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NEW QUESTION: 1

A. Opex/capex allocation, LAN changes, capacity planning
B. Capacity planning, TCO calculations, opex/capex allocation
C. Data Center expansion, TCO calculations, utilization measurement
D. Capacity planning, utilization measurement, data center expansion
Answer: B
Explanation:
Topic 1, TerramEarth Case Study
Company Overview
TerramEarth manufactures heavy equipment for the mining and agricultural industries: About 80% of their business is from mining and 20% from agriculture. They currently have over 500 dealers and service centers in
100 countries. Their mission is to build products that make their customers more productive.
Company Background
TerramEarth formed in 1946, when several small, family owned companies combined to retool after World War II. The company cares about their employees and customers and considers them to be extended members of their family.
TerramEarth is proud of their ability to innovate on their core products and find new markets as their customers' needs change. For the past 20 years trends in the industry have been largely toward increasing productivity by using larger vehicles with a human operator.
Solution Concept
There are 20 million TerramEarth vehicles in operation that collect 120 fields of data per second. Data is stored locally on the vehicle and can be accessed for analysis when a vehicle is serviced. The data is downloaded via a maintenance port. This same port can be used to adjust operational parameters, allowing the vehicles to be upgraded in the field with new computing modules.
Approximately 200,000 vehicles are connected to a cellular network, allowing TerramEarth to collect data directly. At a rate of 120 fields of data per second, with 22 hours of operation per day. TerramEarth collects a total of about 9 TB/day from these connected vehicles.
Existing Technical Environment

TerramEarth's existing architecture is composed of Linux-based systems that reside in a data center. These systems gzip CSV files from the field and upload via FTP, transform and aggregate them, and place the data in their data warehouse. Because this process takes time, aggregated reports are based on data that is 3 weeks old.
With this data, TerramEarth has been able to preemptively stock replacement parts and reduce unplanned downtime of their vehicles by 60%. However, because the data is stale, some customers are without their vehicles for up to 4 weeks while they wait for replacement parts.
Business Requirements
* Decrease unplanned vehicle downtime to less than 1 week, without increasing the cost of carrying surplus inventory
* Support the dealer network with more data on how their customers use their equipment IP better position new products and services.
* Have the ability to partner with different companies-especially with seed and fertilizer suppliers in the fast-growing agricultural business-to create compelling joint offerings for their customers CEO Statement We have been successful in capitalizing on the trend toward larger vehicles to increase the productivity of our customers. Technological change is occurring rapidly and TerramEarth has taken advantage of connected devices technology to provide our customers with better services, such as our intelligent farming equipment.
With this technology, we have been able to increase farmers' yields by 25%, by using past trends to adjust how our vehicles operate. These advances have led to the rapid growth of our agricultural product line, which we expect will generate 50% of our revenues by 2020.
CTO Statement
Our competitive advantage has always been in the manufacturing process with our ability to build better vehicles for tower cost than our competitors. However, new products with different approaches are constantly being developed, and I'm concerned that we lack the skills to undergo the next wave of transformations in our industry. Unfortunately, our CEO doesn't take technology obsolescence seriously and he considers the many new companies in our industry to be niche players. My goals are to build our skills while addressing immediate market needs through incremental innovations.

NEW QUESTION: 2
会社Aは会社Bを購入し、3つの新しいAWSアカウントを継承します。 A社は、請求と予約済みインスタンスの利点を一元化したいと考えていますが、他のすべてのリソースを分離しておきたいと考えています。
どうすればこれを達成できますか？
A. AWS Organizationsを実装し、新しいマスターアカウントとの請求関係を定義するサービス管理ポリシーを作成します。
B. リザーブドインスタンスをマスター支払いアカウントにリンクし、Amazon Redshift Spectrumを使用してすべてのアカウントの詳細請求レポートデータをクエリします。
C. AWS Organizations Consolidated Billingを設定し、ファイナンスチームにIAMによる請求コンソールへのアクセスを提供します。
D. Cost and Usage Reportsファイルを中央のAmazon S3バケットに送信し、そのデータをAmazon Redshiftにロードします。 Amazon QuickSightを使用して財務チームに視覚化を提供します。
Answer: C

NEW QUESTION: 3
In accordance with Michael E Porter's generic strategies model, a firm with a broad competitive scope that has high sales volume, low margins, and efficient supply and
distribution channels will most likely choose a
A. Cost focus strategy.
B. Differentiation strategy.
C. Cost leadership strategy.
D. Focused differentiation strategy.
Answer: C
Explanation:
Cost leadership is the generic strategy favored by firms that seek competitive advantage through lower costs and that have a broad competitive scope. Such a firm can earn higher profits than its competitors at the industry average price or charge a lower price to increase market share. The typical firm that follows a cost leadership strategy has low profit margins, a high volume of sales, and a substantial market share. Such a firm has efficient supply and distribution channels; is capable of large capital investment; if it is a manufacturer, has strengths in product design and process engineering; and closely supervises its labor force.