netrashetty
Netra Shetty
Bebo is a social networking website launched in July 2005. It is currently owned by Criterion Capital Partners.
The website's name is an acronym for Blog Early, Blog Often.[3] Users receive a personal profile page where they can post blogs, photographs, music, videos and questionnaires to which other users may answer. Additionally, users may add others as friends and send them messages, and update their personal profiles to notify friends about themselves.[1]
Bebo was founded by Michael Birch and his wife Xochi Birch in January 2005 at their home in San Francisco.[1]
It was acquired by AOL on March 13, 2008 for $850 million.[4][5] In April 2010, AOL announced it was planning to sell or shut down Bebo,[6] with the sale being completed on June 17, 2010 to Criterion Capital Partners for an undisclosed sum.[7] It has been reported that the sale raised less than $10 million
ELECTRONICS.CA PUBLICATIONS, the electronics industry market research and knowledge network, announces the availability of a new report entitled "Global Video Surveillance Market, Applications and Management Services Forecasts”.
The report analyzes the video surveillance market by components and applications and studies the major market drivers, restraints, and opportunities for the video surveillance market in North America, Europe, Asia Pacific, and ROW.
The increasing need for security is driving the growth of the global video surveillance market. The video surveillance market is expected to grow from $11.5 billion in 2008 to $37.7 billion in 2015 at a CAGR of 20.4% from 2010 to 2015.
Cameras, storage, servers, encoders, and software are the major components of a video surveillance system. The camera accounted for almost 47% of the total video surveillance market in 2008 and is expected to grow at a CAGR of 21.1% from 2010 to 2015.
The software market is expected to grow at the fastest rate with a CAGR of 21.7% from 2010 to 2015 owing to the introduction of video analytics which makes the video surveillance system intelligent. The market for storage is expected to grow at a comparatively lower rate owing to the introduction of VSaaS (Video surveillance as a service).
The players of video surveillance market as well as IT industries have together introduced the concept of cloud computing in this market. Video surveillance is now offered as a service to the end users.
The desired location is monitored with the help of cameras and the recordings are stored by the service providers which eliminates the need for storage at each site.
The video surveillance market is expecting growth in the coming years; especially due to increased instances of crimes as also the transition of video surveillance system to IP.
Government, retail, banking, education and transportation are the major sectors where video surveillance systems are deployed for security.
The video surveillance market has also been segmented on the basis of video surveillance components that include cameras (analog and IP), storage, servers, and software.
It has also been segmented on the basis of the applications of video surveillance including the sectors namely retail comprising retail outlets, government (public places such as auditoriums, libraries, stadiums), banking (banks and ATM centers), education (schools, colleges and universities), transportation (highways, railway stations and airports), and others (hospitals).
treaming video
Another integral component of collaboration was streaming digital video recordings of the in-depth interviews that corporate and local team members could access 24 hours a day, regardless of which time zone was involved. This offered a number of advantages, not least of which was that it allowed more people to participate without incurring onerous additional travel expenses. Those who agreed to view at least three videos online and complete short questionnaires to help process what they’d seen were later invited to participate in online focus groups.
Attendance at traditional focus groups usually is skewed toward middle managers, in part because senior executives don’t have time to travel to attend. More junior personnel may have the time, but not the budget or the authority, to participate. With video technology, personnel at all levels and all locations could get a sense of the atmosphere in which the research was conducted, as well as seeing and hearing firsthand what their colleagues and customers were thinking.
Throughout the video process, the research team was careful to maintain security and confidentiality. Sessions were never transmitted over a third-party network, and Behavioral Insights team members kept abreast of rapidly changing legislation in the countries in which the videos were used. As an example, under Japanese law, respondents’ faces could not be shown in streamed video sessions.
Valuable though videoconferencing has become, however, the research team recognized that it could not and should not be used to replace well-conducted focus groups or interviews in the qualitative research process. Instead, video technology was an adjunct to the interviews.
Online workshops
Three weeks after the fieldwork for this project was complete, the research team had prepared preliminary reports. A week later, they began inviting team members from across the IT company’s global locations to online workshops to discuss the videos they had seen and the preliminary findings. Researchers gained top management support to encourage participation, but limited invitations to those who had seen the minimum number of videos and completed questionnaires.
In interactive sessions, the corporate team shared local knowledge that prompted discussions of regional differences and how the global findings could be customized to accommodate those nuances. These discussions also led to higher-order action about how these differences could be leveraged company-wide.
The videos became the catalyst for putting ideas on the table, where they could be assessed from varying viewpoints. The research team was careful to caution participants against making broad generalizations from the relatively few videos they had seen, but also recognized that when such generalizations occurred they could be used to good advantage.
When participants’ conclusions were at odds with those of the research team, the team took care to support their claims with evidence from the research. They also encouraged dissent and discussion, while consistently looking for the reasons that data didn’t reflect the company’s expectations. The process ensured that the research remained as objective as possible and that it accurately reflected the IT firm’s needs and desires. At the same time, it established an atmosphere of trust and understanding among all those involved.
Cross-pollination
The end result of the workshops was a cross-pollination of knowledge that brought greater corporate-wide understanding of the challenges each market would face in presenting the new service portfolio to its customers. At the same time, participants came away with heightened motivation to succeed and some workshop-stimulated ideas on how to proceed.
The success of any cross-cultural global qualitative research project depends on the extent to which everyone involved feels the process is one of internal dialogue and discovery, rather than external diagnosis and prescription. By uniting the diverse, yet complementary, views of marketing and organization science, the research team realigned varying IT company managers’ styles and organizational policies into a cohesive entity capable of looking objectively at the data collected.
Removing cross-cultural barriers also helped remove any internal organizational barriers - barriers that too often hinder how research insight is disseminated and applied across the organization. Qualitative research is, by definition, about people. The complex human systems involved in any undertaking or organization can be difficult to comprehend, but they are the key to the successful launch of an enduring, productive implementation.
The website's name is an acronym for Blog Early, Blog Often.[3] Users receive a personal profile page where they can post blogs, photographs, music, videos and questionnaires to which other users may answer. Additionally, users may add others as friends and send them messages, and update their personal profiles to notify friends about themselves.[1]
Bebo was founded by Michael Birch and his wife Xochi Birch in January 2005 at their home in San Francisco.[1]
It was acquired by AOL on March 13, 2008 for $850 million.[4][5] In April 2010, AOL announced it was planning to sell or shut down Bebo,[6] with the sale being completed on June 17, 2010 to Criterion Capital Partners for an undisclosed sum.[7] It has been reported that the sale raised less than $10 million
ELECTRONICS.CA PUBLICATIONS, the electronics industry market research and knowledge network, announces the availability of a new report entitled "Global Video Surveillance Market, Applications and Management Services Forecasts”.
The report analyzes the video surveillance market by components and applications and studies the major market drivers, restraints, and opportunities for the video surveillance market in North America, Europe, Asia Pacific, and ROW.
The increasing need for security is driving the growth of the global video surveillance market. The video surveillance market is expected to grow from $11.5 billion in 2008 to $37.7 billion in 2015 at a CAGR of 20.4% from 2010 to 2015.
Cameras, storage, servers, encoders, and software are the major components of a video surveillance system. The camera accounted for almost 47% of the total video surveillance market in 2008 and is expected to grow at a CAGR of 21.1% from 2010 to 2015.
The software market is expected to grow at the fastest rate with a CAGR of 21.7% from 2010 to 2015 owing to the introduction of video analytics which makes the video surveillance system intelligent. The market for storage is expected to grow at a comparatively lower rate owing to the introduction of VSaaS (Video surveillance as a service).
The players of video surveillance market as well as IT industries have together introduced the concept of cloud computing in this market. Video surveillance is now offered as a service to the end users.
The desired location is monitored with the help of cameras and the recordings are stored by the service providers which eliminates the need for storage at each site.
The video surveillance market is expecting growth in the coming years; especially due to increased instances of crimes as also the transition of video surveillance system to IP.
Government, retail, banking, education and transportation are the major sectors where video surveillance systems are deployed for security.
The video surveillance market has also been segmented on the basis of video surveillance components that include cameras (analog and IP), storage, servers, and software.
It has also been segmented on the basis of the applications of video surveillance including the sectors namely retail comprising retail outlets, government (public places such as auditoriums, libraries, stadiums), banking (banks and ATM centers), education (schools, colleges and universities), transportation (highways, railway stations and airports), and others (hospitals).
treaming video
Another integral component of collaboration was streaming digital video recordings of the in-depth interviews that corporate and local team members could access 24 hours a day, regardless of which time zone was involved. This offered a number of advantages, not least of which was that it allowed more people to participate without incurring onerous additional travel expenses. Those who agreed to view at least three videos online and complete short questionnaires to help process what they’d seen were later invited to participate in online focus groups.
Attendance at traditional focus groups usually is skewed toward middle managers, in part because senior executives don’t have time to travel to attend. More junior personnel may have the time, but not the budget or the authority, to participate. With video technology, personnel at all levels and all locations could get a sense of the atmosphere in which the research was conducted, as well as seeing and hearing firsthand what their colleagues and customers were thinking.
Throughout the video process, the research team was careful to maintain security and confidentiality. Sessions were never transmitted over a third-party network, and Behavioral Insights team members kept abreast of rapidly changing legislation in the countries in which the videos were used. As an example, under Japanese law, respondents’ faces could not be shown in streamed video sessions.
Valuable though videoconferencing has become, however, the research team recognized that it could not and should not be used to replace well-conducted focus groups or interviews in the qualitative research process. Instead, video technology was an adjunct to the interviews.
Online workshops
Three weeks after the fieldwork for this project was complete, the research team had prepared preliminary reports. A week later, they began inviting team members from across the IT company’s global locations to online workshops to discuss the videos they had seen and the preliminary findings. Researchers gained top management support to encourage participation, but limited invitations to those who had seen the minimum number of videos and completed questionnaires.
In interactive sessions, the corporate team shared local knowledge that prompted discussions of regional differences and how the global findings could be customized to accommodate those nuances. These discussions also led to higher-order action about how these differences could be leveraged company-wide.
The videos became the catalyst for putting ideas on the table, where they could be assessed from varying viewpoints. The research team was careful to caution participants against making broad generalizations from the relatively few videos they had seen, but also recognized that when such generalizations occurred they could be used to good advantage.
When participants’ conclusions were at odds with those of the research team, the team took care to support their claims with evidence from the research. They also encouraged dissent and discussion, while consistently looking for the reasons that data didn’t reflect the company’s expectations. The process ensured that the research remained as objective as possible and that it accurately reflected the IT firm’s needs and desires. At the same time, it established an atmosphere of trust and understanding among all those involved.
Cross-pollination
The end result of the workshops was a cross-pollination of knowledge that brought greater corporate-wide understanding of the challenges each market would face in presenting the new service portfolio to its customers. At the same time, participants came away with heightened motivation to succeed and some workshop-stimulated ideas on how to proceed.
The success of any cross-cultural global qualitative research project depends on the extent to which everyone involved feels the process is one of internal dialogue and discovery, rather than external diagnosis and prescription. By uniting the diverse, yet complementary, views of marketing and organization science, the research team realigned varying IT company managers’ styles and organizational policies into a cohesive entity capable of looking objectively at the data collected.
Removing cross-cultural barriers also helped remove any internal organizational barriers - barriers that too often hinder how research insight is disseminated and applied across the organization. Qualitative research is, by definition, about people. The complex human systems involved in any undertaking or organization can be difficult to comprehend, but they are the key to the successful launch of an enduring, productive implementation.