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14th December 2018 Online Media
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on 14th December 2018 / by webmaster
Search faster through video files with added intelligence. With the number of households adopting connected TV’s in their living room, the demand for video content has exploded. Online video is well poised to disrupt and woo away a large share of marketers who depended solely on television ads, to connect with their audience. To capitalize on this massive opportunity, publishers are now – subscribing to premium video feeds, rehashing old videos, mixing it with new videos, and presenting them in a way that that is relevant to the audience in their present context. Publishers have huge video content repositories that are stored locally or now part of a cloud storage solution. They are typically sorted based on the file naming structures – since searching video content is not as easy as text search. Identifying a better way to overcome this challenge, publishers resorted to cloud-based video intelligence platforms that could tag these videos – enabling ease of searching, classifying and sorting them when needed. Some of the common video solutions for publishers based on video intelligence platforms are: Adding Tags to Videos, based on the Content - Video tags are added based on the content detected within the video. For example, if a video contains the shot of a train, the video analysis returns tags such as "train", "transportation" etc. Each tag is then marked with a corresponding video frame timestamp for convenience and subsequent audit. Adding Tags to Videos, based on the region – When video content is available in huge number, to sort them according to the region is a cumbersome task. Using the metadata parameter that comes along with a video, the cloud platform can analyze the video and appropriate region tags. If no region is specified in the metadata of the video, the region is determined based on the video file location. Adding Tags to Videos, based on presence of Adult Content - detects content appropriate for adults of 18 years of age and older. Each tag is marked with a corresponding video frame timestamp for convenience and subsequent audit. Adding Transcription of Video Content - transcribes the spoken words in audio format within a video into text. The transcription can be set with profanity filter option to be replaced by asterisks. When multiple speakers are present in the video, each recognized word is identified against the speaker and attributed accordingly in the transcription. Based on these insights, publishers can roll out new content faster, that was not possible earlier. Additional References Cloudinary is a software provider for a cloud-based image and video management, headquartered in Sunnyvale, California, in the United States. https://cloudinary.com/ Data Language is a software provider in machine learning and semantic technologies, headquartered in Fetcham, Leatherhead, in the United Kingdom. https://datalanguage.com/tagmatic Google Cloud Video Intelligence - makes videos searchable, and discoverable, by extracting metadata with an easy to use REST API. https://cloud.google.com/video-intelligence/ Microsoft Video Indexer - Search within videos and find the exact moments by advanced cognitive indexing. https://vi.microsoft.com/en-us/ With contextual information at the level of the entire video, per segment, per shot, and per frame. The API supports common video formats, including .MOV, .MPEG4, .MP4, and .AVI. Online Media Leave a reply Your email address will not be published. Required fields are marked *
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14th December 2018 Public Sector
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Nowadays, video surveillance systems are being placed in public spaces to strengthen public safety. The video footage captured through surveillance cameras is routinely used to identify suspects and is used as evidence in courts. With hundreds of surveillance systems being operated simultaneously, the traditional procedures of operating it from a control room containing hundreds of screens, and manually being monitored for anomalies has its limitations. At any given time, the law enforcement personnel will be able to look at few screens. In addition, they are susceptible to human shortcomings such as fatigue and distraction, which adds to the lapses in the surveillance system. Video Surveillance as a Service or VSaaS, is an online service comprising of cloud video recording, cloud video storage, remote viewing, managed alerts. By integrating Cloud Vision APIs, video analytics harnessing the power of cloud-computing can monitor live feeds from millions of security cameras, track objects, tag the activities with a timestamp, detect and notify security personnel in event of any suspicious person, object, event, or activity. New research in this field, is using gait tracking to uniquely identify people by the way they walk – this as per the research seems to be more effective for public surveillance since security personnel could identify a person even if they are disguised facially and amidst a crowd. Additional References IntelliVision - a software provider for AI-based intelligent video analytics, with its headquarters in San Jose, California, in the United States - https://www.intelli-vision.com/ Faceter is a software provider for AI-based intelligent video analytics, with its headquarters in Mahe, in the Seychelles. - https://faceter.io/ Ocucon Homepage offers a video surveillance as a service with its headquarters in Newcastle, Tyne, in the United Kingdom - https://ocucon.com/what-is-vsaas/ Pacific Controls is an automation company with its headquarters in the United Arab Emirates - http://www.pacificcontrols.net/solutions/video-surveillance-as-a-service.html X-IO Technologies is provider for data storage, with its headquarters in Moorhead, Minnesota, in the United States, details out a foot tracking algorithm demonstrated in Seb Madgwick's "3D Tracking with  MU" video, originally uploaded to YouTube in March 2011 - http://x-io.co.uk/gait-tracking-with-x-imu/   Public Sector Leave a reply Your email address will not be published. Required fields are marked *
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14th December 2018 Banking
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on 14th December 2018 / by webmaster
The banking sector is one of the industries where the acquisition cost of a customer is significantly high. Acquiring new customers on an average can cost five times more than retaining existing customers. Retention of customers in the banking sector has taken a passive approach. Many banks try retention strategies when customers come to the bank branch with the intent to close their account. By this time, the relationship has been spoiled and a competing bank has already won their heart. Many banks don’t realize that many of their existing customers are being silently wooed away by competitor offers and have reduced or stopped using a product, even when their account is in the open status. They are in the ‘silent attrition’ phase where they may not openly raise a complaint but is not actively pursuing the banking services. Examples include credit card accounts with little or no spending, that once used to very active. Unnoticed customer churn often proves very costly. It’s not just lost in terms of revenue but also the added marketing expenses to acquire another customer that could substitute for the same revenue. Different phases in the customer journey before a full attrition must be identified in order to devise strategies that favor a timely intervention towards customer retention. A proactive strategy involves identifying different causes for churn and classifying high-value customers who are in the highest risk of cancelling their services immediately is what ‘churn modelling’ is all about. By converting structured and unstructured data collected while using the banking products could help derive into meaningful insights – typical customer transaction history, demographic data, and usage pattern shifts are some of the key inputs that could predict customers who are likely to churn. Once the cluster of customers who are likely to churn is identified they could be saved using reactivation methodologies such as providing new usage stimulation offers, product activation offers, free upgrade of product benefits based on tenure of usage, periodically reminding them of pre-approved products, and even extending tailor-made partnership offers, leveraging their transactions history – through affinity marketing. Other retention methodologies would include giving the option to the customer to move up from a low-value relationship program to high-value relationship programs and vice versa, incrementally - without incurring switching charges and without the burdens of long lock periods. Additional References Goran Klepac and Robert Kopal, Developing Churn Models Using Data Mining Techniques and Social Network Analysis (Research Essentials Collection), 2014, pp 41-58 Gainsight, a churn management software provider, headquartered in San Francisco Bay Area, in the United States - https://www.gainsight.com/ Totango, a churn management software provider, headquartered in San Francisco Bay Area, in the United States - https://www.totango.com/ Natero, a churn management software provider, headquartered in San Francisco Bay Area, in the United States - https://www.natero.com/ Banking Leave a reply Your email address will not be published. Required fields are marked *
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14th December 2018 Banking
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on 14th December 2018 / by webmaster
Over the past few years, the growth of the digital wallet apps has been phenomenal. Driven by the adoption rate of mobile apps to check last minute deals on travel, buy movie tickets, or to order food – the digital wallet companies have grown along. Early adopters of these digital wallets were often digitally-savvy millennials that swayed for features that offered lower transaction time and convenience. The growing digital wallets market has also invited the large technology companies into the financial services market either by building custom apps or by integrating them into their existing digital platforms. With more and more nations adopting the open banking framework, traditional nationalised banks are forced to open their customer data to third party vendors who offer superior features, through their apps. Having started with payments, large technology companies in many global markets have eventually expanded into the provision of credit and insurance, either directly or in partnership with an existing financial institution. In India, Google is pushing the adoption of Google Pay - its digital wallet into not just mobile apps but also through physical brick and mortar stores. Google Pay has already seen a huge rise in adoption with over 55 million users downloading the app and having clocked up more than 750 million transactions over the year. Digital wallet apps in its constant drive to improve its value proposition and differentiation are out to build partnerships with key merchants in each market they operate in, offering discounts and loyalty points. In the United States, Apple is positioning itself as the premium digital wallet. Banks supporting Apple Pay has grown over 4,900 in number. Amazon Pay – the digital wallet offered by Amazon is now pushing its way into brick-and-mortar stores. Amazon is also focusing on gas stations, restaurants and other merchants that wouldn't see Amazon as a business rival, offering them lower payment-processing fees. Large technology companies, driving these digital wallet apps are now able to gain more insight into customer purchase habits. Using their existing competence in big data analysis, they are in a perfect position to collect, analyze and segment users into smaller clusters – with lower credit risk scores for effective credit offerings and into clusters which are of potential interest to merchants, due to their transaction habits for advertising needs. Traditional banks are waking up to the impact of growth in digital wallet adoption, where large technology companies are well poised to lead. To retain the mindshare and brand relevance, traditional nationalized banks will have to establish new partnerships, that offer more value and stay relevant to their customer habits. Additional References David W. Schropfer, The SmartPhone Wallet: Understanding the Disruption Ahead, pp 17-60 Wikipedia, the free encyclopaedia, Digital wallet - https://en.wikipedia.org/wiki/Digital_wallet Google Pay stylized G Pay is a digital wallet platform and online payment system developed by Google to power in-app and tap-to-pay purchases on mobile devices, enabling users to make payments with Android phones, tablets or watches https://pay.google.com/about/ Amazon Pay is an online payments processing service that is owned by Amazon. Launched in 2007, Amazon Pay uses the consumer base of Amazon.com and focuses on giving users the option to pay with their Amazon accounts on external merchant websites https://www.amazon.in/gp/sva/dashboard Apple Pay is a mobile payment and digital wallet service by Apple Inc. that allows users to make payments in person, in iOS apps, and on the web. It is supported on the iPhone, Apple Watch, iPad and Mac https://www.apple.com/apple-pay/ Samsung Pay is a mobile payment and digital wallet service by Samsung Electronics that lets users make payments using compatible phones and other Samsung-produced devices - https://www.samsung.com/in/samsung-pay/ Microsoft Pay is a mobile payment and digital wallet service by Microsoft that lets users make payments and store loyalty cards on certain devices. Making payments is currently supported on the Microsoft Edge browser. - https://www.microsoft.com/en-us/payments Banking Leave a reply Your email address will not be published. Required fields are marked *
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14th December 2018 Banking
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on 14th December 2018 / by webmaster
Most banking operations involve time-consuming, repetitive processes. Many of these processes, which do not require human intervention can be automated. With robotic process automation, bank operations can be done at a greater scale, speed, and accuracy that is not possible with humans. This has a direct impact on accuracy, efficiency to staffing issues and its related expenses. With robotic process automation, the need for data reconciliation is also significantly reduced. Robotic process automation puts to work robots that work on the processes round the clock, without being fatigued. It improves the operational SLAs, speeds up work outcomes, removes opportunities for errors, and make banks perfectly suited to scale up with very less staff. Either by increasing computational power or by increasing the number of robots, banks can adjust itself for peak hours. Robotic process automation also eliminates a significant number of backlogs, which translates into significant savings. In India, ICICI Bank using robotic process automation for processing one million transactions daily, with higher accuracy. The bank has identified two hundred such processes across various functions, where it could be further applied. The customized version of Pega’s OpenSpan, a robotic process automation tool is used for this purpose. Additional References Srikanth Merianda, Robotic Process Automation Tools, Process Automation and Their Benefits: Understanding Rpa and Intelligent Automation, pp 8-30 Pegasystems Inc. is a robotic process automation software provider, headquartered in Cambridge, Massachusetts in the United States. https://www1.pega.com/products/pega-platform/robotic-automation Blue Prism is a robotic process automation software provider, headquartered in Newton-le-Willows, United Kingdom. www.blueprism.com/ Automation Anywhere is a robotic process automation software provider, headquartered in San Jose, California, in the United States. https://www.automationanywhere.com/ ICICI Bank deploys software robotics to automate business processes - The Economic Times - https://cio.economictimes.indiatimes.com/news/strategy-and-management/icici-bank-deploys-software-robotics-to-automate-business-processes/54179316 Banking Leave a reply Your email address will not be published. Required fields are marked *
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03rd December 2018 Online Media
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on 03rd December 2018 / by webmaster
Eighty percent of the internet website audience already watch some form of video, but mainly in short-form; the average length of an Internet video stream today is only about three minutes. This is changing rapidly and the long-form video, streamed, real-time or batched, will soon become the dominant form of content. Delivering long-form video content is bandwidth intensive. While most low-end websites have resorted to posting video content on YouTube, this might not be a good option for those media who wish to monetize the content exclusively on their website. In the media business, latency in content or user-perceived slow response time is of huge concern. Slow response is the single greatest contributor to website audience abandoning them. Audiences will move on to another site, after waiting for a certain amount of time if they experience freezing in video playback. Quality of content is of little value unless delivered intact to the user. Content delivery networks have come as an answer to this issue and empower the media companies to stream bandwidth-intensive heavy media files across the Internet. A content delivery network replicates the content from the original server to cache servers - also called as replica servers, that are spread across the globe. Content requests are then redirected to the cache server, that is closest to the user, and that server delivers the requested content. This is the reason why visitors get greater speed and higher quality. The integration of content delivery network also solved the common problem of flash crowds, where thousands of visitors come to the website and try to get the same content at the time. This can happen, for example, during webcasts of popular shows or sports events, or when the news is spreading about a natural disaster or man-made catastrophe. The integration of content delivery network added the ability of a network to adapt to increasing demands. It can act as a shock absorber for network traffic by automatically providing capacity-on-demand to meet flash crowd requirements. This capability will significantly increase the experience of the audience and the content provider’s reputation, resulting in additional revenue. Additional References Dom Robinson, Content Delivery Networks: Fundamentals, Design, and Evolution, pp 18-86 Content Distribution Network, Akamai, https://www.akamai.com/us/en/resources/content-distribution-network.jsp Why use a Content Delivery Network (CDN)? Gtmetrix - https://gtmetrix.com/why-use-a-cdn.html What is a CDN? KeyCDN https://www.keycdn.com/what-is-a-cdn Optimized to Improve Website Performance, Sucuri - https://sucuri.net/website-performance/ Intro to CDNs (Content Delivery Networks) & How They Speed Up Your Site, Machmetrics - https://www.machmetrics.com/speed-blog/intro-cdns-content-delivery-networks-speed-site/ Online Media Leave a reply Your email address will not be published. Required fields are marked *
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03rd December 2018 Online Media
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on 03rd December 2018 / by webmaster
The success of ‘The New York Times’ shifting its focus from advertising to subscriptions first company has encouraged many other publishers like The Wall Street Journal, Bloomberg News, and the Financial Times to implement a paywall and moved beyond the free content. ‘The New York Times’ today, earns two-thirds of its revenue from subscriptions. New York Media, another digital media publication has now followed the footsteps and added paywall subscriptions at a cost of $5 a month or $50 annually. For $70 a year, the company will include a print edition onetime weekly. According to the management, the pay model will allow readers access to a certain number of stories before shutting off the access. While the recent paywall enrolments have been seen in a good light, the big media brands realize the increasing need for digital expertise rather than just publishing content. Moving past the initial success of the paywall acquisition strategy, the company will have to focus on retention in a big way. Retention of the audience that is culturally diverse is challenging and publishers are sure to be lost without clear readership insights. The only way to know what you are doing is right, is to measure it periodically and adapt them along the way. Additional References Our Path Forward, The New York Times - https://www.nytco.com/wp-content/uploads/Our-Path-Forward.pdf Charles Angelucci and Julia Cag, Newspapers in Times of Low Advertising Revenues, BerkeleyHaas, https://www.haas.berkeley.edu/groups/marketing/sics/pdf_2016/paper_ac.pdf Stop the presses, KPMG - https://home.kpmg.com/content/dam/kpmg/co/pdf/co-17-01-08-tmt-stop-the-presses.pdf Alexis C Madrigal, Prepare for the New Paywall Era, The Atlanic - https://www.theatlantic.com/technology/archive/2017/11/the-big-unanswered-questions-about-paywalls/547091/ Andrea Carson, Behind the newspaper paywall – lessons in charging for online content: a comparative analysis of why Australian newspapers are stuck in the purgatorial space between digital and print https://www.researchgate.net/profile/Andrea_Carson3/publication/281762017_Behind_the_newspaper_paywall_-_lessons_in_charging_for_online_content_a_comparative_analysis_of_why_Australian_newspapers_are_stuck_in_the_purgatorial_space_between_digital_and_print/links/56fd0d7908aea3275abb85f3/Behind-the-newspaper-paywall-lessons-in-charging-for-online-content-a-comparative-analysis-of-why-Australian-newspapers-are-stuck-in-the-purgatorial-space-between-digital-and-print.pdf Online Media Leave a reply Your email address will not be published. Required fields are marked *
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03rd December 2018 Online Media
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on 03rd December 2018 / by webmaster
Imagine a visitor came to your site, two times a day. At the first instance, he found your media brand selling premium content through a Facebook advertisement in his newsfeed. He clicked on the advertisement and visited the media site. In the second instance, a few hours later during the day, after having gathered some more information he Googled the media brand name, he clicked the paid search results and landed on your site. In the second visit, imagine he subscribed to your premium content and made the necessary payment. While measuring the effectiveness of the campaigns, the campaign manager would find zero conversions against Facebook ads, while one conversion against Google paid ads. The conversion in the second instance would not have happened had he not seen the Facebook banner ad campaign. This would mislead the campaign manager who would now give less weightage to the first click that came through the Facebook campaign. Depending on the type of products or services for which you’re running campaigns, the time taken to decide would also vary. For e.g.: Long sales cycles are particularly common when the value of the service you have advertised is considerably high. Shorter sales cycles and impulsive purchases are common when the price is lower, and the risk associated with the purchase is lower. Highlighting the last click that resulted in the sale in the same session would not give the due weightage for the clicks that introduced the brand. All web analytics tools do not completely reveal the entire customer journey and hence advertised budgets are being wasted. An agency in their individual brand study collected feedback from buyers and realized that the high-value buyers had seen on an average at least seven campaigns of the brand. All buyers recall having seen at least three campaigns. While the last campaign results according to the campaign manager, showed only 50% of the audience reached resulted in a sale and rest is wasted. The metrics according to the agency would guide you to think that the rest of the ad exposure was wasted since they did not convert in the same session. This is the biggest trap of last click attribution that is widely practiced in free web analytics tools. Additional References Himanshu Sharma, Attribution Modelling in Google Analytics and Beyond, pp. 49-235. Tahir M. Nisar and Man Yeung, Attribution Modelling In Digital Advertising, Journal of Advertising Research Patrick Jordan, Mohammad Mahdian, Sergei Vassilvitskii and Erik Vee, The Multiple Attribution Problem in Pay-Per-Conversion Advertising, Stanford University - http://theory.stanford.edu/~sergei/papers/sagt11-multattr.pdf Attribution Whitepaper 2015, Internet Advertising Bureau - https://www.iabuk.com/sites/default/files/public_files/Attribution_White_Paper_0.pdf Last Click Attribution: A Simple Way to Misallocate Your Budget, Dataxu - https://www.dataxu.com/wp-content/uploads/MarketPulse-3.pdf Online Media Leave a reply Your email address will not be published. Required fields are marked *
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03rd December 2018 Public Sector
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on 03rd December 2018 / by webmaster
Today’s citizen expects a modern, streamlined, and responsive citizen service experience across government institutions, comparable to leading private-sector organizations. An online web-based service ensures that citizens get consistent, accurate, and up-to-date answers regardless who is at the service desk. Documenting the frequently asked questions and guiding citizens with helpful text on the website can help reduce the calls to the support desk. A government institution’s frontline employees need to be empowered digitally to search for a wide range of government programs. They must have access to a single repository to look up details with contact details of a program in charge, to reach out in event additional information is required. Implementing digital communication boards with the right content near the waiting lounge significantly drops the anxiety, response time at the query desk, empowering the support personnel to be more effective. Shifting from paper-based communication to online web-based forms along with payment through the website can significantly reduce the interaction time at government offices. Designing an effective document workflow and automating the process ensures that routine tasks are completed on time – without delay. Citizen experience programs in government institutions should include periodic measurement and feedback on the ease of use of services, simplicity, efficiency or speed, transparency of the process, quality of the service or its usefulness, and the attitude of service delivery employees etc. Implementing self-service kiosks at the offices can redirect the citizen to the right desk without additional delay. As citizen moves along within or between government facilities, using access-controlled RFID tags, institutions can measure the process timeliness and efficiency, not just at the transaction level but also the effectiveness when the service involves intra-department approvals, and inter-department approvals wherever applicable. Using root cause analysis, the delays in service delivery parameters can be questioned and additional steps to either tweak the procedures or empower the front-line managers can be taken. By integrating SMS alerts to the workflow – citizens can get proactive communication on the status of government services enrolled for, along with options to escalate to higher authorities, when needed. Citizen programs with high-impact should be classified separately and run with cloud-based digital dashboards that present the administrators with key metrics that can be tracked on a continuous basis - such as transaction success rate, timeliness, and other mission-specific outcomes. The issues faced by citizens in these programs must be addressed on a high priority basis. As the quality of government service delivery increases, public attitudes toward government also change for the better. Quality of service at government institutions is a true reflection of a well-performing government. Additional References Myungjung Kwon, Citizen, Customer, Partner: Engaging the Public in Public Management. How Local Governments Are Using Technology to Serve Citizens Better, Havard Business Review - https://hbr.org/2016/01/how-local-governments-are-using-technology-to-serve-citizens-better Emma Dudley, Diaan-Yi Lin, Matteo Mancini, and Jonathan Ng, Implementing a citizen-centric approach to delivering government services, McKinsey - https://www.mckinsey.com/industries/public-sector/our-insights/implementing-a-citizen-centric-approach-to-delivering-government-services Citizen Charters: Enhancing Service Delivery through Accountability, The World Bank - http://siteresources.worldbank.org/EXTSOCIALDEVELOPMENT/Resources/244362-1265299949041/6766328-1298477370227/7751772-1346353066230/Citizens-Charters.pdf Zendesk Inc. is a customer service software company headquartered in San Francisco, California, USA. https://www.zendesk.com/ Help Scout, is a help desk software company headquartered in Boston, Massachusetts. The company provides an email-based customer support platform, knowledge base tool, and an embeddable search/contact widget for customer service professionals - https://www.helpscout.net/ Public Sector Leave a reply Your email address will not be published. Required fields are marked *
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03rd December 2018 Education
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on 03rd December 2018 / by webmaster
Multinational corporations are now increasingly faced with the challenge of operating across partner companies with diverse corporate cultures. For leaders who are currently leading these business functions or would likely move into such roles - training plays a vital role. Managers from the human resource department understand that the existing training modules on rapport building and negotiation techniques are not good enough for these leadership roles. According to them, what is missing is a sensitization on the differences in culture and practical ground level knowledge on how deeply it has become part of how we understand the ‘normal way’ of working. Training and human resource development managers were looking to develop a web-based training tool that could induce cultural intelligence and give them the ability to adapt effectively to diverse people from diverse backgrounds, in new geographical settings, with ease. They also wanted the system to measure the progress in sensitization effectiveness, for each participant. An off-the-shelf training software was not good enough for putting together such demanding course material on cultural intelligence and measuring its impact of the participants. Effect of cultural differences on work behaviors needed more than just basic awareness about the difference in cultures. This would require imbibing ground level knowledge on the difficulties that managers would face. It required a collaboration of participants and active development of materials from experience of anthropologists and business trainers in the context of cultural understanding. Once the system was developed, selected employees were handpicked, sensitized and put on regular long-duration expatriate assignments. Based on a twelve-point scorecard, developed in consultation with multiple stakeholders - the systems were now able to measure the progress of each of these employees after each assignment. Participants periodically came together online and shared their experiences and learnings. from spend time in unfamiliar countries and cultures. Over a period of three years, the mentors noted down valuable feedback which in turn was then used to improve future training materials. In addition, the training tool measured how individual’s ability had accentuated towards the achievement of organization goals. The training system also helped the organization uncover employee values in difficult and conflicting situations where multiple stakeholders were involved. The training system also enabled the human resource department to bring forth more focus in developing global talent, that is fit to make global assignments. Additional References David C Thomas and Kerr Inkson, Cultural Intelligence: Living and Working Globally Second Edition Bramble, W. J. & Panda, S. Economics of Distance and Online Learning: Theory, Practice and Research (2008). Terry Anderson, The Theory and Practice of Online Learning - Second Edition Moodle is a free and open-source learning management system written in PHP and distributed under the GNU General Public License - https://moodle.org/ Adobe Captivate is an authoring tool that is used for creating eLearning content such as software demonstrations, software simulations, branched scenarios, and randomized quizzes in Small Web Formats and HTML5 formats. - https://www.adobe.com/products/captivate.html Docebo is a software provider for learning management system for companies and their employees, partners and customers. - https://www.docebo.com/ Education Leave a reply Your email address will not be published. Required fields are marked *
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