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IBM's agreement to sell (Lotus) Notes and Domino as well as Sametime and Connections to global tech enterprise HCL become announced last December. The deal is still going during the regulatory strategies as a way to be finalized. So while details on the lengthy- and medium-time period construction of IBM Connections are currently limited, they know far more details about what's going to occur with Notes and Domino, considering that the plans have been — to a huge extent — already posted before the announcement of the planned takeover. And the worldwide launch of Domino edition 10, which took region earlier than the introduced acquisition, aspects a way to this future.the secret About Domino
Domino-based mostly purposes nevertheless play a vital and from time to time mission essential position in lots of companies. although in lots of circumstances those groups changed the Notes electronic mail customer with Outlook, the Domino apps remained. notwithstanding earnings pitches suggested companies “simply substitute Notes apps with SharePoint,” organizations soon found out the high charge and complexity of constructing this kind of switch, if it was even viable.
So Domino functions are still running in the returned places of work that help the business. Their existence is often stored a secret, as a result of lots of these corporations now pay utility licenses to Microsoft and IBM in its place of changing Domino.
Which brings us returned to a normal energy and a fable around Notes and Domino: The ability to strengthen an app within hours of idea. business homeowners would have a quick talk with IT over lunch or on the watercooler about a company challenge they'd and Notes developers would design and roll out an answer briefly time. To be honest, from time to time these apps have been awful, but lots of applications did precisely what the business homeowners desired them to do.
these functions developed on previous releases of Notes and Domino are in many cases nonetheless operating with minor adjustments to the code over 10 years later. The Domino platform made it feasible to implement options at once and relatively inexpensively, options that would have required significantly greater effort in other environments for identical outcomes. regularly these solutions are — forgive the pretty much historic-fashioned time period — workflow purposes.
related Article: Why Did IBM promote Lotus and different utility items to HCL?Domino's Rebirth
For some years IBM looked as if it would have forgotten and omitted this power of the Domino platform. Yet in the past 12 months, HCL (and IBM) rediscovered this expertise and concentrated on modernizing and expanding the possibilities of Notes and Domino in quick utility building.
IBM and in turn HCL have committed to detach themselves from the heavyweight Eclipse framework. As outlined, they now have already considered the first prototypes of the Notes App that run on iPad, iPhone and Android. A "lightweight" customer is in the making. in the meantime, Notes applications can additionally run in the browser due to streamlining. All this has the purpose of liberating Domino and Notes from the nimbus of outdated utility and pointing how to a contemporary future. "Domino become the primary no-SQL database and it's more advantageous than ever nowadays," HCL vice chairman and general manager, collaborative workflow patterns Richard Jefts is quoted as announcing.
linked Article: how to offer protection to Workflows once they pass business Boundariesnext Steps for HCL and Domino
The strikes mark a return to Notes and Domino's roots: a device which allows for for quick utility developments from and for business homeowners, while also proposing the capability to modernize current legacy purposes efficaciously.
For Domino to proceed available in the market, the purpose now has to be to win over new consumers with the argument that Domino functions can also be developed faster and more economically. Analyst enterprise Forrester worked with IBM to create a profitability analyze, "the total financial have an impact on of IBM Domino" (pdf), which shared wonderful figures in the case of the licensing prices, materials essential and imperative infrastructure to make use of the software.
beyond Domino, Jefts desires to carry the longer term construction of solutions like Domino, Sametime, Portal, Connections and Commerce under one umbrella to create deeper integrations between the particular person items. Rumors are also circling that HCL wishes the Domino database to develop into the backend for all products. this is certainly a medium-time period imaginative and prescient as it isn't as handy to change the backend of IBM Connections or Portal.
For Notes and Domino, IBM and HCL have issued clear statements about the further building up to edition eleven. This was feasible as a result of HCL and IBM had agreed upon corresponding plans earlier than the announced takeover. For different items, similar to IBM Connections, consumers and fascinated events will must wait until the antitrust authorities approve the deal and the next completion of the takeover. This should still happen within the no longer too distant future.
So, what does the long run grasp for Notes, Domino and the other products? Very challenging to say. The response and remarks from clients and consumer associations has up to now been very effective. They recognize a mid-term strategy and respect the refocus on the usual strengths of the products. but past establishing, modernizing and lengthening the items, HCL has to succeed in yet another area, too: It has no time to lose to beginning aggressively advertising the options in the key markets to keep current consumers and win new ones. For an organization traditionally doing services enterprise, this might possibly be a new problem.
Stefan Pfeiffer is working in advertising and marketing for IBM in Germany. in advance of his time at IBM he become working for FileNet (which obtained acquired by IBM) and MIS AG.
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ORLANDO, Fla.--(company WIRE)--VSee (www.vsee.com), nowadays introduced the unlock of a VSee plugin for IBM Lotus Sametime at Lotusphere 2011. Lotusphere 2011 is being held from January 30-February 3, 2011 on the Walt Disney World Swan and Dolphin motel. VSee will be in sales space 805.
One theme of Lotusphere 2011 is breaking down obstacles, such as geographic, departmental and language barriers, in an effort to power more advantageous company value from more suitable collaboration. Lotusphere 2011 will spotlight smarter utility it's designed to spoil down these obstacles. expanding on aspects such as multiparty video calling, application sharing, and file transfers, the brand new VSee plugin for Lotus Sametime brings HD telepresence and excessive performance video over 3G networks to all current Lotus Sametime users. VSee is used by using over 6000 enterprises to support shorten revenue cycles, boost earnings, enrich customer delight, and allow groups to work together inspite of region.
Leveraging Lotus Sametime, VSee offers a “no infrastructure/no app” design that helps clients collaborate within the context of what they are doing. with one click on to name, one click on to exhibit what you're working on, and one drag to ship the file. The VSee user interface disappears so that users can center of attention on the collaborative tasks as opposed to needless visible facets.
VSee uses a managed, comfy, peer-to-peer architecture in order that an administration layer is centrally managed whereas the statistics/media layer is streamed at once between the endpoints. This structure gives organisations specific manage over every endpoint while allowing mass deployment without a big infrastructure.
“Lotusphere 2011 is the perfect venue to formally free up VSee’s plugin for Lotus Sametime. The plugin applies cloud computing ideas to are living video sharing, thereby offering latest Lotus Sametime clients a excessive-performance alternative to competitive offerings,” noted Dr. Milton Chen, CEO of VSee Lab, Inc.
seek advice from www.VSee.com for a free trial.
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IBM this week quietly announced it will soon require partners meet more stringent certification requirements to resell a number of products in its software group.
The move comes as a result of customers demand of higher skill levels from solution providers delivering solutions around Big Blue’s Websphere, Tivoli, Rational database and Lotus offerings, among others, says Shaun Jones, vice president of IBM’s Worldwide Channels and General Business Marketing.
"In the past, any IBM solution provider could resell software offerings, we’ll now base partners’ ability to sell some solutions on more stringent qualification criteria," he says.
As customers find IT budgets slashed, software projects become harder to justify and sales appointments are more difficult to secure. Jones says partners with the highest degree of certification, education and proven skills are doing best in the market right now, and the stricter certification requirements will help those partners further differentiate themselves from their competition.
Partners will be required to hold IBM technical certifications, demonstrate sales mastery and file detailed product plans with IBM, Jones says. By fulfilling these criteria, partners will further hone their expertise on products and services they’re most skilled at, qualify for higher levels of vendor incentives and marketing support and as a result, receive higher margins.
For ISVs and custom application developer partners that mainly target the SMB and midmarket, there is another path to meet IBM’s stricter criteria, says Jones. Solution providers who deliver custom applications built on top of IBM middleware can use those applications to demonstrate mastery and sales success of their solution and the underlying IBM software, and can then meet the new requirements.
"Partners that create solutions that sit on top of their middleware – CRM, ERP, for example – they necessarily have to have in-depth knowledge of the software their solutions are built upon," says Jones. "If they can show IBM what they’ve built and that they’ve had a successful selling record, they look at those components and could qualify them on that solution," he says.
Dave Kemper, managing partner at IBM solution provider Dataskill, says he believes the new requirements will help drive new business and also increase opportunities with existing customers.
"This is an opportunity to evangelize on current technologies they already offer, but it also allows us to ramp up in technology areas where they haven’t been as strong in the past," Kemper says. The benefit for Dataskill’s customers is the assurance that their solution provider holds the highest set of skills and can select and properly implement the right technology to solve their business needs.
"There’s a higher degree of assurance for customers that the right solution and implementation paths are chosen, and that their investment will pay greater dividends rather than turning into 'shelfware,’" Kemper says.
Kemper says the new requirements will help to weed out solution providers who may have gained business from customers based solely on price rather than expertise, and will allow Dataskill to win more customers and implement more comprehensive solutions.
"We hope that those partners who’ve treated IBM software as a commodity product will be eliminated from the marketplace," he says. "We then can hope to drive additional value for customers, which will deliver higher margins based on more solution sales and more comprehensive solutions," Kemper says.
Jones says after consulting with partners across IBM’s software group, he feels the approach will be fairly straightforward for those partners who’ve already demonstrated a high degree of commitment to IBM and solutions based on its software.
Though the move was announced yesterday, the changes will not take effect until October 2009, giving partners approximately seven months to make changes and examine their business models, he says.
"For those partners who’ve already had great success with us, this will not be a big inhibitor for them to continue doing business with us," he says. For other partners, the new requirements will push them to evaluate their solution offerings and make a stronger commitment to increase their skills and qualifications based on their business models and how profitable vendors’ solutions are for them.
"We’re giving partners a seven-month opportunity to evaluate their commitment and their readiness, and they will continue to work with partners to discover where there are gaps in their skill sets so they can work harder on filling those gaps," Jones says.
Partners who want to strengthen their commitment to IBM can take advantage of IBM’s existing sales and technical training and certifications, says Jones. With the tests and procedures already in place, the onus is on partners to decide how they will proceed.
Jones says IBM will continue to offer training and certification at a local level, as well as at national and global partner conferences. He cites recent Tivoli- and Lotus-focused events at which IBM offered the certification tests free of charge, and adds that IBM is already seeing calendars fill up as partners move to attain training and education.
Jones says the end result will be increased revenues and profits for both IBM and its most committed solution providers.
"We’re not trying to penalize anyone; they feel this will help all boats to rise, including ours," he says.
But some worry whether they will be able to meet the new technical and sales certification requirements IBM will require for all software resellers starting in October. And some volume resellers that provide little in the way of value-add services could be in for trouble.
"We're very bullish on this whole thing. In the short term, it's going to be a lot of work. But in the long term it's going to help us," said Toby Banks, software sales director at Toronto-based Softchoice Optimus Solutions. While he was confident his company could meet the certification requirements for almost all the IBM software products Softchoice Optimus carries, he added: "We're not at 100 percent and I don't know if we're going to get to 100 percent."
Last month, IBM informed the approximately 100,000 solution providers that sell IBM software that it is switching from an uncontrolled distribution plan, under which solution providers were free to resell the company's software products after doing little more than registering as an IBM partner, to a controlled distribution plan with new certification requirements.
The change applies across all of IBM's software product lines, including WebSphere, Tivoli, Information Management, Lotus and Rational software. IBM channel executives said the "Growth Through Skills" initiative, known as "Tuscany" while the program was under development, is designed to ensure that channel partners have the skills to add value to the software they are selling customers and are not simply moving products.
"I'm actually rather encouraged by it," said Stan Duda, executive vice president of sales and marketing at Alpine Consulting, a Schaumburg, Ill.-based solution provider. "We're increasingly running into the issue of keeping the margin in a deal," he said, noting competition from low-cost resellers.
"This really is where IBM would like its partners to go. It keeps out the riffraff and the people who don't understand the solutions," Duda said. Poor implementations of IBM software and dissatisfied customers hurt all solution providers in that market, he added. "This affords us more margin in the long run."
"We view it as an opportunity," Dave Kemper, a managing partner at Dataskill, a San Diego-based solution provider, said at the time of the IBM announcement. "Many times partners sell [IBM software] as a commodity or don't recommend the right software. This program will ensure that the right skills are used in the sales process and on the technical side to make sure a solution is deployed properly."
One partner who asked not to be identified, however, said he has received calls from several other resellers who are nervous about meeting the certification requirements. "There's a lot of people freaking out about it," the executive said. The change also could lead to decreased sales of IBM software overall when the certification requirements kick in and push some potential customers to competing products.
Duda said the new distribution restrictions could also eliminate situations where a solution provider stumbles across a sales opportunity outside of their core business. Without the needed certification, they won't be able to close such deals.
Banks said the new distribution plan could have the most impact on volume resellers, such as Software House International and Dell's ASAP Software subsidiary, that provide few implementation services. "This allows organizations like us to compete more fairly against software houses that have been competing against us on a very, very cutthroat percentage," he said.
Under the new plan IBM created 14 categories of software products in which solution providers must have at least two technical employees certified by IBM to work with those products and at least one sales representative that has passed IBM's "sales mastery" test for those products. IBM software resellers are now evaluating what skills they have in-house to meet those requirements and where they need additional training.
Dataskill sells software from 10 of the 14 product groups and at the time of IBM's announcement Kemper said the solution provider already met the certification requirements for five of those groups. The company is making plans to train employees and hire expertise from outside -- increasing headcount in technical areas by 30 percent and in sales by as much as 50 percent.
Banks said Softchoice Optimus already has some 60 to 70 certified employees covering about 98 percent of the company's IBM software-related business. He said there's one product area the company is at "medium-risk" of not meeting the certification requirements and one at "high-risk." Because the company is based in Toronto, Banks said it has to get certifications in both the U.S. and Canada. "For me, that's very expensive."
Several IBM software resellers also raised concerns about the cost of the training partners need to get certified. IBM didn't announce a formal program to cover those costs, but at the time of the announcement, Salvatore Patalano, vice president of business partner program sales in the IBM Software Group, hinted the company would be assisting partners with training expenses. "You pass, they pay," he said at one point during an interview.
Banks said IBM has been offering discounts for some training, such as for Tivoli-related classes at last month's Pulse conference in Las Vegas, and vouchers to cover fees for certification tests.
THERE’S NOTHING that spells luxury better than a classic watch crafted from the finest materials or using a richly embellished fountain pen to sign your name.
A Lange & Sohne and Montblanc are among the biggest names crafting the world’s most coveted possessions and the top executives of these two German brands recently sat down with The Nation to talk about their technical innovations, intelligent movements and high artistic craftsmanship.
A Lange & Sohne
As with other top brands that have chosen to open their own boutiques in Bangkok, Wilhelm Schmid, chief executive officer of A Lange & Sohne, recently jetted into town to talk about the history of the brand and its first free-standing boutique at Siam Paragon.
Wilhelm Schmid, chief executive officer of A Lange & Sohne
“We have a rather unusual history but one that reflects the spirit of Germany. Their founder, Ferdinand Adolph Lange, set up the company on December 7, 1845. His vision was to bring watchmaking to Germany and so he started a school in Glashutter and recruited farmers and mine workers as apprentices, telling them they would be building the world’s best watches. It remained a family company until its main production building was destroyed by a bomb on the last night of the war in 1945. The brand disappeared after that only to be reborn after the reunification of Germany. The founder’s great grandson Walter Lange, who sadly passed away last year at the age of 92, formally reopened the company on December 7, 1990 and his motto ‘never stand still’ reflected his passion for watchmaking. In memory of the fall of the Berlin Wall in 1989, all their boutiques are decorated with a stone from the Berlin Wall including this one in Bangkok. It took four years to develop their first homage movement models. Since 2000, they have been a subsidiary of the Richemont Group,” Schmid explains.
The new Bangkok boutique joins A. Lange & Sohne’s worldwide stable of 25 boutiques and 215 sales points at retailers and is the fourth store to adopt the concept of 360-degree visibility after Dresden, Shanghai and Chengdu.
“In explaining A Lange & Sohne, I really have to cover three areas. The first is the combination of German engineering and craftsmanship. Their watch’s dial is rather subtle and understated, never shiny or ostentatious. It’s always readable, functional, and of the highest quality but also understated. However, as I turn it around, it becomes very different. Its face has a timeless aesthetic appeal and the decoration is optimal, showing as much of the craftsmanship and label as possible. Their unique jumping movement is very precise. Performance and innovation are the second aspect of their company while the third is the crafting of the watches by real artisans not machines. The iconic timepiece, Lange 1, which is celebrating its 25th anniversary with a Jubilee edition, is a good example. If you know what you’re looking for, you’ll see there is the perfect triangle, that’s why it looks very organised.”
The award-winning watch’s 25th Anniversary edition in white gold is limited to 250 pieces. Its special features include a deep-blue printed argente dial with a recess, blue date numerals, a hinged cuvette with an engraving of Lange’s headquarters and a hand-engraved balance cock with blued lines. The asymmetric arrangement of its dial triggers discussions, and its technical facets – such as the outsize date and the twin mainspring barrel – have been enthusiastically received.
The series has been crafted with virtually no changes since 1994. Its movement is what reflects its technical evolution. The manually wound calibre L121.1 introduced in 2015 includes a precisely jumping outsize date display and a freely oscillating Lange balance spring. Paired with a large cam-poised balance, it assures superb rate accuracy. The opulently finished movement features a twin mainspring barrel with a power reserve of 72 hours as well as typical Lange quality hallmarks. Noteworthy elements are the three-quarter plate made of untreated German silver, eight screwed gold chatons, and the hand-engraved balance cock.
The Lange 1 “25th Anniversary”, has another prominent feature: the engraved hinged cuvette crafted from solid white gold. The engraving depicts the Lange headquarters that date back to 1873, the names of Walter Lange and Gunter Blumlein, and a relief engraving of the inscription “25 Years Lange 1”.
Known for their outstanding beauty and German precision, Montblanc’s watches and writing instruments are elaborate pieces that defy imagination. Daniel Kohler, head of Montblanc’s client relations and high artistry, spoke with us about the brand’s special focus of pairing technical virtuosity with boundless creativity.
He explains that the absolute mastery of the artisans at the Montblanc Atelier allows the brand to offer unparalleled pieces of craftsmanship, bringing together the finest precious stone cutting, gem-setting, engraving and gold crafting techniques.
Daniel Kohler, head of Montblanc’s client relations and high artistry
"Back in the 1990s, they introduced the limited-edition concept, then four years ago they launched the High Artistry strategy, which takes it a step further by focusing on high value, high-end pricing and the use of precious stones in the writing instruments and complications for timepieces. Montblanc’s writing instruments are manufactured in Hamburg while the timepieces are produced in Switzerland, and leather goods is in Italy”
“It might come as a surprise but the most expensive pieces are usually those that sell the quickest. Some unique pieces are never seen in their stores and they show them off in road shows like this one in Bangkok, which is where the product is sold and become part of their clients’ collections,” Kohler adds.
He cites as an example the Emperor Kangxi Limited Edition 89, a pen that pays tribute to “the General” as he was known. The cap and barrel in Au750 yellow gold feature a special pattern reminiscent of the ceremonial suit of armour the emperor wore for parades. The birch used on the lower barrel is the wood associated with hunting bows in the Qing dynasty. Lotus plants are lasered onto the thin birch wood using ultraviolet technology to protect the surface. The barrel is embellished with an archer’s ring made of tiger’s eye, while the base of the cone features a yellow citrine cabochon. The top features the Montblanc emblem in mother-of-pearl.
“The clip is also very functional. It is engraved with head of the dragon. It’s a bit tricky to tell the Chinese their history but the way they put the piece together has been a success. They really love it a lot,” he says.
Less ostentatious but no less successful is the sophisticated James Dean Limited Edition 99. Limited to 99 pieces in reference to the year when the American Film Institute ranked James Dean one of the greatest male movie stars of the Golden Age of Hollywood, the knife-shaped design of the writing instrument is a tribute to the knife fight from his second film “Rebel Without A Cause”. The writing instrument’s barrel is crafted from precious ebony with fittings made of Au 750 solid white gold. Giving it the appearance of a closed switchblade, a special mechanism hides the nib within the writing instrument when not in use. When opened with a simple flick, the nib automatically extends into position, ready for writing. The handcrafted rhodium-coated Au 750 gold nib is engraved with the racing flag design. The Montblanc emblem in white resin is set on the cap top, and a mother-of-pearl emblem embellishes the cone.
Because the nib is truly the heart of a fountain pen, many of the more than 200 individual steps it takes to create a Meisterstuck remain virtually unchanged since this most iconic of fountain pens was first produced in 1924. Most are still completed by hand – from the intricate engravings for the 18-carat gold nib, through the painstaking tasks of cutting the central slit through which the ink will flow, grinding the nib’s hard iridium point and polishing all its surfaces, to the testing of the finished writing instrument.
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