Web Conferencing : Conferencing using Internet. Cost effective conferencing

Video Conferencing: Conferencing on Internet

VOIP Conferencing: Conferencing using IP Phones

Hybrid Conferencing: Combination of VOIP & TDM

Please make mistakes in conferencing and may not be effective. To have productive and effective teleconferencing, I would recommend to follow Teleconferencing Etiquette

http://communication.howstuffworks.com/teleconferencing-etiquette.htm

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How much is the word “toys” worth on the Internet? Hundreds? Thousands? Try millions of dollars.

In a close bidding war, Toys ‘R’ Us last week bought the domain name Toys.com at auction for $5.1 million, placing it among the top 10 most expensive domain names on record. And industry watchers say that it was probably a bargain.

“Had it not been such a recession, I think it probably would have gone for a little bit more than that,” Ron Jackson, editor and publisher of the Domain Name Journal, told ABCNews.com. In better economic times, he said it might have sold in the $7 to $8 million range.

The reason a generic word like “toys” has such value, he said, is because it’s a massive key word. Hundreds of thousands, maybe millions of people type that word into search engines every day, generating an incredible flow of traffic to Toys.com. “It’s like having a store in the middle of Times Square,” Jackson said. “The name is really almost priceless.”

Jackson’s industry magazine has tracked domain name sales since 2003. Because transactions can take place privately and publicly, he said, it’s difficult to record all sales. His magazine only records transactions that were pure cash sales. Others in the industry have speculated that Sex.com sold for $12.5 million, Business.com sold for $7.5 million, and Wine.com sold for $3 million. But as they were not pure cash sales, Jackson doesn’t include them in his records.

Toys.com has not yet been added to his journal’s records, but Jackson expects to add it once the name has been officially transferred to Toys ‘R’ Us. According to the Domain Name Journal’s records, below is a list of the top 10 most expensive domain names.

1. Fund.com, $9.99 million
2. Porn.com, $9.5 million
3. Diamonds.com, $7.5 million
4. Toys.com, $5.1 million
5. Vodka.com, $3 million
6. CreditCards.com, $2.75 million
7. Computers.com, $2.1 million
8. Seniors.com, $1.8 million
9. DataRecovery.com, $1.66 million
10. Cameras.com, $1.5 million

Source: http://domainbrokers.com/index.php?page=content&sub=news1

While the vision sounds like utopia for IT departments and the people who fund them, SaaS is not a panacea. For the right computing applications it could be a Godsend, allowing companies to outsource non-core competencies and focus on what they do best. For other situations, it’s a not a good idea. Fortunately, it’s not an either/or choice. In the world of cloud computing (which includes SaaS, among other services), you can adopt a hybrid model in which some systems are outsourced and others are kept in-house.
The Pros and Cons of the SaaS Model

Pros:

* Less costly initial implementation. A SaaS vendor owns and operates the application software at an off-site location on its own hardware. The user accesses the software through a Web browser (or “thin client”), usually after downloading modest ‘run-time’ software.
* Minimal capital expenditures for application implementation. Software expenditure becomes primarily a “variable cost.”
* Low barriers to entry and quick access to a growing range of applications. No major software implementation effort required.
* Reduced risk of cost and time over-runs since implementation effort is negligible.
* Reduced software and hardware maintenance costs. Less software hosted internally means less hardware required, which also translates into a reduced burden of patches and patch support complexity.
* Reduced IT staff. Outsourcing IT infrastructure and application support means lower IT staff costs.
* Redeployment of IT staff and tools on strategic technology projects that impact the enterprise’s bottom line (core competencies).
* Pay only for what you use. Subscription or per-use licensing models eliminate the need to equip (and maintain) every device with every conceivable software application. Licenses are shared across the enterprise.
* Current licensing options permit licensing termination at will.
* SaaS vendors may have broader and deeper application experience than in-house IT staff.
* Key software systems are kept up to date, available and managed for performance by experts.
* Upgrades and enhancements are tested and delivered more frequently.
* By controlling and limiting use, SaaS vendors control all derivative versions of their software. This usually makes for a more coherent and seamless application.
* In most cases Saas offers improved reliability, availability, scalability and security of internal IT systems.
* SaaS vendor’s service level agreement guarantees a certain level of service, which internal resources may not be able to match.

Cons:

* Potentially more expensive over the long term, despite reduced upfront and maintenance costs.
* End users may cede control over critical business function(s).
* Vendor viability issues. Not many Application Service Providers (ASPs) survived the dot com bust; how will SaaS vendors fare?
* Changes in the SaaS market may result in changes in the type or level of service available to clients.
* Security and confidentiality issues may not be resolvable in certain situations (e.g., customer data in health care or financial services sectors), depending on how and where data is stored.
* Loss of Internet connection could mean no access to critical applications. This is mitigated by caching technologies (e.g., that allow you to continue working on the airplane without a connection) and by redundant online access (e.g., iPhones offering both WiFi and cellular network connections.)
* Customizability and extensibility of applications is controlled by the vendor. End users generally accept the application as provided since SaaS vendors can only afford a customized solution for the largest clients.
* Integration with the end user’s non-SaaS systems may be difficult.
* Vendor lock-in. If SaaS vendors make it difficult to switch to other vendors’ solutions, end users may be trapped with no leverage to contain costs or enhance functionality.

When is SaaS the Right Solution?

Solutions that are particularly suitable for SaaS are those that are standard across industries (horizontal) or across companies within a certain industry (vertical). For example, word-processing, expense-reporting, spreadsheet, email and online conferencing applications are standardized across industries and lend themselves to SaaS. Stock trading, medical billing and airline reservation services are examples of vertical solutions. SaaS could also work well for companies that need fast provisioning of IT capacity to reach time-to-market business goals, or if internal IT departments lack the skills or bandwidth to handle a particular task.
To Cloud or not to Cloud

The Corporate Executive Board’s Infrastructure Executive Council has come up with a list of factors to consider, also listed here, in weighing this decision:

* Strategy: Can provisioning via cloud enable competitive advantage (e.g., speed-to-market) for the enterprise?
* Capacity: Is the workload associated with this project highly variable, such that the cloud can provide an outlet for spikes in demand?
* Security: What is the strategic value/risk associated with data stored or processed in the cloud? How vulnerable is your own organization to security threats relative to cloud providers?
* Disaster Recovery: Can the cloud provider meet the RTO/RPO requirements associated with this project/ application/data?
* Performance: What is the cloud provider’s SLA commitment and track record in meeting that commitment? Are there resources available for performance monitoring? What impact will latency have on performance?
* Architecture & Integration: To what extent is the performance of this application/project dependent on integration with other applications or data? Will we have to customize the application to work in a cloud environment?
* Vendor Support: Does the cloud provider provide migration support, and support for service/performance issues?
* Vendor Compliance: Does the cloud provider meet all necessary regulatory requirements for this project/ application/data? Are there comparable instances supported by the provider meeting the same requirements? Is the provider open to audit by an external agency?
* Vendor Health: Is the provider financially stable in a competitive market? Will you be compensated for performance shortfalls?

The major suppliers of corporate IT – Microsoft, IBM, Oracle/Sun – are spending unprecedented amounts of money on becoming dominant Web service and platform providers. This battle for position, combined with the transformation of IT from a competitive differentiator into a commodity, may nudge you into taking a serious look at SaaS. It’s time may have come.

Source/ reposted from :http://whitepapers.technologyevaluation.com/register.asp?wp=20160&id=20160&IDName=temp&view=download&moreWPs=

http://www.technologyevaluation.com

D is different from other conferences: no canned speeches, no marketing pitches, and no bull. Instead, creators and executive producers Walt Mossberg and Kara Swisher put the industry’s top players to the test during unscripted conversations about the impact digital technology will have on our lives now and in the future. The results are unprecedented glimpses into the ideas and strategies of the industry’s most creative thinkers.

From June 1-3, 2010, the top annual gathering of the digital world will convene at a new destination, the beautiful Terranea Resort in Palos Verdes, California, for the eighth edition of D.

We have SOLD OUT for the eighth year running. If you would like to be added to the waitlist, you may do so by clicking here.

Below are the speakers for D8:

Tim Armstrong | Chairman and CEO of AOL

Steve Ballmer | CEO of Microsoft

Steve Burke | COO of Comcast

James Cameron | Director, Producer, Writer

Steve Case | Chairman and CEO of Revolution

Peter Chou | CEO of HTC

John Donahoe | President and CEO of eBay

Carly Fiorina | Candidate for U.S. Senate, California

Julius Genachowski | Chairman of the FCC

Paul Jacobs | CEO of Qualcomm

Steve Jobs | CEO of Apple

Jeffrey Katzenberg | CEO of Dreamworks Animation SKG

Ted Leonsis | Vice Chairman Emeritus of AOL, Chairman of Revolution Money and Owner of Washington Capitals

Alan Mulally | CEO of Ford

Ray Ozzie | Chief Software Architect of Microsoft

Richard Rosenblatt | Co-Founder, Chairman and CEO of Demand Media

Vivian Schiller | President and CEO of NPR

Paul Steiger | Editor-in-Chief, President and Chief Executive of ProPublica

Mark Zuckerberg | Founder and CEO of Facebook