LEADER 03701oam 2200733I 450 001 9910455242003321 005 20200520144314.0 010 $a0-429-23139-3 010 $a1-134-47289-7 010 $a1-280-40319-5 010 $a0-203-42171-X 024 7 $a10.4324/9780203421710 035 $a(CKB)111056485548592 035 $a(EBL)166277 035 $a(OCoLC)52150278 035 $a(SSID)ssj0000247094 035 $a(PQKBManifestationID)11239573 035 $a(PQKBTitleCode)TC0000247094 035 $a(PQKBWorkID)10195229 035 $a(PQKB)10102596 035 $a(MiAaPQ)EBC166277 035 $a(Au-PeEL)EBL166277 035 $a(CaPaEBR)ebr10099287 035 $a(CaONFJC)MIL40319 035 $a(OCoLC)1000442029 035 $a(EXLCZ)99111056485548592 100 $a20180331d2002 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aSMEs and European integration $einternationalisation strategies /$fBirgit Hegge 210 1$aLondon ;$aNew York :$cRoutledge,$d2002. 215 $a1 online resource (234 p.) 225 1 $aRoutledge studies in the European economy ;$v12 300 $aDescription based upon print version of record. 311 $a0-203-45021-3 311 $a0-415-27739-6 320 $aIncludes bibliographical references (p. [208]-216) and index. 327 $aBook Cover; Title; Contents; List of illustrations; Preface; Acknowledgements; Introduction; Literature survey; 1992 and beyond market opening within the EU?; SMEs and internationalisation models; The 'right' entry choice within the EMU; Mechanisms of location; Conclusions; Empirical research; The European Medical and Surgical Equipment and orthopaedic appliances industry (MSE); Field research; Conclusions; Results and interpretations; General conclusions: new approaches towards internationalisation; Conclusion; Appendixes; The why and where of clustering 327 $aQuestionaire: SMEs' response to the European Single Market and beyondEnterprises in the European Union 1992; The most important Italian laws concerning foreign trade; Production steps in the fabrication of a surgical instrument; Notes; Bibliography; Index 330 $aIn easily accessible language, this book analyses the impact of Economic and Monetary Union on Small and Medium sized enterprises (SMEs) in Europe. This overarching and widely researched study explains in a jargon-free manner the mechanisms of EMU and it's likely effect on SMEs. The book then goes on to explain and examine the results of seven case studies in Germany and France. Answers to many questions that have arisen over the years regarding SMEs and European integration can be found in the pages of this study. In a remarkably well-written and researched book, Birgit Hegge has succeeded in 410 0$aRoutledge studies in the European economy ;$v12. 606 $aSmall business$zEurope$xFinance$vCase studies 606 $aEuro 606 $aCurrency question 606 $aMedical instruments and apparatus industry$zFrance 606 $aMedical instruments and apparatus industry$zGermany 607 $aEurope$xEconomic integration 608 $aElectronic books. 615 0$aSmall business$xFinance 615 0$aEuro. 615 0$aCurrency question. 615 0$aMedical instruments and apparatus industry 615 0$aMedical instruments and apparatus industry 676 $a337.1/4 700 $aHegge$b Birgit$f1968,$0848642 801 0$bFlBoTFG 801 1$bFlBoTFG 906 $aBOOK 912 $a9910455242003321 996 $aSMEs and European integration$91895436 997 $aUNINA LEADER 10522nam 22004333 450 001 9910795122303321 005 20230630001206.0 010 $a0-11-331819-7 035 $a(MiAaPQ)EBC6803056 035 $a(Au-PeEL)EBL6803056 035 $a(CKB)19410603300041 035 $a(OCoLC)1286430883 035 $a(EXLCZ)9919410603300041 100 $a20211117d2021 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aITIL 4 210 1$aLondon :$cThe Stationery Office Ltd,$d2021. 210 4$d©2021. 215 $a1 online resource (242 pages) 311 08$aPrint version: Limited, AXELOS ITIL 4: Acquiring and Managing Cloud Services London : The Stationery Office Ltd,c2021 9780113318186 327 $aITIL® 4: Acquiring and Managing Cloud Services -- Contents -- List of figures -- List of tables -- Foreword -- Preface -- ITIL Foundation recap -- The ITIL service value system -- Figure 0.1 The ITIL service value system -- The ITIL service value chain -- Figure 0.2 The ITIL service value chain -- The ITIL practices -- Table 0.1 The ITIL management practices -- The ITIL guiding principles -- Governance -- Continual improvement -- Figure 0.3 The continual improvement model -- The four dimensions model -- Figure 0.4 The four dimensions of service management -- CHAPTER 1 INTRODUCTION -- 1 Introduction -- 1.1 What is the cloud? -- 1.2 The origins of cloud -- 1.2.1 Cloud as a result of commoditization -- Figure 1.1 Cloud as the source of commoditized digital solutions -- 1.2.2 Cloud as a result of innovation -- 1.2.3 Major differences between cloud services and in-house solutions -- 1.3 Types of cloud solution -- 1.3.1 General approaches for consuming cloud service -- Table 1.1 General strategies for consuming cloud services -- 1.3.2 Cloud service models -- Table 1.2 Architecture included in each cloud service model -- 1.3.3 Standard and non-standard services -- 1.3.4 Deployment models -- Table 1.3 Deployment models -- 1.3.5 Types of cloud service provider -- 1.4 Deciding to use cloud services -- 1.4.1 Benefits and disbenefits of using cloud services -- Table 1.4 Cloud features, benefits, and disbenefits -- 1.4.2 Risks of using cloud services -- 1.5 Cloud as a key component of digital strategy -- 1.6 The role of cloud services in a digital transformation -- 1.7 Cloud services and sustainability objectives -- 1.8 Governance -- 1.8.1 Governance of cloud services -- Figure 1.2 The governance cascade -- 1.8.2 The shared responsibility model -- Figure 1.3 The shared responsibility model -- 1.9 How to use this publication -- 1.9.1 Intended audience. 327 $a1.9.2 The cloud consumer journey -- Figure 1.4 The customer journey -- 1.9.3 The value co-creation map for cloud -- Figure 1.5 Value co-creation map for cloud -- Figure 1.6 The cloud customer journey with feedback and feedforward activities -- 1.9.4 Cloud adoption and utilization scenarios -- Table 1.5 Examples of feedback and feedforward activities within the cloud customer journey -- Figure 1.7 Cloud journey overview -- Figure 1.8 The cloud usage strategy spectrum -- Table 1.6 Examples of cloud usage strategy spectrum characteristics -- Figure 1.9 Hub-and-spoke model -- Figure 1.10 The cloud architecture and governance spectrum -- Figure 1.11 Cloud use depends on cloud strategy position and architecture and governance position -- CHAPTER 2 EXPLORE: CAN THE ORGANIZATION BENEFIT FROM CLOUD? -- 2 Explore: Can the organization benefit from cloud? -- 2.1 About the explore step -- 2.2 Understanding the cloud's role in strategy -- 2.2.1 What is digital strategy? -- Figure 2.1 The tiered relationship between business, digital, and IT strategies -- Figure 2.2 A modern view of the relationship between business, digital, and IT strategies -- 2.2.2 Cloud strategies -- 2.3 Setting the strategic scope -- 2.3.1 Greenfield (or 'born in the cloud') -- 2.3.2 Approaches to migrating existing services -- 2.3.3 New services -- 2.4 Cloud strategic positioning -- 2.4.1 Review of external factors -- 2.4.2 Review of internal factors -- 2.4.3 Practical guidance for strategic positioning -- 2.5 Value: outcomes, costs, and risks -- 2.5.1 Outcomes -- 2.5.2 Costs -- 2.5.3 Risks -- Table 2.1 Risks related to the shift in roles and responsibilities -- Table 2.2 Risks related to the unauthorized use of cloud services -- Table 2.3 Risks related to the security of cloud services -- Table 2.4 Risks related to API vulnerability. 327 $aTable 2.5 Risks related to maintaining separation between tenants -- Table 2.6 Preventing vendor lock-in -- Table 2.7 Risks related to third-party contracting -- Table 2.8 Risks related to migration -- 2.6 Formulating the initial cloud strategy -- 2.6.1 Defining the strategic cloud objectives and plans -- Table 2.9 Examples of strategic cloud objectives using the OKR framework -- 2.6.2 Formulating the cloud strategy -- Figure 2.3 Development of cloud strategy elements -- Table 2.10 Key cloud strategy elements and descriptions -- 2.6.3 Practical guidance for strategy formulation -- 2.6.4 The differences between cloud services and in-house solutions -- 2.7 Summary -- CHAPTER 3 ENGAGE: MEETING A CLOUD SERVICE PROVIDER -- 3 Engage: Meeting a cloud service provider -- 3.1 About the engage step -- 3.2 Understanding the CSP landscape -- 3.2.1 Types of CSPs and their services -- Table 3.1 Overview of CSP types and their services -- Table 3.2 Advantages of each CSP type -- 3.2.2 CSP partners -- Table 3.3 Customer enablement services -- Figure 3.1 The four areas of CSP implementation partner support -- 3.2.3 CSP industry and regulatory organizations -- 3.3 Types of services to be considered -- 3.3.1 Standard service offerings -- 3.3.2 Non-standard services -- 3.4 Defining requirements for cloud services -- 3.4.1 Utility, warranty, and experience -- 3.4.2 The impact of cloud services on existing customers -- 3.4.3 Defining requirements based on outcomes, costs, and risks -- 3.4.4 Typical requirements -- Table 3.4 Examples of general service requirements -- Table 3.5 Examples of data requirements -- Table 3.6 Examples of security requirements -- Table 3.7 Examples of people-related requirements -- Table 3.8 Examples of service provider requirements -- Table 3.9 Examples of cost reporting, billing, and payment requirements. 327 $a3.5 Request for information and proof of concept -- 3.6 Conducting a cloud readiness assessment -- 3.6.1 Steps in conducting a cloud readiness assessment -- 3.6.2 Architecture readiness examples -- Table 3.10 Examples of application/workload-specific readiness checks -- 3.7 Engaging with cloud service providers -- 3.7.1 Evaluating shared responsibility models -- Table 3.11 Consumer organization responsibilities versus CSP responsibilities -- 3.7.2 Engagement level options -- 3.7.3 Acquisition channels -- Table 3.12 Methods of accessing cloud services -- 3.7.4 How organizations engage with CSPs and their partners -- 3.7.5 Researching what services are available -- 3.8 Reviewing the cloud strategy and cloud service requirements -- 3.9 Summary -- CHAPTER 4 OFFER: SELECTING THE RIGHT SERVICES AND SERVICE PROVIDER -- 4 Offer: Selecting the right services and service provider -- 4.1 About the offer step -- 4.1.1 Elements of the offer step that are specific to cloud services -- 4.2 Establishing a desired minimum return on investment -- 4.3 Communicating requirements -- 4.4 Request for proposal -- 4.4.1 When to request proposals -- 4.4.2 The request for proposal process -- 4.4.3 Contents of a request for proposal -- Table 4.1 Cloud request for proposal format -- 4.4.4 Using cloud framework agreements -- Figure 4.1 Cloud service procurement options -- 4.5 Reviewing proposals -- 4.5.1 Sample questions for assessing proposals -- Table 4.2 General service requirement assessment questions and actions -- Table 4.3 Data requirement assessment questions and actions -- Table 4.4 Security requirement assessment questions and actions -- Table 4.5 People-related requirement assessment questions and actions -- Table 4.6 Service provider requirement assessment questions and actions. 327 $aTable 4.7 Cost reporting, billing, and payment requirement assessment questions and actions -- 4.6 Determining the return on investment of the proposed cloud services -- 4.6.1 The return on investment process -- Table 4.8 Examples of ROI assessment data -- Table 4.9 Examples of benefits and costs used in ROI calculations -- 4.6.2 Return on investment of moving to the cloud -- Table 4.10 Aspects considered when evaluating the benefits of moving to cloud -- 4.6.3 Return on investment to compare cloud options -- 4.7 Defining and communicating a business case for cloud services -- Table 4.11 Typical areas of conflict and uncertainty -- 4.7.1 Building a business case -- 4.7.2 Business case structure -- 4.7.3 Communicating a business case -- 4.8 Summary -- CHAPTER 5 AGREE: NEGOTIATING AND PLANNING -- 5 Agree: Negotiating and planning -- 5.1 About the agree step -- 5.2 Agreeing and planning value co-creation -- Table 5.1 Three fundamental service relationship types -- 5.3 Negotiating and agreeing a cloud service -- 5.4 Cloud service agreements -- 5.4.1 Customer agreement -- 5.4.2 Acceptable use policy -- 5.4.3 Service level agreement -- 5.4.4 Disputes -- 5.5 Shared responsibility model -- 5.5.1 Responsibilities owned by the CSP -- 5.5.2 Responsibilities mainly owned by the consumer organization -- 5.5.3 Shared responsibilities -- 5.6 Roles and responsibilities map -- Table 5.2 The responsibilities of each entity -- 5.7 Charging models -- 5.8 Summary -- CHAPTER 6 ONBOARD (AND OFFBOARD): MOVING TO THE CLOUD -- 6 Onboard (and offboard): Moving to the cloud -- 6.1 About the onboard step: general considerations -- 6.1.1 Planning for onboarding -- 6.1.2 Involving users in the onboarding plan -- 6.1.3 Establishing communication channels -- 6.1.4 Preparing users for the new services -- 6.1.5 Elevating mutual capabilities. 327 $aTable 6.1 Opportunities and ITIL guiding principles. 330 $aITIL 4: Acquiring and Managing Cloud Services is the core manual aligned with the ITIL 4 extension module of ITIL 4 Specialist: Acquiring and Managing Cloud Services. 700 $aLimited$b AXELOS$01482283 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910795122303321 996 $aITIL 4$93700781 997 $aUNINA