Wednesday, October 20, 2010

Younger's Quickstep



Scale has passed, completing the vertical structure of the Younger chain, is trying to speed up the linkage between upstream and downstream of the "dance"

In Asia's largest garment production base Younger, one of China's garment industry, "Elephant." The China National Commercial Information Center recently announced the first national brand apparel market ranking, Youngor to more than 10% of the market share of tied for first place comprehensive.

A notable fact is that in the past few years, Younger in the initial fabric, garment manufacturing and trade sales of the three links have dropped more than 500 million yuan respectively, the huge amounts of money, thus starting a large-scale structure vertical industrial chain. Apparel industry analysts generally believe that this is "Younger" shirt for 9 consecutive years won the national market share of the first comprehensive, suits are atop the main reason for 3 consecutive years.

However, substantial benefits in exchange for large-scale production has passed, when overcapacity, the market's balance gradually tilted to the buyer, the real decisive factor is the time, the product needs to be in the right time to enter the market. For the Younger, the upstream and downstream in the use of capital controls, but also had to face the test of ability to control the supply chain.

How to expand the scale at the same time, enhance the responsiveness of the supply chain? Today, the Younger this "elephant" are trying to speed up the linkage between upstream and downstream of the "dance."

River water

Big or do fine? In business management areas, it seems forever. Material from upstream to retail end-all by yourself, so that clothing companies have only a handful in the world. Even the head of Li Rucheng Younger, also admits this "is walking a tightrope, risking a lot."

However, from another point of view, this risk is the choice of Younger had to do.

Like their counterparts in China, fabric production was also a weak link in Younger, because the gap between the quality of a considerable part of the high dependence on imported fabrics, this way, not only the purchase cost of natural high and a long cycle. "Younger fabrics every year about 56 billion procurement, of which 10% rely on imports." Younger logistics manager, said the Department of Chen Zhenglong, a suit part of the time spent on fabric sourcing needs 45 days, or nearly 2 months, the fabric in place, through the production of mining, to the finished product storage, a process that usually takes a month, the whole process about 3 months. "We can say that the procurement part of the smooth or not, to a large extent affect the progress of the whole process."

Controlled by others for not purchasing, select the tracing and the Younger to the upstream water.

October 2001, Younger and Japan, "strain" Huang Li washing plant joint venture, started his business clothes dyeing, washing, design, manufacturing, processing and other fields, declared the construction of the vertical chain project start; in June 2002, Younger spent 100 million U.S. dollars the city broke ground on construction of textile; in September 2003, the Japan-China textile printing and dyeing Co., Ltd. Ningbo Younger production, Younger involved in yarn dyeing, weaving, dyeing, finishing and production business, joint venture partners Nissin is one of Japan's largest textile finishing of textiles and clothing, one of the other joint venture partners Itochu holds a wealth of information and resources to downstream customers; a month later, the Younger should Accessories Industrial City Branch inaugurated in Ningbo industrial city gathered a group of manufacturing companies, for the Younger matching accessories to provide high quality products; in May 2004, Youngor and Itochu of Japan and Hong Kong City International Holdings Co., Ltd. established a joint venture in Ningbo Younger Wool Textile Dyeing and Finishing Co., Ltd., Youngor textile factory located in the city is expected to be completed by the end of equipment installation commissioning, which means, Younger will have its high-end wool dyeing and finishing of textile production base, its upstream industry chain and further extension.

With the power of foreign technology and capital, Younger is gradually upstream control. Youngor clothing company, according to Jordan Chan, at present, Youngor fabric used in the proportion of their production is still small, most of the outside procurement. Yarn-dyed shirts for example, about 30-40% of their production, only about 10 percent wool suit. "But even so, the procurement advantages are already evident." Jordan Chan said, compared with outside procurement, production process ourselves, as necessary, but the links in the fabric, after all, for some time.

Moreover, the Younger by intra-group transactions, successfully reduced the production cost of clothing, save a lot of financial costs, transaction costs and transportation costs. Myself textiles, Younger is not only able to control quality, keep up the market, but also the domestic fabrics market. "Although the fabric to bear the risks, but some of the logistics to reduce intermediate links. Such enterprise's own master, when to use what kind of fabric. Because of the upstream have to grasp, when the production of clothing in the course of something, the upstream can immediately respond. in response to changing market needs, we can strive for faster response. "Jordan Chan in the phrase.

Clenched channels

"The sales channels into their own hands, is the Younger to expand downstream industry chain apparel industry an important part." According to Li Rucheng ideas, today's Younger, not only manufacturers or distribution companies.

Currently, the labor advantage has always been based on the Chinese garment industry has entered a marginal profit. With the increasing circulation and opening up, the influx of international clothing brands have significantly narrow channels. Although the local garment enterprises in China has its own marketing system, marketing system, but in general small-scale level is not high, stability is not enough, control is not strong, the efficiency is low, reflected in the brand power and market expansion tension obviously not enough.

Younger Since 1995, the building sales channels, today, already have the largest marketing network of clothing. Layout from the marketing point of view, the self-Younger nearly 600 stores, nearly 700 franchise stores, and close ranks with the major shopping malls more than 1,100 sales terminals. In sharp contrast with domestic counterparts, in all implementation of the "franchise" and will sell clothing to the professional sales, the Younger in 1997 after it spent 11 million to buy a large number of shops, adhere to marketing channels firmly in their own hands.

This decision gave Younger bring a lot of victories. For example Younger main rival in China Shanshan Group, before and after 1998, gradually dissolved the previously established 35 distribution companies and replace them with brand-new franchise mode. But next time, Shanshangufen revenue and profit began to decline, but a matter of course to get the Firs Youngor give up their room for growth.

Younger's self-built networks, led the sales, the data show that more than 35% of current sales Younger benefit from its own marketing network construction. In addition, the marketing network has become an international fashion brand wants to use the target market. "This not only prevents domestic competitors 'aggressive', but also forced the international garment enterprises to see you. With the channel to control the exchange channel with their weight." The words from Jordan Chan is not difficult to find today's Younger , has its own channel as one of its core competencies.

However, with the risk and reward. Excessive self-built network, made of actual stock Younger increase, the maintenance of the network, building, then engulfs the large number of enterprises profits. Each seasonal backlog in the Younger in the suit store around the country, we should discount prices down to sell shirts. In 2001, the Younger on the accumulated backlog of only a shirt on the billions of dollars lost every year more than 100 million yuan. In the industry view, the sale of resources Youngor large but scattered, not formed between the network communication transparent, as long as this problem is not resolved, companies can not get rid of the extra load.

In 2002, Younger invested 10 million yuan Cooperation with Anderson Consulting, adjusted for the channel to begin restructuring its marketing network. Younger final decision is that by choosing different marketing mix, direct-to-market. In major cities, mainly to self channels, franchise and sales of supplement shopping. Through the existing network of more than 2,000 business integration, closing some small stores with poor profitability and franchises, to the elaboration of 1000-2000 square meters of building large stores, for which Li Rucheng also proposed to "build 500 flagship stores. " In addition, two, three markets, the appropriate dealer to find some co-operation.

Younger's intent is obvious. Hopes to build a large but not "stupid" network system, to avoid risks, to the maximum extent seize the market initiative. The end of 2003, Li Rucheng for the next 5 years, the marketing channel construction, approved a 50 billion yuan in the planning.

Transparent glass

Younger front becomes longer, forming a long vertical chain. But since 2000, with the Chinese clothing market shift from a seller to a buyer's market, the apparel industry as the volatility and cyclical companies, clothing companies are followed by large-scale manufacturing to mass customization, customized changes, Ya Gore breaking the chain faces growing risks.

Under normal circumstances, Younger ordering process is this: start with lower self-stores and franchises come calls orders, orders to production headquarters. However, from the preparation, production to distribution, a process often down nearly 3 months, this time changes in market demand and long sales season may be over. Improve the production and marketing rate, and improve responsiveness to market changes, has become the most prominent faces Youngor problem.

The logistics model has also led to a huge inventory, it also makes Younger overwhelmed. Chenzheng Long said: "production of goods sent to the completion of the company's logistics center, then our distribution, Yun to the Gegepeisong center Huo Quan Guo Pei-fat branch, or through third parties logistics Zhijie sent. In this process, each warehouse or logistics center will have a revolving inventory. That is, if only one goods, may order that a shipment of inventory to generate 3-5 times. "

Since 2002, Younger investment of nearly 100 million yuan, began to build an information platform, aims to complete the group of digital engineering and software design, and subsidiary to 161 logistics management information system construction and start 150 stores Digital Management Project. Younger hope that through this platform, will be scattered throughout the De Xu Qiu, Resource and Inventory data integrated with, the use of information Wangluo open up the apparel supply chain of Meiyihuanjie, then Tuidong 鏁?article supply chain integration.
Jordan Chan said: "This work consists of two parts. A walk down from the logistics of marketing system, to branch management system has to store the POS system. Another walk up to the production of the factory's ERP , to the fabric suppliers. Now we come to the factory at this stage is up, go smooth the upward to the fabric supplier. "He hoped that, after system integration can be done automatically generated replenishment proposals to raise the forecast program accuracy, so that the entire supply chain Youngor through by the positive demand-pull operation.

In the downstream, Younger marketing system has been running for some time. "For the market reaction speed consideration, we need to understand the market first-line product sales every day, so most end shops in the market information system construction is the most direct way." According to Jordan Chan introduced to the system on the terminal every day feedback some information, which is the basic unit shipments, sales, inventory numbers and value. In the headquarters, hand every day to do the latest statistics system data and analyze the formation of statements on the appropriate link to make adjustments. This allows the most accurate forecasts and coordination in the supply chain flexibility and speed to achieve maximum production and market changes in order to achieve the greatest degree of agreement between.

Chenzheng Long cited the following example: "in a transparent glass in order to know how much wine left, or else pouring again. We need to do now is to Younger are all made of transparent glass store, and through our network system to see how many stores where goods or not to continue to supply, for the number of goods. "
Jordan Chan to reporters about the Younger, a new business is being carried out: the city's flagship clothing store, customers can choose fabric through a computer, a suit for their custom. Attendants had customers in the amount of height, waist circumference, the first data entered into the computer, the system will send data to the Younger in the production workshop. Days, the factory will be semi-customized to the customers allowed to try on a suit sent to the store. "If not appropriate, can be modified."







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Sunday, October 10, 2010

RMAN Beginners Guide


RMAN Beginners Guide
RMAN (Recovery Manager) is a DBA is an important tool for backup, restore and recovery oracle database, to find some time ago that someone I have to, unfortunately do not have time, take this two-day business trip is no issue, and wrote a bit for Beginner's friends reference. This article describes the basic operation of RMAN more information, see "Oracle8i Backup & Recovery Guide" and the RMAN manual, or OCP Student Guide M09096 "Backup and Recovery Workshop" Volume 2, can also gototop@vip.sina. com and contact me. Examples of Oracle's own reference to $ ORACLE_HOME / rdbms / demo directory of the *. rcv scripts.

1, RMAN Introduction

RMAN can be used to backup and restore database files, archive logs and control files can also be used to perform complete or incomplete database recovery. RMAN has three different user interfaces: COMMAND LINE mode, GUI mode (integrated in the OEM in the Backup Manager), API methods (for integration into third-party backup software). Has the following characteristics:

1) The function similar to the physical backup, but N-fold stronger than the physical backup, you can see from the following features;
2) can be compressed air block;
3) can be realized at the block level incremental;
4) the output can be packaged into a backup backup set, you can also partition a fixed size of the backup set;
5) backup and recovery process can be automated management;
6) You can use the script (there Recovery catalog in)
7) can be done to monitor bad blocks

Second, explanation of related terms

1) Backup sets the backup set

Backup set is a backup set name implies, it contains all the backup of this backup piece to oracle proprietary format. According to a backup set backup types, may constitute a full backup or incremental backup.

2) Backup pieces backup discs

A backup set consists of a number of backup slices. Each backup piece is a separate output file. A backup piece size is limited; If there is no size limit, the backup set will constitute only one backup piece. Backup pieces can not be larger than the size of your file system supports file size maximum.

3) Image copies image backup

Image backup is not compressed, not packaged, direct COPY independent files (data files, archive logs, control file), similar to the operating system level file backup. And only COPY to disk, not to the tape.

Incremental backups as Grade 0, normal to the backup control file.

4) Full backup Full backup

Full backup is the data file used to back up data blocks, data blocks not used and do not do a backup, that is, RMAN backup is compressed.

5) Incremental backup incremental backups

Incremental backup is the backup data file since the last time the same level or lower-level backup of the data has been modified block. The same with the full backup, incremental backups are compressed.

Although the concept of good incremental backup, the backup is also very simple, but to restore them is another matter, not only cumbersome and error-prone, so less and less practical use to the Oracle 9i has recommended not to use, future versions will gradually Cancellation of the incremental backup.

6) Recovery catalog recovery List

RMAN recovery catalog to record the control information using the process to restore directory should always be synchronized (this will be mentioned later). Although we can use nocatalog way to use RMAN, then the control information recorded in the target database control file, but after all this insecurity, because once the target database control file corruption means that all of the RMAN backup failure. The same recovery catalog should be created in another database, in the example below, we call the "catalog database."

Third, create a recovery catalog

1, in the catalog database recovery catalog is used to create the table space

SQL> create tablespace rmants datafile ''c:oracleoradataccrmants.ora'' size 20M ;

琛ㄧ┖闂村凡鍒涘缓銆?br />
2銆佸湪鐩綍鏁版嵁搴撲腑鍒涘缓RMAN鐢ㄦ埛骞舵巿鏉?br />
SQL> create user rman identified by rman default tablespace rmants temporary tablespace temp quota unlimited on rmants;

鐢ㄦ埛宸插垱寤?br />
SQL> grant recovery_catalog_owner to rman ;

鎺堟潈鎴愬姛銆?br />
3銆佸湪鐩綍鏁版嵁搴撲腑鍒涘缓鎭㈠鐩綍

C:>rman catalog rman/rman

鎭㈠绠$悊鍣細鐗堟湰8.1.7.0.0 - Production

RMAN-06008锛氳繛鎺ュ埌鎭㈠鐩綍鏁版嵁搴?br />RMAN-06428锛氭湭瀹夎鎭㈠鐩綍

RMAN>create catalog tablespace rmants;

RMAN-06431锛氭仮澶嶇洰褰曞凡鍒涘缓


4銆佹敞鍐岀洰鏍囨暟鎹簱鍒版仮澶嶇洰褰?br />
娉ㄦ剰鍝︼紝杩欓噷鎴戠殑鐩爣鏁版嵁搴撲娇鐢ㄧ殑鏈嶅姟鍚嶇О鏄痳man锛屾剰鎬濅负瑕佷娇鐢≧MAN杩涜澶囦唤鐨勬暟鎹簱锛岃?鐩綍鏁版嵁搴撲娇鐢ㄧ殑鏈嶅姟鍚嶇О鏄疌C銆?br />
C:>rman target sys/sys@rman

鎭㈠绠$悊鍣細鐗堟湰8.1.7.0.0 - Production

RMAN-06005锛氳繛鎺ュ埌鐩爣鏁版嵁搴擄細RMAN (DBID=1303772234)

RMAN>connect catalog rman/rman@cc

RMAN-06008锛氳繛鎺ュ埌鎭㈠鐩綍鏁版嵁搴?br />
RMAN>register database;

RMAN-03022锛氭鍦ㄧ紪璇戝懡浠わ細register
RMAN-03023锛氭鍦ㄦ墽琛屽懡浠わ細register
RMAN-08006锛氭敞鍐屽湪鎭㈠鐩綍涓殑鏁版嵁搴?br />RMAN-03023锛氭鍦ㄦ墽琛屽懡浠わ細full resync
RMAN-08002锛氭鍦ㄥ惎鍔ㄥ叏閮ㄦ仮澶嶇洰褰曠殑 resync
RMAN-08004锛氬畬鎴愬叏閮?resync

濂戒簡锛屽埌姝や负姝㈠墠闈㈢殑鍑嗗宸ヤ綔閮藉仛濂戒簡锛屼笅闈㈠氨鍙互浣跨敤RMAN鏉ヨ繘琛屽浠藉拰鎭㈠浜嗐?

鍥涖?浣跨敤RMAN

涓嬮潰閫氳繃鍏蜂綋鐨勪緥瀛愭潵璇存槑RMAN鐨勪娇鐢紝杩欓噷浼氭秹鍙婂埌闄や簡鎭㈠浠ュ鐨勬墍鏈塕MAN鎿嶄綔锛屽叧浜庝娇鐢≧MAN杩涜鎭㈠鐨勫唴瀹硅鍙傝?鎴戜互鍓嶅啓鐨勫彟澶栦竴绡囨枃绔狅細RMAN鎭㈠瀹炶返銆?br />
1銆佸浠芥暣涓暟鎹簱

RMAN>run {
2> allocate channel c1 type disk;
3> backup database format ''e:dbbackup2db.dmp'';
4> }

2銆佸鍒舵暟鎹枃浠?br />
RMAN>run {
2> allocate channel c1 type disk;
3> copy datafile ''c:oracleoradatarmanusers01.dbf'' to ''e:dbbackupu.dbf'' tag
=u1215;
4> }

3銆佹煡鐪嬪浠藉強澶嶅埗鐨勪俊鎭?br />
RMAN>list backup;

RMAN-03022锛氭鍦ㄧ紪璇戝懡浠わ細list

澶囦唤闆嗗垪琛?br />鍏抽敭瀛椔犅犅犅?Recid聽聽聽聽聽 鏍囪聽聽聽 LV聽 闆嗗悎鏍囪聽聽 闆嗗悎璁℃暟聽聽聽 瀹屾垚鏃堕棿
------- ---------- ---------- -- ---------- ---------- ----------------------
216聽聽聽聽 1聽聽聽聽聽聽聽聽聽 417347013聽 0聽 417346992聽 1聽聽聽聽聽聽聽聽聽 26-12鏈?00

聽聽 澶囦唤娈靛垪琛?br />聽聽 鍏抽敭瀛椔?Pc# Cp# 鐘舵?聽聽聽聽聽聽聽 瀹屾垚鏃堕棿聽聽聽聽聽聽聽聽聽聽聽聽聽聽 娈靛悕
聽聽 ------- --- --- ----------- ---------------------- ------------------------
聽聽 217聽聽聽聽 1聽聽 1聽聽 AVAILABLE聽聽 26-12鏈?00聽聽聽聽聽聽聽聽聽聽聽聽 E:DBBACKUP2DB.DMP

聽聽 鏁版嵁鏂囦欢鍖呮嫭鍒楄〃
聽聽 鏂囦欢 鍚嶇О聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽聽 LV 绫诲瀷 妫?煡鐐筍CN聽 妫?煡鐐规椂闂?br />聽聽 ---- ------------------------------------- -- ---- ---------- -------------
聽聽 1聽聽聽 C:ORACLEORADATARMANSYSTEM01.DBF聽聽 0聽 Full 33224聽聽聽聽聽 26-12鏈?00
聽聽 2聽聽聽 C:ORACLEORADATARMANRBS01.DBF聽聽聽聽聽 0聽 Full 33224聽聽聽聽聽 26-12鏈?00
聽聽 3聽聽聽 C:ORACLEORADATARMANUSERS01.DBF聽聽聽 0聽 Full 33224聽聽聽聽聽 26-12鏈?00
聽聽 4聽聽聽 C:ORACLEORADATARMANTEMP01.DBF聽聽聽聽 0聽 Full 33224聽聽聽聽聽 26-12鏈?00
聽聽 5聽聽聽 C:ORACLEORADATARMANTOOLS01.DBF聽聽聽 0聽 Full 33224聽聽聽聽聽 26-12鏈?00
聽聽 6聽聽聽 C:ORACLEORADATARMANINDX01.DBF聽聽聽聽 0聽 Full 33224聽聽聽聽聽 26-12鏈?00

RMAN>list copy of datafile ''c:oracleoradatarmanusers01.dbf'';

RMAN-03022锛氭鍦ㄧ紪璇戝懡浠わ細list

鏁版嵁鏂囦欢澶囦唤鍒楄〃
鍏抽敭瀛椔?鏂囦欢鐘舵? 瀹屾垚鏃堕棿聽聽聽 妫?煡鐐?SCN聽 妫?煡鐐规椂闂绰?鍚嶇О
------- ---- - --------------- ---------- --------------- ------
226聽聽聽聽 3聽聽聽 A 26-12鏈?00聽聽聽聽聽 33226聽聽聽聽聽 26-12鏈?00聽聽聽聽 E:DBBACKUPU.DBF

4銆佸湪澶囦唤鏄缃浉鍏冲弬鏁?br />
format --鏂囦欢杈撳嚭鏍煎紡锛?br />%d--database name,
%s--backup sets sequence number,
%p--backup pieces sequence number
filesperset --姣忎釜澶囦唤闆嗕腑鎵?寘鎷殑鏂囦欢鏁?br />
鏇村鍙傛暟璇峰弬鑰冩湰鏂囧紑濮嬫椂鍒楀嚭鐨勪功銆?br />
RMAN>run {
2> allocate channel c1 type disk;
3> set limit channel c1 kbytes 8000;
4> backup
5> format ''e:dbbackupdb_%d_%s_%p.bck''
6> (database filesperset=2 );
7> }

RMAN-03022锛氭鍦ㄧ紪璇戝懡浠わ細allocate
RMAN-03023锛氭鍦ㄦ墽琛屽懡浠わ細allocate
RMAN-08030锛氬垎閰嶇殑閫氶亾锛歝1
RMAN-08500锛氶?閬?c1锛歴id=9 devtype=DISK

RMAN-03022锛氭鍦ㄧ紪璇戝懡浠わ細set limit
RMAN-03023锛氭鍦ㄦ墽琛屽懡浠わ細set limit

RMAN-03022锛氭鍦ㄧ紪璇戝懡浠わ細backup
RMAN-03023锛氭鍦ㄦ墽琛屽懡浠わ細backup
RMAN-08008锛氶?閬?c1锛氭鍦ㄥ惎鍔?full 鏁版嵁鏂囦欢澶囦唤闆?br />RMAN-08502锛歴et_count=6 set_stamp=417351064 creation_time=26-12鏈?00
RMAN-08010锛氶?閬?c1锛氭鍦ㄦ寚瀹氬浠介泦涓殑鏁版嵁鏂囦欢
RMAN-08522锛氳緭鍏ユ暟鎹枃浠?fno=00003 name=C:ORACLEORADATARMANUSERS01.DBF
RMAN-08522锛氳緭鍏ユ暟鎹枃浠?fno=00005 name=C:ORACLEORADATARMANTOOLS01.DBF
RMAN-08013锛氶?閬?c1锛氬凡鍒涘缓 1 娈?br />RMAN-08503锛氭 handle=E:DBBACKUPDB_RMAN_6_1.BCK comment=NONE
RMAN-08525锛氬浠介泦瀹屾垚锛岀粡杩囨椂闂达細00:00:03
RMAN-08008锛氶?閬?c1锛氭鍦ㄥ惎鍔?full 鏁版嵁鏂囦欢澶囦唤闆?br />RMAN-08502锛歴et_count=7 set_stamp=417351067 creation_time=26-12鏈?00
RMAN-08010锛氶?閬?c1锛氭鍦ㄦ寚瀹氬浠介泦涓殑鏁版嵁鏂囦欢
RMAN-08522锛氳緭鍏ユ暟鎹枃浠?fno=00002 name=C:ORACLEORADATARMANRBS01.DBF
RMAN-08522锛氳緭鍏ユ暟鎹枃浠?fno=00006 name=C:ORACLEORADATARMANINDX01.DBF
RMAN-08013锛氶?閬?c1锛氬凡鍒涘缓 1 娈?br />RMAN-08503锛氭 handle=E:DBBACKUPDB_RMAN_7_1.BCK comment=NONE
RMAN-08525锛氬浠介泦瀹屾垚锛岀粡杩囨椂闂达細00:00:04
RMAN-08008锛氶?閬?c1锛氭鍦ㄥ惎鍔?full 鏁版嵁鏂囦欢澶囦唤闆?br />RMAN-08502锛歴et_count=8 set_stamp=417351071 creation_time=26-12鏈?00
RMAN-08010锛氶?閬?c1锛氭鍦ㄦ寚瀹氬浠介泦涓殑鏁版嵁鏂囦欢
RMAN-08522锛氳緭鍏ユ暟鎹枃浠?fno=00001 name=C:ORACLEORADATARMANSYSTEM01.DBF
RMAN-08011锛氬浠介泦涓寘鎷綋鍓嶆帶鍒舵枃浠?br />RMAN-08013锛氶?閬?c1锛氬凡鍒涘缓 1 娈?br />RMAN-08503锛氭 handle=E:DBBACKUPDB_RMAN_8_1.BCK comment=NONE
RMAN-08013锛氶?閬?c1锛氬凡鍒涘缓 2 娈?br />RMAN-08503锛氭 handle=E:DBBACKUPDB_RMAN_8_2.BCK comment=NONE
RMAN-08013锛氶?閬?c1锛氬凡鍒涘缓 3 娈?br />RMAN-08503锛氭 handle=E:DBBACKUPDB_RMAN_8_3.BCK comment=NONE
RMAN-08013锛氶?閬?c1锛氬凡鍒涘缓 4 娈?br />RMAN-08503锛氭 handle=E:DBBACKUPDB_RMAN_8_4.BCK comment=NONE
RMAN-08013锛氶?閬?c1锛氬凡鍒涘缓 5 娈?br />RMAN-08503锛氭 handle=E:DBBACKUPDB_RMAN_8_5.BCK comment=NONE
RMAN-08013锛氶?閬?c1锛氬凡鍒涘缓 6 娈?br />RMAN-08503锛氭 handle=E:DBBACKUPDB_RMAN_8_6.BCK comment=NONE
RMAN-08013锛氶?閬?c1锛氬凡鍒涘缓 7 娈?br />RMAN-08503锛氭 handle=E:DBBACKUPDB_RMAN_8_7.BCK comment=NONE
RMAN-08525锛氬浠介泦瀹屾垚锛岀粡杩囨椂闂达細00:00:19
RMAN-08008锛氶?閬?c1锛氭鍦ㄥ惎鍔?full 鏁版嵁鏂囦欢澶囦唤闆?br />RMAN-08502锛歴et_count=9 set_stamp=417351090 creation_time=26-12鏈?00
RMAN-08010锛氶?閬?c1锛氭鍦ㄦ寚瀹氬浠介泦涓殑鏁版嵁鏂囦欢
RMAN-08522锛氳緭鍏ユ暟鎹枃浠?fno=00004 name=C:ORACLEORADATARMANTEMP01.DBF
RMAN-08013锛氶?閬?c1锛氬凡鍒涘缓 1 娈?br />RMAN-08503锛氭 handle=E:DBBACKUPDB_RMAN_9_1.BCK comment=NONE
RMAN-08525锛氬浠介泦瀹屾垚锛岀粡杩囨椂闂达細00:00:07
RMAN-03023锛氭鍦ㄦ墽琛屽懡浠わ細partial resync
RMAN-08003锛氬惎鍔ㄩ儴鍒嗘仮澶嶇洰褰曠殑 resync
RMAN-08005锛氬畬鎴愰儴鍒?resync
RMAN-08031锛氶噴鏀剧殑閫氶亾锛歝1

5銆佷娇鐢ㄨ剼鏈姛鑳?br />
浣跨敤鑴氭湰鐨勭洰鐨勫湪浜庢柟渚挎垜浠搷浣滀腑鐨勬柟渚匡紝鎿嶄綔涓婂拰瀛樺偍杩囩▼鐩镐技銆?br />
RMAN>create script l0dbbackup {
2> allocate channel c1 type disk;
3> backup
4> format ''e:dbbackupdb_%d_%s_%p.bck''
5> (database filesperset=2 );
6> }

RMAN-03022锛氭鍦ㄧ紪璇戝懡浠わ細create script
RMAN-03023锛氭鍦ㄦ墽琛屽懡浠わ細create script

RMAN-08085锛氬凡鍒涘缓鑴氭湰 l0dbbackup

RMAN>run {execute script l0dbbackup; }








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Saturday, September 25, 2010

JDO or CMP? (Reprinted)


by David Jordan and Craig Russell, authors of Java Data Objects

Author''s note: Java Data Objects (JDO) and Enterprise JavaBeans (EJB) Container Managed Persistence (CMP) were developed concurrently, but took different paths.
JDO''s design center is making Plain Old Java Objects (POJOs) persistent in any tier of an enterprise architecture, while CMP''s solution is container-bound with elaborate requirements for development and deployment.
The similarities and differences between these technologies has been the subject of debate since the specifications were published. For example, see the discussions at JDOCentral.com. There are presentations comparing these approaches coming up at the JavaOne 2003 conference in San Francisco, California, June 10-13.
Technical session 3368 examines the integration possiblities and best practices with JDO and Struts, an open source Web application framework for JSP / Servlet containers. BOF 3236 discusses integrations with JDO and EJB containers. BOF 1289 contrasts design patterns for application development with JDO, JDBC, and EJB.
Here''sa brief excerpt from Chapter 17 of our book, Java Data Objects, which summarizes the key trade-offs between using JDO and CMP for your enterprise application. - Craig Russell

JDO or CMP?
Both CMP beans and JDO persistent classes have features that you should consider before committing your project to use either strategy.
JDO persistent classes are suitable for modeling both coarse-grained and fine-grained persistent instances and in an application server are typically used behind session beans. CMP beans are typically used behind session beans; their remote behavior is seldom exploited.
JDO persistent classes can be used without recompilation in any tier of a distributed architecture and can be debugged in a one-or two-tier environment prior to integration into a web or application server. CMP beans can be debugged only after deployment into the application server .
Unlike servlets, JSP pages, and EJB components, there is no built-in remote behavior with JDO classes. All of the distributed, transaction, and security policies are based on the single persistence manager that manages all of the persistent instances of your model. This means that JDO persistent classes can be used in any tier of a distributed application and remote behavior is implemented by the container, not the JDO implementation.
CMP beans give you a high degree of portability across application servers. The bean class and required deployment descriptor are standard. Most of the incompatibilities between implementations are found in unspecified areas of mapping beans to the underlying datastore, optional features such as read-only beans , and extensions in deployment and management of beans. JDO implementations vary with regard to the optional features that they support.
With CMP, you identify every bean class, persistent field, and persistent relationship in the deployment descriptor. Using JDO, you identify every persistent class in the metadata, but you can usually take the default for the persistence of fields, including relationships.
With CMP, relationships are managed; this means that during the transaction a change to one side of the relationship immediately affects the other side, and the change is visible to the application. JDO does not support managed relationships, although some vendors offer them as optional features.
Inheritance is a common paradigm for modeling real-world data, but CMP beans do not support inheritance. CMP makes a distinction between the implementation class and the bean. The abstract bean-implementation classes and the local and remote interfaces can form inheritance relationships, but the CMP beans that model the application''s persistent classes cannot. Relationships in CMP are between CMP beans, not implementation classes, and these relationships cannot be polymorphic. In our example, it would be impossible for a MediaItem CMP bean to have a relationship with a MediaContent CMP bean, because MediaContent has no instances. In order to implement this kind of model, you would need to change the MediaItem CMP bean to have two different relationships: one between MediaItem and Movie, and another between MediaItem and Game. You would need to treat the relationships separately in every aspect of the bean.
The programming model used to access fields is very different between CMP beans and JDO. With CMP beans, all persistent fields and relationships are defined by abstract get and set methods in the abstract bean class, plus a declaration in the deployment descriptor. Access to the field value is the responsibility of the concrete implementation class generated by the CMP code-generation tool. With JDO, persistent fields and relationships are declared or defaulted in the metadata, and access to the field values is provided by the code in the class for transient instances or by the JDO implementation for persistent instances. The JDO enhancer generates the appropriate field-access code during the enhancement process.
JDOQL and EJBQL provide similar access to data in the datastore. Both allow you to select persistent instances from the datastore to use in your programs. Both use the read-modify-write pattern for updating persistent data. Neither language is a complete data-manipulation language; both are used only to select instances for manipulation by the programming language.
CMP beans require active transactions for all business methods. Nontransactional access is not standard or portable. JDO allows you to choose whether transactions are required. JDO requires inserts, deletes, and updates to be performed within transactions, but read-only applications, including caching , can be implemented portably without transactions.
Table 17-1 is a summary comparing CMP beans with JDO persistent classes.
Table 17-1: Comparison of CMP beans and JDO
Characteristic CMP beans JDO persistent classes
Environmental
Portability of applications Few portability unknowns Documented portability rules
Operating environment Application server One-tier, two-tier, web server, application server
Independence of persistent classes from environment Low: beans must implement EJB interfaces and execute in server container s High: persistent classes are usable with no special interface requirements and execute in many environment
Metadata
Mark persistent classes Deployment descriptor identifies all persistent classes Metadata identifies all persistent classes
Mark persistent fields Deployment descriptor identifies all persistent fields and relationships Metadata defaults persistent fields and relationships
Modeling
Domain-class modeling object CMP bean (abstract schema) Persistent class
Inheritance of domain-class modeling objects Not supported Fully supported
Field access Abstract get / set methods Any valid field access, including get / set methods
Collection, Set Supported Supported
List, Array, Map Not supported Optional features
Relationships Expressed as references to CMP local interfaces Expressed as references to JDO persistent classes or interfaces
Polymorphic references Not supported Supported
Programming
Query language EJBQL modeled after SQL JDOQL modeled after Java Boolean expressions
Remote method invocation Supported Not supported
Required lifecycle methods setEntityContext, unsetEntityContext, ejbActivate, ejbPassivate, ejbLoad, ejbStore, ejbRemove no-arg constructor (may be private)
Optional lifecycle callback methods ejbCreate, ejbPostCreate, ejbFind jdoPostLoad, jdoPreStore, jdoPreClear, jdoPreDelete
Mapping to relational datastores Vendor-specific Vendor-specific
Method security policy Supported Not supported
Method transaction policy Supported Not supported
Nontransactional access Not standard Supported
Required classes / interfaces EJBLocalHome, local interface (if local interface supported); EJBHome, remote interface (if remote interface supported); Abstract beans must implement EJBEntityBean; Identity class (if nonprimitive identity) Persistent class; objectid class (only for application identity)
Transaction synchronization callbacks Not supported Supported

David Jordan founded Object Identity, Inc. To provide Java Data Objects (JDO) consulting and training services. David is also a coauthor of O''Reilly''s book on Java Data Objects, with Craig Russell.
Craig Russell is the specification lead for JDO at Sun Microsystems.

O''Reilly & Associates recently released (April 2003) Java Data Objects.
路 Sample Chapter 1, An Initial Tour, is available free online.
路 You can also look at the Table of Contents, the Index, and the Full Description of the book.
路 For more information, or to order the book, click here.

Return to ONJava.com.







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Friday, July 30, 2010

The autonomy to users


ERP development in China so far, almost in trouble: the high failure rate, the endless project development will enable manufacturers to physically and mentally exhausted, on the mere mention of the user, how to solve?

ERP development in China so far, almost in trouble: the high failure rate, never-ending project development, making firms physically and mentally exhausted; and expensive acquisition costs, long implementation cycle, complex and cumbersome process of learning, rigid fixation of the work flow has allows customers to "talk about ERP phobia", and even become a "frightened."

Software platform-based, component-based, modular dilemma is undoubtedly a good way to release is a major trend in ERP development, but these concepts do not know how many years crying, never been any substantive breakthroughs and progress in recent years the ERP market is apathetic.

September 6, the Hai Boke Information Co., Ltd. to "meet the third ERP wave" as the theme, held a news conference in Beijing, proudly known as "the world's first ERP (enterprise resource planning) independent platform" a new generation of Enterprise Information Product MyERP. Deputy editor of this newspaper the first time and the setting Sun Haibo Ke Shen Akashi Information Co., Ltd. CEO dialogue on how to bail out ERP vendors, ERP market forecast change in the situation, for ERP vendors continue to development.

Difficulties faced by the four ERP

Sun set: Some say the industry has recently circulated, it was said that the Chinese software is dead, it was said that this year is the Year of Disaster software. I and many software companies in exchange friends, they all talked about and business is very difficult to earn money. ERP vendors not only the price continued to decline and gradually diluted the profit was shouting like to sell cabbages sold as ERP. Journal of the total, as the industry experts who will comment on this?

Hong Shen: China is indeed a very difficult road to ERP, companies suffer, users suffer. High failure rate, high acquisition costs, long implementation cycle, complex and cumbersome process of learning, rigid fixation of the work flow so all the ills of China's ERP. I think the issue of China's ERP market is mainly concentrated in four areas; First of all, the evolving business and software can not resolve the contradiction between the relative curing; Second, ERP implementation process, as people, processes, technology and other reasons which cause serious hollowing phenomenon, advanced management concepts can not be reflected in the efficiency of every enterprise; Third, the process of ERP customers, business participation is very low, not really for their own ERP system, "the decisions"; Fourth, ERP on-line since the late maintenance process variables result in application of the high uncertainty. The existence of these contradictions and increasingly intensified, making the Chinese ERP caught four "unfinished project" situation.

Fortunately, the majority of Brocade and take a different path ERP vendors, we do two things very beautiful. The first is that after 1998 years ago, we all swarmed enthusiastically participated in the ERP, we have a low profile cut into the supply chain management. Now we are the first brand of domestic logistics sector, has become an overseas giant's archrival. According to statistics of China Association of Purchasing, logistics supply chain management in Brocade accounted for 20% of the market, our customers, including China Petroleum, Bright Dairy, Baisha tobacco, large enterprises in China petrochemical lubricants, etc. for our products are very satisfied.

The second is that we cut into the ERP market in time, not dove into the state-owned enterprises which, instead choose a good basis of information foreign customers, especially Japanese companies. The reason we do this because: First, the localization of Japanese companies is very stress, with the Japanese enterprises to expand business in China, their demand is very strong localization of ERP; Second, Japanese companies are unwilling to accept the Western concept of ERP, They also want to maintain their own ERP features and unique management ideas, and Japanese enterprises in the manufacturing manager is often true of ERP experts, their strong technical strength, we need only do according to their technology or design ideas available, this combination gives us a very high success rate of projects done.

Sun set: From your description, we understand that many of the early Brocade ERP customization projects should be considered. Now many manufacturers of "customization" are terrified, because in this mode, the project development are endless, sales balance due is usually forgotten, and some even 30% of the projects have no way to recover the balance due to, in this regard Brocade is how to do it?

Shen Kang: I think the "custom development" is in line with customer demand. Previous ERP practice is client to go along with the software product standardization process, once the company's business processes do not meet product design ideas, consultants, requires companies to change their business processes to adapt products and enterprises in China, where this approach does not work . First, the Chinese enterprises, especially SMEs, the owner, has its own unique way of doing business, the business way to stand out inside the ERP system in order to maintain firm-specific characteristics and the competitiveness of enterprises If all the processes are standardized, causing thousands of people the way side, then the company's unique business philosophy, there is no, which is fatal for the business.

Second, some so-called "senior consultant" is not to give customers the improvement of management, ERP is an enterprise real owner. We see some consulting firm to recruit students through the six months after the training, they braved the title of senior consultant to customers earn 1,000 U.S. dollars a day there, consulting fees, they have not even been to shop and telling customers about management thinking and process re-engineering, ERP is not so successful.

Therefore, enterprises must satisfy customers "custom development" requirements, to ensure that customers can implement ERP successfully, you need to make a fool the best product, easy to learn, but also have the flexibility and scalability can more easily satisfy customer demand, to what and what customers can do themselves, and this is our ERP platform "MyERP" R & D mind and the ultimate goal.

Industry usher in the third wave

Sun set: we have seen, ERP software platform of a trend, including UF, Kingdee, SAP, etc., have announced major ERP vendors have developed their own software platform; but we also understand that each vendor design and software architecture are different, Brocade ERP software platform means that?

Shen Kang: Brocade "MyERP" The most outstanding feature is that platform, it is the Brocade 10 years to implement ERP projects of more than 1,000 business model derives. Brocade own three-tier ERP system. The first is the service layer to support DB2, Oracle, SQL Server and other mainstream databases. As the platform on the extraction of business data abstraction, making cross-platform database becomes relatively simple. The second is the middle layer, based on independent research and development of BK Brocade independent middleware technologies that can operate in a variety of operating systems, various business rules can be processed in this, and can achieve load balancing, free configuration. In the user layer and the middle layer we use XML for data exchange and use of the modified front-end interface and back-end processing procedures is accomplished through XML parsing. While the user program can be developed through the second plug in the platform, without having to modify the original program or the middle layer of packaging in the middle layer. The third is the user layer, as needed using fat client or thin client in the form of deployment, use of the system provides a rich graphical configuration tool, users can request free configuration and design.

Brocade ERP "independent platform" consists of three levels of meaning: first, business users can configure their own business needs and business process management module, and can change according to business and market adjustment at any time, corporate users of the ERP system, all adjustment and development can be completed independently without any technical support; Second, ERP channel providers can be based on independent platform, completely divorced from the software vendor environment, with local businesses and industry characteristics of the region, to provide fully independent channels are manufacturers their own value-added services; Third, enterprise information technology management consultancy and Zhuanjiawuxu Renhe IT technical guidance, fully capable of ERP Zizhupingtai on Dajiantixian management consulting Sixiang of Gexing of enterprise ERP 绯荤粺, Jiang Di enterprise 瀹炴柦 ERP of Fengxian. Our ERP implementation is "99 +1", that is, in our business platform to meet 99% of the basic processes required, the remaining 1% is independent of individual recycling companies.

Sun set: In fact, the concept of ERP platform, has called out two or three years there has been no breakthrough. Having heard the general description Shen, feeling "MyERP" has a more molded products, which seems to indicate "ERP Platform" of the substantive phase. If so, do you think it will bring to the current ERP market, what impact?

Shen Kang: Throughout the history of the development of domestic ERP has on the whole has experienced two waves: the first wave began in the early 80s of last century, with SAP ERP software Corps, led by foreign Fortune 500 companies carrying the standardization process, the ERP introduced into China, setting off a ERP market, "Western Wind"; then, the domestic group of software vendors to catch up on foreign ERP software ideas and technology to absorb and follow, forming a domestic ERP software camp, but also set off the development of the domestic ERP second wave. Today, Brocade "ERP platform independent" Innovation in a completely open, can shape the growth-oriented channel partners, management consultants and business users in the ERP distribution, implementation, application and maintenance of totally ERP system changed the traditional conceptual model and architecture to achieve low-cost, fast implementation, easy to maintain, can grow to meet the information needs of SMEs in China. I think that this product forms the fundamental change would trigger a new ERP application requirements, will lead the third wave of ERP in China.

Proposed "ERP third wave" is not our Brocade insolent, but not our concept of the hype. First, we see that, because UF U8, Kingdee K / 3 ERP products such iconic train hundreds of thousands of customers, the completion of the cultivation of ERP market, ERP is also open the customer demand for the arrival of the third wave foundation. Second, we believe that Brocade "Zizhu platform" ERP product launch, will lead to a lot of ERP 鍘傚晢's after another to follow inevitably lead to ERP product forms, marketing model, the market structure and so a series of changes and breakthroughs, ERP market will be a In recent years, the boring of the sweep gas, the formation of the third wave.

SMEs are the main users

Sun set: As the General said Shen, ERP software platform will bring ERP of product forms, marketing models, such as changes in market structure, ERP vendors will begin a new round of competition in such a situation, how positioning can Brocade invincible?

Shen Kang: Brocade ERP target customers will be targeted at SMEs. We define small and medium enterprises output value 50 million yuan to 1 billion yuan between the size of the project in the 100,000 yuan to 30 million a year business. About 10 million SMEs in China, I expect the next 5 years in the SME ERP market users in the sales volume will reach 50 million units, according to the average price at 67 yuan terms, this market is very impressive.

Brocade to win in the new round of competition, the first to rely on innovative products, is "platform independent" of the ERP product. Currently on the market, domestic and international well-known ERP enterprise cohabitation similar products, but really to meet the demand for information technology products for SMEs are not many. Almost all of the ERP products are based on the traditional business management and information technology services, business model, and it is this rigid thinking 鍜?application mode, leading to the many SMEs in information technology into "over and over is the project" Ban pause deadlock . But the real products to meet the needs of SMEs should be a higher degree of product maturity, with easier to train up more simple, less costly, more streamlined service products.

Brocade ERP basic idea is "to make complicated things simple, all rights return to the user." Based on the self-platform enterprise ERP system, business users can configure their own business needs and business process management module, the degree of difficulty will not greater than the Excel table to learn; ERP manufacturers can channel to enterprise customers based on autonomous platforms provide complete their own value-added services; In addition, the enterprise information management consulting agencies and experts will have the opportunity to make full use of their management experience easily into ERP solutions providers and service providers.

Second, innovation in business models. For instance, we will launch "an individual member agency" system, in our agent architecture, as much as possible to get rid of the middle layer, to maximize customer's benefits. The so-called "individual member agency" can be part-time staff of enterprises, it can be a consultant, as long as through our training and get the appropriate certification, you can join our "individual members of Club". I hope that China's hundred counties, each county or even every town has an individual member of our agency. I am confident this strategy, confidence in our products, therefore, I believe that there are many like a shark smells blood, as do our agents crossed.

Sun set: I remember the relevant report, in the Jiangsu and Zhejiang coastal area, over 100 million yuan on revenue of private enterprise on ERP ratio has reached 30-40%, that is in a state of relative saturation; and now a lot of export business SMEs in the United States, Europe set the barriers and into suspension or semi-shutdown state, the demand seems to shrink, Brocade how to deal with these problems?

Shen Kang: The better products to expand the market still adhere to our strategy. We believe that the vast SMB market, I also have a discovery, recently I went to Wuxi, Zhangjiagang and other places and found that there are many hundreds of billion of business revenues are not on the ERP, a business owner told me that because of "fear of the ERP" On the one hand it is worried that spent the money but not achieve the desired results, on the other hand are afraid because of the ERP, the core leaked trade secrets.

This made me realize that the management of large enterprises is a strategic type, they need is a strong organization system to protect the effective implementation of the strategy, so it's ERP needs and international standards, requires standardized processes; the majority of SME management is tactical, they must be in the jaws of a market niche in the competition for living space, they need the quick attack and flexible adaptability. Therefore, the SMEs the most important feature of information is to satisfy the constant 'change'.

ERP vendors are now in trouble, not because demand is shrinking, but because our product is not a true customer satisfaction products. I believe that once a good product launch, customer, or is willing to pay for. ERP products are bigger and we want cheaper, so that our users like to use the same easy to use and fool the camera, so that agents can be easy to make money. I believe that this market is needed.

Sun set: indeed, ERP vendors are not difficult to do business because there is no demand, but there is a demand, but the client is no longer as obedient manufacturers will, all the rhetoric before the ERP vendors, more and more is not working for users a growing number of customers requiring manufacturers to follow their lead. In such a situation, do you think Brocade challenge what is it?

Shen Kang: Brocade challenge is not the customer more "harsh", not the pressure of competition, but our own. With the platform of Brocade products in, with the innovative business model, with clear strategic direction for Yi Hou, really face the test of our ability to execute, such as our training system how to build our channel structure to change Our "individual member agency" system to control risks during the execution so.

In fact, China's ERP companies now take a calm look for and find their own characteristics and advantages, because the Chinese ERP market, not a take-all. According to the Chinese market to judge me, ultimately left behind several ERP vendors do not, I hope we look longer term, not to price competition. All aspects of corporate demand, we have to re-position, grasp the business opportunities. Brocade is positioned to meet the needs of business growth and expansion, is like they are cutting, and we are followed by farming.

Sun set: Brocade what the next plan will be?

Shen Kang: We have successfully introduced this year, 20 million yuan of overseas capital, and we have plans in the overseas market. In addition, keep MyERP own platform, we will bring more shocked the industry: financial software such as 64-bit, low-cost business intelligence platform independent products will be available, in addition we will also introduce domestic first J2EE and NET-based technology combined Himalaya (Himalaya) to open architecture platform for growth. I believe this will bring surprises to the customer.

Character image

Lunch, Junqi and ERP

Shen Kang is a smart Shanghai, but he's talkative but very few people in Shanghai. Reporters traveling with him from West Third Ring Road on the way to the Kunlun Hotel, Shen general practitioners from the early experience of speaking of eating lunch, talking about climbing from under the flag game industry from the ERP ambitious about Brocade, laughing , his humor.

Alleged, Shen Kang favorite meal is a few dollars working lunch. Brocade growth of nearly 10 years, 4,000 days, he ate the lunch box no less than 7000. Journal of the total in the interpretation of Brocade's product development carried out on the image with a lunch box metaphor. Lunch in addition to convenience, there are standardized, modular features, meals can choose according to their own preferences and flexible variety of meat dishes, vegetarian dishes to mix and match, the enterprise software market, there are so vastly different character requirements; lunch the other major attractive place is cheap, consistent with the public appetite for consumption, meet the needs of Chinese-style fast food, "Brocade's software in China was born in China's development, but also the same as the lunch line with China's business applications demand and price needs." Obviously, Shen Kang will now be "lunch box theory" is a live transplant to the new ERP Brocade own platform.

Journal of the total spare time greatest hobby is Junqi, especially Siguotaizhan, in his spare time, he had a habit of drawing people to catch on Sisha. Under the four countries, it is necessary to take into account the fight against opponents, but also need to take into account the cooperation with rivals, the test is careful observation and a keen judge, but also need determination and courage, these are competitive in the market have in common. Journal of the total time in the choice of partner is very special, he did not choose, and he matched the person in order to achieve strong combination, but to find strength and weakness of people like to make partner, when partners will soon be destroyed, he alone against the two a strong competitor is the most straightforward thing. This can see Shen Kang, belligerent, on the other hand we can see his alternative strategy. Take ERP market, what he called "people mowing, Brocade farming."






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Thursday, July 22, 2010

Five reasons for changing jobs frequently lead to university graduates


Just graduated from three months to four units have been changed! Now is the number of final year students go to work when many college students just go to work already started jump ship, some even within a month had already changed several units.

Young people: quit more often very common

In the scene, the reporter found a considerable number of university graduates is that they are busy in the job search crowd around your resume.

Graduated from Shenyang Agricultural University, Xiao Zhang, a company engaged in the sale of the students, he also appreciated the leadership, "but the professional does not match their own learning is agriculture, so the unit looking for a professional counterparts. To several times, but not found appropriate. "

Turning to quit, Mr. Lee felt that the workplace is a very common thing. Mr. Li graduated from the first unit after the candidate is a book city of Shenyang, the second is an investment group, the third is a human resources management company, the fourth is an insurance company, a training organization is now working. The longest wait was 7 months, the shortest only worked 2 months on average six months will jump jump Mr. Li said, "because the pay is low, or interpersonal well on the left, is very sensible. "He believes that in order to change jobs in search of better career development, people like him not unusual in Shenyang.

Five frequent cause switched

According to Shenyang, a human resources management consulting firm to complete a survey, five kinds of situations are the most likely cause young people to move on grounds, namely: the development of space for small, low pay, to learn something, feel unable to apply what they learn leadership and mismanagement.

Personnel experts Ms. Zhang said: the lack of development space has become now the most Shenyang main reason young people change jobs, and, the higher the educational level of young people, like the proportion of their existing work instead of less. In our study found that different education, occupation and age groups, like the proportion of his work there are significant differences. With higher qualifications, "like" the proportion of existing work less and less young people, from junior high school education group decreased 34.9% to 19.4% of undergraduate population.

The survey also revealed that "the development of small space," as young people change jobs now Shenyang the most likely reason that 63% of young people will be considering a career change, followed by "low pay", choose this cause accounted for 46.7%, we can see , as opposed to "beneficial", the choice of the modern youth is more valued in the work of "sustainable development", also tend to come from a long term evaluation of a job, this should be a more rational attitude towards careers. In addition, 42% of the YMCA because the "learn something" and quit. Nearly thirty percent of young people feel that "poor leadership and management", accounting for 27.8%, "can not apply their knowledge" accounted for 27.4%. Then "no interest" accounting for 18.2%, "too idle" accounts for 17.6%, "inappropriate workplace," 16.2% "unstable" accounted for 15.9%, "too busy and tired," 13.6% "low social status "accounted for 11% of such options, and most can not be the cause of young people change jobs is" not a harmonious relationship with colleagues "and only 5.7% of young people chose this.

Related to the labor department that the jumps are not conducive to career development, especially for career, job seekers will face even greater challenges. Therefore, before the quit must first ask ourselves the ultimate personal career goals, this goal requires several steps to complete? Its currently in the process of which position, this time switched to the completion of objectives play little role. After thinking through this, on the switch to be able to be aware of, and orderly action to jump more calm and confident, to quit the role it should play.






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Thursday, June 24, 2010

PPTexpert MP4 Converter

PPTexpert MP4 Converter is a nice and easy solution for converting PowerPoint presentations to MP4 video format.
Converting your presentation to MP4 gives you an opportunity to get your presentation on iPhone, iPod, PSP, Smartphone or another portable device or mobile phone and rehearse it on the go with MP4 video format support
NARRATIONS AND SOUND
Record your narrations or record any music from your speakers. Please keep in mind that to record and hear sound or comments, you need a sound card, microphone, and speakers.
USER-FRIENDLY INTERFACE
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SLIDE ADVANCE
We all love the freedom of choice, so with PPTexpert MP4 Converter you can choose the favourite way to convert your powerpoint presentation to video.
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