With the globalization of business, staying in hotels is one of the significant expenses of any company.It is why nearly 700,000  hotels and resorts worldwide cater to the needs of the people.With so much at stake, studying in Bareilly's best hotel management college could be the best choice for students after completing their  12th exams.Reasons for students to prefer hotel management studiesThe increasing popularity of hotel management studies is due to two significant factors.One is the rapid growth of the hospitality industry in India and worldwide.And the student not only depends on IT for their future fantastic careers.Statistics of the growth of the hotel industryAs per Statista, the global hotel industry retail value is 600.49 billion USD at present.As per IBEF, by 2029, the Indian tourism sector is to reach Rs.
"Quantamental" is gaining hype on Wall Street. It's a type of investing strategy that tries to blend the best of quant funds and fundamental analysis. Bringing the two disciplines together is a feat in itself — hedge funds have tried and failed many times to get the culture and responsibilities just right. But both sides need each other, as fundamental analysts struggle to sort through massive amounts of data and quant models malfunction during never-before-seen market conditions brought on by the coronavirus. "I don't see my job as automating away humans," Man GLG's Paul Chambers told Business Insider. "I'd rather turn them into robo cops or Terminators, a machine-augmented human." Visit Business Insider's homepage for more stories. This story was originally published in May.  With a degree in physics and experience working as a scientist on airspace-weapon systems, Paul Chambers has the type of background many believe is the future of Wall Street. And while traditional portfolio managers might fear for their future at the sight of someone like Chambers, the reality couldn't be farther from the truth.  For Chambers, who heads up quantitative investment and research at $26.7 billion hedge fund Man GLG, it's all about bringing the two sides — man and machine — together. "I don't see my job as automating away humans," Chambers told Business Insider. "I'd rather turn them into robocops or Terminators, a machine-augmented human." Chambers and Man GLG aren't alone in their efforts. Across Wall Street, from highly quantitative shops like D.E. Shaw to well-known stockpickers like Steve Cohen, hedge funds are working to find the sweet spot between human and machine.  The push comes following a recognition in recent years that both sides could benefit from learning from each other. Commonly referred to as "quantamental," the strategy has picked up steam in recent years with funds on both sides of the aisle trying their hand at it.  Traditional managers have felt a growing pressure to use cutting-edge technology such as artificial intelligence and machine learning to digest the seemingly endless amount of data made available to Wall Street. Meanwhile, recent events, like March's market downturn driven by the coronavirus epidemic, have been a lesson for quants about the need to diversify their systematic models. "The two sides are becoming closer to one." said Chambers, who re-joined Man last year to "supercharge" the work already happening at the hedge fund leveraging quant data in the discretionary world. "Some quant performance has faded as easy trades have been arbed away, so it benefits them to learn what drives different types of companies to get the most from the data, and discretionary managers want to access the data that quants can unlock in order to remain competitive." No simple solution to bridging the gap Quantamental might be a topic du jour among hedge funds, but the increased buzz has hardly led to a standardized approach.  Take mutual-fund manager Strategic Global Advisors. Founded in 2005 as the brainchild of Gary Baierl, a former quant at Causeway Capital, and Cynthia Tusan, a portfolio manager at Wells Fargo, the firm attempted a quantamental approach from the get-go.  Brett Gallagher, SGA's president, told Business Insider the firm's strategy starts with a quantitative model built based on 15 factors. The suggested portfolio is then analyzed by fundamental analysts who have the option to kick stocks out — they typically reject 10-20% — but can't add any in.  That's followed by portfolio construction, which is then given a final look by the portfolio managers to make the last tweaks. Adjustments made by humans to the model are tracked and analyzed to recognize commonalities that could be plugged back into the model to improve it.  "I think having the fundamental overlay — we call them the gatekeepers — is really important to what we do," Gallagher said. "Even moreso in this time of craziness where there are a lot of things that may make the quantitative model look a little bit wonky on certain aspects. We have the analysts there who can scoot out the issues." PanAgora Asset Management, meanwhile, takes the opposite approach. George Mussalli, PanAgora's chief investment officer, told Business Insider the firm was unhappy taking a purely quantitative approach, finding it difficult to get differentiated results in what was quickly becoming a crowded field.  As a result, the fund adjusted its focus to discretionary idea generation that could lean on the quantitative techniques they'd already built up. At it's core, Mussalli said, it's about understanding the fundamental framework of companies and industries and then finding the necessary data to emulate that.  "What you end up with are very differentiated signals, very differentiated approach," he added. "You're using the power of quant and the techniques of breadth, portfolio construction, and risk management to build the best portfolio. But what you get is a portfolio that acts very differently than a lot of other portfolios." At Ray Dalio's Bridgewater, the largest hedge fund in the world with $160 billion in assets, the process is led by "human understanding," the firm's co-CIO Greg Jensen told Business Insider in an email. "Nothing in our process is purely 'quantitative' in the sense that it is based on statistical relationships or historical patterns that machines are discovering. Everything is grounded in human understanding, and every part of our process is inspectable to us, so that we can have the computer read our logic back to us in more or less plain English and ensure that our decisions are consistent with that understanding," Jensen wrote. Still, there are times that the machines can outweigh the people — Dalio himself was overruled in 2018 about a trade involving the US dollar, according to The Wall Street Journal.  Quantamental isn't without its own challenges There is no denying interest in pursuing quantamental strategies is rising, but the trend hasn't been adopted with open arms by everyone in the space.  Josh Pantony, CEO of Boosted.ai, a fintech that helps fundamental managers use quantitative tools, recounted a particularly difficult sales call. "The most brutal feedback I ever got from a prospective client was, 'Using your platform would be an admission of failure to my investors,'" he said.  Pantony's experience isn't an outlier. In many cases, fundamental managers view the usage of quantitative techniques as a threat to their job.  "I think it's always something that a true MBA from Harvard who is great at Excel and finance but doesn't know anything about coding worries about in the back of their mind," Daniel Goldberg, founder of advisory and consulting firm Alternative Data Analytics, told Business Insider. Culture needs to be a key consideration of bringing both sides together. Speaking on a webinar in April, Carson Boneck, the chief data officer at Balyasny Asset Management, said transparency between the two groups was critical. Having "translators," or employees that can work with both quants and portfolio managers, also helped the process. Balyasny ran into its own trouble with the strategy — the firm cut a 10-person team known as Synthesis after only a year because of poor performance in 2019. Coatue, the Tiger Cub manager known for fundamental stock-picking, rolled out a quant strategy a year ago — but has already returned outside capital after the pandemic overwhelmed its data-driven processes.  Industry sources echoed a similar sentiment, adding that quant teams brought into discretionary firms need to have clear responsibilities that show they are having a direct impact on the firm, as opposed to side projects that won't affect actual returns.  "Nobody likes to be put in a room and told to collaborate," Man GLG's Chambers said. "What you need to do is find a way for both sides to get something out of the process. ... Quants can't be seen as service providers." To be sure, quant-based shops have their own issues attempting quantamental strategies. For one, quants tend to take a build-over-buy approach, believing proprietary tech to be a key differentiator. But when it comes to the tools needed for quantamental strategies, they often don't have the same expertise and struggle with the process, Emmanuel Vallod, cofounder and CEO of SumUp Analytics, a natural-language-processing platform that analyzes text, told Business Insider. The issue of explaining models also tends to be a hangup for quant-focused firms, as they aren't accustomed to having to break down models to the level required by fundamental managers. "There is a need for explicability of the algorithm that is much, much, much higher than what systematic quants are usually requesting," Sylvain Forté, CEO of SESAMm, a provider of alternative-data analytic tools, told Business Insider "Reconciling the two worlds is not easy." Whichever side you approach the process from, nearly all agreed it takes time. It's not something that can be expected to work overnight. Constant tweaking of the system is required to find the perfect blend. Most firms can't resist pursuing quantamental strategies There will always be those who remain either purely fundamental or quantitative. Quants like Renaissance Technology or stock-pickers like Warren Buffet have been successful for too long to drastically change their ways now. But for the rest of the industry, a shift towards the middle seems more likely. "I don't think anyone can sit still," Andrew Fishman, president at Schonfeld Strategic Advisors, told Business Insider. The true definition of quantamental is probably lost forever as it has "one of those wildly generic Wall Street terms that is so amorphous that it doesn't mean much," according to Ryan Caldwell, chief investment officer and co-founder of Chiron Investment Management, a $1.8 billion manager that was bought by FS Investments at the end of last year.  But, Caldwell says, the evolution is necessary with alpha — returns generated beyond what the market churns out for everyone — becoming harder and harder to find.  Fundamental analysts have been pushed even further away from the research that was once the backbone of MBA programs across the country thanks to alternative data that can track supply chains more efficiently. No longer is it about "shaking info out faster than the guy sitting next to you," Caldwell says. "The fundamental part of this is understanding the macro environment with which we operate in," he added. And, during a global pandemic that has introduced never-before-seen volatility and record-low interest rates into the equation, quants can't rely on analyzing past situations to react to today because today is unprecedented.  "We would worry about any approach reliant on historical patterns or quantitative models based on historical data, whether combined with fundamental measures or not, as so much of the current environment and where we're likely headed isn't in the data, and instead requires a logical understanding of the economic machine," Bridgewater's Jensen wrote.  Former Goldman Sachs PM Mike Ho put an even finer point on the future. Quantamental, Ho wrote in a 2017 Medium post, will eventually be like "dating in the 7th grade": Everyone says they're doing it, even if they're not. Ho, who ran a firm called Quantavista for a time, is now at Steve Cohen's Point72. "We suspect quantamental may become an official word in the coming years, too. But, by then we'll probably all drop the 'quantamental' term and it will just be the way that most investment analysis is done," Ho wrote. "After all, why would you not want to combine quantitative and fundamental analysis?"SEE ALSO: Billionaire Steven Schonfeld poaches a top quant from Glenn Dubin's Engineers Gate to run a new fund SEE ALSO: The chief data officer at $6 billion hedge fund Balyasny explains how to merge quantitative and fundamental trading strategies — and the importance of 'translators' to bridge the gap SEE ALSO: 'Quantamental' investing is suddenly a buzzword in the hedge fund world, and we talked to the CEO of a fintech that just nabbed $8 million to help power the approach Join the conversation about this story » NOW WATCH: Why American sunscreens may not be protecting you as much as European sunscreens
Business Insider compiled a list of the people leading the most innovative and ambitious tech projects at Wall Street's biggest firms. We asked Wall Street players and industry insiders who's spearheading the most cutting-edge tech initiatives.  The list includes eight people who are heading up teams or projects at a range of the largest banks, hedge funds, asset managers, and exchanges.  Click here for more BI Prime stories.  This story was originally published in September 2019. Take a quick scan of the headlines on any given day, and it might seem as if startups are driving the most interesting tech developments on Wall Street.  It's a fair assumption, as venture capital money continues to pour into fintechs and even the biggest banks are getting in on the funding action.  However, for all the talk of large financial firms being slow to innovate and adapt to changing times, the top players have still managed to create their own cutting-edge projects in-house.  Read more: 60 fintechs that are set to take off in 2020, according to top VCs and investors Business Insider canvassed the most powerful firms on Wall Street — including banks, hedge funds, asset managers and exchanges — as well as other insiders to discover who exactly is leading the most innovative projects and teams at the biggest players. Here are the eight names that emerged and the ambitious projects they're working on, including massive tech integrations and building out entirely new banks. Ali Villagra, global head of Citi Velocity As Wall Street pushes for more simplification and returns to a world of bundled offerings, Villagra and Citi's Velocity institutional trading platform are in prime position for continued success. A combination of web-based analytics that cover everything from stocks to municipal bonds make Citi Velocity an ideal product for an increasing amount of investors looking for a one-stop shop.  Villagra, who joined Citi after graduating Dartmouth in 2001 as an analyst looking at debt capital markets, has spent the past nine years building out Citi Velocity. In August, she took over as its global head.  A big part of Villagra's job is staying ahead of the curve to meet client's evolving needs. Citi Velocity's push into API offerings is a prime example of that, and further indication of Wall Street's obsession with data. APIs allow investors to more easily connect data streams to applications.  Villagra also has other ways of staying up-to-date on the latest innovations, as she serves as the chairman of the board of FINOS, an industry group which supports the use of open source in financial services.  David Woodhead, technical strategy lead for BlackRock's Aladdin Studio What's one of the best ways to keep customers happy with your product? Give them the power to tweak it as they see fit.  That's what Woodhead is helping investors do with one of BlackRock's crown jewels — its Aladdin investment management platform. Woodhead leads the technical strategy for Aladdin Studio, a suite of tools allowing engineers to open up the end-to-end operating system that has long been one of the most-prized technology assets of the nearly $7 trillion asset manager.  Currently, more than 3,000 developers are using Aladdin Studio, working on investment research, analytics, and the automation of day-to-day processes within Aladdin. With an increased focus on data on Wall Street and a workforce that has the technical ability to take matters into their own hands, Aladdin Studio has proven to be a valuable tool for many.  Recently, Woodhead's team has worked to grow Aladdin Studio even bigger thanks to a wider adoption of open-source technology. The result has allowed users to automate repetitive tasks with the Python programming language and create more AI-based tools.  Read more: BlackRock execs lay out how its $1.3 billion eFront deal is setting up Aladdin to crack into a massive alternative-investment opportunity Hari Moorthy, partner at Goldman Sachs Moorthy is tasked with building out a business from scratch for Goldman Sachs, but it's likely not the one you've heard of. Marcus, Goldman's consumer-finance offering, has garnered plenty of media attention since launching in 2016, but Moorthy' work building out a commercial bank could end up being a bigger business for Goldman.  Moorthy, who returned to the bank in 2018 as a partner after serving as a managing director at JPMorgan for four years, has been tasked with building out a payments business to help corporates manage money. As with Marcus, Moorthy's work represents a departure from what has long been the bank's bread and butter — mergers and acquisitions and helping company's raise money. Moorthy has his work cut out for him, as commercial banking is dominated by sprawling existing businesses at two of Goldman's biggest rivals: JPMorgan and Citigroup. However, Goldman certainly hasn't been afraid to put resources behind the effort. In February, the Financial Times reported Goldman had hired 100 employees to work on the project.  Read more: Goldman Sachs just announced its first partnership for transaction banking as it looks to build a new $1 billion business moving money around the world Matthew Granade, chief market intelligence officer at Point72 Asset Management As Point72 Asset Management's chief market intelligence officer, Granade has the difficult task of leading the team responsible for combing through huge amounts of data to find information that the hedge fund's portfolio managers and analysts can turn into trades.  That's no small undertaking in any case, but it's especially difficult considering the fact that Point72, which manages $14 billion in assets, prides itself on being one of the most sophisticated firms when it comes to its digestion and analysis of data.  Granade, who has been at Point72 since 2015 and also spent more than five years at rival Bridgewater Associates, isn't just focused on the quantitative side. He also leads Point72's "person + machine" strategy, which includes a mixture of both humans and algorithms. The idea behind the hybrid approach is to combine the strengths of both sides to create the best investment opportunities. Read more: Point72, Renaissance Technologies, and Millennium are trying to make quant strategies work in bond markets. Here's why their nascent credit-trading teams face an uphill battle. Debra Herschmann, head user experience at JPMorgan's corporate and investment bank For all the focus around technology making trading faster and smarter, there is still something to be said for how good a product looks and how easy it is to use.  Herschmann's purview is exactly that, as she leads the digital experience design team for JPMorgan's corporate and investment bank. Herschmann came to JPMorgan in 2016 after spending nine years at Goldman Sachs, most recently serving as the head of corporate and investment bank user experience.  At JPMorgan, Herschmann has grown her team from 20 to 125 in the past two years and is involved in more than 60 projects across the corporate and investment bank.  Recent accomplishments include making Algo Central, JPMorgan's algorithmic execution tool, easier to follow and use via data visualization techniques. Same goes for Activism Insights, a tool meant to help investment bankers predict the influence of activist investors. Designers created a framework to reduce the time required by users to gather insights and analysis from the tool.  Read more: JPMorgan is hiring to grow a team that designs tech used by its bankers and clients — and it shows the huge impact fintech is having on Wall Street Chris Woolley, director of trading at Man Group As financial markets become ever-more complex — with investors trading in new ways and on a growing number of venues — the importance of being able to execute trades efficiently is critical. Enter Woolley, who serves as the director of trading at Man Group, a role that includes leading the Adaptive Intelligent Routing (AIR) project.  AIR uses machine learning to understand the best route for a trade, tapping into historic trade and market data to help improve the firm's ability to execute at the lowest possible cost. Doing so also allows traders to focus on more complex trades, such as those done in the over-the-counter space, which are typically harder to execute.  AIR was initially implemented in financial futures in 2017, and Woolley has been tasked with expanding it across different financial products. Last year, AIR was deployed in cash equities and foreign exchange. Next up for the group is credit.  Read more: The world's biggest hedge funds like Bridgewater are blending quantitative and fundamental trading. Here's why it's gaining hype on Wall Street. Ari Studnitzer, managing director for technology and product management at CME Group Tech integrations are tricky under any circumstance, but Studnitzer's task at CME Group is particularly impressive. Following CME Group's $5 billion acquisition of NEX back in November 2018, Studnitzer is leading a team focused on integrating BrokerTech and EBS, venues for trading US treasuries and foreign exchange, respectively, onto the larger CME Globex system.  That will create a single place to transact in futures, options, cash and OTC products. Even more importantly, by creating a one-stop shop, the project has the opportunity to create cross-asset savings, whether it be in data, clearing, or other areas. Studnitzer, who has been with CME since 2002, also has a hand in the newest potential technology out of the exchange, as he manages CME Group's tech labs. One specific area of interest for Studnitzer has been his work creating CME's corporate strategy around cloud usage, both for data and applications.  Read more: From Deutsche Bank to CME, Google Cloud has nabbed a string of big financial clients. Here are 3 ways it's making its pitch to win over Wall Street. Jonathan York, Bridgewater's chief architect and head of product for client service technology York has spent the better half of a decade working on Bridgewater's client-facing platforms and technology. The goal is to offer up the best data, analytics and visualization tools to the clients of the firm, which manages $150 billion in assets.  Analytics, in particular, has been an area of focus for York and his team. Investors are eager to make sense of the swaths of data available to them, and Bridgewater is able to do that thanks to a personalized and secure web channel they can access content through.  York's team will also look to continue to improve the digital experience of its clients, as it aims to make the experience as customizable as possible. No stranger to creating tools and systems geared to a customer, York spent time at vendor SunGard and ratings agency S&P before joining Bridgewater in 2013. 
Addison Rae Easterling, 19, is one of the top TikTok influencers in the world with over 54 million followers on the app. She began posting videos in July 2019 for fun and by December she decided to go all-in and moved out to Los Angeles from Louisiana. Easterling is known for her dance videos on TikTok and for being a member of the popular group the Hype House. She spoke with Business Insider in April about her rapid success online and how she is building a larger business with merchandise and lucrative brand partnerships.  Visit Business Insider's homepage for more stories. This article was originally published on April 16 and has been updated to reflect Forbes' estimate of Easterling's earnings. Before Addison Rae Easterling had millions of people watching her on TikTok, she was gearing up for her first year of college in her home state, Louisiana. "I initially found out about TikTok through a lot of young girls at my school and in my dance studio," Easterling, now 19, told Business Insider in April. "I remember being in a few of them, and after a while I downloaded it, not thinking I was going to post."  She eventually posted a video for fun in July 2019 that landed on TikTok's homepage, the "For You Page," she said. "I had never experienced that many likes or views," she said, and she continued to upload videos of herself dancing alone, with friends, or with her mom. In short order, she would experience more TikTok likes and views than nearly anyone on the planet. In only a few months, Easterling has become not only one of the biggest stars on TikTok, but one of the biggest stars across the internet, known to her fans as Addison Rae. Easterling has over 54 million TikTok followers, 24 million Instagram followers, and millions of views on her YouTube channel. And with her star continuing to rise, those numbers will no doubt be higher by the time you read this. Easterling's TikTok business has also been growing at a wild pace, from lucrative sponsorship deals with brands like American Eagle to merchandise. Her business earned an estimated $5 million in the last year, making her the highest-earning TikTok star right now, according to a Forbes estimate published in August.  What's her secret? Was she simply the one most beloved by TikTok's inscrutable algorithm? There is always a bit of luck when someone sees the kind of overnight success Easterling did — like when her dance to Mariah Carey's "Obsessed" caught Carey's attention and helped boost her budding fame. But there are other elements that made Easterling particularly suited to rise along with TikTok. Easterling has been dancing competitively since she was six years old, which has helped her put a spin on many of TikTok's viral "dance challenges." She was also able to go all-in on TikTok a few months after her follower count began to catch fire, and her family has enthusiastically supported her online career, especially her mom who appears in a lot of her videos and runs her own TikTok page with nearly nine million followers. Easterling has a knack for connecting with the right people, as well. She has collaborated with a lot of other influencers on videos, like Kourtney Kardashian and her son, and with YouTube celebrities like David Dobrik and James Charles. And she became a member of TikTok's first mega-popular group, the Hype House. All this has led to Easterling turning a fun hobby into a lucrative career — one that is only increasing as TikTok continues to cement itself as the platform of choice for Generation Z, and its homegrown stars move to the forefront of pop culture, despite political controversy. Easterling's rapid rise on TikTok  Easterling grew up dancing and watching Vine clips and episodes of "Dance Moms" with her friends.  She started competitively dancing when she was six and trained in many styles of dance like ballet, hip hop, jazz, and tap, she said.  "Dancing has always been a huge part of my life and honestly, I contribute so much of my TikTok growth to me being raised as a dancer," she said.  While Easterling was in her first semester at Louisiana State University, she was starting to get recognized on campus for her TikTok videos, which she said was "the craziest thing." "It didn't really bother me that I was doing TikTok and people knew it in my classes," she added. In the fall, she flew out to California with her mom and filmed a video for the prominent celebrity information site, Famous Birthdays, and that's when she began meeting up with other creators. After that trip, she'd fly out to Los Angeles over the weekend almost every two weeks, she said. At the end of October 2019, about three months into posting videos, Easterling's TikTok account gained over one million followers. She decided to leave LSU in late November. "I remember that's when it changed for me," she said. "I knew I wanted to take it more seriously and expand it to other platforms. I uploaded a video to YouTube and got really active on Instagram." Moving out to Los Angeles In December, Easterling moved out to Los Angeles and eventually her family bought a house there. They currently split their time between California and Louisiana, she said. Similar to other top creators, like Charli D'Amelio (76 million TikTok followers), Easterling's parents and siblings are all active on TikTok. Easterling said she's close with her family and is happy to have them be a part of her social-media rise, especially since they help keep her grounded. "You are who you hang out with and these are the people who are impacting my mind and work ethic the most," she said. "We're always filming," she said. "My house is never boring."  From viral success to a lucrative career path  Easterling has worked with companies like Reebok and L'Oreal on brand deals. She is signed with the Hollywood talent agency WME, and they work to connect her with top brands and other business opportunities like developing a content strategy, sourcing and negotiating deals, and exploring traditional-media opportunities. Influencers typically make a big chunk of their money through sponsorships and by selling consumer products to followers.  Easterling collaborated with the retail brand iamkoko.la in March on a limited apparel collection. And she launched  a merchandise line with the popular influencer ecommerce company Fanjoy, which handles merch sales for top creators like Jake Paul, David Dobrik, and Tana Mongeau. Overall, Easterling is planning to expand her business by becoming more involved in the beauty and hair space, she said, and brand herself beyond being "just an influencer." In July, she partnered with American Eagle on the brand's back-to-school campaign, and she launched a weekly podcast exclusive to Spotify with her mom. Later this month, Easterling will be releasing beauty products through her new makeup line, Item Beauty, which she cofounded with the beauty startup Madeby.  "This is a huge blessing and huge opportunity that's literally based off the people who support me and how much they interact with me," she said of her influencer career. "I've really valued the relationship with my supporters and I always try to comment back to my supporters and put all of my time and energy into that." Sign up for Business Insider's influencer newsletter, Influencer Dashboard, to get more stories like this in your inbox. For more on the business of influencers, according to TikTok stars, check out these Business Insider Prime posts:  The TikTok metrics that matter for a successful sponsorship deal between an influencer and a brand, according to industry insiders: We spoke with an influencer talent manager and a digital agent about some of the metrics they see brands paying attention to in 2020 on TikTok. The top 19 talent managers and agents for TikTok influencers who are helping build the careers of a new generation of digital stars: These leaders are helping to build businesses for the top TikTok influencers in 2020. Inside the rise of Fanjoy, from selling music T-shirts to dominating influencer merchandise with YouTube star clients like David Dobrik and Jake Paul: Fanjoy is one of the top influencer merchandise companies, creating products for digital stars like David Dobrik, Tana Mongeau, and Adelaine Morin. Join the conversation about this story » NOW WATCH: What it takes to be a PGA Tour caddie
A Washington, DC-based software company providing commute management solutions developed around real-time transportation information, TransitScreen has launched a new product CommuteWise for businesses and their employees planning to return to the office.TransitScreen Unveils new product to help re-onboarding processAs companies around the nation wrestle with balancing safety and the desire to return to normal, return-to-work planning committees are confronting a major hurdle that is ensuring a safe and manageable commute.Many businesses have historically left this part of the workday up to employees, but COVID-19 has made the emerging commute management field more important than ever before.CommuteWise makes it simple for organizations to communicate their full set of commute options, benefits, and subsidies to its employees, especially during beginning onboarding and the upcoming wave of re-onboarding employees who have spent months working remotely from home.To give employees full door-to-door commute plans, the system takes into account local transit routes and fares including commuter-friendly passes, the best options for biking and walking, the private employers gave choices such as carpool and vanpool, and parking options.Employees can compare cost and time, choose their preferred choice, and directly enroll in pretax benefits systems like Edenred or others.TransitScreen CEO and cofounder Matt Caywood said that “We designed our newest product to fill the most significant gap in employee onboarding, and what we’re looking presently is the largest simultaneous onboarding process of all time.Return-to-work task forces are concentrated on so many considerations right now, but an elevator safety protocol won’t make much difference if your employees can’t get to the workplace.Our solution suite, beginning with CommuteWise, can save massive time in communicating with employees, both during onboarding and throughout their time at the organization.”Employees will also have access to a mobile app featuring real-time information about all public and private options, alerts from local transit agencies about service changes or safety protocols, and daily commute updates and reminders.Employers can likewise share messages about safe commuting protocols.With CommuteWise as its cornerstone, the full commute management platform of TransitScreen makes it easy for employers to develop and manage a commute program without adding extra work for staff from automated trip planning during employee onboarding through providing real-time data to inform their everyday lives.TransitScreen’s full solution suite now includes the following.FULLY INTEGRATED ONBOARDING SOLUTION:Direct integration with benefit providers and other vendorsAutomated commute plans for employees on the basis of cost and time preferencesOpportunity to highlight employer commute subsidies and initiativesDesignated account manager to handle customization and updatesReal-time information about local transit availability and costsDAILY COMMUTE TOOL FOR EMPLOYEES:Real-time information about all public and private commuting optionsDirect integration with parking providers for real-time availabilityService alerts directly from transit agencies about outages or delaysReal-time employer-based messaging about building occupancy or procedure changesDaily alerts based on personalized employee work schedulesTransitScreen works with over 1,000 customers across 50 cities in the U.S., Canada, and Europe.For more HRTech news, Log on to www.hrtechcube.comFor more such Updates follow us on Google News Hrtech News
Conducting a smooth and most important, fruitful recruitment process is not an easy task for employers especially when they need to fill the position of managers.Managers are considered the backbone of any team.They act as guides or supporters for their team.That means, it becomes essential to hire a manager position very carefully.Here the online assessment test for jobs comes into the picture.These tests perform as an efficient resource for finding qualified candidates as opposed to a barrier that eliminates potential talent.More about online assessment test for jobs: The applicant is asked questions including everything under the sun about how they would rate their work performance and ability to work well with others.They are asked the same questions again in complex ways.
Sometimes, you may find your mouse behaving erratically and choosing icons or taking action even when you are only hovering the cursor.This issue may happen due to the auto-select feature on your Windows 10 device.If you are facing the same on your system, then here are some directions given below.Check the PC for MalwareYou should follow the steps given below:Navigate to the Control Panel.After that, input ‘Security’ into it and select the OK button to invoke the Windows Security.Then choose the ‘Virus & Threat protection’ option.You should click on the ‘Scan Option.’Now, choose the ‘Full Scan’ option and choose the ‘Scan now’ button.Repair Mouse Hover-Select by Accessing Ease SectionHere are the steps to follow:Once again, go to your Control Panel.Then choose the ‘Ease of Access’ option.Navigate to the ‘Ease of Access Center’ option and click on it.Scroll below to find the ‘Make the mouse easier to use’ option.Click on it,You have to untick the box of ‘Activate a window by hovering over it with the mouse.’Now, choose the Apply and then OK buttons to save the changes.Reinstall the DriversYou may follow the steps given below:Navigate to the Windows icon and right-click on it.After that, select the Device Manager.Then extend the section of ‘Mice and other pointing devices.’You should choose the mouse driver and right-click on it.Later, go to the Uninstall Device option and click on it.Now, verify the procedure by holding the Uninstall button.Reboot your system manually and the drivers will reinstall themselves.Update DriversTry this solution:Hold the Windows and S keys to invoke the Search section.After that, input ‘device manager’ into it and select the Enter key.Navigate to the ‘Mice and other pointing devices’ option.You should locate the type of mouse, and right-click on it then choose the ‘Update driver software’ option.Now, you may choose to browse for updates manually or automatically.Also, you should look at the site of device manufacturer for updates, or reboot the system and Windows 10 will install awaiting updates automatically.It can be extremely frustrating if your mouse acts like it has a mind of its own.Luckily, the solutions given above may fix the issue.
POS implementation is a system that facilitates and tracks the exchange of a product for payment through specific software.Solutions typically include a credit card reader and receipt printer.The main advantage of a computerized POS system over a cash box or a cash register is the sophisticated and detailed sales reports it provides.The software lets you analyze sales in different ways, such as by SKU (item sold), time periods, promotions, by store if you have more than one, or even by sales clerk.It will help your inventory manager buy in the right number of cartons of tissue paper with improved timing, and help your chef calculate how much cheese to order for the coming week, taking into account an upcoming holiday.It can also help reduce employee shrinkage.
Are you facing audio and video problems while using online meetings or video chat software?If your answer is yes, then you have come to the right place because today, we are going to share with you seven things that you can do if you are facing audio and video problems during an online meeting or video chat.Here are the seven things that you can do if you are facing an audio or video problem during a video chat or online meeting.Check Audio and Video Settings of the Platform , Legit-Directory  The first that you must-do if you are having sound or video issues while using an online meeting platform like Zoom or Google Hangout, is to check the audio button and video settings of the software/app.Because there are many online meeting platforms or software that, by default, mute the audio of the participant when they join an online meeting.Similarly, if you have video issues, check your webcam settings and the video settings of the online meeting software to ensure that your video feed is not getting affected by them.Ensure That You Have Selected the Right DevicesThis is another common cause due to which you might be facing audio or video problems in your video chat or meeting, especially if you have multiple audio/video devices connected to your system.To do this, go to “Device Manager” and update your audio, video, and USB drivers.Once you have installed all the latest drivers, recheck your system to see whether the problem is solved or not.Check Your Computer’s Privacy SettingsAnother thing that you can do if you are having trouble audio and video trouble is to check your computer’s privacy settings.To check your privacy settings:Click on the “Home” button.Now click on the settings icon.Next, go to Settings>Privacy.Next, click on “Camera/Microphone.”Enable “Camera/Microphone” if disabled in privacy settings.If you are a Mac user, then go to “System Preferences” and follow these steps:Navigate to “Security & Privacy.”Click on the padlock and enter your password.Now check whether you have granted microphone and camera access to the software that you are using for video chatting or online meeting or not.Check Your Browser SettingsIf you are using your browser like Google Chrome for video chatting or online meeting, make sure that you have given microphone and camera access permission to the browser.
Google Cloud's data analytics company Looker announced its first new product features on Thursday since it was acquired for $2.4 billion. With its new features, Looker is going after Google's core marketing audience.   This is part of Looker's strategy to roll its tools out to additional parts of Google to help them reel in new customers.  Looker also gives Google Cloud a stronger data analytics offering that works on multiple clouds, which is a major part of Google Cloud's strategy to compete with Microsoft and Salesforce.  Visit Business Insider's homepage for more stories. Data analytics company Looker just announced its first new features since Google Cloud closed its $2.4 billion acquisition of the business in February.  Looker is launching a development framework that allows developers to build their own applications, a marketplace for custom applications, and enhanced features in its analytics platform specifically built for marketers.  That final feature is key to Looker's strategy of finding areas within the broader Google business where it can combine its product with the company's existing tools.  In this case, it has built analytics and AI capabilities specifically for Google's core marketing audience.  "As a marketer, you want to understand how the programs you're running are influencing buyer decisions," Pedro Arellano, head of product marketing at Looker, told Business Insider. The new tools are designed to appeal to existing Google clients on the advertising side: "If you're a marketer that's used to living in that Google world, now having that exposure — and understanding the broader business context — is powerful." While the marketing features came first, Looker plans to roll its tools out to additional parts of Google, to help them reel in new customers, too:  "Now that we're part of Google, we're finding and identifying opportunities to broader Google teams where we provide existing value to new customers," Arellano said. "Google Cloud now has enterprise class [business intelligence] and analytics solutions. That is a very important market that Google Cloud and Looker can now pursue." Looker and Google Cloud's multi-cloud strategy Overall, Google Cloud acquired Looker to help it better compete with Microsoft and Salesforce, as well as to push its multi-cloud initiative.  Looker has always worked with multiple clouds, and a multi-cloud philosophy is a major part of Google Cloud's strategy to compete with its larger rivals. Read more: Google Cloud just closed its $2.4 billion acquisition of data analytics company Looker, and CEO Thomas Kurian says it will make more acquisitions 'when the time is right' Google Cloud has been building products of its own that allow customers to work with multiple clouds, including Anthos, which allows customers to run applications on multiple clouds and private data centers, as well as BigQuery Omni, a data warehouse product that works with Google Cloud and rival clouds like Amazon Web Services and Microsoft.  "We're excited to have Looker as part of the Google family," Debanjan Saha, vice president and general manager of data analytics at Google Cloud, told Business Insider. "It completes our portfolio. What Looker is helping us do is bridge the gap between data and using data and building solutions quickly for our customers." Do you work at Google Cloud or Looker? Got a tip? Contact this reporter via email at [email protected], Signal at 646.376.6106, Telegram at @rosaliechan, or Twitter DM at @rosaliechan17. (PR pitches by email only, please.) Other types of secure messaging available upon request. SEE ALSO: An exec who spent nearly 8 years helping grow Google Cloud into a behemoth explains why he ditched his Silicon Valley job to join tiny, Midwestern 3D modeling startup Physna Join the conversation about this story » NOW WATCH: How the Navy's largest hospital ship can help with the coronavirus
Whether you're searching for a new job opportunity or are continuing to expand inside your own company, a CISM credential shows your professional experience in the fields of safety intelligence. Design & Implementation of Cyber Safety System.
 If you are in the need to manage multiple Twitter accounts, there can be mainly two reasons: When you are a social media manager/agencyWhen you are a brand having multiple accounts for multiple product ranges.Being a social media manager, you obviously have to take care of numerous social accounts together.From Twitter’s platform itselfUsing a social media scheduler / Twitter post scheduler The major difference between both these options is that using Twitter, you can manage up to 5 accounts only.Select “Add an existing account”.Besides managing multiple Twitter accounts at the same place, you will be able to do a lot of other things too.Here are the steps to get started with the tool: Step 1: Getting registered Go to www.recurpost.com and click on the “Sign up free’ button on the top right corner.
Microsoft is taking advantage of a controversy created by Google last month to push its own new competing open source cloud technology. Last month, Google ticked off IBM and many others in the open source community over a popular open source project known as Istio.  Developers had been looking forward to the project being turned over to a vendor-independent organization run by the Linux Foundation.  Instead, Google created an odd new entity and turned the project over to that org. So on Wednesday, Microsoft announced its own new competitor to Istio and said it has already asked the Linux-run org to take control of it.   Visit Business Insider's homepage for more stories. The controversy Google kicked up last month — where it angered IBM and others in the open source community over its handling of a popular open source project called Istio — was apparently too juicy for Microsoft to resist.  To briefly recap the controversy: In 2017 when Istio was a young project, Google promised to transfer responsibility for it to the Cloud Native Computing Foundation, an independent organization run by the Linux Foundation. But in June, it created an unusual new organization and transferred the project to that entity instead, angering many in the open source community. On Wednesday, Microsoft waded in by offering its own competitor to Istio called Open Service Mesh. Microsoft also promised to do what Google refused to do: Turn the project over to CNCF.  "We believe an open source, openly governed, standards-compliant service mesh is important for the community," the company told Business Insider in a statement.  Free software is lucrative for cloud providers Open source projects are the communal property of the tech world, software anyone can use for free or modify. As they grow popular dozens of major companies and thousands of programmers may contribute to them. They still need leadership: Someone has to decide which contributions get included in the main project and which do not. And, although the software is free, as they become popular they gain tremendous commercial value. In the cloud world, cloud providers will offer these open-source software projects as services that their customers pay fees to use. Organizations like the CNCF exist to ensure no one vendor has undue control over important open-source projects — so they can't manipulate them to benefit their commercial interests at the expense of others. Google itself helped establish CNCF a few years ago for another popular cloud open source cloud technology it created called Kubernetes. Open sourcing its technology puts Google between a rock and a hard place. It is hoping to rise to the top of the cloud wars by creating new cloud tools. However, it's watched as two of its most popular projects — Kubernetes and Tensorflow — become popular, key services on competitors' clouds, particularly on Amazon Web Services. Then, last month, after Istio had grown in popularity to the point where big names in the industry had contributed to it, including IBM/Red Hat, Cisco and others, Google did something unexpected. It created an odd new organization, one dedicated just to dealing with open-source project trademarks (controlling the use of a brand name or logo), and not handling the total management of the project. It then transferred Istio (and a couple of its other projects) to that new organization.  Some people praised the new organization. Others said Google's move reflected badly on the Linux Foundation, which they accused of becoming a political landmine where vendors with the deepest pockets can buy influence. "New leadership at Google and Google Cloud are having second thoughts about turning over the fruits of their work to foundations that they eventually lose control over," wrote developer Alan Shimel on DevOps.com. But, as we previously reported, many others were angry at Google, pointing out that the the Linux Foundation — as well as other established open source foundations — are already equipped to handle trademarks and logo use. Major Istio contributor IBM wrote a public blog post condemning Google's move, as did a famous programmer who now works for Oracle's cloud. What Istio is and why Microsoft's move matters  Istio is a "mesh service," which is software tool that helps developers run "microservices." Microservices give developers a way to build cloud apps in tiny modular pieces, rather than in one big block of code. A "mesh service" then connects microservices together so they can function as one app. Even before Microsoft jumped in, there were other competitors to Istio. But Istio was holding a golden spot thanks to the big names using and working on it — assured to do so, in part, by the assumption it would one day go to the CNCF. Thanks to Google's decision, some of those big names are now jumping ship. When a top member of CNCF spoke out against Google's decision, he implied that the Linux Foundation would throw its considerable weight behind a competing project. Enter Microsoft, and Open Mesh Service, stage left. Gabe Monroy, a Microsoft partner program manager — and a CNCF board member — told TechCrunch that Open Mesh Service is gunning to be dethrone Istio by being easier to use, and that Microsoft is also "not interested" in contributing to Istio, deflating Google's project even more. (Microsoft isn't and never has been an official contributor to the Istio project.) "The truth is that customers are not having a great time with Istio in the wild today," Monroy told TechCrunch. "I think even folks who are deep in that community will acknowledge that and that's really the reason why we're not interested in contributing to that ecosystem at the moment." Now read: Google has ticked off IBM, Oracle, and many in the open-source community by launching an odd new open-source organization If Microsoft buys TikTok, it could be bad news for Google Cloud Join the conversation about this story » NOW WATCH: Swayze Valentine is the only female treating fighters' cuts and bruises inside the UFC octagon
SpaceX returned two NASA astronauts to Earth on Sunday after flying them to the International Space Station. The mission, called Demo-2, flew the first crewed US spacecraft since the end of NASA's space shuttle program in 2011. SpaceX's Crew Dragon spaceship is a product of NASA's Commercial Crew program, a partnership between the space agency and private companies. Boeing is also building a spaceship as part of the program, but SpaceX's progressed faster. Visit Business Insider's homepage for more stories. SpaceX and NASA celebrated a major milestone on Sunday: the completion of the world's first crewed commercial spaceflight. The company's Crew Dragon spaceship carried two NASA astronauts into orbit and docked to the space station two months ago, then returned on Sunday in a fiery plunge through Earth's atmosphere. The mission, called Demo-2, was the last major test before NASA certifies the Crew Dragon to carry more people into space. "This day heralds a new age of space exploration," Elon Musk, SpaceX's CEO, said during a NASA TV broadcast after the splashdown, adding, "I'm not very religious, but I prayed for this one." Since NASA ended its space-shuttle program in 2011, the agency has relied exclusively on Russia to ferry its astronauts to and from orbit in Soyuz spacecraft. But those seats have gotten increasingly expensive, and the world's space agencies have had no alternative for launching and returning astronauts, even when technical glitches have arisen. That's what spurred NASA to launch its Commercial Crew program, which was designed to facilitate the development of new American-made spacecraft. The program put private firms in competition for billions of dollars' worth of government contracts. SpaceX and Boeing came out on top, and SpaceX's spaceship passed its tests and became ready for astronauts first. Here's how NASA came to rely on the two companies to resurrect American spaceflight.SEE ALSO: 27 epic images show how SpaceX made history by flying NASA astronauts to and from the space station DON'T MISS: Telescope video captured SpaceX's Crew Dragon spaceship attached to space station, 250 miles above Earth NASA astronauts Doug Hurley and Bob Behnken are now the first people ever to fly in a commercial spacecraft. Both men are spaceflight veterans and were deeply involved in SpaceX's efforts to design its Crew Dragon spaceship. "This has been a quite an odyssey the last five, six, seven, eight years," Hurley said during a NASA live broadcast after the recent landing. "To be where we are now — the first crewed flight of Dragon — is just unbelievable." Crew Dragon launched into space with the two astronauts inside atop a Falcon 9 rocket on May 30. The mission, called Demo-2, was a demonstrate meant to show that the launch system and spaceship could safely transport people. The next day, the capsule docked to the International Space Station, where it stayed for two months. Aboard the space station, Behnken and Hurley conducted science experiments, routine maintenance, and a couple of spacewalks. On Saturday, Behnken and Hurley climbed back into the capsule, which they'd named Endeavour, and undocked from the space station. The next day, they survived a fiery plunge back to Earth. "It felt like we were inside of an animal," Behnken said in a briefing on Tuesday. Parachutes slowed the fall, and Endeavour landed in the Gulf of Mexico at 2:48 p.m. ET on Sunday, off the coast of Pensacola, Florida. Recovery teams helped the astronauts out of the capsule and gave them a medical check. The men were fine but found it difficult to stand; that's normal for ISS astronauts, since their bodies become accustomed to floating in space. Prior to the Demo-2 mission, the last US rocket-and-spaceship system to carry astronauts to and from space was Atlantis, NASA's last space shuttle. It launched and landed in July 2011. After 135 shuttle missions, NASA retired the program so it could direct funds towards long-term missions to the moon and, eventually, Mars. Since then, NASA has relied on Russia's Soyuz system to ferry its astronauts to and from the International Space Station. Soyuz has been the only human-rated spacecraft that can ferry people to and from the $150 billion, football-field-size orbiting laboratory.  Russia has nearly quadrupled its prices for NASA over a decade. In 2008, a single round-trip flight for a NASA astronaut cost about $22 million; by 2018, that price had soared to about $81 million. As of late last year the price is about $85 million, according to CNN. Additionally, two recent incidents raised concerns about the reliability and safety of Soyuz rockets. In August 2018, a Soyuz began leaking air into space while attached to the space station. A small hole was found and investigated by cosmonauts. Russian authorities think the hole came from a manufacturing accident with a drill that was hastily covered up. Then that October, a Soyuz rocket failed during launch. The space capsule, which was carrying one American and one Russian, automatically jettisoned away, and they walked away uninjured. Despite these issues, the world's space agencies had no other options for getting their astronauts to and from the space station. NASA's Commercial Crew Program has been developing alternative launch systems since 2010. The competition asked private companies to build new astronaut-ready spacecraft. Once the program is complete, the agency will have doled out more than $8 billion in awards and contracts over about a decade. "We don't want to purchase, own, and operate the hardware the way we used to. We want to be one customer of many customers in a very robust commercial marketplace in low-Earth orbit," Jim Bridenstine, NASA's administrator, said ahead of the Demo-2 landing. From dozens of hopefuls, two contenders made it through the competition: SpaceX and Boeing. Both of their spacecraft are designed to fly up to seven passengers to and from Earth's orbit. SpaceX, which Musk founded in 2002, designed the Crew Dragon, a 14,000-pound spaceship that's made to be reusable. The vehicle is SpaceX's biggest spaceflight achievement yet, but it's just the beginning of Musk's ambitions. "This is hopefully the first step on a journey towards civilization on Mars, of life becoming multiplanetary, a base on the moon, and expanding beyond Earth," he told reporters after the Demo-2 launch. Boeing, a century-old aerospace company, created the CST-100 Starliner, also a reusable capsule. It's made to land back on Earth using airbags, rather than splashing into the ocean. Before Boeing launches astronauts on the the CST-100 Starliner, it will re-do an uncrewed flight test, since the first attempt unearthed critical issues. In total, NASA selected nine astronauts to fly the Boeing and SpaceX spaceships on the demonstration missions and first official crewed missions. The group includes former space-shuttle flyers, ex-military test pilots, rookies, and — critically — four astronauts (including Behnken and Hurley) who'd been testing and providing feedback on the commercial ships for years. Before humans could fly in the new spacecraft, NASA required a robust series of test flights and demonstrations. In one such test, the Crew Dragon flew to the space station without a crew in March 2019 — making it the first commercial vehicle to ever do so. In that mission, called Demo-1, the spaceship launched from Cape Canaveral, Florida, then linked up to the International Space Station for five days. The only passengers were a crash-test dummy named Ripley, 400 pounds of cargo, and a fuzzy toy Earth. Officials declared the test a complete success after the capsule splashed down in the Atlantic Ocean off the coast of Florida. Bridenstine described the successful mission as "the dawn of a new era in American human spaceflight, and really in spaceflight for the entire world." But later demos hit snags. SpaceX did not pass an April 2019 test that simulated a parachute failure. The test was meant to examine what would happen if one parachute didn't deploy during a flight. SpaceX tried to simulate the situation, leaving only three parachutes to break the fall. Unfortunately, the other parachutes didn't properly deploy, either. However, the Crew Dragon parachutes eventually received approval after undergoing 27 rounds of testing. They performed as planned when Behnken and Hurley landed. William Gerstenmaier, NASA's associate administrator for human exploration and operations at the time, told Spaceflight Now that similar problems arose during Boeing's parachute tests. That same month, a Crew Dragon capsule exploded during a test-firing on the ground. NASA and SpaceX both welcomed the surprise failure. The mysterious explosion occurred as the capsule fired the large engines designed to help it escape a failing rocket. "Ensuring that our systems meet rigorous safety standards and detecting anomalies like this prior to flight are the main reasons why we test," SpaceX said on the day of the failure. Kathy Lueders, who managed the Commercial Crew Program and now leads NASA's Human Spaceflight Office, called the explosion "a huge gift for us" in terms of making the ship safer to fly. Boeing launched its Starliner capsule toward the space station for the first time in December 2019. Nobody was inside — just a mannequin named Rosie. There was also some food, Christmas presents, and other cargo for astronauts aboard the space station. But the Starliner suffered a major glitch with a clock about 31 minutes after launch, causing it to veer off-course. To save the uncrewed ship from total failure, Boeing skipped its docking with the space station — the main objective of the mission — and used the remaining propellant to stabilize the capsule's orbit and get it home. On its early return to Earth, the capsule relied on impact-absorbing airbags to land safely in the desert. A NASA safety panel revealed in February that the Starliner had also suffered a second software issue, which ground controllers patched in the middle of the test flight. Boeing and NASA officials said the error could have caused a collision between two units of the spacecraft: the crew module and the service module. The error prompted NASA to launch a larger investigation into Boeing's coding and culture.   NASA and Boeing have decided to re-do that uncrewed mission before the company launches its first astronauts. The re-do is planned for October or November, according to The Washington Post, but officials have declined to offer a timeline for the Starliner's first astronaut flight. Before they could carry people, both spaceships also had to prove they can jettison astronauts to safety in the unlikely event of a rocket-launch failure. Such failures have happened to both the Space Shuttle and Soyuz systems, so having an escape plan is essential. Boeing passed the ground test of the Starliner's abort system in November 2019. The capsule rocketed nearly a mile into the air, then parachuted back to the ground. The entire flight lasted 1.5 minutes. SpaceX demonstrated its escape system in January, by turning off one of its Falcon 9 rockets mid-flight while a Crew Dragon was perched on top. The rocket was traveling at around twice the speed of sound when SpaceX shut it down. At that moment, the Crew Dragon detached, fired its own thrusters, and sped away from the soon-to-explode rocket. The ship landed in the ocean under four giant parachutes. "It went as well as one could possibly expect," Musk said of the escape-system demonstration.     Overall, the Commercial Crew program has run years past its deadline. Boeing and SpaceX were supposed to have their systems certified by 2017, according to a report from the Government Accountability Office. "Most of us are just way past ready for this to happen. It has taken a lot longer than anybody thought," Wayne Hale, a retired NASA space-shuttle program manager, told Business Insider in January. Eventually, a round-trip seat on the Crew Dragon is expected to cost about $55 million. A seat on Starliner will cost about $90 million. NASA has contracted six round-trip flights on Crew Dragon. Behnken's wife, Megan McArthur, will pilot the second one. "What we did for Bob, I think we can do an even better job for Megan," SpaceX President Gwynne Shotwell said after the Demo-2 splashdown. NASA also plans to open the space station to tourists for $35,000 per night. Last year NASA announced it would allow two private astronauts per year to stay up to 30 days each on the space station.   Holly Secon contributed reporting. Do you have a story or inside information to share about the spaceflight industry? Send Dave Mosher an email at [email protected] or a Twitter direct message at @davemosher. More secure communication options are listed here.
The novel coronavirus set off an economic chain reaction, as more than 40 million Americans have filed for unemployment since the pandemic began.As states ease restrictions and allow consumers back into restaurants, malls and salons, the need for hourly workers will rebound and hiring managers need to prepare for a massive influx of new applicants.Millions more Americans will be seeking work over the next several months than HR teams are prepared to handle.Therein lies the challenge: reduced-strength talent acquisition teams must wade through an ocean of applicants to efficiently and effectively identify the best candidates for the job.Older text-based assessments can take as long as 45 minutes to complete, making for a frustrating candidate experience causing the high drop-off rates.Freshening up assessment tools will help hiring managers meet the present demand while offering myriad benefits in the future.2.Determine criteria for best-fit candidatesEffectively prioritizing candidates has always been important, but never more than now.
Google wasn’t initially fond of the idea of having a file manager on Android, seemingly inspired by the locked-down strategy used by Apple on iOS. To its credit, it didn’t prevent others from developing third-party file manager apps even if it tried harder to keep aberrant apps from accessing files. Suddenly, Google released Files, initially for Android Go devices, which … Continue reading
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Manufacturing facility’s help desk software generates reports for the general manager and each department head, says a pilot fish on the scene. It’s the typical thing: Each time a ticket is opened or closed, the user requesting the work and the higher-ups all get a copy via email.One day the IT boss gets a call from one of the department managers. “I got a ticket for a tech installing a printer ribbon,” manager says.OK, says IT boss, what’s the problem?“The tech had to come back the next day and adjust the ribbon, and I got a second ticket,” manager says. “Am I going to be charged for this?”After a lot of back and forth, the department manager says, “Oh, never mind; forget about it.”To read this article in full, please click here
Windows Credential Manager offers a straightforward way to store your login data in Windows 10.
Hearsay Systems allows financial advisors and insurance agents to have a more personal relationship with clients while still keeping their communication secure and compliant. CEO Clara Shih founded the company after working at Salesforce for three years and realizing that digital customer relationships often lost the personal touch that an advisor offers. Almost a decade later, Shih's startup is deepening its partnership with Salesforce, as digital personalized customer service is valued more than ever during the coronavirus pandemic.  Ther partnership will improve Hearsay's app on the AppExchange and develop more integrations and data sharing features between Salesforce and Hearsay, Shih said.  Click here to read more BI Prime stories.  When Clara Shih led product marketing for Salesforce's AppExchange for three years in the late 2000s, she saw two glaring problems: First, Salesforce's customer relationship management system lacked tools allowing agents to update a customer's profile based on personal conversations with them. Also, while sales reps often turned to social media platforms to connect with customers on a personal level, they couldn't connect those apps back to their CRM. She realized there was an opportunity to build a social selling tool that could connect the dots on those two opportunities, so she left Salesforce in 2009 to found Hearsay Systems, a startup that makes digital communication software for the financial services industry.  Now, almost a decade later, as the coronavirus pandemic makes personalized digital customer service more important than ever, Shih's startup is partnering with her former employer.  While Hearsay already had an app on Salesforce's AppExchange, the two company are now working together to develop additional integrations, and Salesforce Ventures poured some fresh funding into the startup. Shih declined to share the amount of the investment, though Hearsay previously raised $51 million at a $175 million valuation, according to PitchBook, from investors like Sequoia and NewView capital.  In financial services, agents and advisors rely on cultivating personal relationships with their customers. While self service tools like chatbots are increasingly popular, they often don't actually drive customer loyalty, Shih said.  "No one ever switches from Bank of America to Wells Fargo because Wells Fargo has a better chatbox," Shih said. "But on the advisor side, that happens all the time. People follow their advisor from company to company."  However, it's often challenging for individual advisors to take insights from their one-on-one conversations and make them useful to other parts of the firm: Because all of their communication deals with finances, it's sensitive and needs to be protected. That's where Hearsay comes in. Agents can use Heresay's tools to change settings or leave actionable notes based on conversations that they've had with customers, that coworkers in other parts of the business can read without seeing the nitty-gritty details of the conversations. "The real people that we serve are the insurance agents and the financial advisors who are in what we call the 'last mile,'" Shih told Business Insider. "The reason this is important, especially in the last five months, is that the relationship in the last mile is really special. It's only in the last mile that clients feel comfortable sharing."  Using technology to create personal relationships with customers People rely on financial advisors to manage their money, estates, wills, retirement, and many other potentially life-altering matters. During tough situations, digitization itself can often do more harm than good, Shih said. For example, someone who just lost a parent and has to manage their finances and estate would rely on a financial advisor during that process. Hearsay's tools allow the advisor to communicate with the client securely via text or voice chat, and track those conversations in the customer relationship management software. That's where it's real value-add comes in: Using Hearsay, an agent can leave notes to make sure sure that their conversations are informing the way the rest of a bank or management firm interacts with that customer. For example, as the customer is dealing with a difficult process, it would be inappropriate for the marketing team to send them targeted emails about other services, Shih said. Hearsay's product can prevent such snafus.   Hearsay's partnership with Salesforce will let agents and advisors will make it easier for information to be communicated to other departments. That doesn't mean the entire company would be able to see a customer's personal information, Shih said. But it could allow an agent to turn off marketing emails for a customer, for example.  "So much of the value in enterprise software is actually not about adding more technology," Shih said. "It's about making sure that the technology [customers] have is connected." The partnership also lets Salesforce deepen its industry specific strategy Given that Hearsay's tools are targeted towards the financial services industry, Shih sees the partnership as allowing Salesforce to deepen its commitment to its industry specific sales and product strategy. Salesforce acquired Vlocity earlier this year and named its leader — David Schmaier — as CEO of Salesforce Industries in June.  Partnership like this one with Hearsay help Salesforce unlock a "last mile of value" for customers in regulated industries, Bill Patterson, Salesforce's executive VP and general manager of CRM, said in a video blog.  Salesforce and Hearsay have a number of joint customers including Prudential, Fidelity, Morgan Stanley, New York Life, Liberty Mutual, Barclays, and TD Ameritrade. Got a tip? Contact this reporter via email at [email protected] or Signal at 925-364-4258. (PR pitches by email only, please.) You can also contact Business Insider securely via SecureDrop.Join the conversation about this story » NOW WATCH: Pathologists debunk 13 coronavirus myths
Lisa Lambert is one of the very few Black women in the venture industry. Lambert currently heads the venture effort of National Grid, a UK-based utility giant, but she's had a more than 20 year career in the industry, much of it at Intel. Her career has given her an opportunity to understand why the venture, startup, and tech industries are so lacking in diversity; partly, it's because they value fast decision-making and homogeneity enables that, she told Business Insider.  She also knows from experience that things can be different; in part, what's required is leadership, and holding corporate managers accountable for meeting diversity goals, she said. Visit Business Insider's homepage for more stories. You might think of Lisa Lambert as a unicorn, or perhaps something much more rare — a phoenix, say. Lambert is the chief technology and innovation officer at National Grid, as well as the founder and president of National Grid Partners, the UK-based utility giant's venture investing arm. Holding those titles would be unusual enough because she's a woman, as there are relatively few women in either the VC industry or in technology leadership positions. But she's also Black, which makes her extraordinarily unusual. A 2018 survey of traditional VC firms by Equal Venture partner Richard Kerby found that black women comprised just 1% of all investors at those firms. Lambert knows first-hand that the tech and venture industries can be more diverse and are hurting themselves because they're not. "If you look at the statistics around under-represented groups — women and ethnic minorities — they are massive market opportunities," Lambert told Business Insider in a recent interview. Venture investors' social networks lack diversity While she may be a rarity, Lambert isn't new to the scene. She's been a venture investor for more than 20 years, much of it with Intel Capital, the investing arm of the chip giant. She's also well-practiced at thinking about how to foster diversity in the tech and venture industries. During her last year at Intel, she ran the company's diversity fund, whose mandate was to invest in startups founded by women and under-represented minorities. Intel created the fund as part of a public commitment by then-CEO Brian Krzanich to promote inclusion and develop a more diverse workforce. From her long tenure in venture capital, Lambert said she understands why startups and venture firms aren't diverse and don't prioritize it. Venture investors and startup founders on the whole are largely white and male. The people they interact with are largely the same. Many venture capitalists and founders don't make much of an effort to broaden their networks to include people from different backgrounds or ethnicities. Unfortunately, having such a constrained network shapes who they see as potential partners and founders and the business ideas they think are worthwhile. "Typically, networks look like the people that are in them," Lambert said. If "you're going to continue to recruit out of your network and engage out of your network ... it doesn't create diversity, by definition," she continued. Diversity can slow things down But there's another factor that's likely at play, she said. Both venture investors and startup founders pride themselves on making quick decisions. It's much easier to move fast when you have a homogeneous team, when everyone has the same or similar background. By contrast, diversity can slow things down, Lambert said. "It's very difficult to be quick at making decisions if you're diverse, because diversity brings different points of view," Lambert said. "It creates more potential for conflict, frankly, and disagreement." Lambert thinks that kind of debate actually leads to better decisions, ones that are better informed and more likely to be broadly accepted. But if the highest priority is being quick, that kind of decision-making will get short-shrift. And venture investors and startup founders have had little pressure on them to do things differently, she said. Broadly speaking, the venture and startup industries have performed well enough that the investors who underwrite the system — the foundations, pension funds, family offices, and institutional investors who serve as venture firms' limited partners — haven't been agitating for change. And until recently, those investors have had little evidence that they may be losing out because of the venture system's lack of diversity or that the system's homogeneity has some significant drawbacks. "So what's the incentive for change," Lambert said, continuing, "that's always been the hard point." The costs of homogeneity are becoming more apparent But there's growing evidence of the costs. One need not look any farther than the widespread protests over the killing of George Floyd while he was in police custody. That unrest led to scattered property damage and looting of some businesses. It also shone a harsh light on systemic injustice and discrimination across American society, including within the tech and venture industries. Many companies have scrambled to react, pledging to diversify their ranks or to invest in organizations that promote racial inclusion. "We're in a state in America, and maybe across the world, where there's a high cost now associated with not being proactive about this," Lambert said. The people who have been left out of the system are "going to disrupt your world if you don't consider them, if you don't include them, if you don't invite them into your party." There's also growing evidence that investors and companies are losing out financially by failing to be more inclusive. A study out of Stanford last year indicated that asset managers rate white investors higher than Black ones, even when they have the same strong performance records. The study, which echoed similar findings related to job candidates, suggested that the investment industry is systematically undervaluing Black investors — potentially to the detriment of the industry's returns. Related studies indicate that diverse teams make better decisions and judgments than homogeneous ones. What's more, that very homogeneity leads to blind spots. White male investors and founders often don't understand the needs or interest or desires of women or people of color. That obliviousness can lead them to miss out on potential business, Lambert said. For the most part, venture investors "aren't represented in the markets that women might go after or African-Americans, or Hispanic Americans might go after, and so they have no way of relating, even to judge if an idea is a good idea," she said. "So you need to have diversity if you want to go after those markets." The diversity playbook isn't complicated Lambert knows from experience that the venture, startup, and tech industries can be more inclusive. She's lived it. Intel gave her an opportunity as an investor. It eventually put her in charge of its diversity fund, where she was directly responsible for finding and investing in a diverse collection of founders. Despite many claims from within the tech and related industries to the contrary, the reason why they aren't more diverse has nothing to do with the so-called pipeline of talent, she said. There are plenty of Black college graduates each year who could be hired by venture firms, startups, and tech giants. Instead, she said, what's been lacking, in part, is leadership. Those companies leaders have not made diversity a priority. Compounding the problem, the teams making the hiring decisions themselves aren't diverse. Diverse teams encourage more diversity; homogeneous ones don't, she said. "The playbook on how to get change is really not that complicated," she said. "But the challenge is, do you have leaders that are willing to do what's necessary to execute the playbook." What's really needed, she said, is for companies to treat diversity goals like other business objectives. Leaders ought to be held accountable for meeting them — and lose compensation or more if they don't, she said. Otherwise, companies can keep making statements about how much they value diversity without ever really doing anything about it, she said. "If you're not going to put those structural changes in and hold people accountable — they're not going to get a promotion, they're not going to get a bonus, they're not going to get to keep their job if they don't make the change — then you're not going to see the change," Lambert said. Got a tip about diversity in the tech industry? Contact Troy Wolverton via email at [email protected], message him on Twitter @troywolv, or send him a secure message through Signal at 415.515.5594. You can also contact Business Insider securely via SecureDrop. Read more about how the tech industry is wrestling with its lack of diversity: This fund manager thinks $35 trillion worth of global assets are underperforming thanks to the investment industry's lack of diversity. He's got a plan to turn that around. The moment might be right for the venture capital industry to finally address its lack of racial diversity — but only if it learns the right lessons from the #MeToo movement, advocates say Every venture firm can take these quick steps toward greater diversity, says one of Silicon Valley's few black VCs. What the steps have in common: Reach out. One of Silicon Valley's few black VCs says the industry has a systemic problem with race, but he's hopeful the George Floyd protests are finally going to spark real change SEE ALSO: Silicon Valley billionaires are lining up to condemn racism. But the tech and VC industry has a shameful, decades-long history of ignoring and perpetuating inequality. Join the conversation about this story » NOW WATCH: July 15 is Tax Day — here's what it's like to do your own taxes for the very first time
Soffront Corporation, maker of the popular franchise management platform BrandWide, today announced that Maid Green Made Clean, of Miami Florida has selected BrandWide to be the official CRM and franchise management solution provider for its franchise locations.Maid Green Made Clean franchise is an environmentally-friendly professional cleaning service established in 2006.Maid Green brings high quality cleaning services at affordable rates to residential and commercial clients in Florida, Illinois, and Michigan.BrandWide provides a complete franchise management platform that connects both franchisors and franchisees.Complete CRM, scheduling, and invoicing solution for franchisees4.Franchise onboarding, project management & helpdesk6.Franchise-wide analytics“Cleaning services are essential during an ongoing pandemic and we are proud to be selected by Maid Green as their CRM provider,” said Manu Das, President and Founder of Soffront.“We provide a complete toolset for service businesses to get new clients, improve client retention, and standardize and systematize operations.”“We chose BrandWide after a rigorous selection process.
Bozoma Saint John, Netflix's newly named chief marketing officer, has climbed the corporate-marketing ranks over 20 years using her celebrity connections and ability to tie brands like Pepsi and Apple to cultural trends. She's also known as unapologetically outspoken and a role model for women of color — who are notoriously underrepresented in the C-suites of corporations.  Netflix has long been synonymous with streaming video, but it needs to convince people to keep subscribing as new options from HBO and Disney emerge. Some say a chief marketing officer with huge personal stardom can risk overshadowing the very brands they're hired to promote. Visit Business Insider's homepage for more stories. Shortly after noon on a recent Saturday, Bozoma Saint John appeared on thousands of women's computer screens. It was the inaugural livestream of her event The Badass Workshop. Viewers paid $25 to learn Saint John's personal and work philosophies. Ciara's "Level Up" began playing, and in danced Saint John, blue stars glittering off her black jumpsuit. "I've seen all the descriptions of what it looks like to be a global CMO, and it's not supposed to look like this," Saint John said through fuchsia lipstick, half her hair pulled into a braided topknot.  Even when the livestream suddenly crashed, the expert marketer spun it positively: "WE BROKE THE INNANET!" Saint John proclaimed on Instagram. Saint John, who was named chief marketing officer of Netflix in June, has always taken an unconventional path. While the role has become increasingly the domain of data geeks, she's a glamourous executive who goes with her gut and is known for her work tying brands like Pepsi and Apple to cultural trends. Before joining Netflix, Saint John served as a marketing executive for Apple, Uber, and Endeavor. Netflix is one of the most popular streaming-video players. But it needs to convince people to keep subscribing as new options launch from competitors like HBO and Disney. Her hiring also comes at a moment when Silicon Valley, along the rest of corporate America, desperately needs more executives of color. Saint John, with her cultural magic touch, could be just what Netflix needs — but as her persona grows, some question if she risks overshadowing the companies she serves. Business Insider spoke with 18 of Saint John's colleagues, friends, and competitors for this story. Netflix declined to make Saint John available for an interview. Saint John stood out from others since childhood Until age 12, Saint John lived in Ghana. After the country's government fell to a military coup in the 1980s, Saint John's family relocated to Colorado Springs, Colorado. Now 43, the 5-foot-11 executive says she always stood out among mostly white faces in classrooms and boardrooms. Over time, Saint John has built a robust list of connections from the worlds of media, politics, entertainment, and tech, including Anna Wintour, the Obamas, and Facebook's Carolyn Everson. A recurring theme of Saint John is the idea of "bringing your whole self to work," which she frequently evokes in conversations and interviews. In 2014, Saint John captivated a crowd when she was named to the American Advertising Federation's Hall of Achievement. She gave a moving speech and talked about the loss of her husband, Peter, who died from cancer one year prior. "She won over not just the room but the whole industry," said Ross Martin, the president of the marketing services company Known, who received the same honor that year. Those high-profile ties and that honest nature are captured in Saint John's Instagram account, where she broadcasts a jet-setting life as "badassboz" as well as her role as the mother of a 10-year-old. She has also made rounds in the glossy lifestyle-magazine circuit — with interviewers calling her the "Queen of Silicon Valley" and "a better brand than Uber." Her acquaintances, like Tiffany R. Warren, the senior vice president and chief diversity officer at the ad giant Omnicom, speak of Saint John's open-book approach to life, informed by her African heritage and religious faith. "What you see is what you get," Warren said. "That's how I think of Boz." Other stories tell of her praying with the investor Anjula Acharia before a high-stakes presentation and subbing in for Arianna Huffington at the Cannes Lions festival at the last minute when Huffington was recovering from hip-replacement surgery. She uses her position as one of the few visible Black women in her field. She teamed up with Luvvie Ajayi Jones, Glennon Doyle, and Stacey Bendet to launch #ShareTheMicNow, an Instagram campaign to magnify people of color, and served as the Ghana ambassador for the education nonprofit Pencils of Promise. She built a career on emotional and cultural connections At a time when chief marketing officers increasingly live and die by the numbers, Saint John's stock-in-trade is connecting with consumers on an emotional level, and, in her own words, trusting her gut. This approach can open her to criticism that she doesn't care about return on investment as much as a chief marketing officer should. "There are some marketers that lead with logic and data, and there are other marketers that lead with instinct and culture. She sits far out on the instinct and culture side," her friend Jonathan Mildenhall, who is a cofounder of the consulting firm TwentyFirstCenturyBrand, said. At Pepsi, Saint John spearheaded projects like a series of livestreamed Twitter concerts with Katy Perry and others that marked a new union of social media, advertising, and pop music, the former Pepsi executive Shiv Singh said. She helped land Beyoncé for the 2013 Pepsi Super Bowl Halftime Show in New Orleans and assembled the trio of Kerry Washington, Mary J. Blige, and Taraji P. Henson for a buzzy Apple Music Emmy night ad in 2015. "She has such a strong understanding of culture that she gets how to embed a brand in it without it seeming inauthentic," said Joe Anthony, the founder of the agency Hero Collective, who met Saint John while working with Pepsi. At Apple's 2016 Worldwide Developers Conference, Saint John introduced a revamped Apple Music by leading the typically staid crowd through a raucous rendition of "Rapper's Delight." That and other public appearances paved the way for other Apple executives to develop public profiles, said Justina Omokhua, the senior vice president of brand marketing at Endeavor who also worked under Saint John at Apple. Putting out fires in Silicon Valley At Uber and Endeavor, Saint John also put her emotionally and celebrity-driven approach to work to fix crises. She joined Uber in 2017 as its chief brand officer. The company's reputation was being dragged by a series of punishing revelations about its corporate culture and treatment of drivers. After an eight-hour meeting with former CEO Travis Kalanick and board member Arianna Huffington, Saint John was hired. She and Huffington had first met six months earlier at a private dinner at the CES trade show. "I didn't know who she was, but she was such a force of nature that I was just taken by her," Huffington told Business Insider. "She recalled the story of how she once took her Uber driver to an Iggy Pop concert, and that's when I realized that she could really help humanize the brand." Saint John helped shift Uber's marketing focus from being a mere utility to something more essential in people's lives. Under her direction, the company worked with celebrities like LeBron James and ESPN's Cari Champion to promote that message, and she helped craft a 2018 spot that featured a heartfelt apology from Uber's new CEO, Dara Khosrowshahi, about the company's toxic culture. Ari Emanuel, a Hollywood dealmaker and Endeavor's CEO,  wooed Saint John away from Uber in 2018. There, she rubbed elbows with celebrities like Wintour and Tom Ford at the Endeavor-owned New York Fashion Week, spoke with would-be investors for an ultimately unsuccessful initial public offering, and helped the ad agency 160over90 win new work from clients like McDonald's and Lowe's. She also helped Papa John's take responsibility for founder John Schnatter's racist missteps by using angry customer tweets to apologize. 'She's the CMO of herself' As her career has grown, so has Saint John's personal brand. In recent years, she's flirted with the idea of a Starz docuseries, started an iHeartMedia podcast with Katie Couric, and launched The Badass Workshop. Acharia, who is Priyanka Chopra's manager in addition to being an investor, saw all these activities as a natural progression for Saint John, whom she called a "born star." To Saint John, her sense of social responsibility is interconnected with the work she does as a marketer. But where some see stardom, others see a potential problem. Multiple people interviewed for this article said Saint John's outsize personality risked outshining the very brands that she's been hired to promote. "She puts on other coats, jackets, and uniforms sometimes, but she's only worked for one company the entire time, which is the Bozoma company," one marketing executive said. "She's the very definition of the CMO of herself."  This tension can be more intense for executives of color, who already face systemic bias. To Mildenhall, the bigger Saint John's profile gets, the greater tensions could become with the brands that employ her.  "Everybody should figure out what their authentic brand is, but that personal brand can never be bigger than the brand that you're in service of, or bigger than the company that you're working at," Mildenhall said. Netflix wants to have a bigger role in pop culture Netflix added 10.1 million paid streaming subscribers during the second quarter of 2020, even as the coronavirus pandemic decimated many other legacy and digital-media companies. It had a global marketing budget of $2.65 billion in 2019. But new competitors are challenging its service, including upstarts like Quibi and more successful launches like Disney Plus and HBO Max. Forrester principal analyst Jim Nail said co-CEOs Reed Hastings and Ted Sarandos have recently begun emphasizing Netflix's ability to influence pop culture through a steady stream of original hits like "Bird Box," which helps it retain subscribers and sign up new ones who don't want to miss out on the latest cultural phenomenon. Netflix has also sought to deepen its relationship with the Black community through investments in Black-owned businesses and colleges, as well as collaborations with influencers like former first lady Michelle Obama and the filmmaker Ava DuVernay.  Nail said Netflix's goal of influencing culture lined up with Saint John's record of helping companies stand out by co-opting trends beyond their industries. "It's almost a repositioning. They're certainly enhancing and enriching their positioning with the idea of being a key part of culture," he said. There may be no one better-suited to help it than Saint John, who built a career by ignoring the rules and finding a place in culture for everything from high-end headphones to canned sugar water. And for that, Saint John isn't apologizing. "You know how many times I've been told I'm too much? A lot. All the time," she said during her inaugural Badass Workshop. "But it's the reason I'm successful. It's the same things that they'll celebrate you for that they'll criticize about you too."SEE ALSO: We mapped out Netflix's 56 most powerful executives including its new co-CEO and CMO in an exclusive interactive chart Join the conversation about this story » NOW WATCH: We tested a machine that brews beer at the push of a button
Summary - A new market study, titled “Global Reservation Management Software Market - Growth Drivers, Opportunities and Forecast Analysis to 2026”has been featured on WiseGuyReports.This report focuses on the global Reservation Management Software status, future forecast, growth opportunity, key market and key players.The study objectives are to present the Reservation Management Software development in North America, Europe, China, Japan, Southeast Asia, India and Central & South America.The key players covered in this studyTour ManagerVacation Rental SuiteDynamicsB.R.A.S.S.aACEKEY2ACTALERE ManufacturingMedEZInfoFloCoConstructSaviomPrextraCogsdale ALSO READ: https://www.einpresswire.com/article/513919903/reservation-management-software-market-major-manufacturers-trends-sales-demand-share-analysis-to-2026 Market segment by Type, the product can be split intoOn PremisesCloud-basedMarket segment by Application, split intoLarge CompaniesSmall and Medium Sized Companies Market segment by Regions/Countries, this report coversNorth AmericaEuropeChinaJapanSoutheast AsiaIndiaCentral & South America The study objectives of this report are:To analyze global Reservation Management Software status, future forecast, growth opportunity, key market and key players.To present the Reservation Management Software development in North America, Europe, China, Japan, Southeast Asia, India and Central & South America.To strategically profile the key players and comprehensively analyze their development plan and strategies.To define, describe and forecast the market by type, market and key regions.In this study, the years considered to estimate the market size of Reservation Management Software are as follows:History Year: 2015-2019Base Year: 2019Estimated Year: 2020Forecast Year 2020 to 2026For the data information by region, company, type and application, 2019 is considered as the base year.Whenever data information was unavailable for the base year, the prior year has been considered.FOR MORE DETAILS: https://www.wiseguyreports.com/reports/5469926-covid-19-impact-on-global-reservation-management-software About Us:Wise Guy Reports is part of the Wise Guy Research Consultants Pvt.
Business teams around the world have shifted to remote work. A recent webinar by the adult-education school General Assembly explains why listening is a critical skill for identifying the needs and wants of remote employees. The presentation, which we've reproduced in full below, outlines how managers can develop and maintain company culture. Click here for more BI Prime content. People around the world are practicing social distancing to help slow the spread of the novel coronavirus, which means that many employees are working fully remotely for the first time. Remote work has mixed effects on companies' internal cultures. Colleagues in different divisions have a chance to forge unlikely relationships and managers are recognizing the importance of candid communication. But some leaders struggle to keep their teams engaged during meetings and some employees have been struggling with feelings of isolation. But there are ways to make the transition to distributed work a little easier. In a recent webinar (you can watch the recording here) by the adult-education school General Assembly, lead global data science instructor Matt Brems told viewers that listening is a critical skill for maintaining company culture among remote employees. "Understand what it is that they need and how you can best satisfy those needs and work with them," Brems told nearly 5,000 viewers. "Even though we're remote," he added, "we can still develop that personal connection."  General Assembly trains individuals and employees at companies including Google and Deloitte on skills like software engineering and data science. The company is headquartered in New York City, but has campuses in Singapore, Paris, and all over the world. Below you'll find a version of the presentation deck, which we've shared with General Assembly's permission.SEE ALSO: 3 steps every manager should take right now to help employees feel less lonely and isolated when working from home
While Adobe is best known for Photoshop, it has undergone a significant transformation over the last decade under CEO Shantanu Narayan, shifting its business model and adding new product lines.  As the company continues to evolve, it's now taking on new competitors like Salesforce and Zendesk. To tackle its many challenges, Narayan relies on a key group of leaders within his company.  We've identified the 15 executives that are leading Adobe behind the scenes and helping Narayan navigate its future. Click here to read more BI Prime stories. While Adobe is still best known for its flagship photo editing software Photoshop, it's spent the last decade  transforming itself: expanding its business and adapting to the changing world.  CEO Shantanu Narayan has been spearheading that shift since 2007.  To keep up with the move to the cloud, for example, Adobe transitioned its photo editing and creative software tools from the old one-time purchase format into a new annual or monthly subscription model. It also built out a digital marketing software unit, with the thesis that its many users who were marketing professionals would buy tools that showed them how the content they created with Adobe's others products was performing.   Today, it's business revolves around Adobe Creative Cloud, which includes Photoshop and its other design software, Document Cloud, which includes its PDF and digital signature tools, and Experience Cloud, the digital marketing unit.  While its creative business has high margins, its digital marketing unit faces stiff competition from Salesforce and smaller players like Zendesk, Baird analyst Robert Oliver told Business Insider. Meanwhile, Adobe is also investing in technology like artificial intelligence to bolster all its product lines.  To tackle Adobe's challenges and grow the company, Narayan relies on a group of key leaders within his company. Here are the 15 people who have helped make Adobe into what it is today, and who will lead the charge as it continues to evolve:SEE ALSO: Microsoft just launched new tools for reopening offices safely, and they could help it compete with Salesforce Anil Chakravarthy, executive VP and general manager, digital experience business and worldwide field operations Anil Chakravarthy joined Adobe in January to take on a key role at the company: Leading its digital experience business, which sells cloud-based marketing software. He recently took over worldwide field operations which includes the sales organization and customer success teams.  Before Adobe he was the chief executive at data management company Informatica, which he helped transform into a cloud-first, subscription-based business.  As Adobe tries to build traction for its cloud marketing business, Chakravarthy's experience will be vital.  "Adobe is the clear leader in the exploding Customer Experience Management category, and I cannot think of a more exceptional and experienced candidate than Anil to drive Adobe's Digital Experience business in 2020 and beyond," Adobe CEO Shantanu Narayen said in a press release at the time of Chakravarthy's hire.  Abhay Parasnis, chief technology officer and executive VP, strategy and growth Abhay Parasnis has been Adobe's chief technology officer for the last five years, leading its technology strategy and overall product engineering and data science agenda across the its entire portfolio of products. That includes leading Adobe's research into areas like artificial intelligence and machine learning. He recently  spearheaded the launch of a new Photoshop Camera app that uses AI to take and edit photos, and hired Marc Levoy, the researcher who led camera development for Google's Pixel phone.  In February, Parasnis also began guiding Adobe's overall corporate strategy, strategic M&A, and global partnerships. John Murphy, executive VP and chief financial officer John Murphy leads Adobe's finance and operations team as its chief financial officer. He first joined the company in 2017 as its chief accounting officer and corporate controller.  Before joining Adobe, Murphy was the chief accounting officer and global controller at Qualcomm, and held finance roles at Direct TV and Experian before that.  Gloria Chen, chief people officer and executive VP, employee experience Gloria Chen leads all of Adobe's human resources, real estate, and security operations around the world, managing more than 22,000 employees at 75 locations. She was promoted to the role in January when her predecessor Donna Morris left the company.  Previously she led growth initiatives like corporate strategy, corporate development, and strategic partnerships. CTO Abhay Parasnis took over those responsibilities in February.  Chen has been at the company for over 20 years and throughout her time has shaped its ecommerce strategy, built its enterprise business, and managed significant acquisitions and integrations. She's also held senior leadership positions in worldwide sales operations, customer service and support, and strategic planning before her current gig.  Ann Lewnes, executive VP and chief marketing officer Ann Lewnes joined the company 13 years ago and now runs Adobe's marketing organization.  She is credited with overseeing Adobe's shift to digital, including adapting its marketing organization.  Prior to Adobe, she spent 20 years at Intel working in the marketing department.  Scott Belsky, chief product officer and executive VP, Creative Cloud Scott Belsky's main focus is developing and evolving Adobe's Creative Cloud suite of products, which are a huge part of its business. He manages product management and engineering for its Creative Cloud products and services, Adobe Spark, and Adobe's user community Behance. He also manages the design team, which stretches across all Adobe's products. This is Belsky's second stint at Adobe: He originally joined when it acquired Behance — the company he cofounded — in 2012. He then spent roughly four years leading Adobe's mobile strategy for Creative Cloud until 2016 when he left for venture firm Benchmark. He returned in late 2017.  Alisa Bergman, VP, chief privacy officer Alisa Bergman is responsible for making sure Adobe's products use customer data ethically and responsibly. She leads the trust and safety team and her role covers data security and privacy efforts, as well as regulatory and public policy matters. That means she's responsible for adapting Adobe's polices to align with Europes GDPR regulations and California's recently-enacted consumer privacy laws.  Bergman has been at Adobe for four years, joining after six years as chief privacy officer for Warner Bros. Entertainment Inc.  Cynthia Stoddard, chief information officer As chief information officer, Cynthia Stoddard runs Adobe's global information technology and reliability engineering teams. She creates the strategy for delivering services and tools that keep the company running.  She joined Adobe four years ago, after serving as the chief information officer at NetApp for five years. Amit Ahuja, VP, ecosystem development Amit Ahuja is responsible for building and managing strategic partnerships for Adobe. That includes partnerships with other large tech giants like Microsoft and IBM. He was instrumental in helping build Adobe's enterprise business around its marketing cloud products, including overseeing its $1.8 billion acquisition of  web analytics company Omniture and, more recently, Auditude. Ahuja first joined Adobe in 2005 via its acquisition of Macromedia, where he was in the corporate development group focusing on mobile and video. He then joined the corporate development group at Adobe.  Bryan Lamkin, executive VP and general manager, digital media Bryan Lamkin leads two of Adobe's key product lines: Creative Cloud and Document Cloud. Adobe's Creative Cloud is the most well known of its product lines and has become the "gold standard" for design within companies around the world, said Baird Oliver.  Document Cloud also has a huge reach, as it includes Adobe's Acrobat Reader and related tools.  Lamkin, too, is an Adobe boomerang: He first joined in 1992 and spent more than a decade at the company, including leading Photoshop, before leaving in 2006. After a stints at startups as an investor and an executive, he rejoined Adobe in 2013. Ashley Still, senior VP, digital media Ashley Still is responsible for the day-to-day operations of both Creative Cloud and Document Cloud. Document Cloud products are seeing rapid growth under her leadership, especially as digital documents are becoming more necessary in the remote work era.  She's also helped get Adobe's digital signature tool in front of sectors like education and government, with usage increasing 175% since the beginning of the year.  She previously lead the Creative Cloud for enterprise business and was instrumental in transitioning Adobe from a packaged software company to a cloud-based subscription operating model. She first joined Adobe in 2004 as an intern.  Jamie Myrold, VP, design Jamie Myrold has been leading design at Adobe for over 14 years. She's responsible for the user design of Adobe's creative tools as it made its transformation to a cloud-based software provider.  She writes on her LinkedIn that she wants to "inspire the next wave of design leaders" by "encouraging her teams to push boundaries and develop skills that impact all aspects of business strategy and product creation." In addition to her main role, she has advocated for diversity and inclusion initiatives at Adobe.  Mala Sharma, VP & general manager, Creative Cloud product marketing and community Mala Sharma runs product marketing and community for Adobe's Creative Cloud product line. She has been at Adobe for 15 years and has steadily risen up the ranks of the company's product marketing unit.  Previously she worked in marketing and business units for the tech and consumer packaged goods industry at Creative Labs and Unilever. Dana Rao, executive VP, general counsel, and corporate secretary Dana Rao leads Adobe's legal and government relations team as its general counsel. He's been at the company for over eight years, and originally joined as its VP of intellectual property and litigation, and was responsible for Adobe's patent, trademark and copyright portfolio strategies.  Previously, Rao worked at Microsoft for 11 years in both intellectual property and patent acquisition roles.   Anjul Bhambhri, VP, platform engineering Anjul Bhambhri leads platform engineering at Adobe and is responsible for the strategy of Adobe's Experience platform, development and technology partnerships with Microsoft Azure, and Customer Journey Management.  Before Adobe, she worked at IBM for 14 years, most recently as vice president of engineering for its big data and analytics platform. Do you work at Adobe or another tech company? Contact this reporter via email at [email protected] or Signal at 925-364-4258. (PR pitches by email only, please.) You can also contact Business Insider securely via SecureDrop.
Our unique approach and skill-set closes the gap between the digital and physical experience, and our ability to reshape software solutions affords us the freedom and flexibility to imagine, develop and deliver inspirational user journeys via systems that will effectively and seamlessly evolve with your business.When it comes to travel technology – we speak your language!Once you become our customer, you get invaluable access to our ever-growing travel domain knowledge base, which together with our software and services will give you a competitive edge and guarantee business growth.Here are some of the projects we have delivered for TravelTravel Booking Engine Software.Hotel Revenue Management System with features like Channel Manager.CRM with features like campaigns, loyalty programs, surveys, etc.Extranet with facilities to manage rates for different room types, policies, extras, incentives and others.Share hotel information, rate announcements, and marketing campaigns on various social media sites.Travel Mobile apps to access systems on the go.https://www.tkies.com/travel-software-development-company.html
On one hand, there are campgrounds reporting a massive influx in guests since late spring, optimistic news for the industry in general, but that doesn’t quite fix the difficulty they may have received just weeks prior.Also, even big upticks don’t always guarantee big revenue when you compare them to what one campground manager, Taylor, describes as a “ghost town” when referring to his park’s occupancy just a couple of months ago.Read More Info
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You can take a screenshot in Google Chrome with one of your computer's built-in tools, or via Chrome's developer menu. To take a screenshot with Chrome's developer menu, open the Element Inspector and then type "screenshot." You can choose from among four kinds of screenshots, including one that captures an entire web page, even if you can't fit it all on your screen. Visit Business Insider's Tech Reference library for more stories. You probably know several ways to capture screenshots on your computer, including using the Print Screen button and the Snipping Tool in Windows 10.  But if you use Google Chrome as your web browser and frequently need to take screenshots, you might want to use the relatively obscure – yet easy to use – screenshot tool that's built right into the browser. Few people know about it because it's considered a tool for developers, but in reality, anyone can use it. Here's how to take a screenshot within Google Chrome, on your Mac or PC. Check out the products mentioned in this article: Apple Macbook Pro (From $1,299.00 at Apple) Acer Chromebook 15 (From $179.99 at Walmart) How to screenshot on Google Chrome 1. Open Google Chrome and press Ctrl + Shift + I if you're on a PC, or Command + Option + I if you're on a Mac — that's the letter I, not the letter L. This will open a developer menu called the Element Inspector, which lets you see the HTML the current web page is made with.  2. Next, press Ctrl + Shift P if you're on a PC, or Command + Shift P on a Mac. This will let you search through your list of developer tools.  3. Type "screenshot." Don't press Enter. You should see a set of four screenshot options.  Here's what each of the four screenshot options do: Capture area screenshot. This lets you select a specific part of the screen and save it as a screenshot. If you choose this option, after a moment, you'll be able to drag a box with the mouse anywhere within the Chrome window. Select the part of the page you want to capture and it'll be saved. Note that you can't use this tool to capture the Element Inspector itself — that never gets included in the screenshot.  Capture full size screenshot. This option saves a picture of the entire web page, from top to bottom. It's a convenient way to grab an image of a long page that extends well beyond the bottom of the screen.  Capture node screenshot. This is more of interest to developers – it lets you capture an image of just a specific HTML element selected in the Element Inspector.  Capture screenshot. This is most like a standard screenshot. It saves an image of what's currently visible on your screen. 4. Using the arrow keys on your keyboard, scroll down to the one you want and press Enter. Your screenshot will be taken and automatically saved. You can find it in Chrome's download manager at the bottom of the window.   The main difference between using the Print Screen key and this Chrome tool is that the Chrome screenshot tool doesn't include the borders of the Chrome browser window itself — only the content of the web page.    Related coverage from Tech Reference: How to delete saved passwords on Google Chrome, so that your login data isn't stored by Google How to get your toolbar back in Google Chrome if you've hidden it, in 3 different ways How to backup your Google Chrome bookmarks in 2 ways, so you never lose track of your favorite sites How to change your default search engine in Google Chrome, and switch between Google, Bing, and more How to change your recovery email in Gmail using your computer SEE ALSO: The best MacBooks you can buy Join the conversation about this story » NOW WATCH: Here's what it's like to travel during the coronavirus outbreak
News broke on Friday that TikTok-owner ByteDance is being pressured by the Trump administration to divest its US business, and Microsoft was in the running to buy it up. Trump then said on Friday he was banning the app, possibly as soon as Saturday. The ban has yet to materialize. Trump's comments reportedly halted Microsoft's acquisition talks, but on Sunday Microsoft announced it was resuming discussions with TikTok. Here's everything we know so far. Visit Business Insider's homepage for more stories. TikTok has had a turbulent 72 hours. The wildly popular short video app has become the subject of increasing criticism in the US due to the fact it is owned by Chinese tech giant ByteDance, a fact which some officials and lawmakers including Secretary of State Mike Pompeo say make it a national security threat. As US-China relations have deteriorated over the course of 2019 and 2020, TikTok is under mounting scrutiny.  On Friday this pressure erupted, with President Trump telling reporters he would ban the app imminently. His comments coincided with reports that ByteDance was in talks to sell off part of TikTok to interested investors — most prominently Microsoft. Here is a timeline of what's been going on with TikTok:For context, TikTok is wildly popular and hit 2 billion downloads in April. TikTok is outperforming Instagram in terms of downloads, and its short-form video clips regularly go viral on rival social networks. TikTok has 200 million users in the US, but its Chinese roots have made US lawmakers uneasy. The Committee on Foreign Investment in the United States in late 2019 contacted ByteDance expressing concerns that TikTok posed a threat to US citizens. In December 2019, the US Army banned personnel from using TikTok. The Navy also told personnel not to install the app on government devices. The US started signaling in early July that it might ban the TikTok app outright. When asked by Fox News about a potential ban on July 6, Secretary of State Mike Pompeo said: "We are taking this very seriously and we are certainly looking at it." He added that US TikTok users should be wary of the app, saying their data could end up "in the hands of the Chinese Communist Party." In an interview broadcast the following day, Trump said he was considering banning the app. When asked about Pompeo's comments in an interview broadcast Tuesday, July 7, Trump said: "It's something we're looking at." Trump's reasoning for potentially banning TikTok differed from Pompeo's. Rather than citing national security concerns, Trump suggesting a TikTok ban could be deployed to punish China for the outbreak of the coronavirus. "Look, what happened with China with this virus, what they've done to this country and to the entire world is disgraceful," Trump said, adding that banning TikTok was "one of many" options he was considering as a way to punish China. Amid these political rumblings, news emerged Friday that Microsoft might buy parts of TikTok. The New York Times first reported TikTok was in talks to sell its US business to Microsoft and other US companies because Trump was considering taking action against the company. According to the Times' sources, the governmental Committee on Foreign Investment in the United States (CFIUS) ordered TikTok's parent company ByteDance to divest the company on national security grounds. The same day, President Trump told reporters on Air Force One he would ban TikTok in the US within 24 hours. "As far as TikTok is concerned we're banning them from the United States," Trump said, adding that he planned to take action "as soon as Saturday." It is not clear whether Trump has the authority to ban the app, although he asserted he could do so "with an executive order or that." TikTok's US office said on Saturday saying it wasn't going anywhere. In a video by TikTok's US general manager Vanessa Pappas addressed to its US users, she said "we're not planning on going anywhere" and "we're here for the long run." She said that TikTok is planning on creating 10,000 jobs in the US over the next three years.  Tweet Embed: //twitter.com/mims/statuses/1289565422350553091?ref_src=twsrc%5Etfw A message to the TikTok community. pic.twitter.com/UD3TR2HfEf   On Sunday, Mike Pompeo said the administration would be taking action against TikTok within days. Talking to Fox News, Pompeo said Chinese software companies including TikTok "are feeding data directly to the Chinese Communist Party, their national security apparatus." "President Trump has said 'enough' and we're going fix it, and so he will take action in the coming days with respect to a broad array of national security risks," said Pompeo. The Wall Street Journal reported Sunday that Microsoft had put its acquisition talks on hold due to these confusing signals from the government. Citing people familiar with the matter, the Journal said the talks between Microsoft and ByteDance hit a speed bump following Trump's comments on Air Force One. One source said the comments caught both TikTok and Microsoft completely by surprise, while another said the Trump administration had been intimately involved in discussions between the two companies for weeks.   Microsoft publicly announced on Sunday it was resuming talks to buy parts of TikTok after its CEO spoke personally with Donald Trump. "Following a conversation between Microsoft CEO Satya Nadella and President Donald J. Trump, Microsoft is prepared to continue discussions to explore a purchase of TikTok in the United States," the company said in a blog post. Microsoft's blog also said the company is looking to buy up not only TikTok's US business but also in Canada, Australia, and New Zealand. "Microsoft will move quickly to pursue discussions with TikTok's parent company, ByteDance, in a matter of weeks, and in any event completing these discussions no later than September 15, 2020. During this process, Microsoft looks forward to continuing dialogue with the United States Government, including with the President," it said. Any potential acquisition will be overseen by the Committee on Foreign Investment in the United States (CFIUS). It isn't clear what a new Microsoft-owned TikTok would look like, but early indications suggest it's about who owns the data Microsoft's announcement doesn't explicitly state what a new, Microsoft-owned TikTok across the US, Canada, Australia, and New Zealand might look like. The idea of another hived-off TikTok app that operates only in these markets under Microsoft seems drastic. One part of the announcement suggests a deal would focus on who owns the data of TikTok users in these markets and where it's stored. As Microsoft wrote: "This new structure would build on the experience TikTok users currently love, while adding world-class security, privacy, and digital safety protections. The operating model for the service would be built to ensure transparency to users as well as appropriate security oversight by governments in these countries." But it isn't clear how this might impact TikTok in other major markets such as, for example, Europe. It emerged that Microsoft and TikTok now have 45 days to conclude their talks. Three sources familiar with the matter told Reuters Trump only gave Microsoft the go-ahead for its acquisition talks with TikTok on condition that it closes the deal in 45 days. According to Reuters' sources, Trump softened his stance on TikTok following pressure from his advisers and other Republican party members, who said banning TikTok would trigger a wave of legal challenge as well as alienating young voters ahead of November's presidential election. According to Bloomberg, Microsoft isn't the only company in the running to buy TikTok. US officials have had talks with at least one other large company apart from Microsoft about potentially acquiring TikTok, a source familiar with the talks told Bloomberg. The source did not say which large company this was. It's also still possible that rather than sell TikTok, ByteDance might spin the company off entirely. The South China Morning Post reported Sunday that ByteDance's founder Zhang Yiming as well as its investors are reluctant to sell TikTok, citing a source familiar with the matter. His preference is instead for a spinoff that would enable TikTok to operate independently, and in the US.   Analysts told Business Insider the potential acquisition was unexpected from Microsoft, but it could be a smart move for the company to break into the social media market. Microsoft's interest in TikTok was seen by analysts as a departure from its typically enterprise-based business model. "It's a little bit out of left field, but for Microsoft, the one area where they missed the boat was social media," Wedbush Securities analyst Dan Ives told Business Insider. Futurum Research analyst Daniel Newman said an acquisition could position Microsoft as a savior for TikTok's predominantly young user base. "The rising generations are very attached to this platform [...] Microsoft has the opportunity to be the hero here," Newman said. 
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