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1Z0-967 Oracle Absence Management Cloud 2017 Implementation Essentials

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1Z0-967 exam Dumps Source : Oracle Absence Management Cloud 2017 Implementation Essentials

Test Code : 1Z0-967
Test Name : Oracle Absence Management Cloud 2017 Implementation Essentials
Vendor Name : Oracle
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Oracle Oracle Absence Management Cloud

Healthcare Researchers Crunch Genetic facts And construct corporations On Oracle Cloud | killexams.com Real Questions and Pass4sure dumps

considering the fact that the first sequencing of the human genome in 2003, americans in the medical container have been engaged on ways to use someone’s exciting genetic assistance to tailor remedies for the thorniest afflictions, from melanoma to dementia to Parkinson’s, and a lot of others. And it’s starting to work.

Oracle

New genetic assessments search for mutations in DNA that can reveal tumors before they grow. And genetic focused on could make current treatment plans greater constructive by assisting doctors keep in mind whom they're going to work for and whom they gained’t. as an example, a brand new immunotherapy drug for melanoma may “work fabulously in about 20% of americans,” says Richard Rendell, managing director at applied Precision medicine. His enterprise is helping a consumer build a check to discover these 20%—sparing the other 80% for whom it received’t work, and saving the tens or even lots of of hundreds of greenbacks that a round of remedy can can charge.

for sure, doctors, patients, and coverage companies desire more. So loads of agencies, from institution scientists to startups to large pharmaceutical corporations are working to boost such exams. but the highway from designing a genetic examine or therapy to the use of it to aid patients is long and steep, with one of the most first barriers being the mountain of facts contained in the genomes they are seeking to analyze. “DNA information is gigantic,” Rendell says. “we have the competencies of generating almost a terabyte per person from their DNA. depending on the evaluation, records sets can run into a petabyte for simply 1200 patients."

Richard Rendell is managing director at utilized Precision medication.Courtesy of utilized Precision medication

Rendell based applied Precision drugs in 2012 as a consultancy focused on the technical implementation crucial to rapidly analyze that statistics, and supply counsel on the way to convey a genetic test or medicine to market.

“We work with highly stunning people within the medical and scientific container, but big-scale statistics administration and building a company aren’t what they’re decent at,” says Rendell. “They’ve developed an algorithm for working with genetic facts of their lab and then we put it into a superb scientific-grade infrastructure” to build a workable business. That includes designing a direction to clear statistics and easily examine their concepts, then getting approval from regulatory bodies just like the FDA, and finally constructing a company.

luckily, as genome sequencing and its scientific chances matured, another expertise additionally has been maturing. Cloud computing capabilities enabled a company or a university to promptly access the essential computing energy to run their algorithm or examine their remedy against the three billion of base pairs, regularly around 700GB of information, in each person’s genetic code. 

Rendell has been there for the reason that the beginning. within the early 2000s, he turned into working as an IT architect: “I get a call sooner or later to aid this fairly odd-looking statistics, which changed into all ACG’s and T’s, and there was a hell of a lot of them.” That changed into his introduction genomic statistics. Over time Rendell grew an abilities in assisting scientific and scientific corporations wrangle their information whereas studying as he went about their longer-term goals and struggles, which led him to birth his own enterprise.

utilized Precision medication started off the use of Amazon AWS to manipulate this records for medical valued clientele. however switched to Oracle Cloud as a result of, says Rendell, along with Oracle’s years of statistics event in healthcare, its platform greater carefully maps to what is needed to grow a company, including regulatory compliance and commercialization of treatments. Oracle Innovation management Cloud and Oracle Product Lifecycle management Cloud “offers us extra complete control beyond just a top quality administration device,” as a result of regulators wish to see the entire product lifecycle, he says. And Oracle has the most beneficial e-clinical trial platform with its recent buy of goBalto, he notes. “We then can leverage Oracle Cloud for Healthcare,” which brings collectively ERP, finance, HCM, give chain, patient administration, and analytics.

“We’re in a position to support our purchasers with no longer most effective the implementation of their therapy or machine, however also the administration of it on the scientific and commercial degree,” Rendell says. “All of these things we will deliver through with ease spinning up those features in Oracle cloud.”

many times, the Oracle database and purposes are “the same ones their purchasers—the pharma agencies, the huge med machine agencies—are the usage of,” he says. “That gives our consumers the capacity to claim, ‘We're on Oracle, so it can be a extremely handy factor for us to do a collaboration,’ and that opens a conversation.”

All concerning the information

but first the customer corporations ought to get the data correct.

simpler noted than executed. “A pathology lab will do the sequencing of the bio sample and spit out a big volume of statistics,” says Rendell. It may also be XML, it can also be JSON, it may also be CSV, or any of forty-plus file formats selected to genomics. “And it can be horribly formatted, but it’s got basically critical genomic information in it.” counting on what the researcher needs, the genetic statistics can get “combined with other registries or affected person-generated data, similar to those from a cardiac equipment and even your mobile equipment.”

in the end, the core information must be clear, with all delicate facts extracted and offered in a method that helps the researcher reply his or her query, and then confidently share it. “once you collect that records, the question is, how does that become actual-world proof for the FDA and expertise valued clientele in the healthcare trade?” Rendell says.

One know-how in Oracle Cloud that Rendell and his group are bringing into their latest projects is Oracle autonomous Database, a brand new database technology that provisions, tunes, secures, and scales as crucial without a human intervention. “when we're not spending time on all these things, we're investing extra in working alongside researchers and clinicians to improve americans's lives,” Rendell says. The autonomous database potential much less human error within the basic setup and administration of the database, which leads to “more advantageous machine safety, greater affected person facts security,” he says.

Plus, Oracle’s self sufficient database “is robust. it's going to be authorized by way of the customers of our shoppers, as a result of many of them are constructed on Oracle.” It’s a different illustration, he says, of “so many tools in Oracle Cloud that we are able to spin up. we are able to simply turn them on and get engaged on providing outcomes.”

Rendell cites the usual credit score program in Oracle Cloud as a pretty good approach to rapidly try out new apps and applied sciences, due to the fact that cash from a single price range will also be shifted round to any Oracle cloud service that’s vital for a project; “I actually have used the program heavily within the last six months to do proof of ideas.”

One bold new assignment for Rendell and utilized Precision medicine is to give a knowledge sharing platform for the genomic analysis trade—one that would give researchers and startups entry to the a whole bunch scientific trial information generated by using big pharmaceutical companies in a way that’s a good option to each, and protects each and every one’s intellectual property. “The pharma company does not get entry to the supply code of the smaller company, and the smaller company can not download the trial information, Rendell says. “it all happens internal the platform” on Oracle Cloud.

“it's a an awful lot more cost-effective and more convenient approach for the pharma corporations to be involved and share their records with some of these newer groups,” he says, which “sooner or later will outcome in better medicine or improved software of the drugs and better results for greater people.”

And that, Rendell reminds us, is the identify of the video game.


Wipro Launches QuMiC to accelerate Migration to Oracle Cloud | killexams.com Real Questions and Pass4sure dumps

Wipro limited WIT, +1.45% (bse:507685)(nse:WIPRO), a number one world tips know-how, consulting and business process functions enterprise, today introduced the launch of QuMiC (short Migration to Cloud), a finished platform designed to radically change the way groups migrate to Oracle Cloud. the use of QuMiC, Wipro and Oracle aim to simplify and accelerate the journey to Oracle Cloud for their consumers. Wipro is a Platinum degree member of Oracle PartnerNetwork (OPN).

Wipro’s QuMiC is a unique platform that migrates all aspects required for a cloud implementation, i.e. manner definitions, configurations, information, and code to Oracle Cloud for a wide selection of application environments. no matter no matter if a firm’s original assets are in an on-premise platform akin to Oracle E-company Suite, a edition administration tool, or a further cloud application-as-a-carrier (SaaS) atmosphere, QuMiC can automate and thereby, seamlessly accelerate the migration method. The platform reduces the chance of guide blunders and ensures a comfortable migration to Oracle Cloud.

QuMiC combines automation, pre-constructed integrations with Oracle ERP systems, and a simple-to-use interface, decreasing the number of elements mandatory for deployment. agencies can are expecting to retailer virtually 30 p.c in universal cloud implementation prices and time by way of leveraging Wipro’s QuMiC platform. The time taken to design ERP strategies, analyze and setup the configurations for each and every environment right through the migration method i.e., testing, creation and construction could be decreased by way of as much as 60 p.c.

in accordance with Ravi Purohit, vp and international Head- Oracle provider Line, contemporary application services, Wipro restrained, “Wipro’s QuMiC demonstrates our advantage with Oracle Cloud and is an instance of our continued investments in Oracle Cloud development. Extending the use of Wipro’s ‘Cloud Studio’, QuMiC enhances the Oracle Cloud and may assist purchasers enormously simplify, accelerate, and increase the time to value from their cloud implementations.”

“Wipro’s innovative QuMiC platform helps agencies circulate can charge-conveniently to Oracle Cloud with better speed and reliability,” pointed out Camillo Speroni, vp, international Strategic Alliances, Oracle. “The aggregate of QuMiC’s computerized capabilities and ease-of-use ensures companies in quest of to speed up their Oracle Cloud migration are successful in their transformation. as soon as on the Oracle Cloud, clients can proceed to work with Wipro to are searching for competitive talents enabled by means of the innovation Oracle brings on a ninety-days cycle.”

QuMiC enables organizations to obtain migration straight away and reliably via aligning the organization’s enterprise procedures with its data, after which performing statistics validation and reconciliation. With QuMiC, Wipro can hastily outline conclusion state enterprise methods, down load, add, adjust, and add configurations to the Oracle Cloud environments for its purchasers at the click on of a button.

About Wipro restricted

Wipro confined WIT, +1.forty five% (bse:507685)(nse:WIPRO) is a number one world counsel know-how, consulting and company procedure features business. We harness the vigor of cognitive computing, hyper-automation, robotics, cloud, analytics and emerging technologies to assist our customers adapt to the digital world and make them a success. a corporation diagnosed globally for its complete portfolio of capabilities, amazing dedication to sustainability and decent corporate citizenship, we've over one hundred seventy,000 dedicated employees serving customers throughout six continents. collectively, we find ideas and connect the dots to construct a much better and a daring new future.

About Oracle PartnerNetwork

Oracle PartnerNetwork (OPN) is Oracle's associate application that provides companions with a differentiated advantage to develop, promote and put in force Oracle options. OPN presents components to train and aid really good capabilities of Oracle's products and solutions and has evolved to respect Oracle's transforming into product portfolio, companion base and company possibility. Key to the latest enhancements to OPN is the capability for partners to be diagnosed and rewarded for his or her investment in Oracle Cloud. companions enticing with Oracle could be in a position to differentiate their Oracle Cloud talents and success with customers through the OPN Cloud software - an imaginative software that enhances current OPN application levels with tiers of attention and progressive merits for partners working with Oracle Cloud. To discover extra consult with:http://www.oracle.com/partners.

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Oracle and Java are registered logos of Oracle and/or its associates.

forward-searching and Cautionary StatementsCertain statements during this free up concerning our future increase potentialities are ahead-searching statements, which contain a number of risks, and uncertainties that may trigger exact outcomes to differ materially from those in such ahead-looking statements. The risks and uncertainties relating to these statements include, but aren't constrained to, dangers and uncertainties involving fluctuations in our profits, profits and profits, our capacity to generate and manipulate increase, extreme competitors in IT services, our means to preserve our cost potential, wage raises in India, our ability to entice and hold incredibly skilled professionals, time and value overruns on mounted-cost, mounted-time body contracts, customer attention, restrictions on immigration, our capacity to manage our overseas operations, reduced demand for know-how in our key focal point areas, disruptions in telecommunication networks, our potential to correctly finished and combine potential acquisitions, liability for damages on our service contracts, the success of the companies during which we make strategic investments, withdrawal of fiscal governmental incentives, political instability, conflict, legal restrictions on elevating capital or acquiring agencies outdoor India, unauthorized use of our highbrow property, and everyday financial situations affecting our enterprise and industry. extra dangers that could have an effect on our future operating consequences are more totally described in our filings with the united states Securities and exchange commission. These filings can be found atwww.sec.gov. We may also, once in a while, make extra written and oral ahead-looking statements, including statements contained in the enterprise’s filings with the Securities and change fee and our stories to shareholders. We do not undertake to replace any forward-looking commentary that may be made occasionally through us or on our behalf.

View supply edition on businesswire.com: https://www.businesswire.com/news/domestic/20190218005209/en/

source: Wipro restrained"> <Property FormalName="PrimaryTwitterHandle" price="@Wipro

Prathibha DasWipro Limitedprathibha.das@wipro.com

Copyright company Wire 2019


Oracle fortifies its IoT applications with here area Suite | killexams.com Real Questions and Pass4sure dumps

right here applied sciences, a world leader in mapping and placement platform capabilities, and a Gold-level member of Oracle PartnerNetwork (OPN), today introduced that Oracle information superhighway of things (IoT) Cloud has integrated the right here place Suite into its IoT capabilities. This new integration enhances Oracle’s lineup of IoT applications by means of improving place precision for industrial assets related to Oracle IoT Cloud purposes to allow real-time laptop health monitoring, far flung warehouse operations administration, freight transportation and ultimate-mile birth, and supply chain spatial health metrics.

IoT is expanding at a swift rate as organizations and providers become more aware about the chances of connectivity. As IoT evolves and the world becomes more and more related, more specific, correct place information has become an ever-extra essential element to useful IoT operations. precisely pinpointing belongings reveals critical suggestions about their functioning and usage, which offers corporations more helpful advice about their products.

For greater than 15 years, right here has been powering Oracle products with primary vicinity functionalities, together with mapping, geocoding and truck routing. This newest integration builds on that robust relationship.

“via our collaboration with Oracle we are creating an opportunity for purchasers to radically change their organizations. Now that the here area Suite is integrated into Oracle IoT Cloud, purchasers profit actionable intelligence to enhance operational efficiency, from finding assets more instantly to proactively deciding on and fixing vulnerabilities,” said Sandy Hogan, SVP common supervisor Americas at here.

“As a relied on, longtime accomplice, here provides Oracle with finished international mapping insurance and extraordinary geocoding for the exact place insights required for our IoT applications,” referred to Jai Suri, Senior Director, Product management, IoT Cloud at Oracle. “The more advantageous IoT functions from here place intelligence allow Oracle IoT Cloud shoppers to release better company value from manufacturing, logistics and provide chain applications and seriously change business strategies.”

here region capabilities is in response to one of the industry’s strongest mapping platforms, ordinary for its high stage of element, accuracy, reliability, robustness and suppleness. It provides entry to mapping, geocoding, locations, routing, traffic, transit, positioning and geo-visualization functionalities, as well as options to resolve complicated area issues.

source: here


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OOW17 – NSF assesses its move from EBS to Oracle Cloud HCM | killexams.com real questions and Pass4sure dumps

NSF lab testing - photo via NSFWhen moving an HR system to the cloud, is it better to start incrementally with one or more talent mangement apps, or go straight in with the core HR system? When NSF, a global provider of product testing inspection and certification services, started its upgrade from Oracle E-Business Suite to Oracle HCM Cloud, it chose the incremental approach — but its experience suggests it would have been simpler to dive straight in with core HR.

With 2,800 employees spread across 63 locations in 26 countries — and more than 3000 contractors in as many as 71 countries — the not-for-profit organization had been running Oracle E-Business Suite (EBS) for ten years, extending across HR and finance functions. But compensation management for merit increases and management bonuses was based on Excel spreadsheets, a time consuming and fragile process that was not sustainable as headcount continued to grow.

This provided the initial impetus to implement Oracle HCM Cloud for goals, performance and compensation management, rolled out in a first phase to a subset of 1,000 employees in eight countries. One of the biggest challenges this threw up was syncing data between the two systems. The EBS instance was much more tolerant of loose data formats than HCM Cloud, which has more stringent data validation for fields such as address and phone number. This meant devoting a lot of resource preparing the data for use in HCM Cloud.

The original plan for the next phase was to implement Taleo to provide a much-needed global applicant tracking system. But after taking advice from Oracle and from implementation partner DriveStream, NSF decided to implement core HR before adding any more new applications, to avoid later integration headaches.

Building cloud advocacy

In retrospect, the data issues meant it would have been easier to start with core HR at the same time as implementing performance and compensation management, says Wayne Overla, Global HRIS Manager, speaking in a session yesterday at OOW17:

If we could go back in time I think we’d implement compensation and performance management at the same time as core.

But while it would have avoided extra work on normalizing the data, it might have been a leap too far for the organization. Putting in those first applications had helped build enthusiasm for going to the cloud, he explains.

It was that successful implementation of compensation, performance management and goals that allowed us to go in to core HR and take a bigger step into the cloud. It was the proof of concept, if you will.

Our senior management were all part of that small subset of individuals that were in [the first phase]. They liked using it, found it easy, so when I came to them and said, ‘Hey we need to do core HR,’ there was very little resistance.

Rolling out the smaller application also helped the change management process as it effectively created a pool of advance advocates for the cloud system.

It allowed us to introduce a subset, and the next year in compensation we allowed all people leaders to do recognition and an additional 400 people. So for the final jump into the cloud, at least the people leaders had some experience already to be ambassadors to their team. I think it really helped user adoption.

Benefits of going cloud

Core HR has just gone live across all 2700 employees in 26 countries, along with employee and manager self-service, benefits, and a basic implementation of absence management. Performance management will be extended next year to those who were not in the initial roll-out. Overla commended the help DriveStream had provided in successfully transferring three years of historic data as well as other aspects of the implementation.

He mentioned several issues that arose in the course of the project.

  • NFS uses ADP Workforce Now for payroll, for which Cloud HCM does not have built-in integration, so NSF had to build a custom integration.
  • In some countries, NSF has several legal entities. That needs careful forethought as changing legal entities in Cloud HCM is a challenge.
  • Workflow delegation rules that were in place in EBS could not be exported across to Cloud HCM.
  • The default expense account functionality that’s provided in EBS requires a separate finance license in Cloud HCM — it took a while to figure that out.
  • But the benefits gained were worth the effort. Overla highlighted five worthwhile outcomes.

    A standard global HR toolset

    In our business model, a good deal of our growth comes from acquisition. Oftentimes HR is the last to know. I can’t tell you how many times I’ve heard, ‘Oh by the way we just bought a lab, we’re onboarding tomorrow, in Germany.’ In EBS it was much more difficult to integrate a new country, get the legislative packs to run, all the setup to do. It’s much easier to roll them out in the cloud. On top of that, rolling the standard toolset.

    Modern look and feel

    We’ve got the modern look and feel that our employees wanted. Most of them really despised the look and feel of EBS. It made them nervous, versus the modern look and feel of [HCM Cloud], which looks much more like navigating a modern website.

    Our HR staff feels that Fusion’s a lot easier to use. The railroad train stop methodology in hiring an employee, for instance, or promotions, are a lot easier than hunting and picking for the fields that you need to fill out in EBS.

    Business intelligence

    We also got some enhanced business intelligence. There was no visibility into the data for managers before. In fact, managers and employees only had self service in the US. Outside the US, which is about 56% of our population, they had no visibility into their data. So even as simple as, who’s on their team, they’d have to contact HR.

    Data validation

    We have richer built-in data validation for address and phone number.

    Scalable growth

    It’s a more scalable solution for us to roll forward. We’re at about a 15% headcount growth year over year, and this year we added nine new countries. That scalability is really important for us.

    HRTechWorld 2017 Amsterdam digsupport 590px

    Image credit - via NSF International

    Disclosure - Wayne Overla was speaking in a DriveStream partner session at Oracle OpenWorld. Oracle is a diginomica premier partner at time of writing and funded the author's travel to attend OOW17.


    Global E-Learning Industry | killexams.com real questions and Pass4sure dumps

    NEW YORK, Feb. 7, 2019 /PRNewswire/ -- This report analyzes the worldwide markets for e-Learning in US$ Million by the following Segments: Academic e-Learning, and Corporate e-Learning.

    Read the full report: https://www.reportlinker.com/p03646043

    The report provides separate comprehensive analytics for the US, Canada, Japan, Europe, Asia-Pacific, and Rest of World.

    Annual estimates and forecasts are provided for the period 2016 through 2024. Also, a five-year historic analysis is provided for these markets. Market data and analytics are derived from primary and secondary research. Company profiles are primarily based on public domain information including company URLs.

    The report profiles 329 companies including many key and niche players such as:- Absorb Software Inc.- Adobe Systems Inc.- Aptara Inc.- Articulate Global, Inc.- bit media e-Learning Solution Deutschland GmbH- Blackboard, Inc.

    Read the full report: https://www.reportlinker.com/p03646043

    e-LEARNING MCP-4MARKET ANALYSIS, TRENDS, AND FORECASTS, JANUARY 2CONTENTS1. INTRODUCTION, METHODOLOGY & PRODUCT DEFINITIONSStudy Reliability and Reporting LimitationsData Interpretation & Reporting LevelQuantitative Techniques & AnalyticsProduct Definitions and Scope of Studye-LearningAcademic e-LearningCorporate e-Learning2. OUTLOOKe-Learning Transforms the Face of Education in the 21st CenturyRapid Internet Penetration Catalyzes Broad Based Growth in the MarketTable 1: Internet Ubiquity, Speed & Bandwidth Explosion Provides the Support Platform for the Proliferation of e-Learning Services: Breakdown of Number of Internet Users (In Million) & Penetration Rates (In %) by Geographic Region for the Year 2017 (includes corresponding Graph/Chart)As the Preferred Type of Content for Effective Learner Engagement, Video Use in e-Learning Witnesses Robust GrowthTable 2: Higher User Engagement With Short Videos as Compared to Other Forms of Content Drives the Value of Creating Short But Effective eLearning Video Content: % Engagement Loss by Video Length (includes corresponding Graph/Chart)AR & VR Technologies Take e-Learning to the Next Level in Efficiency EnhancementAugmented Reality (AR) Makes eLearning More Engaging, Entertaining and InteractiveVirtual Reality (VR) & Wearable Devices Become Prominent Tools in Cost-effective Online Learning & TrainingTable 3: Commercial Development of AR & VR Technologies Opens Innovative Ways for Use of AR/VR in e-Learning: Global AR & VR Market (In US$ Million) by Geographic Region for the Years 2018, 2022 & 2024 (includes corresponding Graph/Chart)Advances in Artificial Intelligence Fuel Adaptive and Personalized eLearningTable 4: Commercialization of AI Technology Boosts Use of AI in e-Learning to Help Enhance Tutoring Effectiveness & Responsiveness: Global Market for AI-based Hardware, Software and Services (In US$ Million) by Geographic Region for the Years 2018, 2022 and 2024 (includes corresponding Graph/Chart)Role of Social Media in e-Learning Grows LargerSocial and Collaborative Learning Picks up Momentum Among CompaniesTable 5: Expanding Social Presence Will Continue to Play a Central Role in the Integration of Social Networking With Education: Global Number of Social Media Users (In Billion) for the Years 2015, 2018 and 2022 (includes corresponding Graph/Chart)Technology Innovations Continue to Benefit Market GrowthAn Overview of Select Lecture Capture SolutionsCloud, the Future of e-Learning Application Development & DeliveryTable 6: Myriad Benefits of Cloud for Companies Developing & Customers Using e-Learning Solutions Helps Drive Opportunities for Cloud as the Future of e-Learning Infrastructure Especially Against the Backdrop of Rapid Penetration of Public Cloud Services: Global Public Cloud Services (In US$ Billion) for the Years 2018, 2022 and 2(includes corresponding Graph/Chart)Supportive Government Policies Provide the Foundation for GrowthEmerging Economies Drive Growth in the MarketWeb Conferencing Emerges as a Major Collaborative Tool in e- LearningTable 7: Ubiquity of Conferencing Systems in Enterprises Provides a Ready-Made Platform for Deploying Virtual Classrooms as Part of Corporate e-Learning Initiatives: Global Market for Video, Web & Audio Conferencing Systems and Solutions (In US$ Billion) for the Years 2015, 2018, 2022 & 2024 (includes corresponding Graph/Chart)Creation of a Personal Learning Environment (PLE), the Most Rewarding Aspect of e-LearningMOOCs, a Sweet Spot in the e-Learning MarketMOOCs Make Inroads into University EducationTable 8: MOOCs Witness Robust Growth Given its Ability to Deliver Affordable Mass-Scale Distance Education to Students in Disadvantaged Countries: Global Number of MOOC Courses for the Years 2013, 2015, 2017 & 2019 (includes corresponding Graph/Chart)m-Learning Emerges to Revolutionize e-LearningTable 9: Expanding Base of Smartphones & the Ensuing Creation of a Society of Digital Omnivores Creates an Opportunity for e-Learning Service Providers to Accommodate & Engage Mobile-First Learners with m-Learning Functionalities: Global Number of Smartphone Users (In Million) for the Years 2014, 2016, 2018 & 2020 (includes corresponding Graph/Chart)Developing M-Learning VAS Provides the Support Structure for m-LearningApps Critical to the Growth of m-LearningSelect Educational Apps for Teachers and StudentsGamification of Learning, the Most Lucrative Way to Monetize e-LearningGamification Eliminates Boredom and Ensures Participation in Traditional EducationTable 10: Gamification of Education & Learning to Pep Up User Participation, Engagement & Loyalty: World Market for Gamification (In US$ Billion) for the Years 2015, 2018 & 2022 (includes corresponding Graph/Chart)Big Data and Learning Analytics to Drive Personalized Learning ExperiencesAcademic Sector Remains the Largest Market for e-LearningLearning Process Enhancements in the Academic Sector Fuels Adoption of e-Learning in ClassroomsTable 11: Growing Technology Appetite of Schools as Measured by Education Technology (Ed-Tech) Spending to Benefit Integration of e-Learning into Traditional Classrooms: K-Ed-Tech Platform and Tools Market in the U.S (In US$ Million) for the Years 2018, 2020 and 2022 (includes corresponding Graph/Chart)Shadow Education Emerges to Drive a Large Chunk of Growth in the Academic/ Educational SectorTable 12: As One of the Fastest Growing Industries in the World, Shadow Education Offers Attractive Opportunities for Online Tutoring: Global Market for Private Tutoring (In US$ Million) by Geographic Region for the Years 2018, 2022 and 2024 (includes corresponding Graph/Chart)Growing Student Population Benefits Growth of e-Learning in the Academic SectorTable 13: Burgeoning World Student Population Expands the Addressable Market Opportunity for e-Learning Technologies: Student Population (In Million) in Select Countries Worldwide for the Year 2018E (includes corresponding Graph/Chart)Access to Cheaper Education Drive Enrollments in Distance e- Learning ProgramsTable 14: Number of Students Enrolling for Distance Education Continues to Rise Supported by the Many Benefits Offered: Number of Students Enrolled for Distance Education in U.S. Universities (In 000s) for the Years 2013, 2016 & 2018 (includes corresponding Graph/Chart)Academic eLearning to Leverage the Growing Trend of BYOD in ClassroomsTable 15: e-Learning Rides the BYOD to School Wave, With Smartphone Penetration Being the Highest in the 12+ Age Group of Children & Teens: Smartphone Ownership by Age Group in the U.S for the Year 2018 (includes corresponding Graph/Chart)Corporate e-Learning, the Fastest & the Most Promising Market in the e-Learning IndustryChanging Labor Market Realities with Worsening Skill Shortages Drives Focus on In-House Corporate TrainingTable 16: Focus on In-House Training Amplified by Talent Shortages in the Labor Market & the Indispensability of Succession Planning Drives the Value of Corporate e-Learning: Global Average Per Capita Spending on Workplace Training of Employees (In US$) for the Years 2012, 2015 & 2018 (includes corresponding Graph/Chart)Proliferation of BYOD Among Enterprises Opens New Avenues for the Growth of Corporate m-LearningTable 17: Growing Enterprise Spending on BYOD Programs Heightens the Attractiveness of m-Learning Among Enterprises: Global Spending on BYOD (In US$ Billion) for the Years 2017 & 2022 (includes corresponding Graph/Chart)Table 18: With the Ability to Provide All of the Benefits of m-Learning, e-Learning on BYOD Devices Makes a Huge Splash on the Corporate Sector: Global Percentage of Company Owned Tablet Phones (In 000 Units) for the Years 2015, 2018, & 2020 (includes corresponding Graph/Chart)LMS, a Key Beneficiary of the Focus Shed on In-House Corporate TrainingTable 19: Growing Adoption of LMS Drives the Success Rates & Learning Outcomes of Corporate e-Learning: Global Corporate LMS Market (In US$ Billion) for the Years 2018, 2022 and 2024 (includes corresponding Graph/Chart)Interactive Video-Based Learning to Emerge as a Key Trend in Corporate Training ProgramsMicrolearning Gains Traction in Corporate eLearning Give its Ability to Align Individual Learning Gaps with TrainingIncreasing Commoditization of E-Learning Programs Necessitates Service Providers to Adopt Innovative Technologies for Faster Time-to-Market of Services & ContentKey Challenges to GrowthPoor Focus on StrategyIntegrating Diverse StandardsRedundancy and ObsolescenceLack of Acceptable Management Techniques to Measure EffectivenessNeed to Realign Pedagogy ModelsDependence on Interactive and Compelling ContentInfrastructure Woes Hamper Rapid ProliferationRapidly Changing Technological EnvironmentAbsence of Skilled TrainersMarket Outlook3. E-LEARNING - A CONCEPTUAL OVERVIEWDefinitionWhy e-Learning?Various Levels of e-LearningMarket ClassificationComponents of e-Learning SolutionVariants of e-Learning ProgramsOnline LearningVirtual ClassroomPerformance Support SystemRapid eLearningMobile LearningForms of e-Learninge-Learning Vendors - An OverviewContent ProvidersService ProvidersTechnology Providers4. STANDARDSNeed for Standardse-Learning: New StandardsStandards in e-Learning - A CategorizationMetadataContent PackagingLearner ProfilesAccrediting Organizations & StandardsAdvanced Distributed Learning (ADL) InitiativeInstructional Management System Global Learning Consortium (IMS)Shareable Content Object Reference Model (SCORM)Tin Can API: The Next-Generation SCORMAdvantages of Tin Can APILearning Record Store (LRS): Repository of Learning StatementsAviation Industry Computer-Based Training Committee (AICC)Institute of Electronics and Electrical Engineering's Learning Technology Standards Committee (IEEE LTSC)World Wide Web Consortium5. COMPETITIVE LANDSCAPE5.1 Focus on Select PlayersAbsorb Software Inc. (Canada)Adobe Systems Inc. (USA)Aptara Inc. (USA)Articulate Global, Inc. (USA)bit media e-Learning Solution Deutschland GmbH (Germany)Blackboard, Inc. (USA)Cegos Group SA (France)Cisco Systems, Inc. (USA)City & Guilds Kineo (UK)Cornerstone OnDemand® Inc. (USA)Coursera Inc. (USA)Desire2Learn Incorporated (Canada)Docebo (Italy)edX Inc. (USA)Fischer, Knoblauch & Co. (Germany)GetSmarter (South Africa)HealthStream, Inc. (USA)Hewlett-Packard Development Company, L.P. (USA)Hurix Systems Private Ltd. (India)IMC AG (Germany)Inspired eLearning, Inc. (USA)International Business Machines Corporation (USA)IntraLearn Software Corp. (USA)Macmillan Learning (USA)NYIF.com (USA)Oracle Corp. (USA)Pearson (USA)Persona Learning (USA)SAP SuccessFactors, Inc. (USA)SkillSoft (USA)The Ken Blanchard Companies (USA)The McGraw-Hill Companies (USA)Trivantis Corp. (USA)Zenosis Limited (UK)5.2 Product Innovations/IntroductionsB Online Learning Releases SaaS Learning Platform - BirchBlackboard Releases New, Enhanced, Cloud-Based Version of CourseSitesOracle Unveils New Oracle LaunchPad Online Learning PlatformAllenComm Launches DesignLab and SitelineSidel Introduces e-Learning PortalNavis Launches MACS3 E-Learning ProgrammeBASF Launches BASF eLearning, Online Training CoursesSGS Launches e-Learning ProgramsBaker McKenzie Link Launches GDPR Focused New e-Learning ProgrameLearning Brothers and The Game Agency Releases The Training Arcade™SkyPrep Launches BoostHQPhonak Launches e-Learning Platform for Hearing Care Professionals5.3 Recent Industry ActivityLTG Announces the Merger of PeopleFluent and NetDimensionsSaba and Vector Capital to Acquire LumesseVector Solutions Acquires Casino Essentials and ICGIPBlackboard Announces Rebrand of SaaS Open-Source LMSMoody's Acquires Omega PerformanceeThink Education Partners with Partner in PublishingUniversity of Phoenix Expands Partnership with Blackboard for e-Learning SystemStage Fund Acquires iQity SoftwareDegreed Acquires PathgatherMicrosoft Buys FlipgridMcGraw-Hill Education Collaborates with Copia InteractiveSkillsoft Partners with Shine Learning to Upskill the Millennial WorkforceEbix to Acquire a Majority Stake in SmartclassRedShelf Collaborates with McGraw-Hill Education for Inclusive Access ProgramsSpringer Nature Purchases iversityFutureLearn Partners with NYIF for Courses on Mergers and AcquisitionsProBility Acquires Cranbury InternationalNIIT Collaborates with Cornerstone OnDemandCallidus Acquires Learning HeroesNELSON to Acquire McGraw-Hill Ryerson's K-12 BusinesseLearning Brothers Buys Media 1Relias Learning to Acquire spm GmbHBlackboard Partners with Chalk.com to Deliver Best-In-Class Digital gradebookSkillsoft Partners with IBM for IT Learning Content6. GLOBAL MARKET PERSPECTIVETable 20: World Recent Past, Current & Future Analysis for eLearning by Geographic Region - US, Canada, Japan, Europe, Asia-Pacific (excluding Japan) and Rest of World Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2016 through 2024 (includes corresponding Graph/Chart)Table 21: World Historic Review for eLearning by Geographic Region - US, Canada, Japan, Europe, Asia-Pacific (excluding Japan) and Rest of World Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2011 through 2015 (includes corresponding Graph/Chart)Table 22: World 14-Year Perspective for eLearning by Geographic Region - Percentage Breakdown of Revenues for US, Canada, Japan, Europe, Asia-Pacific (excluding Japan) and Rest of World Markets for Years 2011, 2018, and 2024 (includes corresponding Graph/Chart)Table 23: World Recent Past, Current & Future Analysis for Academic eLearning by Geographic Region - US, Canada, Japan, Europe, Asia-Pacific (excluding Japan) and Rest of World Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2016 through 2024 (includes corresponding Graph/Chart)Table 24: World Historic Review for Academic eLearning by Geographic Region - US, Canada, Japan, Europe, Asia-Pacific (excluding Japan) and Rest of World Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2011 through 2015 (includes corresponding Graph/Chart)Table 25: World 14-Year Perspective for Academic eLearning by Geographic Region - Percentage Breakdown of Revenues for US, Canada, Japan, Europe, Asia-Pacific (excluding Japan) and Rest of World Markets for Years 2011, 2018, and 2024 (includes corresponding Graph/Chart)Table 26: World Recent Past, Current & Future Analysis for Corporate eLearning by Geographic Region - US, Canada, Japan, Europe, Asia-Pacific (excluding Japan) and Rest of World Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2016 through 2024 (includes corresponding Graph/Chart)Table 27: World Historic Review for Corporate eLearning by Geographic Region - US, Canada, Japan, Europe, Asia-Pacific (excluding Japan) and Rest of World Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2011 through 2015 (includes corresponding Graph/Chart)Table 28: World 14-Year Perspective for Corporate eLearning by Geographic Region - Percentage Breakdown of Revenues for US, Canada, Japan, Europe, Asia-Pacific (excluding Japan) and Rest of World Markets for Years 2011, 2018, and 2024 (includes corresponding Graph/Chart)7. REGIONAL MARKET PERSPECTIVE 7.1 THE UNITED STATESA.Market AnalysisOutlookMarket OverviewCorporate e-Learning MarketOnline Learning: Increasing Role in Higher EducationThe PAR Framework to Online Learning Receives New GrantSelf-Paced eLearning MarketStrong Growth Characterizes PreK-12 & Higher EducationVirtual Schools & Homeschooling Drive Demand for e-Learning ProductsB.Market AnalyticsTable 29: The US Recent Past, Current & Future Analysis for eLearning by Segment - Academic eLearning and Corporate eLearning Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2016 through 2024 (includes corresponding Graph/Chart)Table 30: The US Historic Review for eLearning by Segment - Academic eLearning and Corporate eLearning Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2011 through 2015 (includes corresponding Graph/Chart)Table 31: The US 14-Year Perspective for eLearning by Segment - Percentage Breakdown of Annual Revenues for Academic eLearning and Corporate eLearning Markets for Years 2011, 2018, and 2024 (includes corresponding Graph/Chart)Corporate e-Learning MarketTable 32: The US Recent Past, Current & Future Analysis for Corporate eLearning by Category - Course, Infrastructure and Service Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2016 through 2(includes corresponding Graph/Chart)Table 33: The US Historic Review for Corporate eLearning by Category - Course, Infrastructure and Service Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2011 through 2015 (includes corresponding Graph/Chart)Table 34: The US 14-Year Perspective for Corporate eLearning by Category - Percentage Breakdown of Annual Revenues for Course, Infrastructure and Service Markets for Years 2011, 2018, and 2024 (includes corresponding Graph/Chart)7.2 CANADAA.Market AnalysisOutlookMarket Overview'Flipping the Classroom' MovementModest Penetration of Online and Blended LearningPopularity of GAFENeed for Long-Term Strategy in Education SectorB.Market AnalyticsTable 35: Canadian Recent Past, Current & Future Analysis for eLearning Market by Segment - Academic eLearning and Corporate eLearning Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2016 through 2024 (includes corresponding Graph/Chart)Table 36: Canadian Historic Review for eLearning Market by Segment - Academic eLearning and Corporate eLearning Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2011 through 2015 (includes corresponding Graph/Chart)Table 37: Canadian 14-Year Perspective for eLearning Market by Segment - Percentage Breakdown of Annual Revenues for Academic eLearning and Corporate eLearning Markets for Years 2011, 2018, and 2024 (includes corresponding Graph/Chart)7.3 JAPANA.Market AnalysisOutlooke-Learning Market Continues to Gain TractionLanguage e-Learning - Market OverviewCorporate Sector Drives eLearning MarketCorporate eLearning Market Holds PromiseKey Categories of e-LearningB.Market AnalyticsTable 38: Japanese Recent Past, Current & Future Analysis for eLearning Market by Segment - Academic eLearning and Corporate eLearning Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2016 through 2024 (includes corresponding Graph/Chart)Table 39: Japanese Historic Review for eLearning Market by Segment - Academic eLearning and Corporate eLearning Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2011 through 2015 (includes corresponding Graph/Chart)Table 40: Japanese 14-Year Perspective for eLearning Market by Segment - Percentage Breakdown of Annual Revenues for Academic eLearning and Corporate eLearning Markets for Years 2011, 2018, and 2024 (includes corresponding Graph/Chart)7.4 EUROPEA.Market AnalysisOutlookOverviewSmall & Medium Sized Businesses - The Weakest LinkKnowledge Management in Corporate SpaceEurope - An Open Market for EducationPartnerships on the RiseOutsourcing Gains MomentumAmerican Opportunities in Europee-Learning: An Industry Covered Under Digital Tax RegimeSelect Regional Markets - An OverviewFrance - e-Learning Market Gains Notable MomentumGrowth DriversUnited KingdomCorporate e-Learning on the Growth CurveTrends in UK eLearning MarketNew Technologies Transform e-Learning DeliveryBlended Learning Programs on the RiseB.Market AnalyticsTable 41: European Recent Past, Current & Future Analysis for eLearning Market by Geographic Region - France, Germany, Italy, UK, Spain and Rest of Europe Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2016 through 2024 (includes corresponding Graph/Chart)Table 42: European Historic Review for eLearning Market by Geographic Region - France, Germany, Italy, UK, Spain and Rest of Europe Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2011 through 2(includes corresponding Graph/Chart)Table 43: European 14-Year Perspective for eLearning Market by Geographic Region - Percentage Breakdown of Annual Revenues for France, Germany, Italy, UK, Spain and Rest of Europe Markets for Years 2011, 2018, and 2024 (includes corresponding Graph/Chart)Table 44: European Recent Past, Current & Future Analysis for eLearning Market by Segment - Academic eLearning and Corporate eLearning Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2016 through 2024 (includes corresponding Graph/Chart)Table 45: European Historic Review for eLearning Market by Segment - Academic eLearning and Corporate eLearning Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2011 through 2015 (includes corresponding Graph/Chart)Table 46: European 14-Year Perspective for eLearning Market by Segment - Percentage Breakdown of Annual Revenues for Academic eLearning and Corporate eLearning Markets for Years 2011, 2018, and 2024 (includes corresponding Graph/Chart)7.5 ASIA-PACIFICA.Market AnalysisAn OverviewThe eLearning CurveCorporate e-Learning Holds Significant Growth PotentialImmense Opportunities for AsiaCurrent TrendsSelect Regional Markets - An OverviewAustraliaFactors Driving Adoption of eLearning ProgramsDigital Education on an UpswingeLearning in Primary and Secondary Education (K-12)eLearning in Higher EducationVocational Education & Training (VET)Corporate & Government Training ProgramsChinaGreater Demand for Online Tutoring Platforms and High Mobile Internet Penetration Rates Drives Growth Opportunities in ChinaCreating Localized e-Learning Content for ChinaInternet Penetration Rising but Restrictions on Internet Connectivity Play SpoilsportChina's MOOCs Market on Growth TrajectoryOnline Higher Education: On the Growth CurveOnline Vocational Education: A Developing MarketCorporate e-Learning: A Promising SectorIndiaOutlookGovernment Initiatives to Spur Demand for eLearning in IndiaeLearning - Opportunities Galoree-Learning in Higher EducationGrowing Significance of eLearning in Corporate Sector'Young' India Holds Promise for e-Learning MarketSouth KoreaSouth Korea to Digitize All TextbooksThailandeLearning in Thai Government SectorThai Government Initiatives for eLearningPhilippinesLow-Priced off-the-Shelf Products Hold SwayB.Market AnalyticsTable 47: Asia-Pacific Recent Past, Current & Future Analysis for eLearning Market by Geographic Region - China, India and Rest of Asia-Pacific Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2016 through 2024 (includes corresponding Graph/Chart)Table 48: Asia-Pacific Historic Review for eLearning Market by Geographic Region - China, India and Rest of Asia-Pacific Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2011 through 2015 (includes corresponding Graph/Chart)Table 49: Asia-Pacific 14-Year Perspective for eLearning Market by Geographic Region - Percentage Breakdown of Annual Revenues for China, India and Rest of Asia-Pacific Markets for Years 2011, 2018, and 2024 (includes corresponding Graph/Chart)Table 50: Asia-Pacific Recent Past, Current & Future Analysis for eLearning Market by Segment - Academic eLearning and Corporate eLearning Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2016 through 2024 (includes corresponding Graph/Chart)Table 51: Asia-Pacific Historic Review for eLearning Market by Segment - Academic eLearning and Corporate eLearning Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2011 through 2015 (includes corresponding Graph/Chart)Table 52: Asia-Pacific 14-Year Perspective for eLearning Market by Segment - Percentage Breakdown of Annual Revenues for Academic eLearning and Corporate eLearning Markets for Years 2011, 2018, and 2024 (includes corresponding Graph/Chart)7.6 REST OF WORLDA.Market AnalysisOutlookSelect Regional Markets - An OverviewMiddle East and AfricaDigitization Initiatives to Shape Growth in AfricaMajor Growth Restraints to eLearningSaudi Arabia - Increasingly Focused on e-LearningQatarUnited Arab Emirates (UAE)Latin AmericaUnderdeveloped Traditional Education System Provides Greater Growth Opportunities in Latin AmericaBrazilMexicoB.Market AnalyticsTable 53: Rest of World Recent Past, Current & Future Analysis for eLearning Market by Segment - Academic eLearning and Corporate eLearning Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2016 through 2024 (includes corresponding Graph/Chart)Table 54: Rest of World Historic Review for eLearning Market by Segment - Academic eLearning and Corporate eLearning Markets Independently Analyzed with Annual Revenue Figures in US$ Million for Years 2011 through 2015 (includes corresponding Graph/Chart)Table 55: Rest of World 14-Year Perspective for eLearning Market by Segment - Percentage Breakdown of Annual Revenues for Academic eLearning and Corporate eLearning Markets for Years 2011, 2018, and 2024 (includes corresponding Graph/Chart)8. COMPANY PROFILESTotal Companies Profiled: 329 (including Divisions/Subsidiaries - 340) The United States (199) Canada (14) Europe (90) - France (7) - Germany (9) - The United Kingdom (51) - Italy (2) - Spain (2) - Rest of Europe (19) Asia-Pacific (Excluding Japan) (27) Middle East (7) Africa (3)Read the full report: https://www.reportlinker.com/p03646043

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