What is a brand? Once a term really just used to describe a specific iteration of a product (Coke vs. Pepsi). But branding has evolved to mean much more. David Ogilvy described a brand as ‘the intangible sum of a product’s attributes.’ For most of us, branding is what you think of when you hear the name.
But what if you have the happy position of having a product name that describes what it does, almost defining the problem it solves? And what if the product is really the only player in that space? Wouldn’t that be a golden place to be? And for customers, the benefit is obvious. You know what to buy and you know it will solve your problem.
ThruPut Manager includes Software Access Control (SAC), a feature that enables refined access control to licensed software. Without it, it’s easy to make the mistake of running a job on a system that isn’t licensed for a required software or to run it on the correct system, but in a way that is at variance with the contract. In both cases, it’s going to cost you more money.
Performance is both art and science. The science governs how chips function, how disks spin and how networks operate. We have to know how these things work, but we can rely on this knowledge. It’s static until the architecture changes. But what makes us performance experts lies in the ‘art’ of performance management. We don’t often think of ourselves as artists, but in fact, the best work done by performance analysts tends to be more an art than a science. We have intuitive understandings of how systems work.
We’re all so busy. Our to-do lists are a mile long. Even with overtime, we can barely make a dent in our workload. Email and IMs invade our non-working hours and interfere with sleep. With all these demands, plus those we have from family and friends, is it possible we’re missing something critically important to our careers? Failure to invest in yourself could limit your ability to advance and earn raises. But what does ‘invest’ mean?
Most of us only think about the customer support team at a software vendor when something goes wrong. We could be trying to configure the product, figuring out a feature, or worst case, the product isn’t working for us. With most vendors, support is readily available and you’re quickly speaking with someone who can resolve your issue. A few days later, you may get a survey to complete and, in most cases, you report your satisfaction. But is that enough? Shouldn’t you get more from your support team, especially when you’re paying annual maintenance fees?
The best way to work is through influence. But how do you accomplish it? It begins with realizing that we all act in our own best interest. It’s human nature. In every situation, we’re evaluating the gains and losses, weighing how we can get what we need. Even when we strive to help others, we do it because it feels good and makes us feel good about ourselves.
We’re all being asked to warm up to IT climate change. With narrowing profit margins, companies put pressure on every department to reduce costs. IT, too long seen only as a ‘cost center,’ is particularly vulnerable. While hardware costs may be seen as more manageable, software and people costs look like better targets. In this ‘storm’ of cost-cutting, you want an umbrella or a shelter to protect you from the risk of a lightning strike that will eliminate your job.