Monday, October 25, 2010

Days with elite meter traveled the world thought



Auto Meter is a system for monitoring the working conditions of motor vehicle equipment. Automotive instrument driver can keep track of every part of the state car, to ensure that vehicles traveling in the normal state to ensure driver safety and to extend the life of the car. Automotive instrument After years of development, high accuracy for almost the next, automotive industry will be toward the high-performance instrumentation, high precision, high sensitivity, high stability, high reliability, high environmental protection and long life of "six high and one long" direction development. This automotive instrument manufacturers increased production requirements, and more stringent quality control instrument to do that, enterprises must adopt a number of tools to assist in the management of rigorous checks. ERP management system, the vehicle manufacturers to optimize management instrument of choice, on the one hand can increase the utilization of enterprise resources, increase productivity, reduce costs, on the other hand can improve product quality management. Instrument Co., Ltd. Zhuhai elite thinking on the days managers through the use of ERP to achieve the enterprise-wide optimization purposes.

Elite Instrument Co., Ltd. was established in Zhuhai in 1996, the main products are motorcycle meter, 30 series, more than 160 varieties, annual production capacity of 850,000 sets. Special focus on the elite company of quality and new product development, product quality since its inception as a company took the lifeline. Enterprise management system has passed ISO9001: 2000 certification, and certified by 3C. Product strictly implement "three inspection system", the product from the production process first began to strictly control quality and implement quality standards for production work cards, the product quality tracking service. The products have passed the product identification Tianjin Automotive Test Center certification. All product replacement assessed by Guangdong Technology Supervision, Technical Supervision Information Association of China was rated superior product, be bronze awards.

From the walk to the carriage from the carriage to the bicycle, from bicycles to motorcycles, then cars, the evolution of transportation technology development throughout the entire process, every invention represents an improvement, time-saving means of transport with each passing day, that endless pursuit of mankind. Now, not only ride motorcycles in the asphalt, the village it is also common path sight. With the popularity of motorcycles, motor manufacturers of the instruments surge in demand, led the entire instrument industry forward. Zhuhai elite instrument after 10 years of development, witnessed the birth of each generation of motorcycles, with each room a motorcycle speeding in far apart, it is becoming more and more stable instrument industry. When the motorcycle in the growing time, also follow the footsteps of the elite instruments, technical, product quality, leading peers everywhere. Not long ago, elite success on the line day Thinking Instrument Manager ERP, again cemented its position in the industry can not be shaken.

Elite instrument is optimized for use of corporate resources to consider the use of ERP management system. Before without the use of ERP, the elite began to appear within instrument management inadequacies of some phenomenon, especially in the products, many varieties and models is very large, and replacement fast, need to research and development company with a strong ability and high R & D investment , engineering data management of complex, often carry out engineering change to the management of elite instrument bring great difficulty. And because of the procurement cycle is short, high quality requirements of parts, production is often subject to the procurement of materials and quality of supporting conditions, therefore, the management of procurement is also very difficult. So the elite instruments to address these problems, the work began ERP selection.

The face of the market scene of complex management systems, elite instrument cool, calm and seek to elect a simple, applicable and cost-effective ERP. After rounds of the comparison process, the phasing out of the elite who appears better instrument software vendors, and finally put the focus to the day of ERP and other managers thought a few top management of the domestic software. Read the software demo, program explanation, the elite instruments finalized the day thinking managers choose ERP, because the days of thinking the software group get involved in the manufacturing management field for over ten years of experience, the strength of their developed ERP managers simple, flexible, powerful, very suitable for small and medium enterprises, but also relative to the millions of one management system, day thinking managers ERP cost is high; In addition, the days of thinking partners powerful ERP implementation, control first-class professional and technical, has many success stories. Therefore, a comprehensive comparison, the days managers think the superiority of high ERP.

After several months of implementation partners in the days of thinking and sincere cooperation of both the elite instrument, the days of thinking managers on-line ERP success, tremendous instrument for the elite benefits. Instrument for the elite, both in all aspects of saving manpower, material, production efficiency is greatly increased, average production costs a lot; system to build a standardized operating system, and through the system to optimize, so that processes the elite instruments more rigorous and more reasonable. Since then, the days of thinking will be accompanied by the elite managers ERP meter causeway.









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Thursday, October 14, 2010

Several important concepts of object-oriented [1]


鈼?OOP's main features:
Abstract (abstract)
Packaging (encapsulation)
Succession (inheritance)
Polymorphism (polymorphism)
Association (association)
Polymerization (aggregation)
Combination (composition)
Cohesion and coupling (cohesion & coupling)

A single type of packaging encapsulation abstraction Abstract
Polymorphic inheritance hierarchy inheritance polymorphism
Association between type of portfolio composition association aggregation aggregation
Programming criteria: cohesion and coupling cohesion & coupling

鈼?abstract Abstract: the common things drawn to outline a unified approach to describe the process. The existence of different levels of abstraction.

Needs in different circumstances, what we in the end the abstract into the class as an instance or object to what is object-oriented design of a most critical step in the beginning, if the abstract excessive increase may cause the program to design levels, but if the abstract Bugou In extreme cases, may degenerate into the kind of process-oriented design of a program corresponds to a problem situation.

Ignore the details of an object or entity concerned only the essential characteristics of the process of streamlining its functions and formats to help users interact with objects.

鈼?packaging (encapsulation)
Hidden data and the achievement of
Provide public methods for users to call the function
The object two views
- External view: the object can do work
- Internal view: how to accomplish the work object
- TV: Adjust the volume

鈼?succession (inheritance)
Types defined by the existence of new types of mechanisms.
Usually exists between the two types "is a" or "kind of" such a relationship.
Can achieve code reuse through inheritance, polymorphism is also the basis of inheritance.
Such as the Apple "is a" fruit.

鈼?polymorphism (polymorphism)
A name, many forms.
Method of overloading a class is a multi-state.
Inheritance-based polymorphism.
Method is called when the object according to the different treatment of different options.
If Football - play (): use the foot to complete.
Basketball - play (): Use hand to complete.
Give a specific football or basketball, you automatically know who's approach to the implementation of using play ().

鈼?association (association)
Interactions between objects as a reference method.
When an object to another object through a reference to another object using the service or operation, the two objects will be created between the association.
Such as the person using the computer, person and computer, there exists a correlation between the relationship.
person
(
Computer.PlayGame ();
)

鈼?polymerization (aggregation)
An association relationship, an object to become part of another object.
Is a stronger association relations.
Between two objects "has a" kind of relationship, one object to another object's properties as the existence of the external object is in production may be associated with the client within the specified object.
Such as cars and tires, car tires as an integral part of it and the car can be assembled in the production of future use, but the car can be new tires, the tire can be removed to give other cars to use.






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Tuesday, October 5, 2010

Avocent growth in M & A


Since its establishment, has successfully acquired seven companies Avocent, has maintained sales and net profit of more than 15% annual growth rate. Competition legislation in April this year, science and technology after the acquisition, Avocent still did not stop the pace of mergers and acquisitions. What is the secret to continued success Avocent's acquisition?

Known as the "KVM" father of Avocent Corporation or even for many ordinary users might not be familiar with the SMEs. KVM exactly? KVM refers to the computer's keyboard, video monitor and mouse. Avocent was formed in 2000 by the world's two manufacturers of KVM switches Apex and Cybex merged company.

When the cold when the turmoil in IT industry in the fields of KVM in this meticulous, Avocent is almost no competition. Nasdaq opened the financial statements, from the date of establishment, Avocent's sales revenue, net profit is almost more than 15% per year soared. Its secret?

Avocent unified management has become the future development of technology strategy. In new markets, Avocent acquisition strategy will be adopted to achieve unified management you?

Born in the acquisition, growth in M &. Avocent how to manage mergers and acquisitions business, to achieve high-speed multi-sheet growth?

Brain drain is the aftermath of the majority of mergers and acquisitions, Avocent what charm can leave people?

Avocent global strategic situation, China began to play an increasingly important role in the future will be how China Avocent layout?

This year in August, Avocent, executive vice president of global Daiweipeili (Dave Perry) came to China to personally promote the Avocent IT infrastructure management and information security solutions, China Computer Fan Zhaoxia deputy editor an exclusive interview conducted on Daiweipeili .

M & A way to maintain 20% growth

Fan Zhaoxia: Currently, Avocent LANDesk acquisition of the progress. This year in April, Avocent also successfully acquired technology competition legislation. Reviewing history, we know Avocent itself in 2000 by the merger of Cybex and Apex. Acquisition of different enterprises have different objectives, some are to defeat rivals, some to make up for in technology. So, Avocent's acquisition are based on what many consider?

Perry: I am very happy to have the opportunity to "China Computer Newspaper," to share and communicate our management practices. Our acquisitions have different reasons, basically, before the acquisition of more technical reasons, because we feel they are part of the company's intellectual property is a good complement existing solutions, but are all relatively small amount acquisition. The last two, that is, LANDesk and competition legislation this year to acquire more technology is expanding the market from the point of view.

Fan Zhaoxia: Avocent last 12 months of sales revenue is 416 million U.S. dollars to acquire LANDesk just need 416 million U.S. dollars. This is not the company's biggest acquisition since the establishment? LANDesk future strategic development of the company have any significance?

Perry: It is the company's biggest acquisition. We think that the price is quite reasonable in the long run, both from a strategic point of view or financial point of view, if the integration will be smooth significant. In terms of technology, LANDesk desktop technology has strong competitive edge, and our programs, mainly in server-side, the integration of our programs just to add. In the market, their desktop client and our server customers also complement each other. Should be said that the two sides are mutually complementary relationship.

Fan Zhaoxia: After completion of the acquisition, the company server and desktop operating ratio be?

Perry: LANDesk dominant position in the desktop market. Overall sales of view, LANDesk annual sales of about 100 million U.S. dollars, Avocent about 400 million U.S. dollars, the ratio is almost 1:4.

Fan Zhaoxia: Avocent since its inception has maintained rapid growth in sales revenue, the main reason for that? Competition legislation in Q1 completed the acquisition of technology, Q2 compared to Q1 sales revenue has increased by 20%, which is related with the acquisition?

Perry: Our server market growth and market growth are closely related. From a global perspective, the server market growth remains 10% to 12%, slightly higher than we server market growth a few percentage points, remained at 15%. After the acquisition of science and technology competition now established, as it Linix server market advantage the company of great help. There LANDesk, after completion of the acquisition we will focus on new markets such as the desktop area, hopes to maintain 20% growth.

Fan Zhaoxia: new markets for the future, Avocent also to acquire the main it?

Perry: From the pragmatic point of view, if the internal to the development, we are willing to do market research and development. With these two acquisitions, the next two years, we will not have a large acquisition.

Communication in the integration of enterprise management

Fan Zhaoxia: Since its establishment, Avocent

Are always to buy, I believe that some of these acquisitions

Very successful, while others may not be satisfactory.

So, Avocent acquired the proportion of successful

How much?

Perry: A successful acquisition is dependent on retaining talent. From this perspective, Avocent acquisition is the most successful, many of them now Avocent senior managers from the acquired company. Learned from our experience, rapid integration is very important. Competition legislation to acquire technology, for example, this is a relatively recent success of the integration, from the legal sense, we announced the completion of the acquisition of beginning, two weeks after the completion of product integration, after sales, the market all together soon. From the second quarter of this year's earnings of view, as we have completed the first quarter after integration, we have very good results, achieved 20% growth.

Fan Zhaoxia: But we see a lot is that the acquired company's executives will leave in a very short time. But as far as I know, in 2000 the establishment of Avocent Cybex Apex after the merger, the company's senior management as Apex, you insist stayed so far in the company plays a very important role. Your own experience?

Perry: I was leaving to see a lot of things that I have a passion to do so, and the company's culture is based integration. In fact, now left high and not only me who still Chief Legal Officer. In addition, a large number of engineers have also stayed. Avocent said the acquisition should be a great deal after the people left behind still more.

Fan Zhaoxia: the now popular phrase, the most important talent in the 21st century. You also agree that the view that the acquisition of the most critical is how the people together. In fact, among people both simple and complex, in the acquisition process, many people in the region, has a different culture, then Avocent is how to integrate all together? T

Perry: Avocent is still a relatively young company, our own culture is also in the formation process, allowing new employees to help the company come in after the formation of a new culture. On the other hand, every time we buy is not so simple, the situation is very challenging. The recipe is the successful integration of communication should be. We believe that through good communication, employees can basically understand it, because we are willing and with a successful company. I am often involved in this work. The competition in the acquisition of technology to establish the first thing is that I established the original game along with Chief Technology Officer and staff to do direct line of communication, it is very important.

Fan Zhaoxia: If you do not meet the company's culture, how you doing?

Perry: change of culture.

Fan Zhaoxia: standing on top of the point of doing so would be relatively easy, but the company most people, they might not be able to change the corporate culture.

Perry: We should try to initiate such a change. Most people underestimate their own influence in the company, at least I think so. Avocent want every employee constantly put forward reasonable proposals, the company continued to turn for the better.

Fan Zhaoxia: As a professional manager, the most important thing is what?

Perry: trust the most important.

Fan Zhaoxia: From your experience, whether to the acquisition of the company a simple suggestion?

Perry: early to do a more difficult decision not to delay. In short, once to do a difficult decision, and if we are suspicious of The longer the delay, we trust will be lower.

Technology Strategy

Management should also be standardized

Fan Zhaoxia: Avocent IT Infrastructure Management in the share market leading position, what do you think the next step in the development of this market? Avocent main competitors?

Perry: From the strategic perspective of view, Avocent wish to provide a unified interface to manage all IT infrastructure, including hardware, middleware, gateways and software. There are certainly many companies do IT management, including some large software companies, we do not think they are our competitors, because we are concerned about the content or not the same. Real terms from the competition, you want to do is still only a unified interface, our family. Because many manufacturers have different management platform, we want to do a neutral and unifying platform to let our customers to operate more easily a single interface.

Fan Zhaoxia: Do you think Avocent no real competitors in the market, competition is a distressing thing too much, then there is no competitor is a good thing? T

Perry: In fact, some segments in which we still face a lot of competition, including KVM, serial, software management. We are committed to give customers more value, so to encourage their own development, not too concerned about the situation of competitors.

Fan Zhaoxia: in the development process, in addition to product technology, Avocent in R & D investment and market development is how to locate it?

Perry: Avocent is a technology company, invest in R & D is very large, such as embedded technology. On the one hand we have acquired these technologies, and we want to integrate more technology to form the overall program, the overall value to customers, which is the focus of our research. At present, we invested heavily in software.

Fan Zhaoxia: Avocent both the original core business, but also new business, how companies balance the core business and new business relationship? Now everyone is talking about "too much competition for the Red Sea, to find blue sea", can share with us the experience of Avocent to develop new business?

Perry: The reason we split into different branches, do not want their face too much in the short term business pressures, make them more independent to do some long-term strategy. Of course this also has a high risk, some departments may be what the final results are not. Avocent eyes of blue sea is the area we think worthwhile investment. For example a few years ago, we invested digital desktop, after a long time has no market effect, but now with virtualization, blade server, hot, this market shows strong growth potential, we have also to go ahead in the market.

Fan Zhaoxia: persist for so long, there is no time to back down? Give up or persist in an idea, after all, do not.

Perry: Digital Desktop investment, we have acquired a company called TWO-C, but has no market, there was much internal discussion, is to abandon or adhere to, it now appears the market has shown a ray of hope. Many companies have acquired a number of subsidiaries belonging to the edge of technology, products, prospects will be kept good.

It really takes a lot of determination, but also at great risk to continually invest in these new areas. We are more fortunate, the company's core business is still very healthy, but recent developments are very strong, to have the ability to invest in the potential opportunities. As is buying into the LANDesk, in addition to its desktop management, etc. We like the core product, but some technology does not fall into this category, we have to consider how to continue to invest in these new products. I am very excited that we in Salt Lake City, Beijing will have a stronger team.

China's strategic market is oxygen

Fan Zhaoxia: Avocent business in China has gradually developed. For China, this huge market, Avocent, how will cut into? Business development in China, what other ideas?

Perry: We attach great importance to the Chinese market. This is from the perspective of the two: one is market demand, China has developed rapidly, to get stronger as China Jing Zheng, Qiang Cheng Wei of the world's most important markets; second is China's talent market, China Yongyoupangda first-class human resources, the company will gradually strengthen future research and development in China. If completed the acquisition of LANDesk, our global staff of 2,000 people will have 200 employees from China, we can see that 10% is no small proportion.

Fan Zhaoxia: Avocent attaches importance to China's market and personnel, now general manager of Avocent Chengxiao Dan of China has a very good in the mouth, then you which side he is more fancy, his assessment has more value to which side?

Perry: I most valued his experience, he had to a little-known in the Chinese market the company to achieve industry-leading position, many of them strategic thinking and planning. Meanwhile, he's localization needs and feedback is very valuable. In the assessment, marketing is very important, it is the oxygen of enterprise development. We have many opportunities in China, the current area coverage, channel network, customer penetration is still at an early stage, integrated view, marketing is an important indicator, of course, depends on our team last proposal.

Fan Zhaoxia: only good for marketing products is not enough, as the business development in China, What do you think will meet the challenges Avocent?

Perry: China's vast territory, advocacy communication will be more difficult than that of general state. Therefore, we will choose the focus of market penetration, the first is to focus on large customers, such as telecommunications, finance, power and other industries. In addition, customers in China to realize as soon as possible Avocent can provide them with what kind of value would be difficult, I believe that this cycle will be longer, but we will take a multi-polar strategy, and increasing investment in China, because from a global perspective China is the best investment value of the markets. For example, we will enhance sales, market, investment, science and technology in the completion of competition legislation and then complete the acquisition if the acquisition of LANDesk, we are in China, sales and marketing staff will double. This time, and I hope that a better understanding of China, but also gives better hope that the recommendations of the local team.

Fan Zhaoxia: Many multinational companies have good experience there will be copied to the world China's failures, I am glad Avocent will deepen understanding of China and listen more to local recommendations. Then your management style like?

Perry: Select the right people, try to support them. Now, we not only listen to local staff, the angle of the headquarters will also stand to learn continuously, which not only understand the local market, including products and technology recommendations.

Fan Zhaoxia: What about the proposal, you accept or not to consider the criteria?

Perry: to balance the interests between the regions and headquarters. As each regional manager, are the most wanted to maximize the benefits of the region, to the regional priorities as the most important thing. We need a lot of communication and ensure that we meet as a team to the ultimate direction of the company.

Fan Zhaoxia: less specific term, Avocent global OEM strategy and brand strategy to implement in parallel, in the future whether China would adopt the same strategy?

Perry: Globally, we did with IBM, HP, Siemens, Fujitsu maintains several major OEM manufacturers cooperation strategy, they are also selling our products in China, and OEM brands for us is also a supplement. Of course, other potential OEM customers in China, we also take energy to build relationships with them, so we are using a multi-polar marketing strategy.

Daiweipeili Resume



Avocent Daiweipeili is executive vice president of worldwide sales, responsible for worldwide sales Avocent branded products, mainly through the method of distribution, and with the foundry (OEM) partnership will own-brand products sold or licensed to the top computer companies.

Avocent as executive vice president of global OEM market, in February 2005 to April 2005 period, Perry is responsible for Avocent's OEM business in the world, including sales, business development, marketing, program management and systems engineering and so on. He also is responsible for OEM strategic technology, including analog and digital console management devices, embedded systems development and IP licensing and so on. From 2000 to 2005, he served as Avocent's senior vice president of OEM sales.

Perry joined in 1998 in the city of Redmond, Washington Apex company, responsible for leading the company's global marketing organization. For the next two years, the company's revenue growth from 54 million U.S. dollars to 1.07 billion.

Perry was awarded the Southwest Texas State University bachelor's degree and an MBA from the University 鍝堜竵瑗胯挋鏂?

Link

About Avocent

Avocent for enterprise data centers, small and medium business and branch office IT architecture management solutions, the world's leading suppliers.

2000, Avocent by the world's two KVM (keyboard, video monitor and mouse) switch manufacturers Apex and Cybex Computer Products Corporation merger. Backed by its experience, product innovation and strategic acquisitions, Avocent in advanced digital, embedded (IPMI), wireless and mobile technology has led the world.

In 2001, Avocent acquisition of Equinox Systems, 2002, acquired 2C Computing, 2003, acquired Soronti, Inc. 2004 M & Crystal Link Technologies, OSA Technologies, Inc. And Sonic Mobility, Inc. 2006 was acquired Cyclades Corporation. Currently, Avocent has a total of 1,300 employees, its sales, operations and R & D centers around the world.

Branded products including local and remote switching, serial console servers, digital extension, embedded, wireless, mobile and video display solutions. Avocent hardware and software combination will help customers centralized management. IT administrators can only operate a console controlling the local and remote servers, network data center devices and mobile, power and environmental equipment.

Avocent actively involved in the development of industry standards and specifications and integration with their products. Such trades involve silicon, firmware, remote access cards and blade server management modules.






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