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A2030-283 exam Dumps Source : Accessment: Foundations of IBM Cloud Computing Architecture V3

Test Code : A2030-283
Test name : Accessment: Foundations of IBM Cloud Computing Architecture V3
Vendor name : IBM
: 94 actual Questions

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IBM Accessment: Foundations of IBM

Cloudy climate forward for IBM and pink Hat? | killexams.com actual Questions and Pass4sure dumps

the realm is buzzing concerning the application industry’s greatest acquisition ever. This “video game changing” IBM acquisition of purple Hat for $34 billion eclipses Microsoft’s $26.2 billion of LinkedIn, which set the previous record. And it’s the third greatest tech acquisition in tradition in the back of Dell purchasing EMC for $sixty four billion in 2015 and Avago’s buyout of Broadcom for $37 billion the equal 12 months.

Wall street certainly receives worried when it sees these lofty fee tags. IBM’s inventory was down four.2 p.c following the announcement, and there are doubtless more concerns over a broader IBM selloff around how a considerable deal IBM is buying pink Hat.

This units the stage for large expectations on IBM to leverage this asset as a censorious turning factor in its background. when you reckon that IBM’s Watson AI poster newborn has didn't create sustainable growth, may this live their most beneficial opportunity to prerogative the ship once and for all? Or is this mega merger a sophisticated combat of cultures and products as a course to deserve it difficult to realize the entire capabilities?

big Blue’s been in massive main issue

When the chips are down, it’s time to head complete in. huge Blue certainly greatly surprised the technology world when it introduced it will attain its largest deal ever and buy red Hat for a massive 11x top rate. The reality is that red Hat changed into no longer necessarily seeking to live obtained, so overpaying was the simplest viable alternative. And if IBM didn’t pay, Google, Amazon, VMWare and even Alibaba would have.

determined times exact desperate measures. IBM has been struggling to exhibit boom in newfangled markets for reasonably some time. before 2018, it had 22 straight quarters of income decline. And it has misplaced over $28 billion in profits over the last six years. Its revenue on the conclusion if 2017 become $seventy nine.14 billion, the lowest in 20 years and the more solemn annual number on the grounds that 1997, when IBM revenues believe been $seventy eight.fifty one billion, aside from inflation.

In early 2018, IBM become able to bear three consecutive quarters of profits increase, however that became exceptionally because of the introduction of a brand newfangled line of IBM Z mainframe computer systems.

IBM has been a company in decline for many years. It’s challenging to sustain a enterprise with shrinking sales.

Too historical to develop?

IBM is more than 100 years primitive and positively suffers from comparisons to younger and nimbler agencies comparable to Amazon, Google, fb, and Apple which believe posted record boom in coincident times. Amazon’s fresh gains believe surpassed $2 billion, as an instance.

if you distinction IBM to Microsoft, a different primitive world application enterprise, it’s startling to stare the change in how Microsoft has been capable of reposition itself as augment enterprise in response to the cloud.

In 1990, when Microsoft release home windows 3.0, IBM had revenues of $sixty nine billion (best $10 billion diffident of what it has today), whereas Microsoft had round $800 million. Microsoft surpassed IBM in revenue in 2015 and crossed the $a hundred billion annual salary note in 2018.

during the last a few years, as IBM’s income shrank, Microsoft invested in its “industrial cloud” industry that encompasses Azure, office 365, and Dynamics 365, bringing in over $23 billion in newfangled revenues. Microsoft has recently been firing on complete cylinders whereas IBM skilled growth stalls.

slow to gather to the cloud

IBM’s success within the hardware enterprise, particularly it’s Z-collection mainframes, forced it to present protection to its turf and distracted it from seeing the long Run touch of cloud. AWS started providing public cloud services again in 2006. As late as 2011, IBM become barely citing the note “cloud” in its annual stories or earnings calls. The industry at last realized in 2013 that cloud computing became the future and made a hail-Mary purchase of SoftLayer to bridge the gap, paying $2 billion and then investing an further $1 billion to integrate the platform.

It’s challenging to establish significant market partake in the event you’re late to the party. Softlayer’s worldwide market partake is still fifth behind AWS, Microsoft, Google, and even more energizing newcomer Alibaba, which exceeded IBM’s cloud revenues in June of 2018.

IBM made a yoke of different cloud-related acquisitions, together with Gravitant (a cloud brokerage and management software), Bluebox (a private cloud as a carrier platform in keeping with OpenStack), Sanovi (a hybrid cloud healing and migration application), Lighthouse and CrossIdeas (both cloud protection systems), and CSL exotic (a cloud virtualization platform).

despite these acquisitions within the cloud market, IBM has did not in fact monetize those products and profit market partake within the cloud.

The company has didn't capitalize on innovations earlier than: Watson AI become on the suitable of its video game when it debuted on Jeopardy in 2011 to beat human contestants however rapidly fell behind Amazon, Google, and Microsoft.

Will purple Hat live the savior?

purple Hat is the realm’s largest company of open-supply industry application solutions. red Hat’s bread and butter Linux enterprise continues to deliver boom specifically as it powers many coincident AI and analytics workloads. Its model has advanced from basically on-premise to a suit subscription company used on public cloud systems corresponding to Amazon net features (AWS), Microsoft Azure, and Google Cloud Platform (GCP).

purple Hat has furthermore improved into open middleware options comparable to OpenStack, a cloud infrastructure platform, and OpenShift, a platform for managing utility containers. OpenShift has lengthy been a smartly-kept secret as Cloud endemic Computing foundation (CNCF) has grabbed many of the headlines with its Kubernetes container orchestration platform. IBM has a casual to leverage its marketing and global compass to inspire mainframe and legacy consumers to undertake OpenShift. These platforms were totally leveraged in deepest and hybrid cloud deployments, specially in industries relish telecommunications.

There isn't any doubt that red Hat gives IBM a an rank lot extra credible cloud story. but the question really is, is it too late?

The acquisition is actually first rate information for organizations trying to shift classic container-based mostly purposes and digital machines to the cloud. despite the fact, Amazon has already captured a major a portion of that market.

while the acquisition of pink Hat offers IBM a strong set in the hybrid-cloud market, which can live generic for firms that aren't taking the time to decommission or re-architect legacy applications, the quick-growing to live public cloud market could live the battleground of the future.

Will the integration gather messy?

IBM has had a spotty listing when it involves integrating and capitalizing on giant acquisitions.

while nearly complete of IBM’s M&A has been within the area of utility, income within the segment has been disappointing. possibly what's regarding is that adjusting for acquisitions, IBM’s utility enterprise continues to decline — frequently as a result of the indisputable fact that these colossal acquisitions believe become portion of the IBM textile and company as typical.

Can IBM integrate some thing as massive as crimson Hat without interfering with its core value proposition? Many concern that immense Blue will try and “blue wash” their platform of alternative.

And there’s the query of whether these two distinctive corporate cultures can Come together – IBM, a gradual boom enterprise not making plenty growth in the cloud area, and crimson Hat, an creative, open source company it really is structure foundational components for working within the cloud.

We’ve seen tradition clashes derail many other extravagant profile mergers corresponding to HP/Compaq, HP/Autonomy, Microsoft/Nokia, AOL/Time Warner, sprint/Nextel and Alcatel/Lucent. IBM will should include the open source group and strategy.

The joint enterprise will countenance vital platform choices on the cloud entrance. IBM has a public cloud that competes with AWS and Microsoft. however developers expend crimson Hat’s Linux on many public clouds. whereas that multi-cloud approach will aid IBM bring in earnings across the universal public clouds, it will create combat with its personal Softlayer cloud offering. IBM has struggled to manage this type of channel and product combat successfully during the past.

and then there is the future of IBM’s personal AIX operating device vs. Linux — not to mention the SCO-IBM Unix lawsuit nonetheless lingering within the courts.

also to note are the lesser common pink Hat storage items relish purple Hat Ceph (an demur file storage) and purple Hat Gluster (a NAS product). As pink Hat integrates into IBM’s hybrid cloud neighborhood, these storage items might live separated from IBM, which could create confusion and battle.

So while IBM certainly faces loads of probability with the acquisition, there is no assure this massive guess will pay off. IBM essential a bold movement. however in the brief term, we're not likely to peer any unexpected stream of IBM’s set in the public cloud area. complete eyes could live on its capacity to catapult into the hybrid cloud market. For that, the enterprise will should deserve inescapable it doesn’t gather in its personal method.

Frank Palermo is the govt vp at Virtusa’s global Digital enterprise, the set he is answerable for technology practices in UX, mobility, social, cloud, analytics, immense information, and IoT.


How IBM and purple Hat Will touch Your Cloud routine | killexams.com actual Questions and Pass4sure dumps

Barring a heavy-exceeded routine to the fresh acquisition, IBM and pink Hat can attain some astonishing issues out there.

IBM is a protracted routine from making actual machines. That portion of the industry went with Lenovo a few years in the past. So, what has been their focal point ever when you reckon that? application and functions. And, among these utility pieces and services has been the cloud.

unless nowadays, you may furthermore believe heard tiny about IBM’s cloud presence. despite the fact i can guarantee you it’s there, it was actually struggling to compete with the likes of AWS, Azure, and even GCP. Now, with predictions relish those from Gartner stating that by 2020, 90% of corporations will adopt hybrid infrastructure administration capabilities and that the market in widespread may well live charge $240 billion or more – this changed into as edifying a time as any to really grasp a dive into the cloud management and birth ecosystem.

Image: Shutterstock

photo: Shutterstock

And IBM basically took the plunge. basically, this turned into the largest acquisition or deal that IBM has ever gambled on complete through its 107-12 months existence. In realizing the expertise they just took under their immense Blue wings, it could truly repay.

What this potential for IBM, red Hat, and your cloud

Let’s birth with IBM. It’s been a difficult ride for this company. once well-known for constant augment and innovation, IBM has been struggling in terms of keeping up with fundamental trade players. This stagnation became newfangled and really uncomfortable for IBM’ers and fans alike. So, what to do? buy a magnificent, multinational, open-source software industry that’s been establishing some leading solutions. This includes crimson Hat commercial enterprise Linux, middleware reply JBoss, CloudForms, and the very potent cloud and container administration gadget – OpenShift.

For IBM, this capability opening the aperture into a quick-paced and becoming hybrid cloud market. Most of all, this means focused on industry purchasers and arming them with leading equipment around cloud administration. truly, using probably the most trade’s foremost container administration options (OpenShift) will supply IBM customers the kinds of tools and services to routine digital transformation efforts in addition to entire know-how modernization shifts.

The complete persuasion of "monolith to microservices" can live encompassed with the aid of this IBM+red Hat deal. know-how relish OpenShift will provide IBM a leading Kubernetes administration platform capable of providing true-world cloud-native options. This isn’t simply IBM paperware any further, with purple Hat, the ammunition is completely there. combine this with a bigger portfolio of middleware and powerful cloud-equipped (and validated) developer tools and you believe a very strong tale for hybrid cloud deployment and administration.

“With IBM’s recent movement to containerize its middleware, these days’s landmark partnership between IBM and red Hat offers purchasers with greater choice and flexibility. Their medium vision for hybrid cloud the expend of container architectures permits thousands and thousands of agencies – from banks, to airways, to executive organizations - to access main know-how from each groups without needing to deserve a choice from public and private cloud.”

- Arvind Krishna, Senior vp, IBM Hybrid Cloud

For IBM, purple Hat (and OpenShift) is a prerogative away gateway prerogative into a developer group that’s actually designing the structure for enterprise agencies and their hybrid cloud initiatives. Did IBM pay a premium for crimson Hat? You better reckon it. become it worth it? Time will tell. Coming from in the back of isn't easy, however this is a fine routine to set a turbo engine for your cloud enterprise.

For red Hat, there are pretty massive advantages, too. other than the large quantities of elements and scale capabilities, crimson Hat is entrenching itself even additional into an commercial enterprise market that’s primed and ready for the cloud. Now, assume about leveraging pink Hat equipment to believe an consequence on complete of those marvelous IBM valued clientele that believe been itching for an IBM-able hybrid cloud architecture.

“by course of extending their long-standing collaboration with IBM, we’re bringing collectively two leading commercial enterprise application structures in purple Hat OpenShift Container Platform and IBM Cloud inner most and adding the vigour of IBM’s application and cloud solutions.”

- Paul Cormier, President, products and applied sciences, purple Hat

in keeping with a coincident pink Hat remark, in the course of the acquisition, IBM and purple Hat shoppers can now:

  • Maximize their current technology investments and circulation them more without vicissitude to the hybrid cloud with IBM Cloud deepest and purple Hat OpenShift serving because the run-of-the-mill foundation;
  • build and installation containerized functions on one single, integrated container platform IBM Cloud private presenting a sole view of complete enterprise statistics;
  • permit developers to design, modernize, and set up newfangled purposes extra prerogative away whereas taking potential of IBM’s cloud-based mostly services corresponding to ersatz intelligence (AI), information superhighway of issues (IoT) and blockchain with IBM Cloud inner most on red Hat OpenShift Container Platform.
  • “becoming a member of forces with IBM,” observed purple Hat CEO Jim Whitehurst, “will supply us with a greater degree of scale, supplies and capabilities to accelerate the influence of open source because the foundation for digital transformation and convey red Hat to an even wider audience, complete whereas conserving their wonderful tradition and unwavering commitment to open supply innovation.”

    this is where I necessity to pump the brakes, simply slightly. I truly hope that IBM doesn’t proceed heavy-exceeded in making an attempt to alternate pink Hat’s market definition and culture. as a result of if it tries to thrust purple Hat to adopt a broader IBM cultural and corporate model, I don’t in fact notice it ending neatly. Plus, I’m positive there are actually additional considerations from latest pink Hat consumers: What’ll chance to RHEL? How does this believe an consequence on licensing and the tools that i use? attain I should study rivals relish Pivotal or other solutions relish Cloud Foundry? again, time will Tell how this can complete play out. My hope is for a straightforward integration, while holding purple Hat just as awesome as it is today.

    eventually, it’s crucial to understand what this will intimate to your hybrid cloud and run-of-the-mill cloud administration solution. Barring a heavy-surpassed approach to this acquisition, IBM and red Hat can attain some basically striking issues out there. this is honestly the primary time in a very long time that IBM pushed itself into the forefront of cloud, container, and hybrid cloud innovation. The pleasing half is how IBM will combine other solutions, Watson as an example, into crimson Hat items. If achieved right, there will furthermore live loads of advantages for the client, enterprises, and the cloud in familiar. I’m staying optimistic.

    invoice is an enthusiastic technologist with event in loads of industries. This contains records core, cloud, virtualization, safety, AI, mobility, aspect solutions, and plenty extra. His structure labor includes large virtualization and cloud deployments in addition to ... View replete Bio We welcome your comments on this matter matter on their sociable media channels, or [contact us directly] with questions in regards to the website.

    more Insights


    IBM Raises The Bar For Storage, again | killexams.com actual Questions and Pass4sure dumps

    The massive information within the know-how world this previous week turned into IBM enterprise’s purchase of purple Hat in a sole of the biggest application enterprise acquisitions in heritage. while that is a basis-shaking circulation for each IBM and red Hat, it's going to now not touch the everyday lives of most working IT authorities.

    IT experts hub of attention on supplying continually professional and nice carrier to their purchasers.  while the crimson Hat integration will grasp ages to yield updated product and technologies roadmaps for the newfangled combined enterprise, IBM’s coincident plethora of storage announcements is a considerable deal more crucial when pondering your IT firm’s wants.

    i relish overlaying IBM's storage announcements. The storage group, whereas sitting inside an unquestionable behemoth of a know-how business, moves with the pace and agility of a plenty smaller organization. it's an organization that has palpable power within it.

    This agility and pace has allowed the IBM storage group to bring a cadence of miraculous newfangled know-how and product bulletins. What I find charming about this team is its steadfast alignment against a compelling vision of how enterprise statistics should still live managed.

    IBM’s storage tale makes a speciality of how information is generated, managed, and consumed within an commercial enterprise. it's that understanding that generates a group of technologies that will furthermore live leveraged to convey a cohesive reply to any IT firm.

    Would you've got guessed that IBM now has the broadest portfolio of NVMe and NVMe-over-material enabled products in the trade? It surprised me. I wasn’t surprised to learn that IBM is the realm chief in tape archive options, in view that I started in this trade through changing nine-music tapes for gas money. IBM and tape are completely cemented in my mind. at the identical time, a portfolio that reaches from arguably the fastest storage arrays in creation to the lowliest tape pressure is reasonably a span.

    All about software

    IBM has always been about providing cohesive software-first options to IT, which it closely couples with well-engineered hardware. This has been actual because IBM delivered its first mainframe seventy years in the past, carrying on with these days with its broad latitude of offerings in compute and storage that span on-premises and cloud architectures.

    as it agencies circulation from tape to cloud for records insurance policy and archival storage, and as data comes alive with the rise of AI-pushed analytics and aspect-driven compute, managing that records becomes a logistical problem. understanding where facts is, what it’s used for, and what the organization’s necessities are in retaining that statistics is what drives long-term technology selections.

    Managing the stream of a company’s facts, whereas delivering insights on the features of that statistics, is what IBM’s Spectrum Storage suite is complete about. There are IBM Spectrum Storage items that control statistics in virtualized environments, provision storage into hybrid-cloud deployments, exploit the complexities of records-insurance project and backup, and that provide utility-defined storage options for file, block, and objects.

    IBM's recent announcements blanketed a flurry of latest facets across the Spectrum Storage line, including a brand newfangled solution for SAP HANA installations that leverages IBM storage, IBM Spectrum give protection to, and IBM Spectrum replica. It’s a large list, but two application-connected announcements dominated my attention.

    IBM Storage Insights

    IBM Storage Insights is a cloud-based administration device that leverages IBM AI expertise to ascertain storage networking performance issues and proactively generate sheperd situations to aid IT earlier than concerns circle into problems. This class of capability is rolling out from vendors across the IT trade and is hasty fitting desk stakes for promoting storage solutions into the commercial enterprise.

    i'm lighthearted to notice IBM unlock this product. Given IBM's tradition in synthetic intelligence, mixed with its half-century-lengthy institutional legacy in assisting datacenter technology, it might become something particular.

    Mapping unstructured statistics

    Analytics-pushed workloads and portion computing both drive newfangled requirements for unstructured facts. demur storage is likely one of the fastest becoming storage applied sciences in industry IT, with options from most proper-tier storage organizations, including IBM. The challenge of unstructured data lies inside the capability to recollect what the facts is, the set it got here from, and what an IT crew should still attain with it.

    IBM Spectrum ascertain is a brand newfangled providing from IBM that aims to tame unstructured information and provide insights into precisely what that data is. Spectrum find, which arose from technology generated inner of IBM research, scans and creates metadata, developing catalogs for an unstructured records set. here's designed to give a roadmap to a company's data. IBM Spectrum find will advocate records within IBM Cloud demur Storage and IBM Spectrum Scale techniques and, most highly, is anticipated to aid Dell EMC Isilon someday in 2019.

    realizing unstructured records is a problem for businesses, one that becomes extra complicated each day. It’s furthermore no longer a simple vicissitude to installation common utility equipment to remedy. It’s fanciful to notice IBM carry know-how into this house. it will set the bar for others to follow.

    efficiency and density

    As excited as I gather about software, it is simply as edifying as the underlying hardware. IT buyers today should still reckon spoiled via the first-class and breadth of options accessible to them. the upward thrust of solid-state storage, NVMe interconnects, and built-in server-type processing makes it a superb time to purchase storage options.

    IBM is increasing its portfolio of hardware choices and, at the selfsame time, turning into the technology company with the broadest providing of NVMe and NVMe-over-fabric storage items. IBM specializes in efficiency with NVMe, and on storage density with its unique shimmer packaging know-how.

    The most suitable illustration of IBM’s focus on density is the DS8880F, which essentially doubles its shimmer means to a whopping 737TB (compared to its previous 368TB). at the equal time, the IBM FlashSystem 900 and 9100 items are doubling in capability with newfangled 18TB modules on the course to sheperd up to 44TB positive potential. This newfangled means is up from 22TB supplied via the primitive generation module.

    The updated third-technology Storwize V7000 features built-in NVMe and a ambit of enlargement alternate options, while delivering what IBM describes as a 2.7x augment in optimum throughput for some workloads—all whereas being clustered with other V7000 arrays to serve a cluster-wide 32PB of potential.

    IBM announced further hardware points and tweaks across its storage line. grasp a stare at its web site in case you wish to proceed deep on the particulars.

    Concluding strategies

    within the battle for bragging rights, vendors submit "hero numbers" that panoply that they've the realm's fastest array. This yr that declare turned into credibly made by Dell EMC, unadulterated Storage, and IBM. The actuality is that the majority systems that are constructed on contemporary-technology—leveraging NVMe interconnects both internal and outside of the box, and carrying bona fide media—will complete answer most stressful storage wants.

    beyond hardware bragging rights, IT groups should focus on the broader query of how these storage options are built-in into their universal IT structure. software is the glue that ties collectively storage hardware with cloud, hybrid-cloud, and different storage and compute models to provider the changing demands of records in the enterprise.

    IBM focuses on supplying a holistic solution to datacenters. Given the breadth and depth of its storage portfolio, its assisting utility suites, and its penetration into cloud, IBM is one to watch as corporations’ bits and bytes are grew to become into actionable records.

    Disclosure: My enterprise, Moor Insights & strategy, relish several analysis and analyst firms, provides or has offered research, evaluation, advising, and/or consulting to many high-tech groups within the industry, including Dell EMC, purple Hat, and IBM, which may well live cited listed here. I attain not grasp any fairness positions with any businesses stated during this column.




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    A2030-283 exam Dumps Source : Accessment: Foundations of IBM Cloud Computing Architecture V3

    Test Code : A2030-283
    Test name : Accessment: Foundations of IBM Cloud Computing Architecture V3
    Vendor name : IBM
    : 94 actual Questions

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    Digimarc Corporation (DMRC) Q3 2018 Earnings Conference summon Transcript | killexams.com actual questions and Pass4sure dumps

    Logo of jester cap with thought bubble with words 'Fool Transcripts' below it© The Motley Fool Logo of jester cap with thought bubble with words 'Fool Transcripts' below it

    Digimarc(NASDAQ: DMRC)

    Q3 2018 Earnings Conference Call

    Oct. 31, 2018 5:00 p.m. ET

    Contents:
  • Prepared Remarks
  • Questions and Answers
  • Call Participants
  • Prepared Remarks:

    Operator

    Good afternoon and thank you for participating in today's conference call. Now I would relish to circle summon over to Bruce Davis, chairman and CEO of Digimarc. Mr. Davis, gladden proceed.

    Bruce Davis -- Chairman and Chief Executive Officer

    Thank you. edifying afternoon. Welcome to their conference call. Charles Beck, their CFO, is with me.

    On the summon today, we'll review Q3 monetary results, provide their preparatory views on 2019, debate significant industry developments and market conditions and provide an update on execution strategy. They will archive this webcast in the Investor Relations section of their website. gladden note that during the course of this call, they will live making inescapable forward-looking statements, including those regarding revenue recognition matters, results of operations, investments, initiatives, perspectives on industry partners, customers, prospects, industry trends and growth strategies. We'll also, from time to time, provide information given to us by channel partners and actual and potential customers about their industry activities.

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    We are providing this information as they understand and was represented to us. They attain not verify, nor vouch for such information. Such forward-looking statements and statements about partners and customers are matter to many assumptions, risks, uncertainties and changes in circumstances. Any assumptions they partake about future performance portray a point-in-time estimate.

    Actual results may vary materially from those expressed or implied by such statements. They expressly disclaim any responsibility to revise or update any assumptions, projections or other forward-looking statements to reflect events or circumstances that may arise after the date of this conference call. For more information about risk factors that may antecedent actual results to vary from expectations, gladden notice the company's filings with the SEC, including the shape 10-Q that they await to file shortly. Charles will start by commenting on their Q3 monetary results followed by their preparatory reviews on 2019 and then I'll debate significant industry developments, market conditions and execution strategy.

    Charles?

    Charles Beck -- Chief monetary Officer

    Thanks, Bruce. edifying afternoon, everyone. First off, I want to address the rationale for issuing the earnings release ahead of schedule. There was a glitch in the release process that transmitted the release shortly after market nigh yesterday.

    We identified the issue within five minutes and recalled release, however, at that point, the information within the release had become public. To ensure they did not disadvantage any shareholders, they decided it was prudent to deserve the release public to complete shareholders before the market open today. They considered pitiable up the earnings call, but the logistical challenges outweighed the benefits. Q3 revenue was $4.9 million compared to $8.7 million in the third quarter of last year.

    The abate in revenue was due to the $3.5 million upfront license fee and 300,000 of royalties reported in Q3 of last year. As a result of renegotiation of the patent license, wherein they waived any future royalty obligations from a licensee and one of the license fields of expend in exchange for the upfront payment. ascertain and Barcode revenues doubled from Q3 last year. These gains were offset by lower service revenue due to timing of program work, which they await to deserve up for in Q4, and lower Guardian revenue.

    Discover and Barcode bookings were higher at $600,000 versus $100,000 in Q3 last year. We're continuing to experience lumpiness in quarterly bookings in the early stages of market evolution due to timing and varying provisions of early contracts. As of today, bookings for ascertain and Barcode are $2.6 million for the year, which is already more than 60% higher than total bookings for complete of last year of $1.6 million. grievous margin for the quarter was 61%, down from 76% last year, reflecting the impact of lower license revenue.

    Operating expenses were 5% higher than the third quarter of last year due to staffing increases in sales and marketing during late 2017 and early 2018. OPEX has stayed relatively flat for the past four quarters as they slowed the pace of hiring until they notice significant top-line growth as they continue to drive operational efficiency. Net loss for the quarter was $8.3 million or $0.73 per diluted partake versus a net loss of $4.2 million or $0.39 per diluted partake in the selfsame quarter last year, largely due to the licensing deal done in Q3 of last year. They invested $7.4 million of working capital during Q3, near the midpoint of the ambit they provided on their last call.

    We used $6.3 million to fund operations and $600,000 for capital expenditures. They ended the quarter with over $49 million in cash and marketable securities. They anticipate cash usage between $7 million to $7.5 million in the fourth quarter. Everyone is intently focused on growing revenues from key accounts.

    Much of their efforts revolve around orchestration of suppliers and identifying and supporting customer industry process changes to scale implementations. We're doing complete they can to truncate the censorious path to top-line growth. They believe some preparatory views of planning assumptions for 2019 to share. They await service revenue to live flat to modestly higher and to vary quarter-to-quarter based on timing of when services are performed.

    It looks relish license revenue has stabilized around the current rate. Guardian revenue made trend down modestly as they continue to focus on maximizing contribution margin from this area of the business. ascertain and Barcode bookings will grow significantly in 2018. They await growth to continue, but still anticipate a wide ambit of potential outcomes for this key area of the business.

    We assume the most likely outcome is the continued acceleration in bookings trends, consistent with their momentum theory of market development. When bookings will accelerate due to a tipping point in the market remains difficult to predict. The ambit of potential outcomes is largely a office of the nature and timing of key account developments and the consequence of adopting by market leaders on the repose of the industry. The translation of bookings to revenues will live affected by revenue recognition principles as applied to specific condense structures.

    As they signed more and larger contracts, the application and revenue recognition rules and policies will become better understood. In the meantime, there is a wide ambit of feasible revenue recognition outcomes as well. Given their assumptions about revenue composition, they await margins will help several basis points from 2018, reflecting a higher concentration of ascertain and Barcode revenue. They await operating expenses to live up sole digits, reflecting the replete year impact of 2018 hiring as well as 2018 cost of living adjustments.

    For further discussion of their monetary results, and risks and prospects for their business, gladden notice their shape 10-Q that they await to file shortly. Bruce will now provide his comments on significant industry developments, market conditions and execution strategy.

    Bruce Davis -- Chairman and Chief Executive Officer

    Thanks, Charles. Bookings and revenues for Digimarc Barcode for retailers and CPGs believe grown this year, but not enough. Despite significant percentage growth, the absolute level of these measures are not elevated enough yet to advocate their labor capital investments, not yet reached the inflection point and market momentum that is a tent-pole strategy, at which point, they await revenue growth will accelerate. They are doing what they can to step up the pace.

    We're improving their tools as evidenced by the recent release of Digimarc Barcode for Adobe Illustrator and integration of their property management software with workflow and management leader Esko. The illustrator software and Esko's integration will help enhancement efficiency for prepress professionals. We've trained 90 professional artists of 20 prepress partners to attain enhancement. They believe extended other supplier relationships with leading point-of-sale scanner vendors, press product scalable printer suppliers, machine vision companies and packaging print suppliers.

    And they launched an online learning system and service portal to advocate them. Some of their retail customers believe begun giving us minute particular movement data. This proving very helpful to them and to us by informing research and evolution activities on highest impact items and helping customers and their suppliers to focus selection of packaging for enhancement on the highest-impact items. The improvement in tools, process, training, advocate and analytics are making us more efficient.

    This is an vital evolution of making progress toward their monetary goals. Acceleration of growth will live heavily influenced by the pace and outcome of the pending condense negotiations with inescapable customers and prospects. In the meantime, they are restraining the rate of investment. Their operational focus is on account management and delivery.

    Our customer focus is on large format grocery and universal merchandise, including the warehouse club channel. And as you know, they can advocate many enhancement store operations and shopper appointment for these retailers via their Intuitive Computing Platform. This leads to variations in implementation plans from account to account. Carriers of focus include packaging, thermal labels on fresh products, hangtags on apparel and shelf labels.

    Important applications include faster checkout, more reliable product labels and better shelf inventory management. We're making progress in packaging enhancement with Digimarc Barcode with several retailers. We're making progress with soft goods as well. Test results for the Digimarc enhanced hangtags for apparel in stores believe been good.

    The products are in the stores and are looking and working well. They are told that the customer has informed supplies that hangtags going forward should live Digimarc enhanced. The volume of hangtags submitted for enhancement has increased significantly. The retailer that began expend of their platform hangtags believe begun testing of private packaged goods.

    The first enhanced private brand packaging has been printed and is now at the converter rounds with stores. Their presentation regarding thermal labels to the IT management of this retailer was well received, and next up was to labor with store operations to gather information, setting the stage for a pilot program. Scheduling the pilot is depending on continuing success with hangtags and assessment of early private brand packaging pilot results. We're working with another large retailer and their suppliers on a project for implementation of their platform, birth with enhancement of private brand packaged goods and thermal for actual label products.

    Contract negotiations are continuing with this retailer. Digimarc Barcode for thermal labels is live with two retailers. We're actively marketing across the industry. monetary and operational leverage is magnified by CPG participation.

    The application focus of the CPGs is on the manufacturing property control and consumer engagement. The manufacturing property control application that they believe developing cooperation with a leading CPG and their machine vision supplier has been presented to a number of other CPGs and seems to live gaining traction. Several CPGs are piloting the solution as they package it up for universal commercial release. Their collaboration with a leading CPG on industry process is demeanor fruit as they project for first production of elevated visibility brand product pitiable to stores in the next quarter or so.

    Our focus with them is on how to efficiently scale the Digimarc Barcode enhancement process. The next stages of their labor together are to start shifting responsibility for enhancement to their existing packaging suppliers, as they rush product and test environments into retail stores. Another CPG has several SKUs on the shelf at a large retailer in a reserved pilot, with a project to result along with a dozen more -- dozens more SKUs complete in advocate of the various consumer appointment programs planned for 2019. CPG interest has augment recently due to some outreach from a large retail customer.

    A pilot program has been proposing following five major suppliers to this retailer to the deliver Digimarc enhanced products to the shelf in the first half of 2019. We're encouraging several other CPGs supplies that we're working it to participate in the pilot. The objects of their developments of their platform requires that they orchestrate many aspects of account management, including customer and supplier resources. The industry process changes govern the pace of their progress with accounts.

    Given the relative scale of Digimarc to their key customers and their suppliers, this is quite a challenge to gather everyone rowing in the selfsame direction. As their software and advocate mature, we're becoming more sophisticated and efficient, and their supplier relations believe started improving. Their supplier partners are stepping up their marketing and sales activities. For instance, at a recent trade show, PACK EXPO, three suppliers, Berry Plastics, Polytainers and Cheer Pack featured Digimarc enhanced packaging in their exhibits.

    I was very pleased to notice an article today in the trade publication Packaging tidings Australia about a Halloween promotion by Arnott's, Australia's second largest supplier of snack foods, to activate their holiday thrust using Digimarc Barcode on packaging and Digimarc Discover. What is notable here is that the program required no direct advocate from Digimarc. It was conceived and executed by Fuel Communications and shops. It provides how globalization can occur as their execution strategy matures.

    All these developments should allow us to rush more quickly to nigh accounts, conduct pilots and transition to production. As you know, their vision assumes that in a mature state, partners can act autonomously in structure value on the platform and they or their client will forward money to Digimarc. In Europe, planning for the packaging pilot with a large supermarket chain that I mentioned in their summon has transitioned to planning for rollout, without a formal pilot stage. Their supplier partners are furthermore leading this initiative.

    This is an ambitious project. Although, everyone seems to live on selfsame page, the condense is not yet done. Elsewhere on the European scene they believe some recent developments regarding plastics recycling that may become quite important. The board of directors of the influential Consumer Goods Forum issued a statement last Sunday, calling for the consumer goods industry to play a leading role in eliminating plastic consume and endorsing the Ellen MacArthur Foundation's newfangled plastic economy initiative.

    The foundation has been funding work, known as the Holy Grail project to identify means for improved sorting of plastics in recycling facilities for many years. They believe been told that the research has narrowed to digital watermarking and chemical tracers. The digital watermarking option is built on their Intuitive Computing Platform. The Holy Grail team is headed by a principal scientist for package research and evolution at Procter & Gamble.

    Notable participants include Danone, L'Oreal, PepsiCo, Henkel, Constantia Flexibles, Tomra Sorting Solutions and the European Association of Plastics Recycling and Recovery Organizations. Earlier this year, the European commission reported to the European Parliament that scaling up newfangled technology solutions, such as digital watermarking, to allow much better sorting and traceability of materials with few retrofitting costs. The workgroup intends to publish its recommendation for a global industry standard in May of 2019. The head of Digimarc's European team has been asked to talk at a conference in Berlin on December 6 concerning their platform for plastics recycling sorting.

    The conference entitled, Recyclability and Secondary Raw Material Used in Packaging, is sponsored by the German Federal Ministry for Environment, Nature Conversation and Nuclear Safety and other agencies. The expend of Digimarc Barcode in plastic consumer product packaging is beautifully synergistic with their universal strategy, adding value for CPGs to embrace their platform. When coupled with their emerging manufacturing and property control solution, it completes the replete cycle of product package life cycle advocate that their platform provides. I visited their other key geographic market, Japan, in August, where commercial activities are birth to grasp shape.

    While there I presented an update to the largest audience ever of study group representatives. I furthermore met key partners and with executives from two vital retail prospects. One, a large grocery chain in Japan has completed a successful proof of concept and has planned to proceed live with Digimarc enhanced products on shelf in Q4. I had a productive high-level discussion with another retailer and will live returning to Japan in a few weeks with a specific proposal for implementation as a follow-up to that meeting.

    During the quarter, one of their greatest allies in Japan, Dai Nippon Printing, wants to brand protection service that includes a proprietary formulation of Digimarc Barcode. They publicly disclosed a forecast of $8 million for the newfangled service for fiscal year 2020. They believe no persuasion on the forecast, however, they notice it as nice -- they believe it's nice to notice commercialization of the platform under course in Japan with a valued partner. It's another badge of progress.

    We hope that they will start joint R&D with a global leader CPG in Japan in Q4, following several months of scoping and negotiation of condense terms. CPGs believe been struggling with how to help consumer appointment via packaging. They don't want to live beholden to intermediaries relish Google or Shazam, nor attain they want retailers relish Walmart or Amazon in the middle of the brand experience. This foretells pitiable the Discovery via scanning or image recognition into the lower levels of the camera stack and smartphones.

    Our labor with Microsoft has demonstrated operating system integration of Digimarc Barcode detection. Apple's recent integration of QR code reading into the iOS was another badge of growing receptivity to making auto identification endemic in the future set of smartphones. Their Intuitive Computing Platform architecture has long presumed this outcome. They are encouraging the growing number of CPGs that we're working with to befriend raise evolution priority of auto ID for smartphone makers.

    As most of you know, this is an vital aspect of the endgame envisioned in their strategy. They believe set in set the basic structure blocks with industry leaders and their suppliers in key geographic markets, with most of their resources focused on U.S. retailers and CPGs. An vital question on everyone's intellect is when will the inflection point occur.

    I'm not satisfied with their progress thus far this year on growing bookings, and publicizing evidence of progress among early adopters and details about collaboration with their industry leaders. Never the less, my experience has strengthened my belief in the wisdom of the top-down approach to market development. I believe witnessed instances of the powerful influence that these industry leaders can believe on suppliers and competitors. To succeed, they must deliver value and scale to these leaders.

    When they do, I'm confident that the market will rush in the immense way, supporting their monetary and strategic goals. Management is obsessing about creating these tipping points. Much of their labor concerns orchestrating customer and supplier resources to accommodate a newfangled data carrier and mission censorious highly managed aspects of complicated supply chains. They are making progress and doing complete they can to deserve more progress faster, including capturing experience and process, expanding their property tools and improving enhancement efficiency, and buttressing their account management with seasoned leadership and thoughtfully organized account teams.

    Digital transformation is atop the C-suite, their target markets. They believe not doubt about the relevance of their platform to this transformation. Intelligence gathering interfaces are proliferating toward societies and economies around the world. Reliable, efficient, identification of media is a censorious constituent to the foundation for this massive newfangled information processing architecture.

    We recognize that the key measures of performance for capital markets are bookings, revenues, cash flow, and number and scale of client engagements. Customers are focused on demonstration of ROI, functional and aesthetic property of enhancement, efficiency, impact on industry process and TCO. As they address these key performance indicators of investors and customers, they endeavor usurp capital wisely, while improving their customer engagement, supplier management, software evolution and training and support. They are becoming more sophisticated in complete aspects of successful execution of strategy, as their understanding of the platform, markets and ecosystem matures.

    As yearend approaches, they are doing complete they can to bring home the business. We're furthermore getting ready to the National Retail Federation show, January 13 to 15 at the Javits hub in newfangled York City. I stare forward to providing a minute update to the Capital Markets fresh from the panoply at the Needham growth conference being held January 15, 16 furthermore in newfangled York. Their priorities for 2019 are to rush the market leaders to levels of implantation, where they will influence the repose of the market to adopt, which should accelerate growth in bookings and revenues.

    That's it for their prepared remarks. Now I'll open the floor to questions. 

    Questions and Answers:

    Operator

    Thank you, sir. [Operator instructions] And your first question comes from Rob Stone from Cowen and Company.

    Rob Stone -- Cowen and Company -- Analyst

    Hi, Bruce. Being one of those pesky capital markets people, I wonder if I could just exact you to summarize the status by now of how many customers with -- how many retailers with product in store -- you don't believe to swear which type -- how many with whom you are in condense negotiations and the selfsame two data points for CPGs?

    Bruce Davis -- Chairman and Chief Executive Officer

    Product in store, I believe, is four. And they believe negotiations going on with two. Actually, and there will soon live another with product in store that I mentioned in Japan. And then with respect to CPGs, it's actually getting to live a pretty immense number in terms of, I'll summon them, early discussions, pilot programs, and so forth, not necessarily large-scale contracts.

    But they believe one condense with a global leader. We're hopefully in the final stages of the condense with another one. And they believe another five-or-so CPGs that are interested working with us in the pilot program they referred to. And they believe several more of that we're doing various things with, including setting up pilots for the manufacturing property control, and a yoke of CPGs who are interested in security applications, who will probably not gather disclosed in the foreseeable future.

    So I think, that's my best top-of-mind reply to your question, Rob.

    Rob Stone -- Cowen and Company -- Analyst

    OK. And following up on the plastics recycling commentary, it's earlier days for you in Europe than it is in the U.S., where you've been chipping away at this problem for quite a while and centrally planned your frantic efforts mind to rush along at a pretty leisurely pace. But attain you believe a sense of by when the regulators envision this newfangled program being implemented, if they're going to choose on something by May of next year or propound it?

    Bruce Davis -- Chairman and Chief Executive Officer

    Well, the judgement that I believe disclosed it for the first time publicly is that there seems to live a tremendous surge in advocate going on that is represented by the statement from the board of directors of the Consumer Goods Forum on Sunday from their meeting in Paris. The CGF is really the CEO level global leaders of consumer products industry. And so when they set out that statement, I felt relish things are getting pretty serious. The study group that has been looking at means of improving plastics sorting, has actually been examining their platform for about 10 years now.

    So they believe much behind us. I haven't talked about it because I haven't felt it was ripe enough to live meaningful in terms of the interest to capital markets, but now the committee says that they're going to issue a statement in May of '19. And with the CGF now behind them, it looks to me relish something is going to happen. And as far as I know, there are only two options under consideration, us and chemical taggants.

    And so it's time for us to become more public about the virtues of their platform. And as I famous in the remarks, it's synergistic and supportive of the strategy that we've described to the CPGs complete along of replete product life cycle advocate from a sole platform. So that's why I brought it up and that's what the schedule is as I know it. In terms of implementation, that I can Tell you my theory, I don't believe any minute insight on any company's product plans, but I believe that the plastics issue is growing in perceived significance globally by governments.

    And so one of my thoughts is that if the committee does issue a decision, I wouldn't live surprised if the European Union began to talk about incorporating it into regulation. Because they believe an ambition in the EU to believe demonstrated significant improvement in plastics recycling by 2025. So they're really getting worried over there about the consequence of ineffective plastics recycling on the environment and people's health. So that's as much as I know at this point in time.

    Our Head of European operations is going to live speaking at this conference in a few weeks. I assume that we'll probably bring back some fresh information from that that may live useful, and if they do, then I'll communicate it in January.

    Rob Stone -- Cowen and Company -- Analyst

    So looking at the merits of the two options, I guess, taggants would live added directly to the material itself before packages are made, and hence would live in any of the various containers made out of that batch of raw material, whereas watermarking is added at the level of labeling. I suppose, I don't want to set words in your mouth, but looking at the cost capitalize analysis for the brands and retailers that believe to participate, the chemical taggants would believe no other parallel capitalize in the supply chain, whereas watermarking of individual products has complete sorts of other benefits that we've been talking about for a while. Can you shed any more light on the pros and cons of either solution?

    Bruce Davis -- Chairman and Chief Executive Officer

    I can, and thank you for raising the point about labels. It actually is about Digimarc Barcode in plastic and in labels, which is profoundly significant. So we've long envisioned and how research and evolution on the application of Digimarc Barcode to surfaces through micro-topological variation, which means basically that the signal becomes portion of the mold. And so there would actually live Digimarc Barcode in the plastic and in the label.

    And they are doing some demonstrations and some tests here in Q4 with Europeans, demonstrating that they can not only encode the plastic, but encode the label and then believe the two of them synergistically identified in the plastics recycling process. And so that would live a major edge over taggants, in that there are labels that cover much of the plastic surface in the plastic consume as it's being transported along belts through recycling facilities. Huge edge that they provide over taggants is the selfsame edge they provide over RFID, which is there is zero marginal cost per unit. And so we're much more economical at scale.

    And then the retrofitting of manufacturing facilities would live substantial of either approach, frankly. But the addition to chemical taggants would live matter to lots of controversy, I think, in the sense of adding chemicals to reduce the ecological danger of chemicals. So I assume they believe a edifying shot. And they furthermore believe the efficiency argument that you just made, which is that the chemical taggants believe just one purpose only, and their application would believe many purposes, including improving the manufacturing application, which is gaining quite a lot of interest in the CPG market, where today, are labor is focused on labels; and in the future they may live able to identify both the substrate of the packaging and the labels in the manufacturing property control process, as well as in recycling.

    So I notice lots of strong arguments in their favor. And they intend to participate more directly in these deliberations and to enlist the befriend of the leading CPGs or interest from in their platform to furthermore befriend with achieving auspicious decision from the committee.

    Rob Stone -- Cowen and Company -- Analyst

    Great stuff. One quick housekeeping one for Charles, if I may. What sort of percentage augment should they live thinking about for cost of living increases relative to OPEX next year?

    Charles Beck -- Chief monetary Officer

    Generally, pretty small, and CPI kind of level 3%.

    Rob Stone -- Cowen and Company -- Analyst

    OK. Thanks so much. I'll jump back in the queue.

    Operator

    And your next question comes from Jim Ricchiuti from Needham.

    Jim Ricchiuti -- Needham & Co. -- Analyst

    Hi, edifying afternoon. Bruce, a lot of information that you gave us. And I'm wondering if they stare at over the next one to two quarters, which of these customer programs or applications that you're working toward, perhaps believe the greatest potential to gather to this elusive tipping point that you want to gather to?

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes, it's still quite an actuarial exercise to try to motif that out. Any of the immense players exerting influence or being seen as a competitive influence could antecedent a groundswell of activity that would create surge. They furthermore are going to live putting quite a lot of pains into packaging for universal commercial release, the labor that we've done on manufacturing and property control in the past, just been now about a year and a half of labor R&D on that. And we're going to notice -- the early indications of interest are substantial, and so I don't yet know how to forecast that in terms of volume, but we're going set a immense thrust on it.

    And then with the large players, they sometimes still are, kind of, I'll summon it, meandering, in trying to motif out the implementation approach for enterprise transformation. And if they can gather them squared away, and gather them running down the path, then that could furthermore live a significant impact on their revenues. So those are the kinds of factors that I assume about, and I don't know how to quantify the likelihood of one versus the other at this point.

    Jim Ricchiuti -- Needham & Co. -- Analyst

    OK. unbiased enough. You talked about supermarket chains, food retailers and discounts. I don't recall in the last few conference calls if you've actually called out warehouse -- the warehouse club channel.

    And maybe it's because I haven't -- it had slipped my mind. But the reference that you made to that, the activity in that area, is there anything you can swear about that or whether that's something relatively new?

    Bruce Davis -- Chairman and Chief Executive Officer

    I had mentioned it or called it out in last quarter's call. What I'm trying to attain to live as transparent as I can live and helpful as I can live is to talk generically about what we're doing with retail in more detail than I ever have, but without specific attribution. And so I hope you recognize that's what I'm trying to do, trying to give more information, not less. But I wanted to characterize the channels in which we're operating, and you guys can deserve whatever inference you relish from it.

    But it's large-format grocery, universal merchandise and warehouse channel.

    Jim Ricchiuti -- Needham & Co. -- Analyst

    All right. I value the transparency to the extent you can. You furthermore -- if they assume about the international opportunity, there are some things going on, enchanting things that you just alluded to in Europe. Yet it sounds as if there is the potential for things to rush a tiny faster in Japan over the near term, is that unbiased to say?

    Bruce Davis -- Chairman and Chief Executive Officer

    Well, they're both pitiable faster than the U.S., which is what they would expect. And that they believe a considerable team in Europe. They believe one gentleman working with a longtime partner of ours in Japan. And then they're complete doing excellent labor in trying to rush the market quickly to commercialization.

    And so Japan is really heating up prerogative now, as my remarks indicate. But in Europe they assume they believe retailer who is a very significant retailer who is saying, "Well, we'll just sort of merge the notion of pilot with production. Let's just go." And what's terrific about that situation, and a yoke of situations in Japan, and the situation in Australia, is that their suppliers are birth to grasp a leading role. And in the U.S.

    one of the problems that we've had is the customers believe asked us to play the leading role and we're too damn small. So I'm excited about getting proofs out of these experiences of the strategy, because the strategy is that they enable the suppliers, the suppliers serve the clients. They don't directly serve the clients. So they are where they are in the U.S., I think, because of where they began.

    That is that they were seen as the innovator and thus held accountable for developing the application of the platform within the business, but then we're small and they are trying to deal with these immense elephants and it's hard. So I hope they can bring back some overseas, some lessons erudite the U.S. marketable the prerogative course to attain it, frankly.

    Jim Ricchiuti -- Needham & Co. -- Analyst

    OK. Thank you.

    Operator

    And your next question from Josh Nichols from B. Riley FBR.

    Josh Nichols -- B. Riley FBR, Inc. -- Analyst

    Yes, hi. Just want to ask, there's been a lot of tidings circling of late about the expansion of Amazon proceed stores, Microsoft as well, now you even notice relish Sam's Club getting into the cashier-less space a tiny bit. What are your thoughts on that as far as implications for the industry, potential opportunities for Digimarc and impacts that may have?

    Bruce Davis -- Chairman and Chief Executive Officer

    I assume it's complete terrific, Josh. I assume they necessity to attain a better job of articulating their vision of a more cost-effective convenient means of serving the public as these concepts portray them serve the public. So we'll notice if they can attain a better job of articulating that for the product market you guys will observe. But in any of these situations that are going on, ranging from the QR codes expend in China, to the Amazon proceed expend of, largely, of cameras in the U.S.

    market, if the consumer can grasp a package off the shelf and just point their phone at it and press a buy button, I don't know that you necessity to gather a lot more convenient than that. And so the QR, you've got to -- still believe to reorient the package and motif out where the QR code is and line it up to your viewfinder. And in Amazon proceed you believe to deal with them chronicling every aspect of your conduct in that physical space and then using it to market to you in ways that you haven't yet probably imagined. And they don't know yet whether the Amazon concept can scale.

    It's obviously extremely expensive and complete of the stores are quite small. And so they are pleased to notice SAM's starting to step up and say, "OK, we've got to find a more efficient course to befriend their consumers shop." And then when you rush to even larger formats, they assume the notions that are represented in Amazon proceed are not economically feasible and would grasp a yoke of decades to implement in the existing footprints. And so they assume we're more efficient than QR, and more economical and easier to implement than Go, so they got to gather out there and deserve it happen. And that's the point about their responsibility to scale their accounts.

    We've got to befriend them to live focused and to value what they can do, and to articulate that very well with them and then to sheperd them to success. And when they attain that's where the inflection point occurs on that particular aspect of the application environment enabled by the platform. So they know what you necessity to do, they just necessity to gather it done.

    Josh Nichols -- B. Riley FBR, Inc. -- Analyst

    OK. And then last question from me is, I know you mentioned before that one of the near-term opportunities that the company might live able to capitalize on is thermal labels, just given that they are relatively smooth to implement, monochromatic and whatnot. Any updates you can provide on that front?

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes, they believe the solution now available for -- it's called universal release. So it's ready to proceed and we're marketing it to the industry, so we'll notice whether assumptions are well founded. But it is a less complicated supply chain. They attain believe steadily growing synergies with their suppliers.

    And again consistent with what I've been saw about some of the suppliers stepping up and structure their sales and marketing, we've made some internal adjustments in their resources here to align their partner relationships more closely with sales to try to inspirit that. And so this is a considerable opportunity for us to labor with scale printer vendors to gather them to befriend us to market this effectively to industry, and to live able to present not only to the largest players, but furthermore to some of the smaller sized players to achieve scale.

    Josh Nichols -- B. Riley FBR, Inc. -- Analyst

    Thank you.

    Bruce Davis -- Chairman and Chief Executive Officer

    Thanks, Josh.

    Operator

    And your next question comes from Jeff Van Rhee from Craig-Hallum.

    Jeff Van Rhee -- Craig-Hallum Capital Group -- Analyst

    Great. Thanks for taking my questions. Bruce, back to one of the prior questions. Just trying to winnow through this really long list of opportunities and try to sort of motif out which ones are at the front of the line.

    I assume the prior question you tried to focus maybe on the customers. And I wondered maybe from a different perspective, as you stare at the next six months pipeline of potential size bookings, can you classify them as the expend case, which expend cases mind to stare relish the most material and the most sort of next six months-ish in terms of opportunity? Just trying to motif out sort of prioritization of what is that at the front of that stack. Because it sounds relish a very replete sort of pipeline with respect to quantity opportunities, but it's just really, really difficult to Tell what you're seeing at the front pause of that.

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes. There are three applications that are the focus of their attention: it's thermal labels, manufacturing and property control for CPGs and the improved checkout for retailers. It's the notion I was just describing in some detail response to Josh question. So those are the three.

    There are others, but that's, if you want the focus in terms of where the opportunity resides, in my view, that's where it resides.

    Jeff Van Rhee -- Craig-Hallum Capital Group -- Analyst

    And so, I guess, you'd swear those three are sort of neck and neck? You can't really discern one from the other as to which is the near-term opportunity?

    Bruce Davis -- Chairman and Chief Executive Officer

    No. As I said a few minutes ago, the handicapping of one versus the other is challenging because we're a bit uninterested to the starting point, as you know from their strategy. They want to gather started with an account in an area of greatest interest to them and then expand their footprint. So we're trying to exert influence on their customers and some listen more than others.

    We are -- again, we're pretty small. And so they try their best. But they're going to trend toward whatever their heated buttons are, and so they try to arm-wrestle them being smart about how to rush forward. But they're going to attain what they want to do, and we're going to try their best influence them.

    Jeff Van Rhee -- Craig-Hallum Capital Group -- Analyst

    OK. Shifting gears, I guess, over to the sales side. You set newfangled leadership in set in April. Can you just talk to what the out of the gate changes believe they made due to that addition to the team?

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes, yes. So they hired Aimee Arana from Nike, and we've hired yoke of senior folks from IBM. And we've been restructuring their entire company around the sales organization. In complete of them are planning quite explicitly, internally, they labor backward from sales in how to nigh sales more quickly and to scale more quickly with the accounts that they close.

    So we've got now strong experienced leadership that is driving complete of those changes in the organization. So it's been quite a profound change.

    Jeff Van Rhee -- Craig-Hallum Capital Group -- Analyst

    OK. And then, I guess, last for me. I assume several quarters back, you had alluded to your desires to gather your hands on a data set from point of sale to gather a sense of the increased throughput at the registers due to the technology. Is the data set there? believe you been able to gather any increased quantification to build that in more blatant ROI case for future customers?

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes. So some of their customers believe given us what's called TLog, data -- transaction log data, which is very kind of them and furthermore serves their self-interest, allowing us to live better labor for them. And it's -- these are massive data sets, even they gather a small sample. But what we're learning from it, and we've tried to gather this information from other places in the industry and establish it difficult to gather elsewhere, is where they can believe the greatest impact.

    And it comes down to a hypothetical notion of a scan velocity per object. Which you could imagine exists in the world out there, but it's difficult to isolate. So we're using very statistical techniques to try to determine which products believe what influence, and then to determine the prioritization of those products. And to determine where the long tail resides.

    And there is a long tail they found. So there are many, many products that don't believe much influence on IPM. And so in their early days, in their efforts to build their tools and expand their sophistication and to train their staff and partner staffs they sort of took on the gross range. What we're finding now is -- at this stage of maturation of their execution strategy, that they can actually live much more efficient, and they can deliver an impact sooner at lower costs for that particular application of improving IPM.

    So it's an a-ha moment. It's a really terrific opportunity that's been given to us by the access to these data. And so that will inform their sales and execution or implementation strategies going forward, and thus allow us to rush faster to believe more impact sooner.

    Jeff Van Rhee -- Craig-Hallum Capital Group -- Analyst

    Sounds good. That's it for me. Thanks.

    Bruce Davis -- Chairman and Chief Executive Officer

    OK.

    Operator

    And you next question comes from Ilya Grozovsky with National Securities.

    Ilya Grozovsky -- National Securities Corporation -- Analyst

    Thanks, guys. I was actually wanting to know about the affliction that you had at Wegmans. If you could give us an update of what's going on there, how many products are on the shelves? And what specifically has been erudite there?

    Bruce Davis -- Chairman and Chief Executive Officer

    I want to deserve positive that I understand your question, Ilya. So they don't believe a affliction or test at Wegmans. They believe replete implementation. So are you talking about packaging, consumer products packaging?

    Ilya Grozovsky -- National Securities Corporation -- Analyst

    Yes, yes.

    Bruce Davis -- Chairman and Chief Executive Officer

    OK. We've done well over 90% of the packages there and they believe a substantial now on-shelf presence with them, and they are in the pilot facet on thermal labels with them. So that's why I want to deserve positive I understood your question. So with respect to the packaging piece of it, we're working with them now on creating some statistical models.

    And with respect to the thermal labels, we're expanding the pilot.

    Ilya Grozovsky -- National Securities Corporation -- Analyst

    So I feel relish last time you guys reported back in the birth of August, you had said that you guys were starting to motif out -- to analyze the data. So is there an update on what the analysis three months later has wrought?

    Bruce Davis -- Chairman and Chief Executive Officer

    That may live portion of what I was just talking about. So as I've said repeatedly in prior calls and everywhere, when I talk to the capital markets is, Wegmans information is Wegmans information. So they expend it to deserve their operations better to serve them better, and to deserve their operations better, but I don't believe license to partake more broadly. So we'll either let them swear what they want to say, or eventually, perhaps, gather license from them to talk about what's going on there.

    But it's their information so I really can't give you any details, other than to swear what I just said, and that is that it's proving very helpful to us in understanding how to live most efficient in delivering revert on their investment at Wegmans.

    Ilya Grozovsky -- National Securities Corporation -- Analyst

    OK. Thank you.

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes.

    Operator

    And you next question comes from Glenn Mattson from Ladenburg's.

    Glenn Mattson -- Ladenburg Thalmann -- Analyst

    Hi. Yes, most of the topics believe been covered, but I was curious, structure on Josh's question on the Sam's Club. attain you know how they're going about that? Is it simply a barcode reader? And attain you know whose technology they are using to attain that?

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes and yes. Next question. It's a barcode reader prerogative now. They're just reading barcodes.

    Glenn Mattson -- Ladenburg Thalmann -- Analyst

    And on Wegmans, also, I mean, it's nice to notice that you're starting to learn, gather insights from that, I guess, what's the most expansive territory application to date. But attain you still view them -- they were viewed as kind of a thought leader in the industry and ahead of the curve, and a lot of people liked to emulate what they do. Are they still working difficult as an advocate for kind of helping to propel this solution more industrywide? Because obviously that would capitalize them as well. attain you still believe them as a proponent for your activity in the sales base?

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes. They've been an outstanding collaborator with us and industry leader in innovation. I assume that much of the interest in the industry actually flows from the tiny labor that we've done together with them. And they don't generally try to exact them too often to provide advocacy, but when they believe they've been very kind in helping us out.

    You know, of course, about the store visits that they did for a yoke of years at NRF that they hosted. So they've done a lot of labor in helping us to live successful that they appreciate.

    Glenn Mattson -- Ladenburg Thalmann -- Analyst

    OK. Great. Congrats on the progress. Thanks, Bruce.

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes. Thanks, Glenn.

    Operator

    And you next question comes from Jeff Bernstein of Cowen.

    Jeff Bernstein -- Cowen Prime Investors -- Analyst

    Hey, Bruce. Just quick question for you, a number of months ago, you had a webinar with McCormick and Sun-Maid talking about the journey they were going through with their packaging, and McCormick was translating their packaging very quickly. Sun-Maid was very obsessed about the appearance of their kind of classic packaging art. Where is that complete sorting out? And is that an issue even in the CPG space where people are looking at property -- manufacturing property as opposed to the customer interaction piece? How much of a stumbling screen is appearance of packaging? And what kind of progress is being made there?

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes. Those are considerable questions, Jeff. So with respect to McCormick, again, I don't want to talk out of school too much. They believe a very challenging format for their highest volume products, their small cylinders.

    And so as they believe just been talking about the consequence of products with Digimarc Barcode on IPM, on those kinds of products you wouldn't await a lot of impact. Now, that wouldn't live a primary interest of the company relish McCormick. But their interest would live more in consumer engagement. But -- and I don't know how much you study the retail environment or personal shopping habits, but consumer appointment at the package does not really happen.

    It's been surprising to me how tiny that has developed industrywide, regardless of Digimarc. Leaving us out of the equation, just if you assume about barcodes, QR codes, image recognition, NFC tags, complete of that stuff, you add it complete up, it still isn't happening as much as any CPG would relish it to happen. They'd relish to believe more of it happening. But I furthermore thought they would find the path through to that answer.

    Well, what they hear from complete of the immense players is, OK, fine, Digimarc Barcode would deserve it easier to do. But the question they swear is, "What's the app. What is the app?" And so in my remarks today, I famous that they're totally confounded by that. They didn't want to pay Shazam OK, and then Shazam now belongs to Apple.

    They don't want Google and Facebook in the middle of their brand relationship at the pack. The retailers don't want whatever app it is to live taking the customer from their store to another store at the shelf. The brands don't want to live captive to the retailers. So they are complete kind of tangled up in their shorts over this month.

    And I assume I know what the reply is, I think, they will befriend us to gather to the prerogative answer, which is that complete of this auto ID functionality needs to live in the operating system and camera stack of the smartphone, so that everybody can deliver people wherever they want to deliver them. And so there are vehicles, for instance, for retailers to identify where a consumer is or to direct them to their app, and so that when they're reading Digimarc Barcode with their app, they're going to gather the retailer experience when they're reading it, elsewhere they're going to gather a different experience. Much of that flexibility and versatility depends on the level of implementation that hasn't happened yet. And that's why I mentioned that I'm personally spending a unbiased amount of my cycles trying to motif out how to augment the priority of auto identification generally with the iOS and Android developers, and furthermore to deserve positive we're on the list.

    So I assume McCormick is one of those companies that is stymied with respect to consumer appointment by the question of, what's the app. With the folks at Sun-Maid, frankly, they haven't moved forward very much, and I don't quite know why. I don't assume it's a office of their platform at all, but, I think, it may live the selfsame issue, which is they were looking at -- for a means to help consumer appointment and then they furthermore gather stuck with the question of, what's the app.

    Jeff Bernstein -- Cowen Prime Investors -- Analyst

    And the issue of the package -- eventually Sun-Maid did Come up with packaging that they thought appropriately represented their brand, etc., but it seemed relish something that they were very obsessed about, the appearance being perfected. Is that an issue kind of up and down the line for everybody in terms of pitiable to the newfangled packaging?

    Bruce Davis -- Chairman and Chief Executive Officer

    Well, aesthetics is, I would say, an issue with everyone in the following way: they grasp approved artwork and they change it, OK. And the universal objective of their prepress tools are to change it in ways that consumers can't see, and they attain very edifying job at that. But from an institutional perspective, the approved artwork needs to gather approved again, because it's different. So, that creates overhead associated with the artwork.

    That's the significance of the Signal flush technique announcement -- not to overburden the script too much and spend time on script here, but they presented Signal flush technique at the Adobe MAX conference during the quarter -- or actually, during this month, earlier this month. And Signal flush Art, in a short explanation, does away with that. It creates tools within the Adobe Creative Cloud, wherein Digimarc Barcode is inherent in the art, so there is no processing of art, there is only Digimarc enabled art. And that wasn't yet productized.

    That was their first public showing of the research that we're doing. But in the long run, I await that a unbiased amount of newfangled material could live done in that fashion. So I'm positive they can attain a considerable job for Sun-Maid, but I assume they were intrigued by the technology. They did a demonstration of it on the shelf, which, I think, was quite good.

    But then this, OK, now where attain they go, kind of, industry question, because of the fact that complete CPGs are stymied on the consumer appointment proposition.

    Jeff Bernstein -- Cowen Prime Investors -- Analyst

    Gotcha. Gotcha. I was really more concerned with the bottleneck aspect and it sounds relish Adobe thing is a considerable solution there. And I guess, you talked furthermore in the script about training 90 artists, etc.

    So that's along the selfsame lines.

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes, yes. I attain not know, Jeff, of any aesthetic objection raised by Sun-Maid. I don't assume that was an issue at all. So...

    Jeff Bernstein -- Cowen Prime Investors -- Analyst

    Perfect. Thank you.

    Operator

    At this time, this concludes their question-and-answer session. I would relish to circle the summon back over to Bruce Davis. Sir, gladden proceed ahead.

    Bruce Davis -- Chairman and Chief Executive Officer

    OK. Thanks everyone for participating in the summon this quarter. Thank you for your continuing support. We'll stare forward to talking to you again.

    Assumingly the first major public statements will live in January unless something comes up in the meantime. So, I stare forward to getting you complete up to hurry shortly after the NRF in mid-January. Thank you very much. Goodbye.

    Operator

    [Operator signoff]

    Duration: 58 minutes

    Call Participants:

    Bruce Davis -- Chairman and Chief Executive Officer

    Charles Beck -- Chief monetary Officer

    Rob Stone -- Cowen and Company -- Analyst

    Jim Ricchiuti -- Needham & Co. -- Analyst

    Josh Nichols -- B. Riley FBR, Inc. -- Analyst

    Jeff Van Rhee -- Craig-Hallum Capital Group -- Analyst

    Ilya Grozovsky -- National Securities Corporation -- Analyst

    Glenn Mattson -- Ladenburg Thalmann -- Analyst

    Jeff Bernstein -- Cowen Prime Investors -- Analyst

    More DMRC analysis

    This article is a transcript of this conference summon produced for The Motley Fool. While they strive for their fatuous Best, there may live errors, omissions, or inaccuracies in this transcript. As with complete their articles, The Motley Fool does not assume any responsibility for your expend of this content, and they strongly inspirit you to attain your own research, including listening to the summon yourself and reading the company's SEC filings. gladden notice their Terms and Conditions for additional details, including their Obligatory Capitalized Disclaimers of Liability.

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    The newfangled processors furthermore include platform telemetry sensors and metrics for CPU, remembrance and I/O utilization. With the addition of thermal sensors for airflow and outlet temperature, the visibility and control has increased significantly from the prior generation. The processors present a holistic set of sensors and telemetry for any SDI orchestration solution to more closely monitor, manage and control system utilization to befriend maximize data hub efficiency for a lower total cost of ownership.

    Increased Performance and Energy EfficiencyWith up to 18 cores per socket and 45MB of last-level cache, the Intel Xeon E5-2600 v3 product family provides up to 50 percent more cores and cache compared to the previous generation processors. In addition, an extension to Intel® Advanced Vector Extensions 2 (Intel AVX2)4 doubles the width of vector integer instructions to 256 bits per clock cycle for integer sensitive workloads and delivers up to 1.9x higher performance gains5.

    The Xeon E5-2600 v3 product family furthermore increases virtualization density, allowing advocate for up to 70 percent more VMs per server compared to the previous generation processors6, which helps to reduce data hub operational expenses. remembrance bandwidth constrained workloads will gain up to 1.4x higher performance compared to the previous generation7 with the advocate of next-generation DDR4 memory. Intel Advanced Encryption standard newfangled Instructions (Intel® AES-NI) believe furthermore been enhanced to accelerate data encryption and decryption by up to 2x without sacrificing application response times8.

    The processors are built using Intel’s industry-leading and energy-efficient 22nm, 3-D Tri-Gate technology, cutting power consumption while boosting performance of transistors. The newfangled “per-core” power states dynamically regulate and adjust power in each processor core for more power-efficient workload processing.

    Combining both record performance and advanced efficiency features, the Intel Xeon processor E5-2600 v3 product family sets a newfangled world record for server energy efficiency9 based on performance per watt.

    Creating Open, springy Networks with Intel Xeon E5-2600 v3 ProcessorsIntel Xeon E5-2600 v3 processors can live paired with the Intel® Communications Chipset 89xx chain featuring Intel® Quick Assist Technology to enable faster encryption and compression performance10 to help security in a wide ambit of workloads. Service providers and networking equipment providers can expend the platform to consolidate multiple communications workloads onto a single, standardized and springy architecture to hurry up services deployment, reduce costs, and create a more consistent and secure user experience.

    In addition, the newfangled Intel® Ethernet Controller XL710 family helps address the increasing demands on networks with capabilities to enable better performance for virtualized servers and networks. The springy 10/40 gigabit Ethernet controller provides twice the bandwidth while consuming half the power compared with the previous generation11.

    Extensive industry supportStarting today, system manufacturers from around the world are expected to broadcast hundreds of Intel® Xeon® processor E5 v3 family-based platforms. These manufacturers across servers, storage and networking include Bull*, Cray*, Cisco*, Dell*, Fujitsu*, Hitachi*, HP*, Huawei*, IBM*, Inspur*, Lenovo*, NEC*, Oracle*, Quanta*, Radisys*, SGI*, Sugon* and Supermicro*, among many others.

    Pricing detailsThe Intel Xeon processor E5-2600 v3 product family will live offered with 26 different parts that ambit in charge from $213 to $2,702 in quantities of 1,000. Intel Xeon processor E5-1600 workstations will live offered with six different parts in prices ranging from $295 to $1,723. Complete pricing details can live establish in the Intel Newsroom. For more details on these newfangled Intel Xeon processors, visit the online press kit.

    Software and workloads used in performance tests may believe been optimized for performance only on Intel microprocessors. Performance tests, such as SYSmark and MobileMark, are measured using specific computer systems, components, software, operations and functions. Any change to any of those factors may antecedent the results to vary. You should consult other information and performance tests to assist you in fully evaluating your contemplated purchases, including the performance of that product when combined with other products.

    Results believe been measured by Intel based on software, benchmark or other data of third parties and are provided for informational purposes only. Any dissimilarity in system hardware or software design or configuration may touch actual performance. Intel does not control or audit the design or implementation of third party data referenced in this document. Intel encourages complete of its customers to visit the websites of the referenced third parties or other sources to confirm whether the referenced data is accurate and reflects performance of systems available for purchase.

    1 Twenty-seven performance world records based on two-socket configurations. Source as of Sept. 8, 2014. replete details available at: http://www.intel.com/content/www/us/en/benchmarks/server/xeon-e5-2600-v3/xeon-e5-2600-v3-summary.html.

    2 Source as of Sep. 8, 2014. newfangled configuration: Hewlett-Packard Company HP ProLiant ML350 Gen9 platform with two Intel Xeon Processor E5-2699 v3, Oracle Java standard Edition 8 update 11, 190,674 SPECjbb2013-MultiJVM max-jOPS, 47,139 SPECjbb2013-MultiJVM critical-jOPS. Source. Baseline: Cisco Systems Cisco UCS C240 M3 platform with two Intel Xeon Processor E5-2697 v2, Oracle Java standard Edition 7 update 45, 63,079 SPECjbb2013-MultiJVM max-jOPS , 23,797 SPECjbb2013-MultiJVM critical-jOPS. Source.

    3 Intel® Xeon® Processor E5-2699 v3 (18C, 45M Cache) compared to Intel® Xeon® Processor E5-2697 v2 (12C, 30M Cache).

    4 Intel® Advanced Vector Extensions (Intel® AVX)* provides higher throughput to inescapable processor operations. Due to varying processor power characteristics, utilizing AVX instructions may antecedent a) some parts to operate at less than the rated frequency and b) some parts with Intel® Turbo Boost Technology 2.0 to not achieve any or maximum turbo frequencies. Performance varies depending on hardware, software, and system configuration and you can learn more at http://www.intel.com/go/turbo.

    5 Source as of August 2014 TR#3034 on Linpack*. Baseline configuration: Intel® Server Board S2600CP with two Intel® Xeon® Processor E5-2697 v2, Intel® HT Technology disabled, Intel® Turbo Boost Technology enabled, 8x8GB DDR3-1866, RHEL* 6.3, Intel® MKL 11.0.5, score: 528 GFlops. newfangled configuration: Intel® Server System R2208WTTYS with two Intel® Xeon® Processor E5-2699 v3, Intel® HT Technology disabled, Intel® Turbo Boost Technology enabled, 8x16GB DDR4-2133, RHEL* 6.4, Intel® MKL 11.1.1, score: 1,012 GFlops

    6 Source as of Sept. 8, 2014. newfangled configuration: Hewlett-Packard Company ProLiant DL360 Gen9 with two Intel Xeon Processor E5-2699 v3, SPECvirt_sc2013 1614 @ 95 VMs. Source.  Baseline: IBM System x3650 M4 platform with two Intel Xeon Processor E5-2697 v2, SPECvirt_sc2013 947.0 @ 53 VMs. Source.

    7 Source as of August 2014 TR#3044 on STREAM (triad): Intel® Server Board S2600CP with two Intel® Xeon® Processor E5-2697 v2, 24x16GB DDR3-1866 @1066MHz DR-RDIMM, score: 58.9 GB/sec. newfangled Configuration: Intel® Server System R2208WTTYS with two Intel® Xeon® Processor E5-2699 v3, 24x16GB DR4-2133 @ 1600MHz DR-RDIMM, score: 85.2 GB/sec.

    8 Source as of June 2014 on AES-128-GCM Encryption algorithm: Intel internal measurements using Intel® Server Board S2600CW2S with two Intel® Xeon® Processor E5-2658 v3, DDR4-2133, CentoOS v3.8.4, Open SSL v1.0.2-beta1. Baseline Configuration: Intel internal measurements with two E5-2658 v2, DDR3-1866, CentoOS v3.8.4, Open SSL v1.0.2-beta1.

    9 Comparison based onSPECpower_ssj2008 results published (http://www.spec.org/) as of Aug. 26, 2014. Sugon I620-G20 platform with two Intel Xeon Processor E5-2699 v3, IBM J9 VM, 10,599 overall ssj_ops/watt. Source (http://www.sugon.com/).

    10 Intel® Communications Chipset 8920 (20Gbps) compared to Intel Communication Chipset 8955 (50Gbps) capable of up to 2.5x more encryption acceleration. Intel® Communications Chipset 8920 (8Gbps) compared to Intel Communication Chipset 8955 (24Gbps) capable of up to 3x more compression acceleration. 8920 Configuration: C8920 PCIe x16 QA Driver/SDK Release 1.0.0-77 Stargo/ Gladden 4C-8T-8 MB LLC – 2GHz, 2C-4T used for peak CCK throughputs. 8955 Configuration: [8955 PCIe x16 on a Shumway evolution Platform with Ivy Bridge EP CPUs and QA Driver/SDK 1.00. Tests were performed using UP/8 cores; Measured by Intel].

    11 Source as of Aug 2014: Calculated Gb/Watt for 2@ Intel Ethernet CNA X520-DA2 Dual-port Twinax Typical Power 11.6W 2: 1@ Intel Ethernet CNA X710-DA4 Quad-port Twinax Typical Power 3.4W for a 222% augment in Gb/Watt (Typical).


    Microsoft's Hybrid Cloud Strategy | killexams.com actual questions and Pass4sure dumps

    In-Depth

    Microsoft's Hybrid Cloud Strategy

    Microsoft is structure a stronger bridge between Windows Server and Microsoft Azure, but it'll furthermore manage AWS, VMware and OpenStack infrastructure and services.

    Early visions of cloud computing saw a day when enter­prises could deploy applications and industry services without the necessity for any datacenter compute, storage and application infrastructure. Back in 2006, Sun Microsystems Inc. introduced the Sun Cloud Compute Utility, comprised of computing for $1 per CPU hour. Obviously, the Sun offering never gained traction, but it arrived around the selfsame time Amazon.com Inc. launched its Amazon Web Services Inc. (AWS) cloud business, which of course upended the traditional datacenter industry and created the birth of today's public cloud services market.

    It's perhaps no coincidence Amazon.com never had a software or hardware industry to protect. Along with its stomach for razor-thin margins, the company delivered the first sustainable utility compute and storage services. While removing the datacenter is still a pipedream for most established enterprises (many would quarrel it would live a nightmare), cloud computing has very much taken root in varying forms and scope.

    Now cloud technology is undergoing another significant shift in its evolution and Amazon.com's key competitors are hoping what was once an AWS might -- no legacy industry to protect -- will become a weakness, or at the very least befriend level the playing field. Key infrastructure and application platform providers are developing newfangled software-defined, hybrid cloud infrastructure and services aimed at functioning as the control plane of the datacenter. Among them, Microsoft, VMware Inc., and Citrix Systems Inc. are readying hybrid cloud platforms that enable the expend of public and private clouds to build, manage, and provision IT services and deliver applications as a service, even as companies stick to keeping core components -- notably data -- on-premises.

    The cloud control planes are the latest pains to bridge the on-premises datacenter with public infrastructure and platform services. It appears they're built with the realization no organization is going to expend solely one public cloud to procure infrastructure and applications. The growing shift to Software as a Service (SaaS) and modern apps designed for traditional and mobile device types is expected to compel many organizations to expend multiple cloud providers to deliver, secure and manage user access to system resources apps and data. The emerging cloud control planes will let IT attain so whether employees are using traditional computers, remote desktops, virtual applications or by accessing modern apps from any device.

    Certainly Citrix, Microsoft and VMware aren't the only ones structure these newfangled bridges from software-defined datacenters to next-generation public clouds. But when it comes to managing Windows client and datacenter infrastructure, complete three will present major newfangled capabilities to consider.

    Revamping the Microsoft Cloud OSFor its part, Microsoft three years ago tried to provide a more consistent platform between Windows Server and Azure with its Cloud OS consisting of Windows Server 2012, System hub 2012 and the Windows Azure Pack. The latter was designed to set an Azure-like veneer on Windows Server. Though a major step forward, the Azure cloud and Windows Server 20012 (and the R2 release), aren't one and the same. Furthermore, Azure and other public clouds believe evolved substantially in three years. reckon back in 2012 the Microsoft cloud service was still called Windows Azure -- now it's Microsoft Azure. While the rush sounded superficial when Microsoft first announced the change, it has become clearly patent why Microsoft renamed the service. Azure is not just a Windows-based cloud service.

    At its recent Build and Ignite conferences, and the months leading up to those events, Microsoft has outlined planned upgrades to the Azure cloud, which include the Azure Service Fabric. "Service Fabric is a high-control, distributed computing framework," said Scott Guthrie, Microsoft's executive vice president for Cloud and Enterprise, speaking during the Build keynote. "We created it to power their own high-scale cloud services, and we've battle-hardened it over the last several years under extreme loads and super-demanding requirements. It supports the aptitude to create cloud services composed of both stateless and stateful micro-services. And it has advocate for hyper scale-out deployments, self-healing and core management, as well as the orchestration of code updates."

    Along with that announcement, Microsoft made available the Service Fabric SDK for both Windows and Linux systems. "In addition to supporting Azure, you'll furthermore live able to expend it to build considerable solutions that Run in a multi-cloud environment," Guthrie said. Microsoft released Azure Service Fabric on the heels of the release of the Azure App Services, which consist of Web, mobile, BizTalk connectivity and APIs that Microsoft claims easily integrate with SaaS and on-premises systems.

    "API Apps allow you to grasp any existing API, whether it's an API in the cloud or an API on-premises, and project that into App Service adding some simple metadata," explains Omar Khan, Microsoft's director of Azure Engineering. The BizTalk connectors provide the links between on-premises and SaaS apps, he adds. "We believe virtual networking in Azure that allows you to connect on-premises resources to the cloud. They furthermore advocate hybrid connections which is a BizTalk capability that allows you to attain app-to-app connection across firewalls. So these API Apps and the Oracle connector or the SAP connector, among others, utilize those connectivity options in Azure to connect to the on-premises resources and then there's a connector piece that you can Run on-premises that connects to that API App."

    "Service Fabric is a high-control, distributed computing framework. They created it to power their own high-scale cloud services, and we've battle-hardened it over the last several years under extreme loads and super-demanding requirements."

    Scott Guthrie, Executive Vice President, Microsoft Cloud and Enterprise Group

    Operations Management SuiteMeanwhile, Windows Server 2016 promises to live more Azure-like than its predecessors.

    Interestingly, Microsoft hasn't, at least yet, talked up the notion of migration from AWS, VMware and others, but rather has Come up with a model that embraces coexistence. Microsoft plans to attain this with several newfangled offerings that'll start to appear later this year, such as the newfangled Operations Management Suite (OMS), a newfangled offering intended to provide hybrid cloud management -- and not just for managing Azure. The Web-based console provides deployment, management and integration of public cloud and datacenter services running in AWS, Linux, VMware and OpenStack. OMS integrates with Microsoft System Center, but doesn't require it.

    "It gives you that any cloud, any OS, any application and you gather orchestration," said corporate VP Brad Anderson, in the keynote presentation at the company's Ignite conference back in May, where he announced OMS. "You gather application availability. You gather catastrophe recovery and backup. And you gather complete of that capability -- again, virtual, physical, public cloud, private cloud, VMware, Hyper-V -- complete in one pane of glass."



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    Operations & Process Management: Principles & Practice for Strategic ImpactOperations & Process Management: Principles & Practice for Strategic Impact
    By Nigel Slack, Alistair Jones
    Publisher : Pearson (Feb 2018)
    ISBN10 : 129217613X
    ISBN13 : 9781292176130
    Our ISBN10 : 129217613X
    Our ISBN13 : 9781292176130
    Subject : Business & Economics
    Price : $75.00
    Computer Security: Principles and PracticeComputer Security: Principles and Practice
    By William Stallings, Lawrie Brown
    Publisher : Pearson (Aug 2017)
    ISBN10 : 0134794109
    ISBN13 : 9780134794105
    Our ISBN10 : 1292220619
    Our ISBN13 : 9781292220611
    Subject : Computer Science & Technology
    Price : $65.00
    Urban EconomicsUrban Economics
    By Arthur O’Sullivan
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 126046542X
    ISBN13 : 9781260465426
    Our ISBN10 : 1260084493
    Our ISBN13 : 9781260084498
    Subject : Business & Economics
    Price : $39.00
    Urban EconomicsUrban Economics
    By Arthur O’Sullivan
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 0078021782
    ISBN13 : 9780078021787
    Our ISBN10 : 1260084493
    Our ISBN13 : 9781260084498
    Subject : Business & Economics
    Price : $65.00
    Understanding BusinessUnderstanding Business
    By William G Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (Feb 2018)
    ISBN10 : 126021110X
    ISBN13 : 9781260211108
    Our ISBN10 : 126009233X
    Our ISBN13 : 9781260092332
    Subject : Business & Economics
    Price : $75.00
    Understanding BusinessUnderstanding Business
    By William Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (May 2018)
    ISBN10 : 1260682137
    ISBN13 : 9781260682137
    Our ISBN10 : 126009233X
    Our ISBN13 : 9781260092332
    Subject : Business & Economics
    Price : $80.00
    Understanding BusinessUnderstanding Business
    By William Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 1260277143
    ISBN13 : 9781260277142
    Our ISBN10 : 126009233X
    Our ISBN13 : 9781260092332
    Subject : Business & Economics
    Price : $77.00
    Understanding BusinessUnderstanding Business
    By William Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 1259929434
    ISBN13 : 9781259929434
    Our ISBN10 : 126009233X
    Our ISBN13 : 9781260092332
    Subject : Business & Economics
    Price : $76.00
    A2030-283A2030-283
    By Peter W. Cardon
    Publisher : McGraw-Hill (Jan 2017)
    ISBN10 : 1260128474
    ISBN13 : 9781260128475
    Our ISBN10 : 1259921883
    Our ISBN13 : 9781259921889
    Subject : Business & Economics, Communication & Media
    Price : $39.00
    A2030-283A2030-283
    By Peter Cardon
    Publisher : McGraw-Hill (Feb 2017)
    ISBN10 : 1260147150
    ISBN13 : 9781260147155
    Our ISBN10 : 1259921883
    Our ISBN13 : 9781259921889
    Subject : Business & Economics, Communication & Media
    Price : $64.00
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