• Home
  • About Us
  • Contact Us
  • Privacy Policy
  • Special Offers
Business Intelligence Info
  • Business Intelligence
    • BI News and Info
    • Big Data
    • Mobile and Cloud
    • Self-Service BI
  • CRM
    • CRM News and Info
    • InfusionSoft
    • Microsoft Dynamics CRM
    • NetSuite
    • OnContact
    • Salesforce
    • Workbooks
  • Data Mining
    • Pentaho
    • Sisense
    • Tableau
    • TIBCO Spotfire
  • Data Warehousing
    • DWH News and Info
    • IBM DB2
    • Microsoft SQL Server
    • Oracle
    • Teradata
  • Predictive Analytics
    • FICO
    • KNIME
    • Mathematica
    • Matlab
    • Minitab
    • RapidMiner
    • Revolution
    • SAP
    • SAS/SPSS
  • Humor

Tag Archives: Environments

Language may help AI navigate new environments

April 19, 2020   Big Data

In a new study published this week on the preprint server Arxiv.org, scientists at the University of Toronto and the Vector Institute, an independent nonprofit dedicated to advancing AI, propose BabyAI++, a platform to study whether descriptive texts help AI to generalize across dynamic environments. Both it and several baseline models will soon be available on GitHub.

One of the most powerful techniques in machine learning — reinforcement learning, which entails spurring software agents toward goals via rewards — is also one of the most flawed. It’s sample inefficient, meaning it requires a large number of compute cycles to complete, and without additional data to cover variations, it adapts poorly to environments that differ from the training environment.

It’s theorized that prior knowledge of tasks through structured language could be combined with reinforcement learning to mitigate its shortcomings, and BabyAI++ was designed to put this theory to the test. To this end, the platform builds upon an existing reinforcement learning framework — BabyAI — to generate various dynamic, color tile-based environments along with texts that describe their layouts in detail.

 Language may help AI navigate new environments

Above: Environments in BabyAI++.

BabyAI++’s levels consist of objects that can be picked up and dropped; doors that can be unlocked and opened; and various tasks that the agents must be undertake. Like the environments themselves, the tasks are randomly generated, and they’re communicated to the agent through “Baby-Language,” a compositional language that uses a subset of English vocabulary.

The abovementioned texts reveal which types of tiles are in use and what color is matched to each tile. Since the pairing between the color and tile type is randomized, the agent must understand the description for it to properly navigate the map.

 Language may help AI navigate new environments

Within BabyAI++, every level is partitioned into two configurations: training and testing. In the training configuration, the agent is exposed to all tile and colors types in the level, but some combinations of color-type pairs are held out. In the testing configuration, all color-type pairs are enabled, forcing the agent to use language grounding to associate the type of the tile to the color.

The paper describes several experiments that were conducted using the baseline models, one of which — attention-fusion — uses what’s called an attention mechanism to assign relevant text embeddings (mathematical representations) to locations on a scene embedding feature map (a function that maps embeddings to a feature space, or the dimensions where the variables the AI processes reside). For the most difficult level, this attention-fusion model had a 16.2% higher testing success rate (around 60% after 5 steps, or actions) than the second-best model on the most challenging level, and it completed the level using fewer frames of images (around 65 compared with 75).

 Language may help AI navigate new environments

Above: The attention model’s architecture.

The coauthors assert that this shows descriptive texts are useful for agents to generalize environments with variable dynamics by learning language-grounding. “We believe the proposed BabyAI++ platform, with its public code and baseline implementations, will further spur research development in this area,” they wrote in the paper.

Let’s block ads! (Why?)

Big Data – VentureBeat

Read More

Creating Enviable Work Environments Through Exceptional Accountants

October 18, 2016   BI News and Info

The lines between the digital and physical customer experience today are largely artificial. Customers shop in retail stores with their devices at the ready. They expect online-like personalization and recommendations in the aisles. They’re looking for instant gratification and better sensory experiences from digital channels. It’s an omnichannel world and companies must figure out how to live in it: delivering a superior customer experience regardless of the entry point.

Luxury fashion brand Rebecca Minkoff, for example, opened its first three retail stores with the intent of taking customers’ best online experiences and bringing them to life. “In the past, you had this brick-and-mortar experience, and you had the online experience,” says company president Uri Minkoff. “There were such great advantages and efficiencies that emerged with shopping online. You could get recommendations, see how something should be styled, create wish lists, access user-generated content. In the store, it was still just you and the product, and maybe a sales associate. But [unlike online] you had all five of your senses.”

Rebecca Minkoff’s new stores still stimulate those senses while incorporating some of the intelligence that online channels typically bring to bear. Each store features a large interactive screen at the entrance, where customers can browse products or order a beverage. Shoppers can interact with salespeople or they can make purchases on a mobile app without ever talking to a soul. Inside a fitting room, RFID-tagged merchandise is displayed on an interactive mirror, where customers can request new sizes or the designer’s recommended coordinates (a real-life recommendation engine).

The company has found that 30% of women ask for additional items based on the recommendations. It has also sold three times more of its new ready-to-wear line than it anticipated. “We were an accessories-dominant brand,” says Minkoff. “But we’ve been able to build this direct relationship with our customers, helping them with outfit completers and also getting a better sense of what they want based on what’s actually happening in our fitting rooms.”

Each piece of technology adds to the experience while capturing the details. Rebecca Minkoff’s integrated systems can remember a customer’s previous visits and preferred colors and sizes, and can enable associates to set up a fitting room with appropriate garments. On the back end, the company gets the kind of visibility into in-store conversions once possible only in digital transactions. “The technology gives us the ability to create the kind of experience each customer wants. She can shop anonymously or be treated like a VIP,” says Minkoff.

sap Q316 digital double feature3 images1 Creating Enviable Work Environments Through Exceptional Accountants

Build Around a Big Idea

Rebecca Minkoff’s approach is a bellwether. It’s not enough simply to provide continuity or consistency from one channel to another. Customers don’t think in terms of channels, and neither should companies. Rather, it’s about defining the overarching experience you want to deliver to customers and then building the appropriate offline and online elements to achieve that intended outcome.

As more goods and even services are commoditized, companies must compete on the experiences they create (see The ROI of Customer Experience). That means coming up with a big idea that drives the design of the customer experience. “Every great experience needs to have a theme,” says Joe Pine, consultant and coauthor of The Experience Economy and Infinite Possibility: Creating Customer Value on the Digital Frontier. “That’s the organizing principle of the experience. It’s how you decide what’s in and what’s out.”

For example, Rebecca Minkoff serves as an image consultant to its Millennial customers, who expect personalization, recognition, and tech innovation, using a mix of online and offline techniques. To stand apart, companies must come up with their own unifying idea and then integrate data and systems, rework organizational models, and rethink key strategic metrics and employee incentives in order to integrate the physical and digital worlds around that idea.

Here are some examples of companies that have created a theme-driven experience using online and offline elements.

Nespresso: Imparting a Sense of Luxury

At the most basic level, Nespresso is a manufacturer of coffee and coffee machines. But the company has successfully turned what it sells and how it sells it into a very specific type of experience. Nespresso strives to impart a feeling of quality, exclusivity, even luxury in a host of ways.

sap Q316 digital double feature3 images2 Creating Enviable Work Environments Through Exceptional AccountantsThe company has created the Nespresso Club, which maintains direct relationships with thousands of customers. Its customer service centers are staffed by 1,000 highly trained coffee experts who don’t just push products but offer advice and guidance as a sommelier might do with wine. Its 450 retail stores (up from just one Parisian in 2000) are called boutiques; the largely inventory-free showrooms are built around tasting and learning.

Online, the focus is on efficiency and service. Customers who prefer digital interactions can order through the web site or mobile app, which offers the option of courier delivery within a two-hour window. The company also recently introduced a Bluetooth-enabled coffee machine, which when paired with a smartphone app, can track a customer’s usage, simplify machine maintenance, and as Wired pointed out, enable remote brewing.

Success didn’t happen overnight, but today Nespresso is one of Nestlé’s fastest growing and most profitable brands, according to Bloomberg.

QVC: Using Online to Complement the Experience

The theme that has driven television-shopping giant QVC’s customer experience for decades has been “inspiration and entertainment.” Traditionally that was delivered through the joy of spontaneous discovery while watching the channel.

Matching that experience online has been difficult, however. At a digital retail conference in 2015, QVC’s CEO explained that in the past the company had failed to deliver the same rich interactions online that it had developed with its TV audiences, according to Total Retail. So the company decided to rethink its use of digital tools to focus on complementing the experience it delivers through TV screens, according to RetailWire.

For example, after enticing TV viewers with products, QVC introduces the next step in the buying journey—“impulse to buy”—in which viewers are spurred on with televised countdown clocks or limited merchandise availability. Online, the company has been experimenting with second-screen content (for instance, recipes that compliment a cooking product being sold on TV) to further propel purchases. The QVC app features the same item that is on-air along with a prompt that reveals all the items featured on TV in recent hours. On Apple devices equipped with Touch ID, customers can check out in less than 10 seconds with the fingerprint-enabled “speed buy” button. The third phase—“purchase and receive”—is complemented by a simple and reliable online browsing and purchasing platform. The last stage—“own and enjoy”—is accompanied by follow-on e-mail communication with tips on how to use products.

Last year, the company reported that 44% of total QVC sales came from online channels (up from 40% in 2014), and nearly half of those were completed on a mobile device. In fact, QVC is currently the tenth largest mobile commerce retailer in the United States, according to Internet Retailer.

Domino’s: Focusing on Speed and Convenience

sap Q316 digital double feature3 images3 Creating Enviable Work Environments Through Exceptional AccountantsDomino’s Pizza built a fast-food empire not necessarily on the quality of its pies but instead on the experience of getting hot food delivered quickly. What started out as a promise to deliver a pizza within 30 minutes to customers who phoned in their order is now a themed experience of efficient food delivery that can be fulfilled a number of ways. Domino’s AnyWare project enables customers to order pizzas from their TV, their Twitter account, their smartwatch, or their connected car, for starters. The Domino’s app features zero-click ordering functionality: Domino’s will start fulfilling the usual order for customers who opt in 10 seconds after opening the app.

Domino’s Australian stores are piloting GPS tracking whereby employees begin working on an order only when the customer enters the “cook zone”—a dynamically updated area around a given store that results in the customer arriving to a just-prepared order. The tool builds upon previously developed GPS-based technology for tracking delivery drivers, according to ZDNet. And the company that came up with the corrugated pizza box and the Heatwave Bag to keep pies warm is now building the DXP—a delivery car with a built-in warming oven. All in the name of the fast- and hot-food delivery experience.

Mohawk Industries: Using Social to Streamline Customer Interactions

Mohawk Industries grew to become a US$ 8 billion flooring manufacturer by relying on customers to visit its dealers’ retail locations to see, touch, and feel the carpet, hardwood, laminate, or tile they planned to purchase.

sap Q316 digital double feature3 images4 Creating Enviable Work Environments Through Exceptional AccountantsToday, instead of waiting for customers to find Mohawk, it has redesigned its experience to find them. It has adopted new technology and reworked its sales processes to reflect that new focus. The company’s 1,200 sales representatives have access to a 360-degree view of each customer, complete with analytics and sales tools on their tablets, enabling them to capture and follow through on leads generated through social media engagement.

By analyzing online discussions in real time, representatives can jump into the conversation and help customers find the product they may be searching for and direct the consumer to a retailer to finish the sale. In one episode, a woman was posting about her interest in a particular leopard rug on Twitter. Mohawk’s team surfaced the tweet, passed it on to a channel partner who contacted the woman and closed the sale within two minutes. Today, the company boasts an 80% close rate on sales started and guided in social media and has made $ 8 million on 14,000 such social leads. Mohawk Industries expects an increase of $ 25 million in sales year-over-year, thanks to its new customer-centric approach.

Customer Experience Design: Where to Begin

Developing a unique, valuable, and relevant customer experience that combines the best of offline and online capabilities is a huge undertaking. All corporate functions, including marketing, customer service, sales, operations, finance, and HR as well as product or business lines—all of which typically have competing metrics and agendas—must buy into the experience and collaborate to make it happen. And the ideal mix of digital and physical components will vary by company. But there are some best practices to get companies started on their own journeys.

Start at the Top

Without leadership buy-in, changes will not happen. “Customer experience is not a feature, it’s not a shiny button. It’s a concept that sometimes is tough to grasp. But we believe that if done right, it will keep customers loyal. And so we put a lot of effort into it,” says Kevin Scanlon, director of total customer experience at tech company EMC. “That’s why having that top-down support is paramount. If you don’t have it, you’re spinning your wheels. It’s going to give you the resources, the focus, and the attention that you need to design that consistent experience.”

To demonstrate its commitment, every VP and above at EMC has a customer experience metric as part of their quarterly goal.

Begin with the End in Mind

Companies can take a page from the design-thinking approach to product development, starting with the experience they want customers to have with their company and then putting in place the people, processes, and systems to make that happen across various touchpoints. Uber didn’t start by buying 1,000 cars. It started with a completely new customer experience it wanted to deliver—straddling the digital and physical—and then built the organization around that. Uber ultimately leveraged people, process, and technology to bring that to life, but it started with a unique customer journey.

Design for the Customer, Not the Company

sap Q316 digital double feature3 images5 Creating Enviable Work Environments Through Exceptional AccountantsTo date, most corporate processes have been designed for internal efficiency or cost savings with little consideration for the impact on the customer. Companies that want to design for consistent experiences have to reexamine those business processes from the customer perspective. In order to deliver a standout and consistent experience, enterprises must bring together an assortment of data from a variety of systems—including POS transactions, mobile purchases, call center activity, notes from sales calls, and social media.

The average retailer has customer data in more than a dozen different systems. But it’s not just the front-end customer-facing systems that need orchestrating; back office systems and processes, from your supply chain to fulfillment to customer service, must be designed to deliver the intended experience. For example, Nespresso has to orchestrate a number of back-end and front-end systems to offer customers premium courier delivery within two-hour windows.

Put Someone in Charge

Companies that are truly invested in creating integrated, standout customer experiences often create a centralized function that can bring together the people, processes, and technology to bring them to life. Sometimes there is a chief customer officer or head of customer experience. But unless these people are really empowered, they’re toothless.

EMC’s Scanlon is empowered. He heads up a function that has been transformed from focusing on product quality into a centralized customer experience center of excellence staffed with 60 full-time professionals. The center has translated into “more focus, more energy, more insight to our customers,” says Scanlon. “And we can deliver that insight to our internal stakeholders, which trickles down to our account teams and lets them have more meaningful conversations that benefit our customers—and benefit the company over time.”

Centralize Customer Data

Even if there is no central customer experience function, there needs to be a central data repository and analytics system: a digital foundation that everyone can use to improve their piece of that experience. EMC’s customer experience group has a data governance function that maintains a single source of customer truth. “They’re able to pull all relevant data sources into one location and get past the typical customer data challenges,” says Scanlon.

Invest in People

Companies that care about the customer experience invest in the people who deliver it. Human beings are the clearest signposts on the customer journey. Companies must hire the best, train for desired outcomes, and reward based on experience metrics: for being brand ambassadors and for going above and beyond on behalf of the customer.

sap Q316 digital double feature3 images6 Creating Enviable Work Environments Through Exceptional AccountantsRethink Metrics and Incentives

One major bank was having trouble driving adoption of its online banking tools. The customers that used the tools loved them, but the tools weren’t getting traction. The problem? The branch managers had no interest in promoting digital banking. They wanted to drive as much traffic as possible to their physical branches because this was one of their key performance metrics.

The solution was to change the compensation approach in order to reward employees for the entire customer experience, including online banking adoption. Branch managers were measured on online and offline customer behavior in their regions. That became a single and critical KPI, and it boosted the desired behaviors and improved overall customer satisfaction.

Create a Single View of the Company

For years, companies have talked about the importance of understanding the customer. And that remains true, particularly when it comes to delivering a valuable customer experience online and off. But successful customer experience design is just as much about giving customers a clear understanding of the company through coordinated experiences that deliver on the brand’s theme and bring it to life in various ways in bricks and mortar, through devices, in online interactions, and everywhere in between. D!

Read more thought provoking articles in the latest issue of the Digitalist Magazine, Executive Quarterly.

Comments

Let’s block ads! (Why?)

Digitalist Magazine

Read More

The “New” Development Secret Driving Delivery of Mainframe Data to Big Data Environments

July 22, 2016   Big Data

There’s a simple, effective way to target strategic software development.  Drum roll please…..LISTEN TO YOUR CUSTOMERS!

While other answers like “Dream Big” and “be a visionary” are not without merit, regularly asking customers what their biggest challenges are, then building solutions for them to test in a timely fashion, is the secret sauce to success.  That’s true whether you are a technology vendor, an organization building solutions for internal users and customers, or a business looking for new revenue streams via applications they can market to other firms in their industries.  The year/years-long process has evolved.

I have seen great examples with our customers.   Guardian Life, for instance,  has launched projects to improve management of member, product, policy, premium and claims data.  They are doing this by centralizing the transformation of the data so they can consistently baseline and supply enriched data to downstream processes.  This allows them to support many new use cases, including data distribution, reporting, visualization, and predictive analytics.

Another example is Medical Mutual of Ohio.  It is using the Splunk® Enterprise platform to correlate all enterprise-wide security data, including z/OS log data from the mainframe, to gain maximum visibility into user-authentication data and access attempts to help protect customer information stored in DB2 from unauthorized access. Similarly, our customers in Insurance, Financial Institutions, and Healthcare are now improving customer service and better protecting digital information assets with new capabilities.

Listen to Your Customer Blog1 7 21 16 The “New” Development Secret Driving Delivery of Mainframe Data to Big Data Environments

At the core of targeted application development is a continual process of listening to our customers.

I have seen management and developers at Syncsort follow this lead in the development of several “Big Iron to Big Data” solutions.  These solutions leverage Syncsort’s nearly 50 years of mainframe leadership, ongoing contributions to the open source community and deep relationships with strategic partners in the Big Iron and Big Data ecosystem.

By listening to our customers, including but not limited to our customer advisory board, these enhancements and new solutions address the complex set of requirements that large enterprises increasingly must meet for delivering critical operational data on the mainframe to next-gen Big Data environments such as Apache Hadoop, Spark, and Splunk.

Successfully charting a path from Big Iron to Big Data is critical for many of our customers to help them gain competitive advantage. They tell us how their need for analytics on new and unique data sets is increasingly important, together with their need to correlate it with data from enterprise data warehouses, distributed systems, and data lakes.  Those are priorities.

With this in mind, we’ve have been working for several years now, leveraging both organically developed and acquired technology to continually build and deliver products that meet these specific needs.

Listen to Your Customers Blog2 7 21 16 The “New” Development Secret Driving Delivery of Mainframe Data to Big Data Environments

Syncsort’s customer-driven Big Iron to Big Data products bridge the gap between the Big Data and Security users, and the mainframe data that is critical to make sense of enterprise-wide Big Data for business intelligence.

Listening to our customers and incrementally building new technology to meet their needs is yielding results in three important ways:

  1. We are seeing steadily increasing interest and purchases from customers, and engagement from key partners. For instance, Hortonworks just chose Syncsort DMX-h as their solution of choice for optimized ETL onboarding to Hadoop. Splunk partnered with us on Ironstream®, our unique-in-market solution for making mainframe machine data, including key log and security data available in real time to the Splunk® Enterprise platform.  We have partnerships with Databricks and Confluent because of Syncsort’s work to enhance integration of data between Spark and Kafka with enterprise-wide data sources.

  2. We are getting strong positive feedback from influential industry analysts and media who see the importance of the intersection of Big Iron and Big Data. In fact, we are receiving awards recognition on our recent innovations from industry publications. In June alone, we received multiple accolades including two IT World Awards — our mainframe connector for Apache Sparkgarnering the Gold winner –  the highest accolade in “Innovations in IT”  category. Syncsort Ironstream® was among the top five solutions for “Most Innovative IT Software, and Syncsort was once again named by Database Trends and Applications to its DBTA 100 list of companies that matter most in data. Additionally, DMX-h, the company’s industry-leading Big Data integration software, was recently nominated for the 2016 DBTA Reader’s Choice Awards for the “Best Data Integration” and “Best Hadoop Solution” categories.

It’s fair to say that our customers and Syncsort are looking to work together to bridge the gap between mainframe and emerging Big Data platforms and analytics, each pointing their top guns at this Big Data challenge. It’s working.

We’d love to hear your thoughts on the most pressing Big Iron to Big Data challenges, including, “What mainframe data do you need in your data lake?  In what format?  How fast/often do you need it?”  Please use the comments section on this blog or email me at mkornspan@syncsort.com to let us know.  For more information on Syncsort’s Big Iron to Big Data products, visit Syncsort’s product pages for Big Data and Mainframe.

Let’s block ads! (Why?)

Syncsort blog

Read More

Mobile Commerce Strategies – Contextually Relevant Opportunities, Moments and Environments

August 30, 2015   Mobile and Cloud

In the early 1990s major retailers began investing in data analytics to better manage their stores and warehouses by analyzing individual store sales.  This insight gave them a perspective on the needs of the local market.

Retailers soon advanced in their use of analytics and added external factors for consideration and planning like demographics, weather, geography, local events and competitor’s promotions and campaigns.

When customer loyalty programs tied to POS (point of sale) systems were implemented, retailers were able to start understanding individual customers through their transaction histories – at least what individuals bought from their stores.  The limitation, however, was this data was known and analyzed post-sales. There were no mechanisms in place to alert retailers to help customers during their path-to-purchase journeys.

ThinkstockPhotos 83386358 Mobile Commerce Strategies   Contextually Relevant Opportunities, Moments and EnvironmentsMobile computing technologies and wireless internet access introduced the age of mobile commerce. Mobile commerce enables retailers unprecedented capabilities to collect and analyze data from a wide array of sensors embedded in mobile devices.  The challenge then shifted from how to collect data, to how to get the user’s permission and approval to collect and use data.  This is not always easy.

When asked in surveys, customers voice opposition to retailer’s collecting data on them.  This, however, does not align with other survey results that show customers value a personalized digital experience.  You cannot personalize a digital experience based on data without data.  This dichotomy must be recognized by retailers and incorporated into their customer education plans and strategies.

Personalized digital experiences show respect and professionalism to customers.  Treating

ThinkstockPhotos 178084348 Mobile Commerce Strategies   Contextually Relevant Opportunities, Moments and Environments

individuals as if they belong to one homogeneous market is a recipe for failure.  It reflects an attitude that getting to know you is not worth the time or investment.  As more commerce moves from face-to-face interactions to mobile commerce, service and support can easily be lost in the bits and bytes. Retailers that try to offer mobile commerce without relevant personalization are short sighted and will ultimately fail.

Winners in mobile commerce will implement Code Halos (the data available about every person, object and organization) business strategies to find business meaning in data and to provide beautiful customer experiences.  They will also seek to triangulate three sources of data:

  1. Digital data from online and mobile activities
  2. Physical data from sensors and the IoT (internet of things, wearables, telematics, etc.)
  3. Customer loyalty and rewards programs data

Mobile commerce winners will seek contextually relevant opportunities, moments and environments (CROME) that can trigger personalized content at exactly the right time.  Alerting me to available food options in a city I left yesterday is not useful.  I need food options in the city I am in now. Context is time and location sensitive.

The competitive field in mobile commerce tomorrow will be around personalization, context and real-time operational tempos.  Can your legacy IT environment be upgraded to compete in the world of tomorrow?

Stay tuned for a major report I am writing on this subject to be published soon.

************************************************************************

Kevin Benedict
Writer, Speaker, Senior Analyst
The Center for the Future of Work, Cognizant
View my profile on LinkedIn
Read more at Future of Work
Learn about mobile strategies at MobileEnterpriseStrategies.com
Follow me on Twitter @krbenedict
Browse the Mobile Solution Directory
Subscribe to Kevin’sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies


***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.
Email ThisBlogThis!Share to TwitterShare to FacebookShare to Pinterest

This entry passed through the Full-Text RSS service – if this is your content and you’re reading it on someone else’s site, please read the FAQ at fivefilters.org/content-only/faq.php#publishers.

Kevin Benedict on…

Read More
  • Recent Posts

    • Trump’s Note to Biden
    • FSI Blog Series, Part IV: Staying Agile in Trying Times
    • Soci raises $80 million to power data-driven localized marketing for enterprises
    • Conversational Platform Trends for 2021
    • The Great Awakening?
  • Categories

  • Archives

    • January 2021
    • December 2020
    • November 2020
    • October 2020
    • September 2020
    • August 2020
    • July 2020
    • June 2020
    • May 2020
    • April 2020
    • March 2020
    • February 2020
    • January 2020
    • December 2019
    • November 2019
    • October 2019
    • September 2019
    • August 2019
    • July 2019
    • June 2019
    • May 2019
    • April 2019
    • March 2019
    • February 2019
    • January 2019
    • December 2018
    • November 2018
    • October 2018
    • September 2018
    • August 2018
    • July 2018
    • June 2018
    • May 2018
    • April 2018
    • March 2018
    • February 2018
    • January 2018
    • December 2017
    • November 2017
    • October 2017
    • September 2017
    • August 2017
    • July 2017
    • June 2017
    • May 2017
    • April 2017
    • March 2017
    • February 2017
    • January 2017
    • December 2016
    • November 2016
    • October 2016
    • September 2016
    • August 2016
    • July 2016
    • June 2016
    • May 2016
    • April 2016
    • March 2016
    • February 2016
    • January 2016
    • December 2015
    • November 2015
    • October 2015
    • September 2015
    • August 2015
    • July 2015
    • June 2015
    • May 2015
    • April 2015
    • March 2015
    • February 2015
    • January 2015
    • December 2014
    • November 2014
© 2021 Business Intelligence Info
Power BI Training | G Com Solutions Limited