Product-based Sales Training Market Size, Status and Forecast 2021-2027

The latest report on the Global Product-based Sales Training Market provides an overall view of the market growth in the past as well as the predicted growth in the years to come. It also provides approximate values of the CAGR the market is expected to grow at. With its detailed descriptions of market segmentations and dynamics, the report proves to be a useful tool to anyone who aims to gain an understanding of the market and also eventually helps future investors making informed decisions. It also aids business owners to make vital changes to their business strategies by providing them with a broader perspective of the market and their performance in the Product-based Sales Training Market on the whole.

The major players covered in Product-based Sales Training Markets: ASLAN Training and Development, Carew International, Miller Heiman Group, DoubleDigit Sales, Cohen Brown Management Group, GP Strategies, Kurlan & Associates, CommLab India, Altify, Janek Performance Group, Mercuri International, Sandler Training, Richardson, RAIN Group, and more

The final report will add the analysis of the Impact of Covid-19 in this report Product-based Sales Training industry.

Get a Sample Copy @: https://www.reportsandmarkets.com/sample-request/global-product-based-sales-training-market-2020-by-company-regions-type-and-application-forecast-to-2025?utm_source=soccernurds&utm_medium=42

Drivers and Risks

The report pays special attention to factors which contribute to the Product-based Sales Training Market growth also known as market drivers. Any changes in these market dynamics directly affect the market growth hence the report provides a future insight into important factors that should be monitored and which could be leveraged by companies, vendors, distributors and all stakeholders alike to their advantage. The report also provides an insight into the challenges faced by the market and the strategies used by existing players to overcome or avoid these risks.

Market segment by Type, the product can be split into

Market segment by Application, split into

Regional overview

As already mentioned, the report covers different regions such as North America, Latin America, Asia Pacific, Europe, and the Middle East & Africa. The different strategies employed by different players in different regions has been studied extensively in order to gain an understanding of the global market. It is important to understand where the Product-based Sales Training market has been, currently is and where it is projected to go so that an accurate picture of the future may be painted. Studying the Product-based Sales Training market allows an outlook, the latest trends, and prospects in the period of 2021 to be embraced and understood.

Method of Research

The report on the global Product-based Sales Training Market analyzes the market using Porters Five Force Model method. The research is conducted by industry professionals, using the parameters of Porters Five Force Model method in order to determine the attractiveness of the Product-based Sales Training Market in terms of profitability. The research is conducted on the basis of facts and statistics to provide a neutral analysis of the market. The report also provides data on the SWOT analysis of the market, identifying strengths, weaknesses, opportunities, and threats in the market.

Research Objectives:

Inquire More about This Report @

https://www.reportsandmarkets.com/enquiry/global-product-based-sales-training-market-2020-by-company-regions-type-and-application-forecast-to-2025?utm_source=soccernurds&utm_medium=42

TheProduct-based Sales Trainingmarket research report completely covers the vital statistics of the capacity, production, value, cost/profit, supply/demand import/export, further divided by company and country, and by application/type for best possible updated data representation in the figures, tables, pie chart, and graphs. These data representations provide predictive data regarding the future estimations for convincing market growth. The detailed and comprehensive knowledge about our publishers makes us out of the box in case of market analysis.

Table of Contents

Chapter 1:GlobalProduct-based Sales TrainingMarket Overview

Chapter 2:Product-based Sales Training Market Data Analysis

Chapter 3:Product-based Sales Training Technical Data Analysis

Chapter 4:Product-based Sales Training Government Policy and News

Chapter 5:Global Product-based Sales Training Market Manufacturing Process and Cost Structure

Chapter 6:Product-based Sales Training Productions Supply Sales Demand Market Status and Forecast

Chapter 7:Product-based Sales Training Key Manufacturers

Chapter 8:Up and Down Stream Industry Analysis

Chapter 9:Marketing Strategy -Product-based Sales Training Analysis

Chapter 10:Product-based Sales Training Development Trend Analysis

Chapter 11:Global Product-based Sales Training Market New Project Investment Feasibility Analysis

About Us:

Reports and Marketsis not just another company in this domain but is a part of a veteran group calledAlgoro Research Consultants Pvt. Ltd. It offers premium progressive statistical surveying, market research reports, analysis & forecast data for a wide range of sectors both for the government and private agencies all across the world. The database of the company is updated on a daily basis. Our database contains a variety of industry verticals that include: Food Beverage, Automotive, Chemicals and Energy, IT & Telecom, Consumer, Healthcare, and many more. Each and every report goes through the appropriate research methodology, Checked from the professionals and analysts.

Contact Us:

Sanjay Jain

Manager Partner Relations & International Marketing

http://www.reportsandmarkets.com

Ph: +1-352-353-0818 (US)

Visit link:
Product-based Sales Training Market to See Massive Growth by 2027| ASLAN Training and Development, Carew International, Miller Heiman Group, and more ...

The global Sales Training Market 2021 report provides an effective image of this using marketplace, analysis, and also a strategy of all information generated from several sources. The pros have supplied the many surfaces of the sector utilizing a goal of identifying the manipulators of the world wide Sales Training market. The market report that is Sales Training includes business landscape as well as a market at the SWOT analysis of the players who are dominant. This record covers the net Sales Training industry landscape in addition to its growth prospects within the forthcoming few decades, the report also brief addresses that the product cycle, assessing it to the very important products and services around organizations which has been commercialized details the prospect of a variety of Sales Training applications, talking about current product inventions and provides an evaluation of future regional Sales Training market stocks. The international Sales Training marketplace is divided on the realms of the significant players, product type, applications/end end users, in addition to places. This listing data supplies Sales Training operators and operators that a specific image of the entire sector.

Get a sample of the report from https://www.orbisresearch.com/contacts/request-sample/4689212

Sales Training Economy section by essential participants, the marketplace includes:

Aslan Training and Development Corporate Visions Imparta Action Selling BTS The Brooks Group IMPAX Carew International Janek Performance Group Kurlan & Associates Revenue Storm DoubleDigit Sales RAIN Group Challenger Baker Communication Integrity Solutions

The study provides a very simple summary of this Sales Training sector for example definitions, classes, programs, and company show construction, and growth policies and strategies are all discussed together with manufacturing procedures and cost agreements. Additionally, the Sales Training industry growth tendencies and advertisements channels are analyzed.

The Sales Training test was conducted using a goal blend of secondary and primary information comprising inputs from key participants in the company enterprise. The Sales Training report involves an extensive marketplace and vendor landscape jointly with SWOT analysis of those vital sellers. The global Sales Training market evaluation is related with free information as tables and graphs to understand critical market routines, drivers, as well as issues. The report also covers the present Sales Training market size of the 2021-2027 report on Worldwide together with the expansion rate during the past couple of decades.

Application/End Users:

Consumer Goods Automotive BFSI Others

Product Types such as:

Blended Training Online Training Instructor-Led Training

The study covers upstream, equipments, Sales Training downstream client survey, advertisements channels, market growth tendency and tips, which particularly consist of invaluable facts about Sales Training essential software and ingestion, crucial places, key providers, important manufacturing supplies providers and contact info, major providers, active clients and contact info, and supply chain evaluation.

For more Information or Any Query Visit: https://www.orbisresearch.com/contacts/enquiry-before-buying/4689212

International Sales Training marketplace 2021 report centers round the advancement with the currency present market, such as its development status and tendencies. This listing encircles analysis and suggestions about how Sales Training marketplace and so is exclusive. By studying the Sales Training report what you are going to get graphs, data thats analytical but also a bigger comprehension help you to make conclusions in the business interest. A SWOT analysis might help identify sections of expansion and lowers the possible effect from adverse ailments. The Sales Training market application of this investigation might be unique to a target or might be broad to think about the significant regions of business.

The analysis also highlights the very important alternatives and data from the company to this Sales Training evaluation of the profit from the related section.

The Amount of this Sales Training report-

* Vital elements affecting the Sales Training marketplace. * The various opportunities and progress from the Sales Training marketplace. * Evaluation of this Sales Training market size and deduce the trending patterns out of it. * Market evaluation by using their program, Sales Training talk of this marketplace. With the prediction stage, the Sales Training report also offers past (2015 to 2019) instances, facts, and data regarding this marketplace.

This net Sales Training market listing is quite likely to be on a significant evaluation for new entrants that need to spend the market. Its going allow them to select their genres they can hold precisely the specific same foundation to compete collectively with leaders who have completing growth studios, even jointly with production capacities that are included with years of expertise funding them. Whether youre the market analyst, then subsequently a niche professional or any extra key person, in the event youll really like to comprehend that the Sales Training marketplace end so as to finish this record is excellent for you.

Cost of diverse Sales Training industry price as well as the financing structure acquired by the present market is also appraised within the balances. A variety of parameters crucial in discovering tendencies on the present marketplace, for example, use petition and supply statistics, price of production, net earnings, and supplying importance of type and administrations are similarly included within the ambit of the Sales Training report. The analysis is generated from a combo of the vital data determined from the critical Sales Training information of this entire marketplace, for example, the major thing responsible for vacillation preferred by administrations and types.

Single User Copy Direct Purchase @ https://www.orbisresearch.com/contact/purchase-single-user/4689212

About Us:

Orbis Research (orbisresearch.com) is a single point aid for all your market research requirements. We have vast database of reports from the leading publishers and authors across the globe. We specialize in delivering customized reports as per the requirements of our clients. We have complete information about our publishers and hence are sure about the accuracy of the industries and verticals of their specialization. This helps our clients to map their needs and we produce the perfect required market research study for our clients.

Contact Us:

Hector Costello Senior Manager Client Engagements 4144N Central Expressway, Suite 600, Dallas, Texas 75204, U.S.A. Phone No.: USA: +1 (972)-362-8199 | IND: +91 895 659 5155 Email ID: [emailprotected]

More:
Sales Training Market Global Analysis 2021 And In-Depth Research On Industry Dynamics by Aslan Training and Development, Corporate Visions, Imparta,...

In business as in life, you dont get what you deserve, you get what you negotiate is the title of a book authored by the subject wizard Dr. Lester L. Karrass. I came across this phrase nearly 30 years ago when I was attending a sales training session as a junior salesman. I neither recall the name of the young and vivacious trainer nor the exact contents of the delivery, but the phrase never left my memory until now because I have never ceased to believe the truth in the statement.

As defined by Wikipedia, Negotiation is a dialogue between two or more people or parties intended to reach a beneficial outcome over one or more issues where a conflict exists concerning at least one of these issues. Negotiation is an interaction and process between entities who aspire to agree on matters of mutual interest while optimizing their utilities.

In a literary sense, what you negotiate in business gets what you deserve. The entrepreneurs, senior managers, and sales professionals, throughout their respective careers, constantly engage in negotiating with others as one of their most productive professional tasks. The techniques first and the skill subsequently determines the success of a business transaction, big or small. Having said that, I have to state that everyone born into the world, at one time or another, involves themselves in negotiations at different levels right through their business or personal lives.

There are three types of negotiators we come across in business. Firstly, soft bargainers who use gentle negotiation tactics in a transaction. Usually, they attempt to avoid confrontations and maintain a friendly and cordial attitude with other negotiators and persist in agreement rather than resistance.

The hard negotiators mostly attempt to push their way through at the discussion table using even high-handed tactics. Hard bargainers apply pressure throughout the negotiation and rely only on victory rather than mutual agreements or benefits. Hard bargainers usually treat others as adversaries and untrustworthy.

The third is the principled negotiator who seeks integrative and mutually beneficial solutions. They concentrate on the issue rather than the interests and reach agreements on independent personal views. They base their efforts on objectives more than power or self-interest and act on moral standards, traditions and professionalism.

Important techniques

Integrative negotiation and adversarial bargaining are two important techniques in negotiation. Integrative bargaining is known to be a civilised and assertive method of negotiating with solutions found in win-win situations. The strategy is to find mutually agreeable decisions that satisfy the needs of each of the bargaining parties. This process often involves brainstorming with all concerned parties and pooling knowledge to find the best solution.

Adversarial bargaining is quite contrary. Also known as distributive bargaining, the method involves tough demands, threats, or bluffs. While in certain negotiations, particularly political and legal, the negotiators play hardball and treat the other negotiating parties as competitors. This method is rarely successful in commercial negotiations.

The process, behaviour, and agenda are the three elements of negotiation. The process is the way an individual negotiates with others using various techniques and strategies to reach a solution. The behaviour is how the two or more parties interact with each other and communicate their respective points clearly to the others in the discussion. The third element, the substance is the topic and the agenda on which the individuals of the negotiating parties continue the dialogue.

Various types of negotiations take place in business. The most frequent out of these are the negotiations that occur in the workplace. Dialogues between the superiors and employees, discussions among fellow employees on official matters, and conversations and discussions with other stakeholders constantly go on as day-to-day negotiations in business entities.

Winning negotiation

Commercial negotiations are discussions generally done across a table engaging two or more groups to find solutions to a mutually important business subject. Usually, commercial negotiations end up in mutual agreement with conditions acceptable to all negotiating parties. The pros and cons are evaluated and deciding on an agreeable alternative best suited are found in a winning negotiation.

Negotiation techniques are referred to the style and methods deployed by negotiators during a discussion whether they are commercial or private. There are certain unwritten rules, regulations, and ethics involved in good negotiations. The conversations must be pleasant and conclusions must be amicable to be fruitful to negotiating parties.

Preparing for the negotiation, particularly in business discussions, with everything related to the subject is perhaps the foremost technique on the negotiating table. Negotiators must be able to counter any objection, argument, or comment successfully. Therefore, researching the minutest details of the subject with adequate information is imperative.

Before arriving at the bargaining table, it is imperative to analyse and decide the best alternatives to determine the loss in case the negotiation fails. Your best weapon in a hard negotiation is your ability and willingness to walk away. Therefore, good negotiators identify the best alternatives to the final agreement. This technique is common to both integrative negotiations and adversarial bargaining.

In any negotiation, business or personal, posture and body movements play a big role. You must look confident and act confident to earn the respect of the opposing person or group. Self-assured speech patterns and positive verbatim can provide the desired edge at a serious negotiation. Showing signs of insecurity or nervousness can bring unfavourable results in a negotiation.

Being focused on the specific subject matter will convince the counterparts that you are serious and you mean business. By displaying the focus and the meticulousness, you tend to earn continuous respect of the counterparts.

Valuable information

Being a patient listener is important in bargaining. When you actively listen to the other party carefully, you will know exactly what they expect as the outcome. It makes things easier for you to express disagreement or displeasure at once. Your exemplary listening skills not only will get hold of valuable information but also your counterparts will see you as a reasonable negotiator

The ultimate goal of a negotiation is to reach an amicable solution with the counterparts. Therefore, building rapport with the others before the negotiation starts can bring superior results. All other negotiating groups could be more collaborative if you spend a few minutes in the beginning to break the ice. After all, any transaction must reach an agreement to be successful.

In a commercial negotiation, its always good to ask questions from time to time. The likely questions must be pre-arranged for them to be more productive. The discussions become more integrative with the right questions at the right time. A smart negotiator prepares his questions leading the answers by the counterparts. On the other hand, questions make the gray areas of the subject matter clearer.

Presenting multiple equivalent offers at the initial stage is a good negotiating strategy. Instead of making proposals one by one, you can table several offers together as a bundle. By doing that you are influencing and leading the other parties to accept part of your deal. When they accept part of the offers, it is easy for you to improve other parts of the proposals and can be done on mutual understanding. Also, even if your counterpart accepts a few out of many, you are still in a winning position.

The disposition and the personality with the understanding of negotiating techniques create a stable component of a negotiator. A good negotiator is flexible in the bargaining table by being either cooperative or hard as a professional depending on the person across the table. The ability to negotiate well is one of the most important attributes one can possess in business which can bring what you desire.

See more here:
Negotiation techniques and skills bring success in business - Sunday Observer

The Justice Departments National Security Division used the SAP comprehensive settlement of export control and sanctions violations to send a message a loud and clear one.

As the first real flexing of its Business Organizations Corporate Enforcement policy, the Justice Department underscored that companies that voluntarily disclose illegal conduct, fully cooperate, and implement timely and robust remediation will earn a non-prosecution agreement or deferred prosecution agreement and a significant reduction in corporate fines.

SAPs illegal conduct was broad, systemic and covered a long period at least seven years. SAP knew that the illegal conduct was occurring through direct sales and indirect third-party reseller sales. Indeed, SAP ignored or delayed several audit findings and recommendations to institute compliance measures, improve its compliance programs, and increase resources and compliance technologies needed to support an effective program. Notwithstanding all of these problems, DOJ cited SAPs voluntary disclosure in 2017, its full cooperation, and its remediation and compliance improvements.

SAP now stands as a poster child for other companies facing internal discoveries of export control and sanctions compliance deficiencies.

SAPs fortune is a warning sign to cloud-based services and increases the importance of export control and sanctions compliance to these types of business operations. Global companies that provide software products online, including through cloud-based services, direct downloads or other means, face enormous risks unless robust controls are implemented. Screening processes are important to focus on IP address identification and blocking capabilities, especially in those situations where the company has an indirect connection (through a third party) with the end user. Due diligence of each party in the chain is critical.

SAP spent a total of $27 million to enhance its export controls and sanctions compliance program. SAPs remedial actions, in response to its years of misconduct, included: (1) terminating all users associated with the third-country entities that provided software and services to Iran, and Iranian cloud services; (2) terminating third-party resellers engaged in sales to Iranian companies; (3) blocking all downloads of software, support, and maintenance from Iran and other embargoed countries; (4) implementing a risk-based export control framework for resellers that requires a stringent review of proposed sales by a third-party auditor; (5) developing and implementing an improved compliance program, including geolocation IP screening; (6) hiring more than six new employees responsible for export control and trade sanctions compliance; and (7) terminating five employees found to have knowingly engaged in the sale of SAP products to Iran or failed to adhere to SAP internal policy prohibiting sales to embargoed countries.

DOJs compliance fine print is located in Attachment B to the non-prosecution agreement. SAP is directed to maintain a rigorous export control and sanctions compliance program. As a minimum, DOJ requires SAP to maintain the five require elements set forth in OFACs Sanctions Compliance Program Framework: (1) Senior Management Commitment; (2) a Risk Assessment; (3) Internal Controls; (4) Testing and Auditing; and (5) Training.

But DOJ extends compliance requirements beyond those in the OFAC Guidance to include a broad range of additional requirements. These are described below and are important statements of expectations:

Internal Reporting and Timely Review Requirements: SAP is mandated to maintain a confidential and anonymous hotline reporting system, including telephone and email addresses, that directors, officers, employees, agents, and business partners are informed of and can be used to report violations of export and sanctions laws, SAPs policies and procedures, and ethics policy. All messages received on this internal reporting system shall be reviewed by SAPs head of export control compliance or group compliance officer by five (5) days of receipt. SAP shall publicize this confidential and anonymous reporting system and underscore its commitment to non-retaliation against any reporter.

Broad Training Requirements: SAP shall conduct annual ethics and export control and sanctions training for directors, officers, and its employees. The training program shall cover, at a minimum: (1) all relevant U.S. export and sanctions laws; (2) SAPs code of business conduct; (3) SAPs export compliance policies, controls, and procedures, including record-keeping requirements; and the requirements to respond, notify and resolve any violation of these requirements; and (4) a commitment by SAPs senior executive board to communicate, in writing or by video, its endorsement of the training program. SAP is mandated to begin this training program within 90 days of execution of the NPA.

Third-Party Business Partner Notification: SAP is required to notify its third-party business partners, including agents, consultants, representatives, distributors, and partners of their obligation to report any violations of export and sanctions laws, SAPs code of conduct or relevant export and sanctions compliance policies. SAP is required to begin this process by 180 days after execution of the NPA.

Audits: SAP is required to conduct audits of newly-acquired companies to determine whether the company has sufficient export and sanctions compliance controls. If SAP identifies any violations, SAP is required to notify and report to DOJ no later than 5 days after completion of the audit. If the newly-acquired company has an insufficient export and sanctions compliance program in place, SAP has 90 days from the completion of the audit to implement a sufficient compliance program. If additional time is needed to complete the remediation project, SAP may seek an extension from DOJ.

Discipline: DOJ required SAP to implement a written disciplinary policy setting forth a system applicable to all directors, officers, employees, and business partners in response to a violation of export or sanctions laws, SAPs code of conduct, and SAPs export control compliance policies and procedures.

Notification and Reporting of Violations to DOJ: SAP is required to notify DOJ of any credible evidence of any potential criminal violation of U.S. export control or sanctions laws. DOJ may require SAP to produce non-privileged documents relating to such a possible criminal violation. In addition, SAP may have to provide DOJ with an investigative plan and any resulting remedial measures.

Excerpt from:
SAPs Comprehensive Export Control and Sanctions Settlement A New Compliance Frontier for Cloud-Based Services (Part III of IV) - JD Supra

Kevin Cornish, CEO and founder at Moth+Flame discusses a few trending uses of virtual reality in learning and development across the tech market and how this is set to deeply impact the industry:

______

Im the Founder and CEO of Moth+Flame, which I launched after shooting a Taylor Swift music video with a 360 camera and seeing the power of virtual reality. I spent my career in feature films before starting this company and I think my entertainment background has helped us develop an incredible product with a realistic and engaging visual element. I started the company with a focus on building entertainment experiences for brands, and we almost immediately began expanding this mission by translating our tech and approach to build immersive training solutions for the enterprise and other large scale organizations. We currently work with leaders including the US Air Force and Accenture and look forward to expanding further.

Marketing Technology News:AtScale Delivers Live Connection Experience for Microsoft Power BI

For the Air Force, we provide hard skills training, including pilot training and mechanic training, but also soft skills training like suicide prevention. We are now gearing up to launch a virtual reality diversity, equity, and inclusion training that I think will be the most exciting thing we do this year and Id love to share a bit more about this. Were really excited about how our content building tools can help our partners. For this one, Accenture has used our platform to develop a training program that helps people identify their own inherent bias by having conversations in virtual reality with people from different backgrounds. Practicing having tough conversations is something that can help almost anyone grow, so we think this will be a great new tool for HR managers to help them meet their diversity goals.

With the shift to the remote workplace, every Learning & Development strategy is changing. Something that we hear from HR leaders is that many remote trainings are not as effective as the previous solution of in-person training. When employees participate in a computer-based training, they are often multitasking on email or social media and its simply not engaging. Virtual Reality is the perfect solution. High quality learning. Scalability of software. Over the last two years, there have been significant studies performed on the effectiveness of learning in virtual reality and we know this is what HR professionals are looking formore effective, more scalable, and less expensive. The pandemic and our new normal of working from home have accelerated the timeline to start adopting these remote learning modalities.

Were really excited about how our partners are using our content building tools to innovate. We provide the tech platform and our customers develop the content of the program. This way, they can harness the brain power of their subject matter experts and funnel that knowledge into a VR experience. On a recent program, our content partner commissioned input from a wide group of civil rights advocates and they worked collaboratively in our content pipeline in a way that never would have been possible just a couple years ago. Our experiences also employ a systematic learning approach to appeal to HR decision makers. This means that improvements to the learning tools carry over from one program to the next, creating continuous improvement cycles that benefit the learner. Our customers are generally blown away by the interactive nature of a virtual reality experience and we are starting to get a lot of data back on the retention rates for employees.

Marketing Technology News:MarTech Interview with Armen Adjemian, Co-Founder and CEO at DISQO

The jump to virtual reality is happening now because the pilot programs that proved the ROI kicked off in 2018. Now, as an L&D (Learning & Development) leader, you can rationalize spending on a pilot program off of proven data in similar organizations. There are big ROI stories. For example, we have a customer that cut an 8-figure training line item by 10X. In soft skills training, were seeing big improvements in confidence when approaching difficult conversations and in satisfaction, both from end users and managers. When thinking about the right use case to kick off a pilot program, consider the big picture, C-level goals and identify the one area of the learning strategy where a big success story can be told.

We start with goals anytime we on-board a new customer and make sure they are using the platform in ways that will make sure they get a win out of using the product. This may be about cost, where the previous solution was in-person training, or may be about improving revenue, in the case of sales training. Or with an example like DEI, this is a place where there is pressure coming from the board and shareholders to show a commitment to change and a training program in VR can become a big win. Whatever the first program, its important that theres a clear goal that can tell a big headline success story when the program is complete.

2021 will be a busy year for VR applications in the enterprise, especially in HR and training. As I mentioned above, the first enterprise adopters started VR pilots in their organizations in 2018, and now, there is enough data that the ROI is clear and proven. Of course, the pandemic naturally sped up these conversations and decisions. And, with the shift to remote work, we will see more emphasis on how to drive productivity at home and how to better meet employees needs at home and in the workplace. Overall, the biggest need that were seeing with customers is around DEI. There is so much about this use case that can benefit from training in VR that weve been seeing incredible customer excitement about bringing it into their organization.

We are dreamers and indulge in one anothers creativity. Many of our employees have been enamored with virtual reality since they were a kid (virtual reality technology has been around since the 80s) and have worked in the space for years, and now the technology is at a place where past limits of the medium are far in the rearview. The applications of VR are wide and varied, but put simply, we believe VR can help humans improve their lives and enrich their experiences with others. And, of course, we do our weekly all hands meetings in VR!

Marketing Technology News:How Is Blockchain Driving Digital Transformation?

Moth+Flame is an award-winning developer of immersive training technology, pioneering the next decade of virtual reality learning for the private and public sector. Led by experts from immersive tech and entertainment, Moth+Flame combines artistic prowess with engineering excellence. The companys PromiseVR and READY VR training platforms, powered by AI and natural language processing, offer innovative, adaptive learning programs for hard and soft skills. Moth+Flame customers include: Netflix, Accenture, IMAX, Estee Lauder Companies, Google, Oculus, AMC, Discovery, MTV, AT&T, Ram Truck, AMD and Taylor Swift. Moth+Flame work has been recognized for excellence by institutions including Television Academy, Cannes Lions, Mobile World Congress, SXSW, AICP NEXT, Future of Storytelling, Clio, Sundance, Tribeca Film Festival and has been permanently archived in the Museum of Modern Art.

Paroma serves as the Director of Content and Media at MarTech Series. She was a former Senior Features Writer and Editor at MarTech Advisor and HRTechnologist.

More here:
Virtual Reality is Set to Impact More than Just Marketing - MarTech Series

LOS ANGELES, United States: QY Research offers an overarching research and analysis-based study on, Global Corporate Leadership Training Market Report, History and Forecast 2016-2027, Breakdown Data by Companies, Key Regions, Types and Application. The research report gives the potential headway openings that prevails in the global Corporate Leadership Training market. The report is amalgamated depending on research procured from primary and secondary information. The global Corporate Leadership Training market is relied upon to develop generously and succeed in volume and value during the predicted time period. Moreover, the report gives nitty gritty data on different manufacturers, region, and products which are important to totally understanding the market. It is a phenomenal compilation of important studies that explore the competitive landscape, segmentation, geographical expansion, and revenue, production, and consumption growth of the global Corporate Leadership Training market. Players can use the accurate market facts and figures and statistical studies provided in the report to understand the current and future growth of the global Corporate Leadership Training market. The report offers an in-depth assessment of key market dynamics, the competitive landscape, segments, and regions in order to help readers to become better familiar with the global Corporate Leadership Training market.

This report includes assessment of various drivers, government policies, technological innovations, upcoming technologies, opportunities, market risks, restrains, market barriers, challenges, trends, competitive landscape, and segments which gives an exact picture of the growth of the global Corporate Leadership Training market.

Competitive Landscape

Competitor analysis is one of the best sections of the report that compares the progress of leading players based on crucial parameters, including market share, new developments, global reach, local competition, price, and production. From the nature of competition to future changes in the vendor landscape, the report provides in-depth analysis of the competition in the global Corporate Leadership Training market.

Key questions answered in the report:

TOC

1 Market Overview of Corporate Leadership Training 1.1 Corporate Leadership Training Market Overview 1.1.1 Corporate Leadership Training Product Scope 1.1.2 Corporate Leadership Training Market Status and Outlook 1.2 Global Corporate Leadership Training Market Size Overview by Region 2016 VS 2021VS 2027 1.3 Global Corporate Leadership Training Market Size by Region (2016-2027) 1.4 Global Corporate Leadership Training Historic Market Size by Region (2016-2021) 1.5 Global Corporate Leadership Training Market Size Forecast by Region (2022-2027) 1.6 Key Regions, Corporate Leadership Training Market Size (2016-2027) 1.6.1 North America Corporate Leadership Training Market Size (2016-2027) 1.6.2 Europe Corporate Leadership Training Market Size (2016-2027) 1.6.3 Asia-Pacific Corporate Leadership Training Market Size (2016-2027) 1.6.4 Latin America Corporate Leadership Training Market Size (2016-2027) 1.6.5 Middle East & Africa Corporate Leadership Training Market Size (2016-2027) 2 Corporate Leadership Training Market Overview by Type 2.1 Global Corporate Leadership Training Market Size by Type: 2016 VS 2021 VS 2027 2.2 Global Corporate Leadership Training Historic Market Size by Type (2016-2021) 2.3 Global Corporate Leadership Training Forecasted Market Size by Type (2022-2027) 2.4 Online Training 2.5 Blended Training 2.6 Instructor-Led Training 3 Corporate Leadership Training Market Overview by Application 3.1 Global Corporate Leadership Training Market Size by Application: 2016 VS 2021 VS 2027 3.2 Global Corporate Leadership Training Historic Market Size by Application (2016-2021) 3.3 Global Corporate Leadership Training Forecasted Market Size by Application (2022-2027) 3.4 Small Enterprises 3.5 Large Enterprises 4 Corporate Leadership Training Competition Analysis by Players 4.1 Global Corporate Leadership Training Market Size by Players (2016-2021) 4.2 Global Top Players by Company Type (Tier 1, Tier 2 and Tier 3) & (based on the Revenue in Corporate Leadership Training as of 2020) 4.3 Date of Key Players Enter into Corporate Leadership Training Market 4.4 Global Top Players Corporate Leadership Training Headquarters and Area Served 4.5 Key Players Corporate Leadership Training Product Solution and Service 4.6 Competitive Status 4.6.1 Corporate Leadership Training Market Concentration Rate 4.6.2 Mergers & Acquisitions, Expansion Plans 5 Company (Top Players) Profiles and Key Data 5.1 Cegos 5.1.1 Cegos Profile 5.1.2 Cegos Main Business 5.1.3 Cegos Corporate Leadership Training Products, Services and Solutions 5.1.4 Cegos Corporate Leadership Training Revenue (US$ Million) & (2016-2021) 5.1.5 Cegos Recent Developments 5.2 Dale Carnegie Training 5.2.1 Dale Carnegie Training Profile 5.2.2 Dale Carnegie Training Main Business 5.2.3 Dale Carnegie Training Corporate Leadership Training Products, Services and Solutions 5.2.4 Dale Carnegie Training Corporate Leadership Training Revenue (US$ Million) & (2016-2021) 5.2.5 Dale Carnegie Training Recent Developments 5.3 Franklin Covey 5.3.1 Franklin Covey Profile 5.3.2 Franklin Covey Main Business 5.3.3 Franklin Covey Corporate Leadership Training Products, Services and Solutions 5.3.4 Franklin Covey Corporate Leadership Training Revenue (US$ Million) & (2016-2021) 5.3.5 Skillsoft Recent Developments 5.4 Skillsoft 5.4.1 Skillsoft Profile 5.4.2 Skillsoft Main Business 5.4.3 Skillsoft Corporate Leadership Training Products, Services and Solutions 5.4.4 Skillsoft Corporate Leadership Training Revenue (US$ Million) & (2016-2021) 5.4.5 Skillsoft Recent Developments 5.5 AchieveForum 5.5.1 AchieveForum Profile 5.5.2 AchieveForum Main Business 5.5.3 AchieveForum Corporate Leadership Training Products, Services and Solutions 5.5.4 AchieveForum Corporate Leadership Training Revenue (US$ Million) & (2016-2021) 5.5.5 AchieveForum Recent Developments 5.6 American Management Association 5.6.1 American Management Association Profile 5.6.2 American Management Association Main Business 5.6.3 American Management Association Corporate Leadership Training Products, Services and Solutions 5.6.4 American Management Association Corporate Leadership Training Revenue (US$ Million) & (2016-2021) 5.6.5 American Management Association Recent Developments 5.7 BTS 5.7.1 BTS Profile 5.7.2 BTS Main Business 5.7.3 BTS Corporate Leadership Training Products, Services and Solutions 5.7.4 BTS Corporate Leadership Training Revenue (US$ Million) & (2016-2021) 5.7.5 BTS Recent Developments 5.8 Center for Creative Leadership 5.8.1 Center for Creative Leadership Profile 5.8.2 Center for Creative Leadership Main Business 5.8.3 Center for Creative Leadership Corporate Leadership Training Products, Services and Solutions 5.8.4 Center for Creative Leadership Corporate Leadership Training Revenue (US$ Million) & (2016-2021) 5.8.5 Center for Creative Leadership Recent Developments 5.9 Global Knowledge 5.9.1 Global Knowledge Profile 5.9.2 Global Knowledge Main Business 5.9.3 Global Knowledge Corporate Leadership Training Products, Services and Solutions 5.9.4 Global Knowledge Corporate Leadership Training Revenue (US$ Million) & (2016-2021) 5.9.5 Global Knowledge Recent Developments 5.10 GP Strategies 5.10.1 GP Strategies Profile 5.10.2 GP Strategies Main Business 5.10.3 GP Strategies Corporate Leadership Training Products, Services and Solutions 5.10.4 GP Strategies Corporate Leadership Training Revenue (US$ Million) & (2016-2021) 5.10.5 GP Strategies Recent Developments 5.11 Harvard Business Publishing 5.11.1 Harvard Business Publishing Profile 5.11.2 Harvard Business Publishing Main Business 5.11.3 Harvard Business Publishing Corporate Leadership Training Products, Services and Solutions 5.11.4 Harvard Business Publishing Corporate Leadership Training Revenue (US$ Million) & (2016-2021) 5.11.5 Harvard Business Publishing Recent Developments 5.12 Linkage 5.12.1 Linkage Profile 5.12.2 Linkage Main Business 5.12.3 Linkage Corporate Leadership Training Products, Services and Solutions 5.12.4 Linkage Corporate Leadership Training Revenue (US$ Million) & (2016-2021) 5.12.5 Linkage Recent Developments 5.13 The Ken Blanchard Companies 5.13.1 The Ken Blanchard Companies Profile 5.13.2 The Ken Blanchard Companies Main Business 5.13.3 The Ken Blanchard Companies Corporate Leadership Training Products, Services and Solutions 5.13.4 The Ken Blanchard Companies Corporate Leadership Training Revenue (US$ Million) & (2016-2021) 5.13.5 The Ken Blanchard Companies Recent Developments 5.14 VitalSmarts 5.14.1 VitalSmarts Profile 5.14.2 VitalSmarts Main Business 5.14.3 VitalSmarts Corporate Leadership Training Products, Services and Solutions 5.14.4 VitalSmarts Corporate Leadership Training Revenue (US$ Million) & (2016-2021) 5.14.5 VitalSmarts Recent Developments 5.15 Wilson Learning 5.15.1 Wilson Learning Profile 5.15.2 Wilson Learning Main Business 5.15.3 Wilson Learning Corporate Leadership Training Products, Services and Solutions 5.15.4 Wilson Learning Corporate Leadership Training Revenue (US$ Million) & (2016-2021) 5.15.5 Wilson Learning Recent Developments 6 North America 6.1 North America Corporate Leadership Training Market Size by Country (2016-2027) 6.2 United States 6.3 Canada 7 Europe 7.1 Europe Corporate Leadership Training Market Size by Country (2016-2027) 7.2 Germany 7.3 France 7.4 U.K. 7.5 Italy 7.6 Russia 7.7 Nordic 7.8 Rest of Europe 8 Asia-Pacific 8.1 Asia-Pacific Corporate Leadership Training Market Size by Region (2016-2027) 8.2 China 8.3 Japan 8.4 South Korea 8.5 Southeast Asia 8.6 India 8.7 Australia 8.8 Rest of Asia-Pacific 9 Latin America 9.1 Latin America Corporate Leadership Training Market Size by Country (2016-2027) 9.2 Mexico 9.3 Brazil 9.4 Rest of Latin America 10 Middle East & Africa 10.1 Middle East & Africa Corporate Leadership Training Market Size by Country (2016-2027) 10.2 Turkey 10.3 Saudi Arabia 10.4 UAE 10.5 Rest of Middle East & Africa 11 Corporate Leadership Training Market Dynamics 11.1 Corporate Leadership Training Industry Trends 11.2 Corporate Leadership Training Market Drivers 11.3 Corporate Leadership Training Market Challenges 11.4 Corporate Leadership Training Market Restraints 12 Research Finding /Conclusion 13 Methodology and Data Source 13.1 Methodology/Research Approach 13.1.1 Research Programs/Design 13.1.2 Market Size Estimation 13.1.3 Market Breakdown and Data Triangulation 13.2 Data Source 13.2.1 Secondary Sources 13.2.2 Primary Sources 13.3 Disclaimer 13.4 Author List

About Us:

QYResearch always pursuits high product quality with the belief that quality is the soul of business. Through years of effort and supports from huge number of customer supports, QYResearch consulting group has accumulated creative design methods on many high-quality markets investigation and research team with rich experience. Today, QYResearch has become the brand of quality assurance in consulting industry.

https://neighborwebsj.com/

Read the original:
Corporate Leadership Training Market Will Be Fiercely Competitive in 2021: by Industry Size, Price, Sales, Revenue and Gross Margin |, Cegos, Dale...

Unless the context otherwise requires, all references in this report to"Axogen," the "Company," "we," "us" and "our" refer to Axogen, Inc., and itswholly owned subsidiaries Axogen Corporation ("AC"), Axogen ProcessingCorporation, and Axogen Europe GmbH.OVERVIEWWe are the leading company focused specifically on the science, development andcommercialization of technologies for peripheral nerve regeneration and repair.We are passionate about helping to restore peripheral nerve function and qualityof life to patients with physical damage or transection to peripheral nervesproviding innovative, clinically proven and economically effective repairsolutions for surgeons and health care providers. Peripheral nerves provide thepathways for both motor and sensory signals throughout the body. Every daypeople suffer traumatic injuries or undergo surgical procedures that impact thefunction of their peripheral nerves. Physical damage to a peripheral nerve, orthe inability to properly reconnect peripheral nerves, can result in the loss ofmuscle or organ function, the loss of sensory feeling or the initiation of pain.Our platform for peripheral nerve repair features a comprehensive portfolio ofproducts, including Avance Nerve Graft, a biologically active off-the-shelfprocessed human nerve allograft for bridging severed peripheral nerves withoutthe comorbidities associated with a second surgical site, Axoguard NerveConnector, a porcine submucosa extracellular matrix ("ECM") coaptation aid fortensionless repair of severed peripheral nerves, Axoguard Nerve Protector, aporcine submucosa ECM product used to wrap and protect injured peripheral nervesand reinforce the nerve reconstruction while preventing soft tissue attachments,Axoguard Nerve Cap, a porcine submucosa ECM product used to protect aperipheral nerve end and separate the nerve from the surrounding environment toreduce the development of symptomatic or painful neuroma and Avive Soft TissueMembrane, a processed human umbilical cord intended for surgical use as aresorbable soft tissue barrier. Along with these core surgical products, we alsooffer the Axotouch Two-Point Discriminator, used to measure the innervationdensity of any surface area of the skin. Our portfolio of products is availablein the United States, Canada, the United Kingdom, several European countries,South Korea and other international countries.Revenue from the distribution of our nerve repair products, Avance Nerve Graft,Axoguard Nerve Connector, Axoguard Nerve Protector, Axoguard Nerve Cap and AviveSoft Tissue Membrane, in the United States is the main contributor to our totalreported sales and has been the key component of our growth to date.We have experienced that surgeons initially are cautious adopters for nerverepair products. Surgeons typically start with a few cases and then wait andreview the results of these initial cases. Active accounts are usually past thiswait period and have developed some level of product reorder. These activeaccounts have typically gone through the committee approval process, have atleast one surgeon who has converted a portion of his or her treatment algorithmsof peripheral nerve repair to the our portfolio and have ordered our products atleast six times in the last 12 months. In the first quarter, we had 919 activeaccounts, an increase of 26% from 731 one year ago. Active accounts areapproximately 85% of our revenue. The top 10% of these active accounts continueto represent approximately 35% of our revenue. As our business continues togrow, we will transition to reporting a new account metric that we believedemonstrates the strength of adoption and potential revenue growth in accountsthat have developed a more consistent use of Axogen products in their nerverepair algorithm. We refer to these as "Core Accounts" which we define as activeaccounts that have purchased at least $100,000 in the past 12 months. In thefirst quarter, we had 274 Core Accounts, an increase of 13% from 243 one yearago. These Core Accounts represented approximately 60% of our revenue in thequarter, which has remained consistent over the past two years.As such, revenue growth primarily occurs from increased purchasing from activeaccounts, followed by revenue growth from new accounts. During the COVID-19pandemic, we kept our sales team and broader commercial organization intact andtook the opportunity to provide extensive sales training. Our sales teamdeveloped skills and shared best practices around remote case support wherehospital access has been restricted. We believe this remote support has beenappreciated by customers and has expanded our sales team's ability to supportsurgeons and their patients during COVID-19 and beyond.There have been no significant changes to our critical accounting policies fromthose disclosed in our 2020 Annual Report on Form 10-K. 25-------------------------------------------------------------------------------- Table of ContentsResults of OperationsComparison of the Three Months Ended March 31, 2021 and 2020 Three Months Ended March 31, 2021 2020 % of % of Amount Revenue Amount Revenue (dollars in thousands)Revenues $ 31,037 100.0 % $ 24,261 100.0 %Cost of goods sold 5,172 16.7 4,816 19.9Gross Profit 25,865 83.3 19,445 80.1Cost and expensesSales and marketing 17,973 57.9 17,838 73.5Research and development 5,748 18.5 4,614 19.0General and administrative 8,364 26.9 5,502 22.7Total costs and expenses 32,085 103.4 27,954 115.2Loss from operations (6,220) (20.0) (8,509) (35.1)Other (expense) income:Investment income 34 0.1 311 1.3Interest expense (444) (1.4) (31) 0.0Change in fair value of derivatives - - 0.0Other expense (30) (0.1) 37 0.1Total other (expense) income, net (440) (1.4) 317 1.4Net Loss $ (6,660) (21.5) % $ (8,192) (33.8) %RevenuesRevenues for the three months ended March 31, 2021 increased 28% to $31,037 ascompared to $24,261 for the three months ended March 31, 2020. Revenue growthwas driven by an increase in unit volume of approximately 22%, as well as thenet impact of changes in prices and product mix of approximately 6%. The growthin unit volume increase was attributed to unit growth in our active accounts,and also reflects the initial negative impact of the COVID-19 pandemic, whichbegan to negatively impact procedure volumes and revenue in March of 2020.Gross ProfitGross profit for the three months ended March 31, 2021 increased 33% to $25,865as compared to $19,445 for the three months ended March 31, 2020. Gross marginincreased to 83% in the three months ended March 31, 2021 compared to 80% forthe three months ended March 31, 2020. Prior year gross margin was negativelyimpacted by excess inventory write-downs.Costs and ExpensesTotal costs and expenses increased 15% to $32,085 for the three months endedMarch 31, 2021, as compared to $27,954 for the three months ended March 31,2020. Prior year stock compensation included a credit of $1,697 on stockcompensation primarily reflecting lower estimates of performance stock awardsthat would be earned resulting from the impact of COVID-19 on performancemetrics for these awards. Additionally, the increase over prior year alsoincludes higher compensation, litigation expenses as well as increased expensesfor our new Tampa facility. These expenses were partially offset by decreases intravel, in-person conferences and surgeon education programs due to COVID-19related restrictions. As a percentage of total revenues, total costs andexpenses decreased to 103% for the three months ended March 31, 2021, ascompared to 115% for the three months ended March 31, 2020.Sales and marketing expenses increased less than 1% to $17,973 for the threemonths ended March 31, 2021, as compared to $17,838 for the three months endedMarch 31, 2020. This increase was primarily due to higher compensation related 26-------------------------------------------------------------------------------- Table of Contentsexpenses including sales commissions, offset by a decrease in travel andsymposium expense due to pandemic-related restrictions. As a percentage of totalrevenues, sales and marketing expenses decreased to 58% for the three monthsended March 31, 2021 as compared to 74% for the three months ended March 31,2020.Research and development expenses increased 25% to $5,748 for the three monthsended March 31, 2021, as compared to $4,614 for the three months ended March 31,2020. Research and development costs include our product development, reflectsspending in a number of specific programs including our efforts related to theBLA for Avance Nerve Graft and a next generation Avance product, and clinicaltrials. Product development expenses represented approximately 66% of totalresearch and development expense in the three months ended March 31, 2021 ascompared to 50% in the prior year period. Clinical trial expenses representedapproximately 34% of research and development expense in the three months endedMarch 31, 2021 as compared to 50% in the prior year period. The increase inproduct development expenses reflect increased spending in specific programs,including our efforts related to the BLA for Avance Nerve Graft and a nextgeneration Avance product. Additionally, pandemic related restrictions loweredspending on certain of our clinical study programs. In the first quarter of2021, we reinitiated activities in our Sensation-NOW and Rethink PainRegistries, and we expect that these and other clinical activities will continueto increase across the coming quarters. As a percentage of total revenues,research and development expenses remained flat at 19% for both three monthsended March 31, 2021 and 2021.General and administrative expenses increased 52% to $8,364 for the three monthsended March 31, 2021, as compared to $5,502 for the three months ended March 31,2020. The prior year quarter included $1,800 of lower non-cash stockcompensation primarily related to lower estimates of performance stock unitsthat would be earned resulting from the impact of COVID-19 on performancemetrics for these awards. Additionally, current year general and administrativeexpenses include litigation charges of $837. As a percentage of total revenues,general and administrative expenses increased to 27% for the three months endedMarch 31, 2021, as compared to 23% for the three months ended March 31, 2020.Other Income and ExpensesWe recognized total other expense of $440 for the three months ended March 31,2021, compared to other income of $317 for the three months ended March 31,2020. The change is primarily due to interest expense recognized in the currentperiod on our current financing agreement with Oberland Capital (the "OberlandFacility") that began June 30, 2020, and lower investment income from our assetmanagement program as we lowered our investment balances and increased cashreserves.Income TaxesWe had no income tax expense or benefit for each of the three months ended March31, 2021 and 2020, due to the incurrence of net operating losses in each ofthese periods, the benefits of which have been fully reserved. We do not believethat there are any additional tax expenses or benefits currently available.Liquidity and Capital ResourcesCash Flow InformationAs of March 31, 2021, we had cash, cash equivalents, and restricted cash of$46,176, a decrease of $9,433 from $55,609 at December 31, 2020, primarily as aresult of capital expenditures related to the biologics processing center inVandalia, Ohio, and other operating activities.We had working capital of $112,872 and a current ratio of 6.1x at March 31,2021, compared to working capital of $122,420 and a current ratio of 6.4x atDecember 31, 2020. The decrease in working capital and the current ratio atMarch 31, 2021, as compared to December 31, 2020, was primarily due to cashpayments in the quarter offset by higher receivables balance and inventorybalance at the end of the quarter due to increasing sales. We believe we havesufficient cash resources to meet our liquidity requirements for at least thenext 12 months based on our expected level of operations.Our future capital requirements depend on a number of factors including, withoutlimitation, revenue increases consistent with our business plan, cost ofproducts and acquisition and/or development of new products. We could faceincreasing capital needs. Such capital needs could be substantial depending onthe extent to which we are unable to increase revenue. 27-------------------------------------------------------------------------------- Table of ContentsIf we need additional capital in the future, we could draw additional debtproceeds of up to an additional $40,000 from the our current financing agreementwith Oberland Capital subject to certain restrictions as set forth in theagreement and described in Note 10 - Long Term Debt in the Notes to CondensedConsolidated Financial Statements. If necessary, we may raise additional fundsthrough public or private equity offerings, debt financings or from othersources. The sale of additional equity would result in dilution to ourshareholders. There is no assurance that we will be able to secure funding onterms acceptable to us, or at all. The increasing need for capital could alsomake it more difficult to obtain funding through either equity or debt. Shouldadditional capital not become available to us as needed, we may be required totake certain action, such as slowing sales and marketing expansion, delayingregulatory approvals or reducing headcount.

Three Months Ended March 31,

(9,433) $ 170

Table of Contents

Edgar Online, source Glimpses

See the original post:
AXOGEN : MANAGEMENT'S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS (form 10-Q) - marketscreener.com

The Texas Senate on Wednesday voted to allow most Texans to carry handguns without any sort of permit or training, sending the legislation to a conference committee with the House, which already passed a similar measure. Gov. Greg Abbott (R) said last week he will sign the bill. The Senate passed permitless carry on a party-line 18-13 vote, "less than a week after it sailed out of a committee created to specifically to tackle the legislation," The Texas Tribune reports. Every Republican voted for it, but several voiced concerns about the legislation during debate.

The legislation, considered too fringe during previous legislative sessions, faced opposition from law enforcement groups, firearms instructors, and Democrats. Currently, Texans must undergo four to six hours of training, pass a written exam and shooting proficiency test, and get fingerprinted to carry a handgun.

State Sen. Charles Schwertner (R), who sponsored the bill in the Senate, argued that gun safety is a personal responsibility. "The obligation on the part of the citizen who owns a potentially dangerous weapon to understand gun laws, to become proficient in their handling of their gun, is not absolved," he said. One Republican who showed up to vote for unlicensed carry despite injuries from a car accident collapsed on the Senate floor during debate.

Texans oppose unlicensed carry, 59 percent to 34 percent, according to a University of Texas/Texas Tribune poll from April. When asked, 46 percent of Texans would make gun laws stricter while 30 percent would leave them untouched and 20 percent would loosen them further, the poll found. Three-quarters favor requiring criminal and mental background checks before all gun sales.

"A lot of the [legislative] agenda right now seems at odds with public opinion," said James Henson, co-director of UT/Texas Tribune poll. "Guns is the best example" of Republican lawmakers chasing policies that "come from the most conservative wing of the majority party," he added. "But this is also notable on the abortion questions."

More stories from theweek.com House GOP campaign wing reportedly withheld bad Trump polling from lawmakers at retreat 5 brutally funny cartoons about the GOP's shunning of Liz Cheney The secret truth of the student debt crisis

Read the original post:
Texas is about to allow residents to carry handguns without a license or training - Yahoo News

In May 1981, at a conference center housed in a chateau-style mansion outside Boston, a few dozen physicists and computer scientists gathered for a three-day meeting. The assembled brainpower was formidable: One attendee, Caltechs Richard Feynman, was already a Nobel laureate and would earn a widespread reputation for genius when his 1985 memoir Surely Youre Joking, Mr. Feynman!: Adventures of a Curious Character became a bestseller. Numerous others, such as Paul Benioff, Arthur Burks, Freeman Dyson, Edward Fredkin, Rolf Landauer, John Wheeler, and Konrad Zuse, were among the most accomplished figures in their respective research areas.

The conference they were attending, The Physics of Computation, was held from May 6 to 8 and cohosted by IBM and MITs Laboratory for Computer Science. It would come to be regarded as a seminal moment in the history of quantum computingnot that anyone present grasped that as it was happening.

Its hard to put yourself back in time, says Charlie Bennett, a distinguished physicist and information theorist who was part of the IBM Research contingent at the event. If youd said quantum computing, nobody would have understood what you were talking about.

Why was the conference so significant? According to numerous latter-day accounts, Feynman electrified the gathering by calling for the creation of a quantum computer. But I dont think he quite put it that way, contends Bennett, who took Feynmans comments less as a call to action than a provocative observation. He just said the world is quantum, Bennett remembers. So if you really wanted to build a computer to simulate physics, that should probably be a quantum computer.

For a guide to whos who in this 1981 Physics of Computation photo, click here. [Photo: courtesy of Charlie Bennett, who isnt in itbecause he took it]Even if Feynman wasnt trying to kick off a moonshot-style effort to build a quantum computer, his talkand The Physics of Computation conference in generalproved influential in focusing research resources. Quantum computing was nobodys day job before this conference, says Bennett. And then some people began considering it important enough to work on.

It turned out to be such a rewarding area for study that Bennett is still working on it in 2021and hes still at IBM Research, where hes been, aside from the occasional academic sabbatical, since 1972. His contributions have been so significant that hes not only won numerous awards but also had one named after him. (On Thursday, he was among the participants in an online conference on quantum computings past, present, and future that IBM held to mark the 40th anniversary of the original meeting.)

Charlie Bennett [Photo: courtesy of IBM]These days, Bennett has plenty of company. In recent years, quantum computing has become one of IBMs biggest bets, as it strives to get the technology to the point where its capable of performing useful work at scale, particularly for the large organizations that have long been IBMs core customer base. Quantum computing is also a major area of research focus at other tech giants such as Google, Microsoft, Intel, and Honeywell, as well as a bevy of startups.

According to IBM senior VP and director of research Dario Gil, the 1981 Physics of Computation conference played an epoch-shifting role in getting the computing community excited about quantum physicss possible benefits. Before then, in the context of computing, it was seen as a source of noiselike a bothersome problem that when dealing with tiny devices, they became less reliable than larger devices, he says. People understood that this was driven by quantum effects, but it was a bug, not a feature.

Making progress in quantum computing has continued to require setting aside much of what we know about computers in their classical form. From early room-sized mainframe monsters to the smartphone in your pocket, computing has always boiled down to performing math with bits set either to one or zero. But instead of depending on bits, quantum computers leverage quantum mechanics through a basic building block called a quantum bit, or qubit. It can represent a one, a zero, orin a radical departure from classical computingboth at once.

Dario Gil [Photo: courtesy of IBM]Qubits give quantum computers the potential to rapidly perform calculations that might be impossibly slow on even the fastest classical computers. That could have transformative benefits for applications ranging from drug discovery to cryptography to financial modeling. But it requires mastering an array of new challenges, including cooling superconducting qubits to a temperature only slightly above abolute zero, or -459.67 Farenheit.

Four decades after the 1981 conference, quantum computing remains a research project in progress, albeit one thats lately come tantalizingly close to fruition. Bennett says that timetable isnt surprising or disappointing. For a truly transformative idea, 40 years just isnt that much time: Charles Babbage began working on his Analytical Engine in the 1830s, more than a century before technological progress reached the point where early computers such as IBMs own Automated Sequence Controlled Calculator could implement his concepts in a workable fashion. And even those machines came nowhere near fulfilling the vision scientists had already developed for computing, including some things that [computers] failed at miserably for decades, like language translation, says Bennett.

I think was the first time ever somebody said the phrase quantum information theory.

In 1970, as a Harvard PhD candidate, Bennett was brainstorming with fellow physics researcher Stephen Wiesner, a friend from his undergraduate days at Brandeis. Wiesner speculated that quantum physics would make it possible to send, through a channel with a nominal capacity of one bit, two bits of information; subject however to the constraint that whichever bit the receiver choose to read, the other bit is destroyed, as Bennett jotted in notes whichfortunately for computing historyhe preserved.

Charlie Bennetts 1970 notes on Stephen Wiesners musings about quantum physics and computing (click to expand). [Photo: courtesy of Charlie Bennett]I think was the first time ever somebody said the phrase quantum information theory,' says Bennett. The idea that you could do things of not just a physics nature, but an information processing nature with quantum effects that you couldnt do with ordinary data processing.

Like many technological advances of historic proportionsAI is another examplequantum computing didnt progress from idea to reality in an altogether predictable and efficient way. It took 11 years from Wiesners observation until enough people took the topic seriously enough to inspire the Physics of Computation conference. Bennett and the University of Montreals Gilles Brassard published important research on quantum cryptography in 1984; in the 1990s, scientists realized that quantum computers had the potential to be exponentially faster than their classical forebears.

All along, IBM had small teams investigating the technology. According to Gil, however, it wasnt until around 2010 that the company had made enough progress that it began to see quantum computing not just as an intriguing research area but as a powerful business opportunity. What weve seen since then is this dramatic progress over the last decade, in terms of scale, effort, and investment, he says.

IBMs superconducting qubits need to be kept chilled in a super fridge. [Photo: courtesy of IBM]As IBM made that progress, it shared it publicly so that interested parties could begin to get their heads around quantum computing at the earliest opportunity. Starting in May 2016, for instance, the company made quantum computing available as a cloud service, allowing outsiders to tinker with the technology in a very early form.

It is really important that when you put something out, you have a path to deliver.

One of the things that road maps provide is clarity, he says, allowing that road maps without execution are hallucinations, so it is really important that when you put something out, you have a path to deliver.

Scaling up quantum computing into a form that can trounce classical computers at ambitious jobs requires increasing the number of reliable qubits that a quantum computer has to work with. When IBM published its quantum hardware road map last September, it had recently deployed the 65-qubit IBM Quantum Hummingbird processor, a considerable advance on its previous 5- and 27-qubit predecessors. This year, the company plans to complete the 127-qubit IBM Quantum Eagle. And by 2023, it expects to have a 1,000-qubit machine, the IBM Quantum Condor. Its this machine, IBM believes, that may have the muscle to achieve quantum advantage by solving certain real-world problems faster the worlds best supercomputers.

Essential though it is to crank up the supply of qubits, the software side of quantum computings future is also under construction, and IBM published a separate road map devoted to the topic in February. Gil says that the company is striving to create a frictionless environment in which coders dont have to understand how quantum computing works any more than they currently think about a classical computers transistors. An IBM software layer will handle the intricacies (and meld quantum resources with classical ones, which will remain indispensable for many tasks).

You dont need to know quantum mechanics, you dont need to know a special programming language, and youre not going to need to know how to do these gate operations and all that stuff, he explains. Youre just going to program with your favorite language, say, Python. And behind the scenes, there will be the equivalent of libraries that call on these quantum circuits, and then they get delivered to you on demand.

IBM is still working on making quantum computing ready for everyday reality, but its already worked with designers to make it look good. [Photo: courtesy of IBM]In this vision, we think that at the end of this decade, there may be as many as a trillion quantum circuits that are running behind the scene, making software run better, Gil says.

Even if IBM clearly understands the road ahead, theres plenty left to do. Charlie Bennett says that quantum researchers will overcome remaining challenges in much the same way that he and others confronted past ones. Its hard to look very far ahead, but the right approach is to maintain a high level of expertise and keep chipping away at the little problems that are causing a thing not to work as well as it could, he says. And then when you solve that one, there will be another one, which you wont be able to understand until you solve the first one.

As for Bennetts own current work, he says hes particularly interested in the intersection betweeninformation theory and cosmologynot so much because I think I can learn enough about it to make an original research contribution, but just because its so much fun to do. Hes also been making explainer videos about quantum computing, a topic whose reputation for being weird and mysterious he blames on inadequate explanation by others.

Unfortunately, the majority of science journalists dont understand it, he laments. And they say confusing things about itpainfully, for me, confusing things.

For IBM Research, Bennett is both a living link to its past and an inspiration for its future. Hes had such a massive impact on the people we have here, so many of our top talent, says Gil. In my view, weve accrued the most talented group of people in the world, in terms of doing quantum computing. So many of them trace it back to the influence of Charlie. Impressive though Bennetts 49-year tenure at the company is, the fact that hes seen and made so much quantum computing historyincluding attending the 1981 conferenceand is here to talk about it is a reminder of how young the field still is.

Harry McCracken is the technology editor for Fast Company, based in San Francisco. In past lives, he was editor at large for Time magazine, founder and editor of Technologizer, and editor of PC World.

More

Visit link:

IBM and MIT kickstarted the age of quantum computing in 1981 - Fast Company

By Sherif Awad

In 1980, American physicist Paul Benioff, set the first milestone for developing a new kind of computer (quantum computer), that far more powerful than our normal computers. He demonstrated the theoretical possibility of quantum computers.

Quantum computers are based on quantum mechanics, and they can perform computations much faster than normal computers. They can solve complex problems that the fastest super computer cannot solve. A quantum computer can solve a problem that takes one week on a normal computer in one second, or in some other scenarios, a real quantum computer solved a problem that would take the worlds fastest computer 10,000 years in 200 seconds. Quantum computers can be used to solve the most complex problems from finance, security, to cancer research. Scientists expect to have real use of quantum computers by end of next year, full applications by 2026, and commercial use by 2030. To reach commercial scale quantum computers, it is going to require revolutionary discoveries in physics, material science, computer science, and mathematics.

The communication on the internet is protected by cryptography. Cryptography protects our information, as it travels over and is stored on the internet. Quantum computers are so powerful, they can break into the worlds most complex cryptography in seconds, and that poses a threat to the world. It can break into governments, enterprises, or global organization systems. IT organizations around the world are working on creating new cryptography methods that cannot be broken by quantum computers. The US National Institute of Standards and Technology (NIST), is working on standardizing cryptography algorithms that cannot be broken by quantum computers.

Quantum computers exist today, but they are not as powerful as we need them to be in order to solve the most complex problems that we have today. Quantum computers speed can be measured in qubits, which is the basic unit of quantum information like bits in normal computers. IT giants are battling for quantum supremacy such as IBM, Google, Microsoft etc. Google claimed quantum supremacy in 2019 by building a quantum computer with 53 qubits. A team of Chinese scientists in 2020 have developed the most powerful super computer that is able to perform a single task 100 trillion times faster than the worlds fastest super computer. China has invested $10 billion on the countrys National Laboratory for Quantum Information Sciences. That does not mean they reached quantum supremacy, as their computer is specialized in doing a single task really fast, unlike the Google general quantum computer.

Any security that we have today will be useless by 2030. That means that the IT systems that we rely on today such as electricity, networks, hospitals and supply chains, could be down in seconds. Governments, enterprises and global organizations need to change their security systems to be post-quantum proof, which means they will invest heavily in new security agile systems that can adapt to new security protocols as they arise.

Congress passed the National Quantum Initiative Act which requires presidents to be advised about the developments in the field, and the World Economic Forum has advised that we need to build quantum literacy program in governments.

Imagine that some encrypted secure data got stolen from you today. In a few years, quantum computers will be able to decrypt the data that was stolen. If your data becomes irrelevant in five years, then you shouldnt care about it being decrypted in five years. But, if it is government data, then defiantly you need to start thinking about quantum security today.

Guest writers who have worthy insights on pressing matters, that they feel the need to share with the world

Go here to see the original:

Here's the lowdown on how quantum computing affects the Middle East - SCOOP EMPIRE