value added

At the heart of the Data Solved promise are three core attributes - People Powered, Technology Focused and Infrastructure Invested. We leverage our strong, diverse team of more than 700 employees to enable our Powered by People motto and deliver on our promise. With 24 data centers on four continents, we are poised to deliver world-class infrastructure and value added technology services to our more than 1,000 customers in North America, Europe, Asia and Australia.

Our strategic approach successfully enables service innovation and migration to NFV while reducing OPEX and time to market.

In this whitepaper, we will explain trends that drive management challenges that data center operators are faced with. We will then show you the value proposition of Emerson's solutions, which can help you to: . Adapt data center infrastructure without increased cost; . Improving efficiency without added risk; . Maximize existing infrastructure investments; . Ensure availability of mission-critical services; and . Extend the life of existing infrastructure. Read on for more.

Many organizations struggle with a lack of visibility into how employees spend their time. What percent is spent in value-added activities, and what percent is spent idle or on activities not directly related to work objectives? Which applications do employees access, when, and for how long? Do the applications correlate with employee roles and assigned tasks?

In the survey conducted by CFO Research among senior finance executives at large companies, see how finance professionals are adapting to the accelerating pace of change in their companies, their markets, and their technology.

In the survey conducted by CFO Research among senior finance executives at large companies, see how finance professionals are adapting to the accelerating pace of change in their companies, their markets, and their technology.

Today, the gap between a customer’s expecta-tions and the service they receive is huge. Customers are increasingly knowledgeable about the products they use, and demand value-added, personalized customer service in real-time, using voice, text-based media types like email and chat, and social media.

Delivering exceptional multichannel customer service takes a coordinated effort across four dimensions — strategy, process, technology and people management.

In March of 2011, CFO Research Services conducted a survey among more than 200 senior finance executives primarily in the United States to explore how well companies' information systems are supporting finance executives' ongoing efforts to transform the finance function into a value-added partner to the business. Especially in the aftermath of a worldwide recession, do CFOs and their staffs have the information they need to deliver real business value throughout the organization? How well equipped are they to provide the kinds of critical and useful business analytics that can drive the company forward? Download this paper to learn the findings of our research.

Community Food Bank of Eastern Oklahoma used automation to focus on value-added tasks vs. manual accounts payable processes.

Brother conducted a series of interviews with value-added resellers (VARs) that work closely with businesses to select the right technology solutions. These VARs have a unique understanding of how IT professionals think; as a result, they have witnessed many missteps that have led to “less than optimal” IT technology integrations. What follows are five common - yet significant - mistakes identified during these discussions.

Nextgen was looking for a reliable, fast-to-deploy database solution with minimal support and maintenance costs.

This report examines the new technologies that innovative solution providers are releasing to assist in faster repair and recovery.

While free apps proliferate, many fall victim to the download-try-delete cycle, making the average lifespan of an app just 30 days. How can brands keep their place on a customer's mobile device? This whitepaper discusses how an app can deliver value to maintain its place on a customer's phone, and how added value can prompt customers to share some private information and opt in to push notifications. Dig deeper into the key performance indicators (KPIs) for apps that achieve this privacy-value exchange.

Improve operational efficiencies with next-gen networks and servicesThere has never been a better time for service providers to streamline operations, improve responsiveness and reduce costs. Find out in this white paper how all three can be accomplished with IBM Tivoli® Netcool® solutions. Also discover methods to boost efficiency and minimize expenditures.

When companies adopted Just-In-Time (JIT) tactics, they did so primarily to reduce inventory costs. For the most part, this strategy worked. Reducing stocks of raw materials, parts, assemblies and finished goods reduces carrying costs, allowing companies to invest the freed-up funds in more productive assets and projects.

The challenges presented by multiple Value-Added Networks (VANs) and managing diverse trading partners create barriers to the efficiencies promised by EDI. Multiple providers mean multiple points of failure with no one entity to hold accountable. Also, as trading communities grow, end-to-end supply chain visibility becomes an essential operational requirement.

The following are 10 tips for using network technology to help your business increase operational efficiency, reduce costs, improve customer satisfaction, and stay ahead of the competition.

This how-to-guide has been designed to help you better evaluate a VAN provider and determine the real value of the offer.

Your customers are asking for it. Your developers are ready for it. Your operations team is demanding it. What’s behind this momentum? Software-as-a-Service (SaaS) is a fundamental shift away from traditional software licensing to a market-driven subscription model. Keystone engaged 20 ISVs who successfully transitioned to a SaaS model, and found: New customer segments open thanks to lower adoption and operating costs. With less complex infrastructure under SaaS, customer TCO drops. ISV products improve with value-added cloud services and SaaS data capabilities. Financial predictability improves with recurring revenue model. New pricing models aligns ISV value to customers’ business needs, driving increased revenue. Additional, significant operational benefits from switching to a SaaS model. Fill out the form at right to get the free report, The Shift to SaaS: A high-value opportunity for ISVs. The collection of product usage data increases the speed of product development by 33%. –

Giving employees the right tools to do their best work can be challenging in today’s world of multiple devices and diverse work styles. This e-book reveals how to choose technology that helps your workforce: Protect company data Get more done Collaborate with colleagues Stay in control of their schedules Spend more time on value-added tasks

The business of taking care of remote hardware and software has never been bigger:-Managed systems and services for retail, point of sale, hospitality, and other distributed operations are a hot growth area.- Enterprise help desks manage an increasingly dispersed array of hardware and software.- Enterprise software providers are moving to managed services and other value added support offerings to preserve margins in the face of increasing price pressure.

While the price tag of higher education has escalated in the last 30 years, its impact on earnings has also gained significance. Furthermore, with tuition inflating even faster than healthcare costs, family incomes cannot keep up. Higher education therefore becomes unaffordable for many students.

The IBM Enterprise Health Analytics solution delivers immediate value for an organization’s specific business analytics while laying the foundation for future analytics capabilities that may be added as needs evolve.

Tax evasion is the largest economic crime in the world (in terms of monetary loss), costing trillions of dollars to governments around the globe. A 2011 study by The Tax Justice Network estimates that on a global scale, total tax evasion is in excess of US$3.1 trillion, or about 5.1% of world GDP.1 And that’s just the known tax evasion and noncompliance; it doesn’t include the underground economy and cash businesses. The per-capita figure is similar in Canada, representing about $45 billion a year. The European Union loses an estimated €200 billion in value-added tax alone, not including corporate or excise taxes. Tax evasion represents 4 to 5 percent of gross domestic product in Sweden and Japan.