HDS助力中国农业银行举办应用优化存储研讨会

日前，日立数据系统有限公司（HDS）在辽宁省大连市举办中国农业银行应用优化存储研讨会。HDS公司多位技术专家在此次研讨会上同来自中国农业银行近30个分行的主要相关技术骨干共同探讨了如何在节约成本的基础上对信息和数据进行集中并有效的管理、如何提升灾备能力以及如何保持业务的连续性等目前金融行业最为关心的问题。     

日立数据启动2006年华东存储巡展

日立数据系统有限公司（HDS）近日宣布，公司将与合作伙伴美国康孚公司（CommvauIt）和美国McDATA公司共同携手在华东区六个城市陆续举办存储研讨会。此次巡展活动为期一个月，首站为苏州，其余各站分别为上海、杭州、南京、南昌和武汉，吸引了来自各行业用户和渠道伙伴的存储专业人士参与。     

数据之巅，云中为道 日立数据系统公布最新云愿景蓝图

2011年11月2日,“2011日立数据存储科技峰会”在京成功召开,今年的大会主题是“数据之巅,云中为道——论信息中心之崛起”,大会邀请到了来自日立数据系统公司（以下简称“HDS”）的高级管理层、海内外的知名行业专家、学者和技术权威人士共同探讨信息中心的崛起之势.     

力推存储新品布道中国市场--访日立数据系统有限公司

近年来，随着业务要求的不断提高和计算机在各行各业的深入应用，引起了数据量的急剧增长。尤其当业务集中处理之后，虽然降低了运行和维护成本，但风险却随之增加，其中尤以金融、电信等行业表现最为突出，因此数据存储技术变得至关重要。目前，存储市场已经成为IT少数几个还能持续不断增长的热点领域之一。     

HDS的存储新主张

业务数据的爆炸式增长和新的应用需求的不断涌现，使众多企业深受数据增长失控的困扰，但同时，存储硬件产品价格的大幅下降和管理能力的提高又刺激了更多存储需求的产生。存储行业发展至今，诸如简化管理、降低成本、消除信息孤岛、保障数据安全、确保业务连续性以及获得最高IT投资回报等问题越来越受到业内人士的关注。     

HDS主推企业级模块化存储USPVM

本刊讯 近日，日立数据系统公司（HDS）开始向企业主推企业级模块化存储USPVM。USPVM是一个拥有基础型USPV所有特性和功能的企业级存储控制器，它可为异构互连存储系统提供存储服务，支持数据块、文件和内容存储应用。     

日立数据发布虚拟控制器版NSC55和增强版USPHDS

本刊讯 继在网络存储世界，2006中国大会（SNW）上展示其年度革新大作——虚拟控制器版NSC55之后，日立数据（HDS）又于日前宣布大幅度增强其革命性产品USP的性能，掀起存储虚拟化大潮。     

日立数据系统助力瑞穗实业银行构建统一存储平台

瑞穗实业银行成立于2002年4月1日,是瑞穗金融集团（资产规模达到149万亿13元,是全球最大的金融集团之一）的核心企业,以大企业、金融机构和海外重要企业为主要客户,总部位于日本东京千代田区大手町。     

建设网络存储中心 提高数据存储安全

目前,人民银行的大型业务系统一般采取数据集中或双机备份等方式规避风险,而小型业务系统和个人计算机缺乏有效的数据备份和安全防范措施,在系统被破坏或硬盘受损时容易造成数据丢失和破坏.     

日立在华咨询公司成立

7月1日,日立咨询（中国）有限公司（以下简称“日立咨询（中国）”）正式营业。该公司是株式会社日立制作所（以下简称“日立”）与日立（中国）有限公司（以下简称“日立（中国）”）为拓展IT咨询业务以满足今后日立在中国市场业务大幅增长需要共同出资成立的。     

HDS为国泰君安提供高效灵活应用存储平台

国泰君安证券有限公司（以下简称＂国泰君安＂）率先采用集中分布式的构架,并独创了多交易系统的集群部署及多级证券业务应用服务器技术,不仅实现了真正意义上的大集中,而且突破了一般存储平台的限制,具有非常强大的扩充性和可控性。     

寻找光芒——四川旅游遐想

如果寻找虔诚请看乐山的佛光人头攒动的栈道踏出美好向往     

Future space. A new blueprint for business architecture

Although the Internet is an essential conduit for many business activities, it isn't rendering the physical world any less important, as the failures of many Web merchants demonstrate. People need social and sensual contact. The companies that succeed will be those best able to integrate the physical and the virtual. But that requires a new kind of business architecture--a new approach to designing stores, offices, factories, and other spaces where business is conducted. The author, a faculty member at Harvard Graduate School of Design, provides practical guidelines to help managers and entrepreneurs think creatively about the structures in which their businesses operate. He outlines four challenges facing designers of such "convergent" structures, so-called because they function in both physical and virtual space: matching form to function, allowing visitors to visualize the presence of others, personalizing spaces, and choreographing connectivity. Using numerous examples, from a fashion retailer that wants to sell in stores as well as through a Web site to a radically new kind of consulate, the author shows how businesses can meet each challenge. For instance, allowing customers to visualize the presence of others means that visitors to a Web site should be given a sense of other site visitors. Personalizing physical and virtual spaces involves using databases to enable those spaces to adapt quickly to user preferences. The success of companies attempting to merge on-line and traditional operations will depend on many factors. But without a well-designed convergent architecture, no company will fully reap the synergies of physical space and Internet technology.     

Creating new market space.

Most companies focus on matching and beating their rivals. As a result, their strategies tend to take on similar dimensions. What ensues is head-to-head competition based largely on incremental improvements in cost, quality, or both. The authors have studied how innovative companies break free from the competitive pack by staking out fundamentally new market space--that is, by creating products or services for which there are no direct competitors. This path to value innovation requires a different competitive mind-set and a systematic way of looking for opportunities. Instead of looking within the conventional boundaries that define how an industry competes, managers can look methodically across them. By so doing, they can find unoccupied territory that represents real value innovation. Rather than looking at competitors within their own industry, for example, managers can ask why customers make the trade-off between substitute products or services. Home Depot, for example, looked across the substitutes serving home improvement needs. Intuit looked across the substitutes available to individuals managing their personal finances. In both cases, powerful insights were derived from looking at familiar data from a new perspective. Similar insights can be gleaned by looking across strategic groups within an industry; across buyer groups; across complementary product and service offerings; across the functional-emotional orientation of an industry; and even across time. To help readers explore new market space systematically, the authors developed a tool, the value curve, that can be used to represent visually a range of value propositions.     

寻找第二曲线

从CFO上任转身成为创新尖兵,潘丽春希望做出一些有门槛的产品来推动浙大网新集团进入高利润、高增长的第二曲线。管理思想大师查尔斯.汉迪在阐述其著名的第二曲线理论时曾强调,当你知道你该走向何处时,你往往已经没有机会走了。     

寻求更优的宏观经济政策——宏观经济形势与调控小型讨论会

2012年6月8日,我国央行调整了利率,这是继两次调整法定存款准备金率之后的"稳增长"的"预调微调"货币政策的又一次行动。6月16日,中国社会科学院金融研究所货币理论与政策研究室主任彭兴韵研究员邀请了业内几位专家一起就当前宏观经济形势与宏观调控话题举行了一场小型讨论会。经与会专家同意,特刊发部分专家的发言整理稿,以期与大家一起讨论。讨论会由彭兴韵研究员主持。     

寻找调控新思路

中国国民经济运行现在面临的问题是:投资过旺,依赖出口,消费长期增长乏力和不足。按照我们过去的宏观调控模式操作,摆脱不了过热、过冷的剧烈波动,以及可能出现的滞胀。我们需要寻求一种新的宏观调控思路和模式。过往宏观调控模式剖析宏观调控主要有货币政策和财政政策。货币政策手段较为简单:当