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  • Blog
    greater co operation between equipment vendors Internet of Things Cisco predicts a 19 trillion global opportunity and it is easy to see why global investment capital is rushing towards this space In Barcelona the volume and prominence of IoT devices beyond smart phones was staggering The devices ranged from a proliferation of wearables to smart cars and smart home monitoring devices Beyond selling devices however companies still have not figured out how to monetize services from those devices As advertising is always a logical choice Nokia s research into predictive advertising and services based on data collected from IoT devices is an exciting new proposition This will allow for highly targeted ads that go beyond the users profile by analyzing data real time from an individual s connected device and ads will be served by other connected devices also real time Jack you ve burned 900 calories this morning Time for a dozen donuts for half price right here just look to your left It will be exciting to see at TMForumLive if the first IoT killer application that is monetizable clearly emerges to drive necessary acceleration of industry wide investment Software on the Network SDN and NFV Software defined networking SDN and Network Functions Virtualization NFV are new ideas around the orchestration and management of networks and services It is evident that big money is being poured into SDN and NFV as these technologies threaten to revolutionize communications networks over the next 20 years The key benefits center around network functions being deployed on general purpose standardized hardware to reduce capital and operational expenditures combined with highly flexible and configurable software that accelerates service and product introduction timeframes It is not clear yet that standards exist to make these concepts a reality on a large scale but it is it clear that innovations will come from a combination of large established players with deep pockets and new innovative well funded new entrants I expect SDN and NFV innovations to be an expanding mainstay both at TMForumLive moving forward Please enable JavaScript to view the comments powered by Disqus Stay In Touch LinkedIn Facebook Twitter Contact Volaris Select Country United States Canada United Kingdom Afghanistan Albania Algeria American Samoa Andorra Angola Anguilla Antarctica Antigua and Barbuda Argentina Armenia Aruba Australia Austria Azerbaijan Bahamas Bahrain Bangladesh Barbados Belarus Belgium Belize Benin Bermuda Bhutan Bolivia Bosnia and Herzegovina Botswana Bouvet Island Brazil British Indian Ocean Territory Brunei Darussalam Bulgaria Burkina Faso Burundi Cambodia Cameroon Canada Cape Verde Cayman Islands Central African Republic Chad Chile China Christmas Island Cocos Keeling Islands Colombia Comoros Congo Congo The Democratic Republic of The Cook Islands Costa Rica Cote D ivoire Croatia Cuba Cyprus Czech Republic Denmark Djibouti Dominica Dominican Republic Ecuador Egypt El Salvador Equatorial Guinea Eritrea Estonia Ethiopia Falkland Islands Malvinas Faroe Islands Fiji Finland France French Guiana French Polynesia French Southern Territories Gabon Gambia Georgia Germany Ghana Gibraltar Greece Greenland Grenada Guadeloupe Guam Guatemala Guinea Guinea bissau Guyana Haiti Heard Island and Mcdonald Islands

    Original URL path: http://www.volarisgroup.com/joincommsmedia/blog/from-mwc2015-to-tmfourmlive (2016-04-25)
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  • Blog
    profitability Not surprisingly many of those best practices are also common within the businesses that are under the Volaris umbrella In my next post I will share one of these practices specifically how to ensure that there is sufficient demand for a software vendor s product before it sinks a vast amount of resources into developing it only to find out that the product is a flop I encourage every reader to actively participate and leave their comments or questions below If you would like to get in touch please email me at david nyland volarisgroup com I look forward to your participation Best regards David Nyland Please enable JavaScript to view the comments powered by Disqus Stay In Touch LinkedIn Facebook Twitter Contact Volaris Select Country United States Canada United Kingdom Afghanistan Albania Algeria American Samoa Andorra Angola Anguilla Antarctica Antigua and Barbuda Argentina Armenia Aruba Australia Austria Azerbaijan Bahamas Bahrain Bangladesh Barbados Belarus Belgium Belize Benin Bermuda Bhutan Bolivia Bosnia and Herzegovina Botswana Bouvet Island Brazil British Indian Ocean Territory Brunei Darussalam Bulgaria Burkina Faso Burundi Cambodia Cameroon Canada Cape Verde Cayman Islands Central African Republic Chad Chile China Christmas Island Cocos Keeling Islands Colombia Comoros Congo Congo The Democratic Republic of The Cook Islands Costa Rica Cote D ivoire Croatia Cuba Cyprus Czech Republic Denmark Djibouti Dominica Dominican Republic Ecuador Egypt El Salvador Equatorial Guinea Eritrea Estonia Ethiopia Falkland Islands Malvinas Faroe Islands Fiji Finland France French Guiana French Polynesia French Southern Territories Gabon Gambia Georgia Germany Ghana Gibraltar Greece Greenland Grenada Guadeloupe Guam Guatemala Guinea Guinea bissau Guyana Haiti Heard Island and Mcdonald Islands Holy See Vatican City State Honduras Hong Kong Hungary Iceland India Indonesia Iran Islamic Republic of Iraq Ireland Israel Italy Jamaica Japan Jordan Kazakhstan Kenya Kiribati Korea Democratic People s Republic of

    Original URL path: http://www.volarisgroup.com/joincommsmedia/blog/welcome-to-my-blog (2016-04-25)
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  • Blog
    making the investment In cases where projections are not in line with reality they have the discipline to pull back and cancel projects before additional investments are made Innovation is treated and measured separately from existing operations Top performers separate their innovation efforts from the day to day aspects of their business This allows for a more accurate quantification of the innovation effort Product enhancements are a source of revenue Rather than continually enhancing the functionality of the core product with no impact on revenues top performers focus on creating value for the customers by developing add ons or new modules This way they are able to upsell or even cross sell their existing customer base to generate incremental revenues Staying within their circle of competency Top performers do not stray too far from their existing domain and technology competency area This approach minimize product failure risk while maximizes synergies with their existing ecosystem as well as their capacity to execute Please enable JavaScript to view the comments powered by Disqus Stay In Touch LinkedIn Facebook Twitter Contact Volaris Select Country United States Canada United Kingdom Afghanistan Albania Algeria American Samoa Andorra Angola Anguilla Antarctica Antigua and Barbuda Argentina Armenia Aruba Australia Austria Azerbaijan Bahamas Bahrain Bangladesh Barbados Belarus Belgium Belize Benin Bermuda Bhutan Bolivia Bosnia and Herzegovina Botswana Bouvet Island Brazil British Indian Ocean Territory Brunei Darussalam Bulgaria Burkina Faso Burundi Cambodia Cameroon Canada Cape Verde Cayman Islands Central African Republic Chad Chile China Christmas Island Cocos Keeling Islands Colombia Comoros Congo Congo The Democratic Republic of The Cook Islands Costa Rica Cote D ivoire Croatia Cuba Cyprus Czech Republic Denmark Djibouti Dominica Dominican Republic Ecuador Egypt El Salvador Equatorial Guinea Eritrea Estonia Ethiopia Falkland Islands Malvinas Faroe Islands Fiji Finland France French Guiana French Polynesia French Southern Territories

    Original URL path: http://www.volarisgroup.com/joincommsmedia/blog/innovation-how-to-do-it-and-what-are-the-risks (2016-04-25)
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  • French Success Snapshot: AssetWorks Fleet
    a fundamental lack of alignment between the entities The parent company did not provide much support to AssetWorks Fleet to help them to flourish and maximize their potential Since direction from the parent company was limited Assetworks Fleet was left to manage its business independently As long as Assetworks Fleet continued to drive profit the parent company was satisfied AssetWorks Fleet sought a parent that valued and understood the software market and aligned more strategically with their business model La Différence Volaris In 2008 Volaris acquired the three AssetWorks divisions Since then Assetworks Fleet has experienced three key benefits Volaris business model aligns seamlessly with the interests of a software company They understand how to market scale and manage enterprise software products There is a harmony of values and business strategy between Volaris and AssetWorks Fleet Volaris has established a bonus pool structure that relates directly to staff performance and leverages the division s profitability in a meaningful way AssetWorks Fleet uses this as incentive to attract and retain a talented workforce Volaris values staff development and learning Education and leadership programs are made available to AssetWorks Fleet s management personnel Feedback since the acquisition has been overwhelmingly positive and not just because of competitive compensation packages The staff feels as if the Volaris management structure is transparent and there is an authentic sense of appreciation of an employee s contributions At Volaris we really pride ourselves on a genuine sense of caring and investment VC firms tend to only focus on the bottom line they tend to be less interested in maximizing a company s impact and growing a business meaningfully Those things matter to us and certainly that is the case with AssetWorks Mark Miller CEO Volaris Group Restez branchés Nos Marchés Verticaux Agroalimentaire Assurances Autres marchés Communication

    Original URL path: http://www.volarisgroup.com/histoires-de-succes/profil/french-success-snapshot-assetworks-fleet (2016-04-25)
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