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A2030-283 - Accessment: Foundations of IBM Cloud Computing Architecture V3 - Dump Information

Vendor : IBM
Exam Code : A2030-283
Exam Name : Accessment: Foundations of IBM Cloud Computing Architecture V3
Questions and Answers : 94 Q & A
Updated On : November 14, 2018
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A2030-283 Questions and Answers

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

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

Test Code : A2030-283
Test Name : Accessment: Foundations of IBM Cloud Computing Architecture V3
Vendor Name : IBM
Q&A : 94 Real Questions

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IBM Accessment: Foundations of IBM

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

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

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

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

big Blue’s been in massive main issue

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

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

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

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

Too historical to develop?

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

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

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

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

slow to get to the cloud

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

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

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

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

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

Will purple Hat be the savior?

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

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

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

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

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

Will the integration get messy?

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

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

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

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

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

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

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

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

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

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


How IBM and purple Hat Will affect Your Cloud method | killexams.com Real Questions and Pass4sure dumps

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

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

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

Image: Shutterstock

photo: Shutterstock

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

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

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

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

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

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

- Arvind Krishna, Senior vp, IBM Hybrid Cloud

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    All about software

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

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

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

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

    IBM Storage Insights

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

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

    Mapping unstructured statistics

    Analytics-pushed workloads and part computing both drive new requirements for unstructured facts. Object storage is likely one of the fastest becoming storage applied sciences in business IT, with options from most proper-tier storage organizations, including IBM. The challenge of unstructured data lies inside the capability to remember what the facts is, the place it got here from, and what an IT crew should still do with it.

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

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

    efficiency and density

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

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

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

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

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

    Concluding strategies

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

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

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

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


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

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

    Digimarc(NASDAQ: DMRC)

    Q3 2018 Earnings Conference Call

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

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

    Operator

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

    Bruce Davis -- Chairman and Chief Executive Officer

    Thank you. Good afternoon. Welcome to our conference call. Charles Beck, our CFO, is with me.

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

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    We are providing this information as we understand and was represented to us. We do not verify, nor vouch for such information. Such forward-looking statements and statements about partners and customers are subject to many assumptions, risks, uncertainties and changes in circumstances. Any assumptions we share about future performance represent a point-in-time estimate.

    Actual results may vary materially from those expressed or implied by such statements. We expressly disclaim any obligation to revise or update any assumptions, projections or other forward-looking statements to reflect events or circumstances that may arise after the date of this conference call. For more information about risk factors that may cause actual results to differ from expectations, please see the company's filings with the SEC, including the Form 10-Q that we expect to file shortly. Charles will begin by commenting on our Q3 financial results followed by our preliminary reviews on 2019 and then I'll discuss significant business developments, market conditions and execution strategy.

    Charles?

    Charles Beck -- Chief Financial Officer

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

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

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

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

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

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

    Much of our efforts revolve around orchestration of suppliers and identifying and supporting customer business process changes to scale implementations. We're doing all we can to shorten the critical path to top-line growth. We have some preliminary views of planning assumptions for 2019 to share. We expect service revenue to be flat to modestly higher and to vary quarter-to-quarter based on timing of when services are performed.

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

    We think the most likely outcome is the continued acceleration in bookings trends, consistent with our momentum theory of market development. When bookings will accelerate due to a tipping point in the market remains hard to predict. The range of potential outcomes is largely a function of the nature and timing of key account developments and the effect of adopting by market leaders on the rest of the industry. The translation of bookings to revenues will be affected by revenue recognition principles as applied to specific contract structures.

    As we signed more and larger contracts, the application and revenue recognition rules and policies will become better understood. In the meantime, there is a wide range of possible revenue recognition outcomes as well. Given our assumptions about revenue composition, we expect margins will improve several basis points from 2018, reflecting a higher concentration of Discover and Barcode revenue. We expect operating expenses to be up single digits, reflecting the full year impact of 2018 hiring as well as 2018 cost of living adjustments.

    For further discussion of our financial results, and risks and prospects for our business, please see our Form 10-Q that we expect to file shortly. Bruce will now provide his comments on significant business developments, market conditions and execution strategy.

    Bruce Davis -- Chairman and Chief Executive Officer

    Thanks, Charles. Bookings and revenues for Digimarc Barcode for retailers and CPGs have grown this year, but not enough. Despite significant percentage growth, the absolute level of these measures are not high enough yet to support our work capital investments, not yet reached the inflection point and market momentum that is a tent-pole strategy, at which point, we expect revenue growth will accelerate. We are doing what we can to step up the pace.

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

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

    This is an important development of making progress toward our financial goals. Acceleration of growth will be heavily influenced by the pace and outcome of the pending contract negotiations with certain customers and prospects. In the meantime, we are restraining the rate of investment. Our operational focus is on account management and delivery.

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

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

    The products are in the stores and are looking and working well. We are told that the customer has informed supplies that hangtags going forward should be Digimarc enhanced. The volume of hangtags submitted for enhancement has increased significantly. The retailer that began use of our platform hangtags have begun testing of private packaged goods.

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

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

    The application focus of the CPGs is on the manufacturing quality control and consumer engagement. The manufacturing quality control application that we have developing cooperation with a leading CPG and their machine vision supplier has been presented to a number of other CPGs and seems to be gaining traction. Several CPGs are piloting the solution as we package it up for general commercial release. Our collaboration with a leading CPG on business process is bearing fruit as we plan for first production of high visibility brand product moving to stores in the next quarter or so.

    Our focus with them is on how to efficiently scale the Digimarc Barcode enhancement process. The next stages of our work together are to begin shifting responsibility for enhancement to their existing packaging suppliers, as we move product and test environments into retail stores. Another CPG has several SKUs on the shelf at a large retailer in a silent pilot, with a plan to follow along with a dozen more -- dozens more SKUs all in support of the various consumer engagement programs planned for 2019. CPG interest has increase recently due to some outreach from a large retail customer.

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

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

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

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

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

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

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

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

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

    During the quarter, one of our greatest allies in Japan, Dai Nippon Printing, wants to brand protection service that includes a proprietary formulation of Digimarc Barcode. They publicly disclosed a forecast of $8 million for the new service for fiscal year 2020. We have no opinion on the forecast, however, we see it as nice -- we believe it's nice to see commercialization of the platform under way in Japan with a valued partner. It's another sign of progress.

    We hope that we will begin joint R&D with a global leader CPG in Japan in Q4, following several months of scoping and negotiation of contract terms. CPGs have been struggling with how to improve consumer engagement via packaging. They don't want to be beholden to intermediaries like Google or Shazam, nor do they want retailers like Walmart or Amazon in the middle of the brand experience. This foretells moving the Discovery via scanning or image recognition into the lower levels of the camera stack and smartphones.

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

    As most of you know, this is an important aspect of the endgame envisioned in our strategy. We have put in place the basic building blocks with industry leaders and their suppliers in key geographic markets, with most of our resources focused on U.S. retailers and CPGs. An important question on everyone's mind is when will the inflection point occur.

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

    When we do, I'm confident that the market will move in the big way, supporting our financial and strategic goals. Management is obsessing about creating these tipping points. Much of our work concerns orchestrating customer and supplier resources to accommodate a new data carrier and mission critical highly managed aspects of complex supply chains. We are making progress and doing all we can to make more progress faster, including capturing experience and process, expanding our quality tools and improving enhancement efficiency, and buttressing our account management with seasoned leadership and thoughtfully organized account teams.

    Digital transformation is atop the C-suite, our target markets. We have not doubt about the relevance of our platform to this transformation. Intelligence gathering interfaces are proliferating toward societies and economies around the world. Reliable, efficient, identification of media is a critical element to the foundation for this massive new information processing architecture.

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

    As yearend approaches, we are doing all we can to bring home the business. We're also getting ready to the National Retail Federation show, January 13 to 15 at the Javits Center in New York City. I look forward to providing a detailed update to the Capital Markets fresh from the show at the Needham growth conference being held January 15, 16 also in New York. Our priorities for 2019 are to move the market leaders to levels of implantation, where they will influence the rest of the market to adopt, which should accelerate growth in bookings and revenues.

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

    Questions and Answers:

    Operator

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

    Rob Stone -- Cowen and Company -- Analyst

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

    Bruce Davis -- Chairman and Chief Executive Officer

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

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

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

    Rob Stone -- Cowen and Company -- Analyst

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

    Bruce Davis -- Chairman and Chief Executive Officer

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

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

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

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

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

    Rob Stone -- Cowen and Company -- Analyst

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

    Bruce Davis -- Chairman and Chief Executive Officer

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

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

    And then the retrofitting of manufacturing facilities would be substantial of either approach, frankly. But the addition to chemical taggants would be subject to lots of controversy, I think, in the sense of adding chemicals to reduce the ecological danger of chemicals. So I think we have a good shot. And we also have the efficiency argument that you just made, which is that the chemical taggants have just one purpose only, and our application would have many purposes, including improving the manufacturing application, which is gaining quite a lot of interest in the CPG market, where today, are work is focused on labels; and in the future we may be able to identify both the substrate of the packaging and the labels in the manufacturing quality control process, as well as in recycling.

    So I see lots of strong arguments in our favor. And we intend to participate more directly in these deliberations and to enlist the help of the leading CPGs or interest from in our platform to also help with achieving favorable decision from the committee.

    Rob Stone -- Cowen and Company -- Analyst

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

    Charles Beck -- Chief Financial Officer

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

    Rob Stone -- Cowen and Company -- Analyst

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

    Operator

    And your next question comes from Jim Ricchiuti from Needham.

    Jim Ricchiuti -- Needham & Co. -- Analyst

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

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes, it's still quite an actuarial exercise to try to figure that out. Any of the big players exerting influence or being seen as a competitive influence could cause a groundswell of activity that would create surge. We also are going to be putting quite a lot of effort into packaging for general commercial release, the work that we've done on manufacturing and quality control in the past, just been now about a year and a half of work R&D on that. And we're going to see -- the early indications of interest are substantial, and so I don't yet know how to forecast that in terms of volume, but we're going put a big push on it.

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

    Jim Ricchiuti -- Needham & Co. -- Analyst

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

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

    Bruce Davis -- Chairman and Chief Executive Officer

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

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

    Jim Ricchiuti -- Needham & Co. -- Analyst

    All right. I appreciate the transparency to the extent you can. You also -- if we think about the international opportunity, there are some things going on, interesting things that you just alluded to in Europe. Yet it sounds as if there is the potential for things to move a little faster in Japan over the near term, is that fair to say?

    Bruce Davis -- Chairman and Chief Executive Officer

    Well, they're both moving faster than the U.S., which is what we would expect. And that we have a great team in Europe. We have one gentleman working with a longtime partner of ours in Japan. And then they're all doing excellent work in trying to move the market quickly to commercialization.

    And so Japan is really heating up right now, as my remarks indicate. But in Europe we think we have retailer who is a very significant retailer who is saying, "Well, we'll just sort of merge the notion of pilot with production. Let's just go." And what's terrific about that situation, and a couple of situations in Japan, and the situation in Australia, is that our suppliers are beginning to take a leading role. And in the U.S.

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

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

    Jim Ricchiuti -- Needham & Co. -- Analyst

    OK. Thank you.

    Operator

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

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

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

    Bruce Davis -- Chairman and Chief Executive Officer

    I think it's all terrific, Josh. I think we need to do a better job of articulating our vision of a more cost-effective convenient means of serving the public as these concepts represent them serve the public. So we'll see if we can do a better job of articulating that for the product market you guys will observe. But in any of these situations that are going on, ranging from the QR codes use in China, to the Amazon Go use of, largely, of cameras in the U.S.

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

    It's obviously extremely expensive and all of the stores are quite small. And so we are pleased to see SAM's starting to step up and say, "OK, we've got to find a more efficient way to help our consumers shop." And then when you move to even larger formats, we think the notions that are represented in Amazon Go are not economically feasible and would take a couple of decades to implement in the existing footprints. And so we think we're more efficient than QR, and more economical and easier to implement than Go, so we got to get out there and make it happen. And that's the point about our responsibility to scale our accounts.

    We've got to help them to be focused and to appreciate what we can do, and to articulate that very well with them and then to guide them to success. And when we do that's where the inflection point occurs on that particular aspect of the application environment enabled by the platform. So we know what you need to do, we just need to get it done.

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

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

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes, we have the solution now available for -- it's called general release. So it's ready to go and we're marketing it to the industry, so we'll see whether assumptions are well founded. But it is a less complicated supply chain. We do have steadily growing synergies with our suppliers.

    And again consistent with what I've been saying about some of the suppliers stepping up and building their sales and marketing, we've made some internal adjustments in our resources here to align our partner relationships more closely with sales to try to encourage that. And so this is a great opportunity for us to work with scale printer vendors to get them to help us to market this effectively to industry, and to be able to offer not only to the largest players, but also to some of the smaller sized players to achieve scale.

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

    Thank you.

    Bruce Davis -- Chairman and Chief Executive Officer

    Thanks, Josh.

    Operator

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

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

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

    I think the prior question you tried to focus maybe on the customers. And I wondered maybe from a different perspective, as you look at the next six months pipeline of potential size bookings, can you classify them as the use case, which use cases tend to look like the most material and the most sort of next six months-ish in terms of opportunity? Just trying to figure out sort of prioritization of what is that at the front of that stack. Because it sounds like a very full sort of pipeline with respect to quantity opportunities, but it's just really, really hard to tell what you're seeing at the front end of that.

    Bruce Davis -- Chairman and Chief Executive Officer

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

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

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

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

    Bruce Davis -- Chairman and Chief Executive Officer

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

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

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

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

    Bruce Davis -- Chairman and Chief Executive Officer

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

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

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

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

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes. So some of our customers have given us what's called TLog, data -- transaction log data, which is very kind of them and also serves their self-interest, allowing us to be better work for them. And it's -- these are massive data sets, even we get a small sample. But what we're learning from it, and we've tried to get this information from other places in the industry and found it hard to get elsewhere, is where we can have the greatest impact.

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

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

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

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

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

    Bruce Davis -- Chairman and Chief Executive Officer

    OK.

    Operator

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

    Ilya Grozovsky -- National Securities Corporation -- Analyst

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

    Bruce Davis -- Chairman and Chief Executive Officer

    I want to make sure that I understand your question, Ilya. So we don't have a trial or test at Wegmans. We have full implementation. So are you talking about packaging, consumer products packaging?

    Ilya Grozovsky -- National Securities Corporation -- Analyst

    Yes, yes.

    Bruce Davis -- Chairman and Chief Executive Officer

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

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

    Ilya Grozovsky -- National Securities Corporation -- Analyst

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

    Bruce Davis -- Chairman and Chief Executive Officer

    That may be part of what I was just talking about. So as I've said repeatedly in prior calls and everywhere, when I talk to the capital markets is, Wegmans information is Wegmans information. So we use it to make our operations better to serve them better, and to make their operations better, but I don't have permission to share more broadly. So we'll either let them say what they want to say, or eventually, perhaps, get permission from them to talk about what's going on there.

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

    Ilya Grozovsky -- National Securities Corporation -- Analyst

    OK. Thank you.

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes.

    Operator

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

    Glenn Mattson -- Ladenburg Thalmann -- Analyst

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

    Bruce Davis -- Chairman and Chief Executive Officer

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

    Glenn Mattson -- Ladenburg Thalmann -- Analyst

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

    Bruce Davis -- Chairman and Chief Executive Officer

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

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

    Glenn Mattson -- Ladenburg Thalmann -- Analyst

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

    Bruce Davis -- Chairman and Chief Executive Officer

    Yes. Thanks, Glenn.

    Operator

    And you next question comes from Jeff Bernstein of Cowen.

    Jeff Bernstein -- Cowen Prime Investors -- Analyst

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

    Bruce Davis -- Chairman and Chief Executive Officer

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

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

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

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

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

    And I think I know what the answer is, I think, they will help us to get to the right answer, which is that all of this auto ID functionality needs to be in the operating system and camera stack of the smartphone, so that everybody can deliver people wherever they want to deliver them. And so there are vehicles, for instance, for retailers to identify where a consumer is or to direct them to their app, and so that when they're reading Digimarc Barcode with their app, they're going to get the retailer experience when they're reading it, elsewhere they're going to get a different experience. Much of that flexibility and versatility depends on the level of implementation that hasn't happened yet. And that's why I mentioned that I'm personally spending a fair amount of my cycles trying to figure out how to increase the priority of auto identification generally with the iOS and Android developers, and also to make sure we're on the list.

    So I think McCormick is one of those companies that is stymied with respect to consumer engagement by the question of, what's the app. With the folks at Sun-Maid, frankly, they haven't moved forward very much, and I don't quite know why. I don't think it's a function of our platform at all, but, I think, it may be the same issue, which is they were looking at -- for a means to improve consumer engagement and then they also get stuck with the question of, what's the app.

    Jeff Bernstein -- Cowen Prime Investors -- Analyst

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

    Bruce Davis -- Chairman and Chief Executive Officer

    Well, aesthetics is, I would say, an issue with everyone in the following way: we take approved artwork and we change it, OK. And the general objective of our prepress tools are to change it in ways that consumers can't see, and we do very good job at that. But from an institutional perspective, the approved artwork needs to get approved again, because it's different. So, that creates overhead associated with the artwork.

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

    That was our first public showing of the research that we're doing. But in the long run, I expect that a fair amount of new material could be done in that fashion. So I'm sure we can do a great job for Sun-Maid, but I think they were intrigued by the technology. They did a demonstration of it on the shelf, which, I think, was quite good.

    But then this, OK, now where do we go, kind of, business question, because of the fact that all CPGs are stymied on the consumer engagement proposition.

    Jeff Bernstein -- Cowen Prime Investors -- Analyst

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

    So that's along the same lines.

    Bruce Davis -- Chairman and Chief Executive Officer

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

    Jeff Bernstein -- Cowen Prime Investors -- Analyst

    Perfect. Thank you.

    Operator

    At this time, this concludes our question-and-answer session. I would like to turn the call back over to Bruce Davis. Sir, please go ahead.

    Bruce Davis -- Chairman and Chief Executive Officer

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

    Assumingly the first major public statements will be in January unless something comes up in the meantime. So, I look forward to getting you all up to speed shortly after the NRF in mid-January. Thank you very much. Goodbye.

    Operator

    [Operator signoff]

    Duration: 58 minutes

    Call Participants:

    Bruce Davis -- Chairman and Chief Executive Officer

    Charles Beck -- Chief Financial Officer

    Rob Stone -- Cowen and Company -- Analyst

    Jim Ricchiuti -- Needham & Co. -- Analyst

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

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

    Ilya Grozovsky -- National Securities Corporation -- Analyst

    Glenn Mattson -- Ladenburg Thalmann -- Analyst

    Jeff Bernstein -- Cowen Prime Investors -- Analyst

    More DMRC analysis

    This article is a transcript of this conference call produced for The Motley Fool. While we strive for our Foolish Best, there may be errors, omissions, or inaccuracies in this transcript. As with all our articles, The Motley Fool does not assume any responsibility for your use of this content, and we strongly encourage you to do your own research, including listening to the call yourself and reading the company's SEC filings. Please see our Terms and Conditions for additional details, including our Obligatory Capitalized Disclaimers of Liability.

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    Latest Intel® Xeon® Processors Accelerate Data Center Transformation for the Digital Services Era | killexams.com real questions and Pass4sure dumps

    New Technologies Provide a Range of Capabilities and Are Central to Enabling a Software Defined Infrastructure

    NEWS HIGHLIGHTS

  • New monitoring and management features aid rapid, automated deployment of workloads, increase efficiency and improve service quality.
  • Provides leadership performance for compute, storage and network workloads to enable efficient and dynamic operation in cloud environments.
  • Twenty-seven new performance world records1, with increases up to 3x compared with previous generation2.
  • Up to 50 percent more cores and cache3 than the previous generation, and first-ever server platform supporting DDR4 memory for improved application performance.
  • SANTA CLARA, Calif., Sept. 8, 2014 – Intel Corporation today introduced the Intel® Xeon® processor E5-2600/1600 v3 product families to address the requirements of diverse workloads and the rapidly evolving needs of data centers. The new processor families include numerous enhancements that provide performance increases of up to 3x over the previous generation2, world-class energy efficiency and enhanced security. To facilitate the explosive demand for software defined infrastructure (SDI), the processors expose key metrics, through telemetry, which enable the infrastructure to deliver services with the best performance, resilience and optimized total cost of ownership.

    The processors will be used in servers, workstations, storage and networking infrastructure to power a broad set of workloads such as data analytics, high-performance computing, telecommunications and cloud-based services, as well as back-end processing for the Internet of Things.

    “The digital services economy imposes new requirements on the data center, requirements for automated, dynamic and scalable service delivery,” said Diane Bryant, senior vice president and general manager of the Data Center Group at Intel. “Our new Intel processors deliver unmatched performance, energy efficiency and security, as well as provide visibility into the hardware resources required to enable software defined infrastructure. By enabling the re-architecture of the data center, Intel is helping companies fully exploit the benefits of cloud-based services.”

    Enabling Software Defined InfrastructureSoftware defined infrastructure (SDI) is the foundation for cloud computing. The digital services economy requires agility and scale that demands all infrastructure resources be programmable and highly configurable. These abilities, coupled with telemetry, analytics, and automated actions, allow the data center to become highly optimized. Intel continues to invest in delivering this vision of an automated data center, and with the new Xeon E5-2600 v3 product family, the company has introduced key sensors and telemetry that further enhance SDI.

    The Intel Xeon processor E5-2600 v3 product family introduce new features that provide greater visibility into the system than ever before. A new cache monitoring feature provides data to enable orchestration tools to intelligently place and rebalance workloads resulting in faster completion times. This also provides the ability to conduct analysis of performance anomalies due to competition for cache in a multitenant cloud environment where there is little visibility into what workloads consumers are running.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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


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

    In-Depth

    Microsoft's Hybrid Cloud Strategy

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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



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    IBM A2030-283 Exam (Accessment: Foundations of IBM Cloud Computing Architecture V3) Detailed Information



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