currently, retailers using the top three point-of-sale (POS) systems (QuickBooks POS , Microsoft Dynamics RMS. and Retail Pro ) can sign up for free at MiloFetch.com. The system then (in minutes) scans your inventory and creates a free Milo.com listing, allowing local customers to see what you've got in stock and how to get to your store. Within the next few months, he adds, Milo will enable local retailers to reach eBay's millions of customers.

The goal is to help local retailers raise their local profiles, and enable them to use online technology to increase offline sales. The system, says Ramadge, is "simple, silent, and seamless." (See more coverage of eBay on AllBusiness.com .)

IBM Offers $1 Billion in Financing

We all know technology drives productivity. But the economy has kept many of us from investing in new hardware and/or software, even though our businesses really need the boost new technology brings. To help, IBM just committed $1 billion in financing to "credit-qualified" small and midsize businesses over the next 18 months (See IBM Unveils $1B Small-Biz Technology Financing Program .)

Andy Monshaw, the general manager of IBM Midmarket Business, says IBM Business Partners. the resellers who actually work with small and midsize companies, told him that the tight credit market kept getting in the way of businesses investing in these new technologies.

So the tech giant ponied up a billion dollars and introduced a new set of software systems and services to help their customers invest in three crucial technologies: analytics , cloud computing. and security .

Intuit "Loves" Local Businesses

It's all too easy for corporate giants to lose touch with their customers. Ed Matlack, who's the social media and advocacy leader for small business at Intuit. says it's "hard to hear every voice out there." But Intuit's founder Scott Cook hasn't lost sight of the questions he started the company with: "How do we hear [small business owners]? How do we continue to innovate?"

One answer was to help local businesses promote themselves in their own communities, so Intuit launched a "Love a Local Business " campaign. Every month Intuit gives away $25,000 to a deserving local business; this month two businesses in two different cities will get an even bigger prize: $50,000. The community votes for the winners, a process that Matlack says helps local businesses raise their awareness on the local level.

Matlack is a former entrepreneur himself, so he understands the value of community, especially for small business owners who can feel isolated. I caught up with Matlack at the America's Small Business Development Center (ASBDC) Conference last week, where he was busy signing people up to join the Intuit Small Business Inner Circle. The idea behind the inner circle is to get input from small business advocates and evangelists about how Intuit can better serve its small business customers. And, yes, he talked me into joining. (See more from AllBusiness.com bloggers on Intuit .)

RatePoint Worries About Your Reputation

We all know consumers increasingly rely on social ratings and review sites before they consider doing business with any company -- including yours. So in addition to running your business, you now have to worry about your online reputation, and frankly who has the time?

You have to make time, says Keith Cooper, president and CEO of RatePoint (and a serial entrepreneur). "The only thing a business has is its reputation," Cooper says.

The importance of these new channels is staggering, considering none of them really existed a decade ago. According to Cooper:

  • 76 percent of consumers read online reviews before trying a business.
  • Almost as many people (68 percent) rely on online reviews as recommendations from friends (77 percent).
  • 66 percent of people are interested in recent reviews.
  • Only 14 percent of consumers would go to a business that didn't have any online reviews.

The RatePoint system scans the Web for what people are saying about your company (and your competitors). And the company recently adopted a "freemium" business model to help more business owners assess, monitor, and improve their reputations: You can sign up for a free monthly report, or pay to get more in-depth services.

These four corporations offer very different tech solutions to help you grow your business. But really, what all four are doing is giving you more time to work on what's important to you. As Intuit's Matlack puts it, "Small business owners, by their very nature, are closer to their customers." One key to maintaining those relationships is to let technology work its magic.

Follow Rieva on Twitter @Rieva and read more of her insights on SmallBizDaily.com .

Source:

www.huffingtonpost.com

IBM WebSphere Commerce Product Overview

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Books - IIUG

This is a list of books and other non-periodical publications related to Informix and General Database topics. Entries are formatted with the following information:

  • Title (and Volume or Edition number, if appropriate)
    Author(s)
    Publisher, Date, ISBN, Pages

Some authors have provided downloadable companion files containing examples, exercise answers, figures, etc. found in their works. Please note that the authors and publishers of those works have provided these files strictly as a convenience to their readers. For more information, please see this site’s Proprietary Rights Notice .

Some publishers have agreed to give IIUG members a discount on book purchases .

Books on Informix

  • IBM eBook: Big Data, Big Potential – How IBM DB2 and IBM Informix software provides a foundation to capitalize on the big potential of big data.
  • Administering Informix Dynamic Server on Windows NT
    Carlton Doe
    Prentice Hall/Informix Press. 1999, ISBN 0-13-080533-5
    Synopsis .
  • Advanced INFORMIX-4GL Programming
    Art Taylor
    Prentice Hall/Informix Press ,1994, ISBN 0-13-301318-9
  • Informix Handbook
    Ron M. Flannery
    Release date Q4 1999 Prentice Hall/Informix Press. 0-13-012247-5
    A comprehensive reference to Informix products.
    See its Web site for complete details .
  • An Informix-4GL Tutorial
    Paul Mahler
    Prentice Hall. 1990, ISBN 0-13-464173-6
    No longer in print.
  • Building Applications Using a 4GL – Second Edition
    Mark G. Sobell
    Sobell Associates, 1986, ISBN 0-937613-00-2
  • Building Datablades for Informix Universal Server
    Michael Keeler, Joseph Godfrey
    Release date December 1998 Prentice Hall/Informix Press. 1999, ISBN 0-13-776956-3
  • Data Processing in UNIX
    R. S. Tare
    McGraw Hill. ISBN 0-07-062885-8
  • Data Warehousing with Informix: Best Practices Angela Sanchez, editor
    Prentice Hall. 1998, ISBN 0-13-079622-0
    Synopsis .
  • Evolution of the High Performance Database
    Informix Software, et. al.
    Prentice Hall. 1997, ISBN 0-13-594730-8
  • Informix Basics
    Glenn Miller
    Prentice Hall/Informix Press. 1998, ISBN 0-13-080799-0, 672pp
    Synopsis .
  • INFORMIX: Client/Server Application Development
    Paul R. Allen, Joseph J. Bambara, Richard J. Bambara
    McGraw-Hill. 1997, ISBN 0-07-913056-9, 576pp
  • Informix Database Administrator’s Survival Guide
    Joe Lumbley
    Prentice Hall/Informix Press. 1994, ISBN 0-13-124314-4, 320pp
    Synopsis.
  • Informix Dynamic Server with Universal Data Option: Best Practices
    Angela Sanchez, editor.
    Prentice Hall. 1999, ISBN 0-13-911074-7
    Synopsis .
  • INFORMIX-OnLine Dynamic Server Handbook
    Carlton Doe
    Prentice Hall/Informix Press. 1997, ISBN 0-13-605296-7, 496pp The author’s own page .
  • INFORMIX Performance Tuning – Second Edition
    Elizabeth Suto
    Prentice Hall/Informix Press. 1997, ISBN 0-13-239237-2 400pp
    Synopsis.
  • Informix: Power Reference
    Art Taylor
    Prentice Hall/Informix Press. 1998, ISBN 0-13-080906-3, 512pp
    Synopsis .
  • Informix-SQL, A Tutorial and Reference
    Tony Lacy-Thompson
    Prentice Hall. ISBN 0-13-465121-9, UKP 19.95, US$ 28.80
  • Informix Stored Procedure Programming
    Michael L. Gonzales
    Prentice Hall. 1995, ISBN 0-13-206723-4, 176pp
    Synopsis .
  • Informix Unleashed
    John McNally et al
    Sams Publishing, 1997, ISBN 0-672-30650-6, 1140pp
  • Optimizing Informix Applications
    Robert D. Schneider
    Prentice Hall. 1995, ISBN 0-13-149238-1, 176pp
    Synopsis.
  • Programming INFORMIX SQL/4GL: A Step-by-Step Approach. Second Edition
    Cathy Kipp
    Prentice Hall/Informix Press. 1998, IBSM 0-13-675919-X, 512pp
    Synopsis
  • Using Informix-SQL – Second Edition
    Jonathan Leffler
    Addison-Wesley. 1991, ISBN 0-201-56509-9, +1 800 447 2226
  • WingZ Navigator
    Informix Software, Inc. Part # 9833B
  • Informix Press
    General Listing of titles offered byInformix Press

General Database Books

  • A Guide to the SQL Standard, Third Edition
    C.J. Date
    Addison-Wesley. ISBN 0-201-50209-7
  • A Visual Introduction to SQL
    J. Harvey Trimble, Jr.
    David Chappell, ISBN 0-471-61684-21
  • Concurrency Control & Recovery in Database Systems
    P. A. Bernstein, V. Hadzilacos & N. Goodman
    Addison-Wesley. ISBN 0-201-10715-5
  • Database, A Primer
    C. J. Date
    Addison-Wesley
  • Fundamentals of Data Normalization
    Alan F. Dutka & Howard H. Hanson
    Addison-Wesley
  • Handbook of Relational Database Design
    Candace C. Fleming & Barbara von Halle
    Addison-Wesley. 1989, ISBN 0-201-11434-8, 605pp
  • Introduction to Database Systems, Volume I
    C. J. Date
    Addison-Wesley. ISBN 0-201-14201-5
  • Introduction to Database Systems, Volume II
    C. J. Date
    Addison-Wesley
  • Object-Relational DBMSs: The Next Great Wave
    Michael Stonebraker, with Dorothy Moore
    Moran Kaufmann Publishers. 1996, ISBN 1-55860-397-2, 216pp
    Synopsis .
  • Object-Relational DBMSs, Second Edition
    Michael Stonebraker and Paul Brown, with Dorothy Moore
    Moran Kaufmann Publishers. 1998, ISBN 1-55860-452-9, 320pp
    Synopsis .
  • Relational Database: Selected Writings
    C. J. Date
    Addison-Wesley
  • Relational Database Writings 1985-1989
    C. J. Date
    Addison-Wesley. ISBN 0-201-50881-8
  • SQL – The Standard Handbook
    Stephen Cannan & Gerard Otten
    McGraw-Hill. ISBN 0-07-707664-8
  • Using SQL
    James R. Groff & Paul N. Weinberg
    Osborne McGraw-Hill
  • Query Acceleration for Business Using IBM Informix Warehouse Accelerator Redbooks, published 6 November 2013
  • Boosting Query Performance with Informix Warehouse Accelerator Solution Guide, published 17 October 2013
  • IBM Informix Developer’s Handbook Redbooks, published 4 October 2010, last updated 17 January 2011
  • Migrating from Microsoft SQL Server to IBM Informix Redbooks, published 22 July 2010
  • Solving Business Problems with Informix TimeSeries Redbooks, published 21 September 2012
  • Embedding IBM Informix Redbooks, published 17 February 2011
  • Data Warehousing with the Informix Dynamic Server Redbooks, published 10 December 2009
  • IBM Informix: Integration Through Data Federation Redbooks, published 8 September 2003
  • Data Federation: Using Date Columns for a Union Operation Web Doc, published 23 July 2003, last updated 5 September 2003
  • IBM Informix Flexible Grid: Extending Data Availability Redbooks, published 23 June 2011, last updated 18 December 2012
  • Using Informix Dynamic Server with WebSphere Redbooks, published 27 June 2003
  • Informix Dynamic Server V10. Extended Functionality for Modern Business Redbooks, published 18 December 2006
  • Transitioning: Informix 4GL to Enterprise Generation Language (EGL) Redbooks, published 22 July 2005, last updated 3 August 2005
  • Database Strategies: Using Informix XPS and DB2 Universal Database Redbooks, published 26 July 2005, last updated 27 July 2005
  • Security and Compliance Solutions for IBM Informix Dynamic Server Redbooks, published 7 March 2008
  • Informix Dynamic Server V10: Superior Data Replication for Availability and Distribution Redbooks, published 20 April 2007
  • Customizing the Informix Dynamic Server for Your Environment Redbooks, published 11 June 2008, last updated 6 January 2011
  • Informix Dynamic Server 11: Advanced Functionality for Modern Business Redbooks, published 4 September 2007, last updated 9 October 2007
  • Data Federation: Federated Inserts with Informix Web Doc, published 23 July 2003, last updated 7 August 2003
  • Migrating from Oracle. to IBM Informix Dynamic Server on Linux, Unix, and Windows Redbooks, published 2 July 2009, last updated 6 July 2009
  • Database Performance Tuning on AIX Redbooks, published 20 January 2003
  • A Practical Guide to DB2 UDB Data Replication V8 Redbooks, published 27 December 2002, last updated 22 July 2003
  • Informix Dynamic Server 11: Extending Availability and Replication Redbooks, published 24 June 2008
  • Data Federation: Use of Current Schema with DB2 Interactive Explain Web Doc, published 23 July 2003
  • Using Synonyms with Informix XPS and DB2 UDB Web Doc, published 12 January 2005
  • Installing Informix Dynamic Server V9.4 and WebSphere V5 on Red Hat Linux V8.0 Web Doc, published 27 June 2003, last updated 6 November 2003
  • Using Serial Data Type with Informix Dynamic Server and WebSphere Web Doc, published 27 June 2003
  • Developing PHP Applications for IBM Data Servers Redbooks, published 19 May 2006, last updated 18 July 2007
  • Installing Informix Dynamic Server on SuSE Linux 8.0 Web Doc, published 30 June 2003
  • Alternative Java UDR Deployment Method in Informix Dynamic Server Web Doc, published 27 June 2003
  • Powering SOA with IBM Data Servers Redbooks, published 12 December 2006
  • Performance Tuning When Using Informix Dynamic Server With WebSphere Web Doc, published 30 June 2003
  • An Install Error with Informix Dynamic Server and WebSphere on Linux Web Doc, published 27 June 2003
  • Using ADSM to Back Up Databases Redbooks, published 5 August 1998
  • Isolation Levels with Informix XPS and DB2 UDB Web Doc, published 12 January 2005
  • Finding the Informix Dynamic Server Port Number on Linux Web Doc, published 27 June 2003, last updated 29 December 2006
  • What’s New with Lotus Enterprise Integrator 6.5 for iSeries? Web Doc, published 2 September 2003
  • Dimension Columns in MultiDimensional Clustering (MDC) tables Web Doc, published 12 January 2005
  • Creating AIX Resource Sets for DB2 Partitioning Web Doc, published 12 January 2005
  • Getting Started on Integrating Your Information Redbooks, published 11 February 2003
  • WebSphere Application Server V7: Accessing Databases from WebSphere Redpapers, published 26 March 2010
  • Express Runtime V2.1.1 Redbooks, published 18 April 2006
  • Data Federation with IBM DB2 Information Integrator V8.1 Redbooks, published 16 October 2003
  • Statistical Sampling with Informix XPS and DB2 UDB Web Doc, published 12 January 2005
  • Selling IBM’s Innovative Solutions Redbooks, published 26 January 2007, last updated 9 March 2007
  • Data Federation: Using views versus synonyms Web Doc, published 28 July 2003
  • IBM Midmarket Software Buying and Selling Guide Redpapers, published 12 July 2010
  • My Mother Thinks I’m a DBA! Cross-Platform, Multi-Vendor, Distributed Relational Data Replication with IBM DB2 DataPropagator and IBM DataJoiner Made Easy! Redbooks, published 6 July 1999
  • IBM WebSphere Message Broker and Microsoft .NET in Midmarket Solutions Solution Guide, published 18 October 2012, last updated 8 November 2012
  • Higher Performance and Lower Cost Solutions with IBM InfoSphere Warehouse V10 Solution Guide, published 8 November 2012
  • From Development to Production with the IBM WebSphere Application Server Liberty Profile Solution Guide, published 10 June 2013
  • Data Integration in the Big Data World Using IBM InfoSphere Information Server Solution Guide, published 29 March 2015
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Source:

www.iiug.org

IBM Midmarket

IBM Midmarket

IBM Mid Market supports a large partner network of several thousand providers that deliver systems and solutions to their clients and utilise IBM technology and expertise as part of the solution offering. The most difficult part of the sales process for partners is educating their prospective clients in subjects that are inherently complex in nature so the prospect can get to the buying stage easily.

Based on the success of our own learning video platform, GuruOnline.tv, Logicc was approached and subsequently commissioned by IBM to create a bespoke video portal that would deliver ‘bite-size chunks’ of information presented by various members of the partner network to develop new contacts that could then be carefully nurtured and education by careful follow up activities.

Mid-market decision makers are notoriously difficult to get to, on top of this the high-technology solutions of IBM and its partners give an even large challenge in terms of custom engagement. IBM have a tried & tested ‘nurturing’ program that develops new prospects in a controlled and measured fashion but as with all sales operations the challenge is getting the new contacts to become part of that process.

Our digital marketing division worked closely for 3 years with IBM’s Midmarket team and its partner network to film and publish over 4000 video clips in a very simple Q&A format which was then heavily promoted via social, search and traditional marketing channels to deliver not only a new stream of contacts to start IBM’s nurturing process, but also to position the participating partners as ‘thought leaders’ in their particular area of expertise The solution was to create an IT Channel on the GuruOnline.tv brand to position IBM and its partners in a high profile, 3rd-party endorsed light that ensured viewers were exposed to small chunks of knowledge very quickly and easily. This resulted in large scale exposure for IBM partners (and internal IBM experts), many whitepaper downloads and hundreds of thousands of views of the partners’ video content.

The solution included many threads including

  • Standalone IT Channel on our GuruOnline platform – customised design, content and reporting systems were created to service IBM & its partners requirements
  • Video Archive – 4000+ videos were produced on a wide range of high-technology subjects
  • Digital Marketing – advanced digital marketing solutions across email, web, social media, search engines and traditional channels
  • Development
  • Video Production & Streaming
  • Digital Marketing
  • Support
  • Microsoft ASP.net
  • Cloud Hosting
  • Video Streaming / CDN
  • Document Management Systems

The IT Channel content was sold to IBM in 2011, it is still in widespread use across the world today.

Source:

www.logicc.co.uk

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