Crystal Reports Training Classes in Suffolk, Virginia
Learn Crystal Reports in Suffolk, Virginia and surrounding areas via our hands-on, expert led courses. All of our classes either are offered on an onsite, online or public instructor led basis. Here is a list of our current Crystal Reports related training offerings in Suffolk, Virginia: Crystal Reports Training
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20 October, 2025 - 24 October, 2025 - RED HAT ENTERPRISE LINUX SYSTEMS ADMIN II
18 August, 2025 - 21 August, 2025 - DOCKER WITH KUBERNETES ADMINISTRATION
21 July, 2025 - 25 July, 2025 - Fast Track to Java 17 and OO Development
18 August, 2025 - 22 August, 2025 - Introduction to Spring 6, Spring Boot 3, and Spring REST
25 August, 2025 - 29 August, 2025 - See our complete public course listing
Blog Entries publications that: entertain, make you think, offer insight
Another blanket article about the pros and cons of Direct to Consumer (D2C) isn’t needed, I know. By now, we all know the rules for how this model enters a market: its disruption fights any given sector’s established sales model, a fuzzy compromise is temporarily met, and the lean innovator always wins out in the end.
That’s exactly how it played out in the music industry when Apple and record companies created a digital storefront in iTunes to usher music sales into the online era. What now appears to have been a stopgap compromise, iTunes was the standard model for 5-6 years until consumers realized there was no point in purchasing and owning digital media when internet speeds increased and they could listen to it for free through a music streaming service. In 2013, streaming models are the new music consumption standard. Netflix is nearly parallel in the film and TV world, though they’ve done a better job keeping it all under one roof. Apple mastered retail sales so well that the majority of Apple products, when bought in-person, are bought at an Apple store. That’s even more impressive when you consider how few Apple stores there are in the U.S. (253) compared to big box electronics stores that sell Apple products like Best Buy (1,100) Yet while some industries have implemented a D2C approach to great success, others haven’t even dipped a toe in the D2C pool, most notably the auto industry.
What got me thinking about this topic is the recent flurry of attention Tesla Motors has received for its D2C model. It all came to a head at the beginning of July when a petition on whitehouse.gov to allow Tesla to sell directly to consumers in all 50 states reached the 100,000 signatures required for administration comment. As you might imagine, many powerful car dealership owners armed with lobbyists have made a big stink about Elon Musk, Tesla’s CEO and Product Architect, choosing to sidestep the traditional supply chain and instead opting to sell directly to their customers through their website. These dealership owners say that they’re against the idea because they want to protect consumers, but the real motive is that they want to defend their right to exist (and who wouldn’t?). They essentially have a monopoly at their position in the sales process, and they want to keep it that way. More frightening for the dealerships is the possibility that once Tesla starts selling directly to consumers, so will the big three automakers, and they fear that would be the end of the road for their business. Interestingly enough, the big three flirted with the idea of D2C in the early 90’s before they were met with fierce backlash from dealerships. I’m sure the dealership community has no interest in mounting a fight like that again.
To say that the laws preventing Tesla from selling online are peripherally relevant would be a compliment. By and large, the laws the dealerships point to fall under the umbrella of “Franchise Laws” that were put in place at the dawn of car sales to protect franchisees against manufacturers opening their own stores and undercutting the franchise that had invested so much to sell the manufacturer’s cars. There’s certainly a need for those laws to exist, because no owner of a dealership selling Jeeps wants Chrysler to open their own dealership next door and sell them for substantially less. However, because Tesla is independently owned and isn’t currently selling their cars through any third party dealership, this law doesn’t really apply to them. Until their cars are sold through independent dealerships, they’re incapable of undercutting anyone by implementing D2C structure.
Communication is one of the main objectives that an organization needs to have in place to stay efficient and productive. A breakdown in accurate and efficient communication between departments at any point in the organization can result in conflict or loss of business. Sadly, the efficiency between different departments in an organization becomes most evident when communication breaks down. As an example, David Grossman reported in “The Cost of Poor Communications” that a survey of 400 companies with 100,000 employees each cited an average loss per company of $62.4 million per year because of inadequate communication to and between employees.
With the dawning of the big-data era and the global competition that Machine Learning algorithms has sparked, it’s more vital than ever for companies of all sizes to prioritize departmental communication mishaps. Perhaps, today, as a result of the many emerging markets, the most essential of these connections are between IT and the business units. CMO’s and CIO’s are becoming natural partners in the sense that CMO’s, in order to capture revenue opportunities, are expected to master not just the art of strategy and creativity but also the science of analytics. The CIO, on the other hand, is accountable for using technical groundwork to enable and accelerate revenue growth. Since business and technology people speak very different languages, there’s a need on both sides to start sharing the vocabulary or understanding of what is expected in order to avoid gridlock.
In the McKinsey article, Getting the CMO and CIO to work as partners, the author speaks to five prerequisite steps that the CMO and the CIO can take in order to be successful in their new roles.
--- Be clear on decision governance
Teams should define when decisions are needed, what must be decided, and who is responsible for making them.
The mainstay of a corporation is the data that it possesses. By data, I mean its customer base, information about the use of its products, employee roles and responsibilities, the development and maintenance of its product lines, demographics of supporters and naysayers, financial records, projected sales ... It is in the organization of this data that advancements to the bottom line are often realized i.e. the nuggets of gold are found. Defining what is important, properly cataloging the information, developing a comprehensive protocol to access and update this information and discerning how this data fits into the corporate venacular is basis of this data organization and may be the difference between moving ahead of the competition or being the one to fall behind.
Whenever we attempt to develop an Enterprise Rule Application, we must begin by harvesting the data upon which those rules are built. This is by no means an easy feat as it requires a thorough understanding of the business, industry, the players and their respective roles and the intent of the application. Depending upon the scope of this undertaking, it is almost always safe to say that no one individual is completely knowledgeable to all facets needed to comprise the entire application.
The intial stage of this endeavor is, obviously, to decide upon the intent of the application. This requires knowledge of what is essential, what is an add-on and which of all these requirements/options can be successfully implemented in the allotted period of time. The importance of this stage cannot be stressed enough; if the vision/goal cannot be articulated in a manner that all can understand, the knowledge tap will be opened to become the money drain. Different departments may compete for the same financial resources; management may be jockeying for their day in the sun; consulting corporations, eager to win the bid, may exaggerate their level of competency. These types of endeavors require those special skills of an individual or a team of very competent members to be/have a software architect, subject matter expert and business analyst.
Once the decision has been made and the application development stages have been defined, the next step is to determine which software development tools to employ. For the sake of this article, we will assume that the team has chosen an object oriented language such as Java and a variety of J EE components, a relationsional database and a vendor specific BRMS such as Blaze Advisor. Now, onto the point of this article.
As developers we are overwhelmed with the number of language choices made available to us. It wasn't so long ago that C and it's object oriented sibling C++ where the mainstay of any programmer. Now though we have languages which make certain tasks so easy and simple that we simply cannot afford to ignore them.
In this article we are going to look at the overall differences between Python, Perl and TCL. All formidable and worthy in their own right, but each one has been designed to suit a specific programming need.
1)– Perl is the most mature out of the three languages we are looking at in this article. It was originally designed for processing textual data, and it does so extremely well. Of course Perl has grown over time and can be used for a multitude of different programming scenarios.
Tech Life in Virginia
Company Name | City | Industry | Secondary Industry |
---|---|---|---|
Brink's Inc. | Richmond | Business Services | Security Services |
Federal Home Loan Mortgage Corporation (Freddie Mac) | Mc Lean | Financial Services | Lending and Mortgage |
General Dynamics Corporation | Falls Church | Manufacturing | Aerospace and Defense |
CarMax, Inc. | Henrico | Retail | Automobile Dealers |
NVR, Inc. | Reston | Real Estate and Construction | Construction and Remodeling |
Gannett Co., Inc. | Mc Lean | Media and Entertainment | Newspapers, Books and Periodicals |
Smithfield Foods, Inc. | Smithfield | Manufacturing | Food and Dairy Product Manufacturing and Packaging |
ManTech International Corporation | Fairfax | Computers and Electronics | IT and Network Services and Support |
DynCorp International | Falls Church | Manufacturing | Aerospace and Defense |
Genworth Financial, Inc. | Richmond | Financial Services | Insurance and Risk Management |
MeadWestvaco Corporation | Richmond | Manufacturing | Paper and Paper Products |
Dollar Tree, Inc. | Chesapeake | Retail | Department Stores |
Alpha Natural Resources, Inc. | Abingdon | Agriculture and Mining | Mining and Quarrying |
SRA International, Inc. | Fairfax | Business Services | Business Services Other |
NII Holdings, Inc. | Reston | Telecommunications | Wireless and Mobile |
Dominion Resources, Inc. | Richmond | Energy and Utilities | Gas and Electric Utilities |
Norfolk Southern Corporation | Norfolk | Transportation and Storage | Freight Hauling (Rail and Truck) |
CACI International Inc. | Arlington | Software and Internet | Data Analytics, Management and Storage |
Amerigroup Corporation | Virginia Beach | Financial Services | Insurance and Risk Management |
Owens and Minor, Inc. | Mechanicsville | Healthcare, Pharmaceuticals and Biotech | Personal Health Care Products |
Advance Auto Parts, Inc | Roanoke | Retail | Automobile Parts Stores |
SAIC | Mc Lean | Software and Internet | Software |
AES Corporation | Arlington | Energy and Utilities | Gas and Electric Utilities |
Capital One Financial Corporation | Mc Lean | Financial Services | Credit Cards and Related Services |
Sunrise Senior Living, Inc. | Mc Lean | Healthcare, Pharmaceuticals and Biotech | Residential and Long-Term Care Facilities |
Computer Sciences Corporation | Falls Church | Software and Internet | Software |
Altria Group, Inc. | Richmond | Manufacturing | Manufacturing Other |
Northrop Grumman Corporation | Falls Church | Manufacturing | Aerospace and Defense |
Alliant Techsystems Inc. | Arlington | Manufacturing | Aerospace and Defense |
Markel Corporation | Glen Allen | Financial Services | Insurance and Risk Management |
training details locations, tags and why hsg
The Hartmann Software Group understands these issues and addresses them and others during any training engagement. Although no IT educational institution can guarantee career or application development success, HSG can get you closer to your goals at a far faster rate than self paced learning and, arguably, than the competition. Here are the reasons why we are so successful at teaching:
- Learn from the experts.
- We have provided software development and other IT related training to many major corporations in Virginia since 2002.
- Our educators have years of consulting and training experience; moreover, we require each trainer to have cross-discipline expertise i.e. be Java and .NET experts so that you get a broad understanding of how industry wide experts work and think.
- Discover tips and tricks about Crystal Reports programming
- Get your questions answered by easy to follow, organized Crystal Reports experts
- Get up to speed with vital Crystal Reports programming tools
- Save on travel expenses by learning right from your desk or home office. Enroll in an online instructor led class. Nearly all of our classes are offered in this way.
- Prepare to hit the ground running for a new job or a new position
- See the big picture and have the instructor fill in the gaps
- We teach with sophisticated learning tools and provide excellent supporting course material
- Books and course material are provided in advance
- Get a book of your choice from the HSG Store as a gift from us when you register for a class
- Gain a lot of practical skills in a short amount of time
- We teach what we know…software
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