Category Archives: Automation

The fundamental report on Marketing Automation Market business report gives total foundation analysis of the business which incorporates an evaluation of the parental market. Marketing Automation Market division examinations the use of the component concerning its applications, end client or regarding topography. All the factual and mathematical information, which is determined with the SWOT analysis.

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This report splits Global into several key Region with sales, revenue, market share and growth rate of Global Marketing Automation Market in regions like North America, Latin America, Asia-Pacific, Europe, and India. The regions have been considered for studies on the basis of productivity, types of products or services along with its features. It also identifies the competitive landscape of Global Marketing Automation Market industries to understand the competition at domestic as well as global level. Analysts of this report throw light on different attributes such as, recent developments, technological platforms, tools and techniques that help to understand the existing market effectively.

The Global Marketing Automation Market report gives a detailed description about major pillars of the businesses such as strengths, weaknesses, and challenges in front of the businesses to get a clear idea about ups-downs stages of the businesses. It evaluates various economic facts of the companies such as shares, profit margins and pricing structures to understand the financial terms effectively. Key segmentation and sub-segmentation have been explained in the report to get useful information to make informed decisions in the businesses. Furthermore, it focuses on some significant factors, which are driving or limiting the progress of the businesses.

Major Market Players Profiled in the Report include:

Act-On SoftwareAdobe SystemsHubSpotIBMInfusionsoftMarketoOracleSalesforceSalesfusionSAP SE

Global Marketing Automation Market segmentation:

Based on products type, the report describes major products type share of regional market. Products mentioned as follows:Campaign ManagementEmail MarketingMobile ApplicationInbound MarketingLead Nurturing and Lead ScoringReporting and AnalyticsSocial Media MarketingOthers

Based on Application, the report describes major application share of regional market. Application mentioned as follows:Large EnterprisesSmall and Mid-sized Enterprises (SMEs)

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The Report focuses on-demand supply chain to understand the requirement from various global clients along with some significant features. The turning point of the industries has been presented by giving effective approaches to discover global customers massively. SWOT and Porters Five model have been used for analyzing the market on the basis of strengths, challenges and global opportunities in front of the businesses. This report has been aggregated on the basis of recent scope, challenges in front of the businesses and global opportunities to enlarge the Global Marketing Automation Market sector in upcoming years.

Market Event Factors Analysis:

Market driver:

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Key questions answered in the Report:

In the end the Global Marketing Automation Market Report delivers conclusion which includes Research Findings, Market Size Estimation, Market Share, Consumer Needs/Customer Preference Change, Data Source. These factors will increase business overall.

Table of Content:

Part 01:Executive Summary

Part 02:Scope of the Report

Part 03:Research Methodology

Part 04:Market Landscape

Part 05:Pipeline Analysis

Part 06:Market Sizing

Part 07:Five Forces Analysis

Part 08:Market Segmentation

Part 09:Customer Landscape

Part 10:Regional Landscape

Part 11:Decision Framework

Part 12:Drivers and Challenges

Part 13:Market Trends

Part 14:Vendor Landscape

Part 15:Vendor Analysis

Part 16:Appendix

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Marketing Automation Market Share 2021 Overview by Developments, Innovation, Growth Opportunities, Future Trends, Applications, Demand, Revenue,...

MINNEAPOLIS, March 16, 2021 /PRNewswire/ -- 75F, the IoT-based Building Management System based in Minneapolis, today announced a close of an additional $4.75 million, bringing 75F's total Series A to just under $23 million.The additional funding was provided by a syndicate led by WIND Ventures - the corporate venture capital (CVC) group of Copec.The company intends to use the funds to further expand innovations in energy savings and market reach.

Commercial buildings are the fourth-leading contributor to greenhouse gas emissions globally. At 20 percent of emissions around the world, roughly half of that is from heating and cooling spaces. HVAC and Lightingaccount for 65% of the total energy consumption in commercial buildings,and traditional systems can guzzle a lot of energy as theyare reactive and depend on system operators to manually tweak them. Building inefficiency will remain an important emissions target the world's building footprint is expected to grow by 2.5 trillion square feet by 2060, which equates to building another New York City every month for the next 40 years.

75F's innovative automation solutions for buildings deliver dramatic energy savings and reduce CO2 emissions. The 75F solution includes wireless sensors, equipment controllers, and cloud-based software that delivers predictive, proactive HVAC and lighting automation right out of the box. 75F's wireless sensors, placed in each zone, capture millions of data points daily. These data points are uploaded to the cloud via a 900 MHz wireless mesh network and combine with a live weather stream and forecast data so 75F's AI can predict optimal control strategies. Because 75F can account for hot and cold spots before they occur, buildings aren't wasting energy on heating or cooling a zone that doesn't need it, thus reducing carbon emissions.

"At its core, 75F exists to simplify and modernize a complex and dated industry for the betterment of our world" said Deepinder Singh, founder and CEO of 75F. "WIND is instrumental to 75F's entry and success in new geographical markets."

"We are thrilled to be a part of the 75F journey," said Brian Walsh, Head of WIND Ventures. "The company's full-stack, simple, yet low-cost building automation solution is the next-generation of building automation systems. Today, most building automation solutions in existence are cost-effective for only the largest, most sophisticated buildings, which represent a very small percentage of all buildings globally. For emerging regions like Latin America, the 75F product-market fit represents a leapfrog opportunity for most of the market from small to very large, so we are excited to work with the team to bring the 75F solution into the region."

The company has been accruing awards and industry recognition for the last half-decade and was named to the2021 Global Cleantech Top 100list of companies around the globe that demonstrate innovation with the potential to make a real, meaningful difference in the climate crisis.

75F is a vertically-integrated, IoT-based Building Management System making smart building automation affordable and easy to deploy. The company leverages IoT, Cloud Computing and Machine Learning for data-driven, proactive building intelligence and controls for HVAC, lighting and energy optimization. 75F's mission is to improve occupant productivity through enhanced comfort and indoor air quality while saving energy and the environment. Follow us atwww.75.ioand @75f_io.

Based in San Francisco, WIND Ventures is the corporate venture capital (CVC) arm of Copec, one of the leading energy, mobility and retail companies in Central and South America and one of the most valued brands throughout Latin America. WIND Ventures leverages Copec's significant resources to accelerate growth, primarily within Latin America, for startups and scaleups across the world within the new mobility, energy and retail sectors. Visit windventures.vcor follow us on Linkedinand Twitter.

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75F Closes $23 Million Series a to Make Building Automation Cleaner - Southernminn.com

Deputy Federal CIO Maria Roat explained today that Federal IT policymakers are devoting considerable effort toward how to share and otherwise re-use across government the applications of automation technologies that Federal agencies have been developing on their own.

During a keynote address at ACT-IACs Digital Transformation Summit, Roat said a range of automation technologies including robotic process automation, machine learning, and blockchain are really demonstrating their promise in various functions across the government, and meeting the pressure being felt by government to employ technology to reduce backlogs, promote transparency, and increase efficiency.

Good real-world examples of the benefits of those technologies include e-discovery applications that can locate 95 percent of relevant documents in the discovery phase of legal cases, and allow frontline workers to dramatically reduce time and energy spent on administrative work, she said.

Similarly, Roat cited recent deployments of drone aircraft to better track hurricanes, and work by the Environmental Protection Agency (EPA) to use machine learning to improve the processing of record schedules that now reside in the form of millions of paper files and uncategorized digital records.

This is really a great example where one effort at an agency can potentially be applicable to other agencies across the Federal government, she said.

This is the kind of stuff that can get reused across the Federal government, she continued. Its impactful, it hits the mission, and it significantly reduces backlogs. You get so many efficiencies with that, and its something that can be shared.

Along those lines, Roat said the Federal CIO Council is leading agency efforts to inventory AI use cases, share use-case inventories with other agencies, and make those inventories available to the public.

This work is just getting started so its certainly going to take some time to do it, Roat said. But this is really important work so that we can get Federal-wide, governmentwide sharing, continuing to view the federal government as an enterprise. This will continue to encourage the secure sharing of data across the federal government agencies.

I think sharing information across agencies is critically important so that youre not reinventing the wheel all the time and you learn from each other, Roat said. And I think that is really, really important as were moving into AI use cases.

Early Adopter Excitement

Roat who became Deputy Federal CIO last year and as such is closely involved in governmentwide IT policy development was effusive in her interest in the ability of automating technologies to increase high-value work, and on the experiences of early adopters of the technologies.

This is where I think Ive lived most of my career pushing the envelope, living in that early adopter space, she said.

When were talking about technology, that gets me excited, she said. Sitting where I sit as the deputy Federal CIO I get to see so much of whats going on in the IT space across the government and it is just really cool to see all the adoption, all these new technologies, and how that computing power is allowing us to really take advantage of that and really benefit the mission of the Federal government.

Hunting Unintended Bias

The deputy Federal CIO also included a note of caution in her remarks about unintended biases that can exist within the design of automated technologies, algorithms, and the data they rely on. For the Federal government, we need to understand those algorithms, and we need to be able to explain those because of those biases that could be underlying within those algorithms, she said.

To that point, Roat explained work underway at the Department of Labor to ensure that human resources-related AI is not unintentionally biased against job seekers with disabilities when it uses video and audio analysis of candidates during job interviews.

Think about this on unintentional biases if someones facial attributes or mannerisms are different than whats defined as the norm, they get no credit [in the AI evaluation], even if their traits and their skills could be beneficial to the job, she said. So without that reverse training for that AI model, the model would not be able to learn any characteristics demonstrated by people with disabilities who are later successful.

The projects goal is to build a common language around equitable and inclusive AI, and, and they want to provide practical resources for AI tech implementers, she said.

On the data front, Roat said theres so much going on with the Federal Data Strategy and the Chief Data Officers (CDO) Council, and added, we have to make sure we enhance access to data and make sure its usable Federal data for the models we need to make sure that the data is good.

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Roat Emphasizes Sharing, Re-Use of Automated Tech Apps Across Government - MeriTalk

TEL AVIV, Israel, March 18, 2021 /PRNewswire/ -- Cybersixgill, the leader in threat intelligence enablement, today announced that Darkfeed will be available through Swimlane's security automation platform. Now, Swimlane users can enhance their threat research and incident response by integrating actionable alerts from the industry's broadest and most comprehensive intelligence collection from the deep and dark web.

"Accurate and actionable intelligence is the key to successfully scaling cyber security operations," said Ron Shamir, VP products and technology alliances at Cybersixgill. "With Darkfeed, Swimlane users gain access to an automated stream of threat intel that they can tailor to meet the needs of their organization's risk posture and tolerance. This marks the beginning of a growing partnership with Swimlane."

Powered by the broadest automated collection from the deep and dark web, Cybersixgill Darkfeed is a feed of malicious indicators of compromise (IOCs), including domains, URLs, hashes and IP addresses. With Darkfeed, IOCs are automatically extracted and delivered in real-time. It is actionable, allowing Swimlane customers to receive and preemptively block items that threaten their organization directly from the Swimlane platform.

"Cybersixgill is a natural partner for us as we continue to help customers identify new ways to automate some of security's most time and resource-intensive processes," said Karen Rhys Wood VP global alliances, at Swimlane. "By integrating Darkfeed directly into Swimlane's extensible security automation platform, which was designed with an automation engine as its core and differentiates our platform from other SOAR solutions out there, security operations teams gain industry-leading threat intelligence while eliminating time consuming, manual tasks."

Through this integration, mutual customers are able to automate a response to threats in advance by using a premium, automated threat intelligence solution based on the most comprehensive data sources from the deep, dark and surface web. Users will be able to enhance their threat hunting activities and conduct deep analysis of malware available on the dark web. In addition, they can covertly monitor critical assets and priorities, as well as respond to threats directly from the Swimlane platform.

About Cybersixgill

Cybersixgill's fully automated threat intelligence solutions help organizations fight cyber-crime, detect phishing, data leaks, fraud and vulnerabilities as well as amplify incident response in real-time. The Cybersixgill Investigative Portal empowers security teams with contextual and actionable insights as well as the ability to conduct real-time investigations. Rich data feeds such as Darkfeed and DVE Score harness Cybersixgill's unmatched intelligence collection capabilities and deliver real-time intel into organizations' existing security systems. Most recently, Cybersixgill introduced agility to threat intel with their CI/CP methodology (Continuous Investigation/Continuous Protection). Current customers include enterprises, financial services, MSSPs, governments and law enforcement entities.

To learn more, visit https://www.cybersixgill.com and follow us on Twitter: @cybersixgill and LinkedIn.

About Swimlane

Swimlane is at the forefront of the growing market of security orchestration, automation and response (SOAR) solutions and was founded to deliver scalable and flexible security solutions to organizations struggling with alert fatigue, vendor proliferation and chronic staffing shortages. Swimlane's solution helps organizations address all security operations (SecOps) needs, including prioritizing alerts, orchestrating tools and automating the remediation of threatsimproving performance across the entire organization. Swimlane is headquartered in Denver, Colo. with operations throughout North America, Central America, Europe, the Middle East and Australia. For more information, visit http://www.swimlane.com.

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Media Contacts:

Matt McLoughlin Gregory FCA on behalf of Cybersixgill [emailprotected]

Laurie Ben-Haim Cybersixgill +972-52-7831911 +1-646-300-9549 [emailprotected]

Cole Christy LaunchTech on behalf of Swimlane +1-619-972-9836 [emailprotected]

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Cybersixgill Brings Their Industry Leading, Automated Threat Intelligence to the Swimlane Platform - PRNewswire

Iris Automation Press Release | March 18, 2021

Estimated reading time 5 minutes, 29 seconds.

Helping a client switch from expensive satellite and airplane-based inspections to drones, service provider Aerial Production Services (APS) was able to improve inspection frequency by 350% and dramatically reduce costs. These efficiencies were enabled by a Federal Aviation Administration (FAA) waiver for beyond line of sight (BVLOS) flights, achieved by enlisting regulatory professional services from Iris Automation, who cut the time taken to receive approval by an estimated six months.

APS, a drone service provider for telecommunications, natural gas and oil, and construction industries, aims to provide the safest, most innovative and precise solutions for aerial inspections of pipelines, cellular and utility towers. The company has flown over 17,000 sites in 49 states, leveraging pilots with specialized expertise flying specific, sensitive assets. However, commercial drone operations are limited by VLOS (Visual Line of Sight) rules, which severely restrict the distances they can cover.

APSs BVLOS waiver application was built using Iris Automations Regulatory Resource Center (RRC), creating a robust risk assessment, mitigation and CONOP package for BVLOS flights for the safest flight operations program possible. The RRC provides a structured workflow to help address regulatory and safety concerns that the Civil Aviation Authority (CAA) require, with an online portal to build, test, and audit complex and advanced operational approvals supported by a team of UAS regulatory experts.

Quote from Dave Sotiros, CEO of Aerial Production Services:

While we had the foundational knowledge of how to obtain the BVLOS waiver, we lacked the expertise to properly convey our operation to the FAA. With Iris Automations support and knowledge of BVLOS, they took the time to understand our goals and helped us identify areas of improvement and potential gaps in our processes. This guidance allowed us to aggressively pursue the BVLOS waiver and implement a BVLOS program that mirrors the focus of APSs principles: Safer, Faster, Better.

The waiver granted to APS allows for point-to-point pipeline inspections using Visual Observers (VOs) and a DJI Matrice aircraft for an area outside of Manning, North Dakota covering over six square miles. APS can now report leaks in four days instead of the four weeks it was before, while using just a two-person crew covering three times the distance previously possible. This in turn has increased the frequency of inspections.

Quote from Trever Linn, Director of Airspace Integration at Iris Automation:

Accelerating the timeline and reducing the complexity of the waiver process provides a critical business advantage for service providers like APS, allowing them to scale their operations while actually reducing costs and maintaining the highest level of safety. As critical detect and avoid (DAA) technology, standards, and regulations evolve well see true implementation of advanced unpiloted operations that will use waivers like this to inform equipment, training, and operational requirements within a new regulatory framework. The business opportunity to be an early adopter of this capability is immense, and the RRC provides a framework to do so.

Quote from Drew Talley, Managing Pilot, Oil & Gas Team, Aerial Production Services:

Achieving our BVLOS waiver is critical to serving our customers in the oil and gas sector. To be able to serve our customers efficiently on long linear infrastructure makes achieving and pioneering BVLOS key. BVLOS efficiency allows APS to reduce our costs and pass these savings to our customers.

Iris Automation participates in the Federal Aviation Administrations BEYOND program to advance complex beyond line of sight UAS operations in the US National Airspace System. Iris Automation is committed to developing critical detection technologies and working closely with global policymakers and regulators to develop appropriate BVLOS safety standards. Ultimately for commercial drone use to become widespread, clear standards for incorporating onboard detect-and-avoid (DAA) capabilities will be necessary to ensure a high degree of air safety.

This press release was prepared and distributed by Iris Automation.

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Aerial Production Services teams with Iris Automation to jumpstart FAA permissions for drone operations - Vertical Mag - Vertical Magazine

Big Market Research Add New Global Robotic Process Automation (RPA) Software Market by Manufacturers, Countries, Type and Application, forecast to 2027 to its research database presenting an informative study covering the market with detailed analysis. The Robotic Process Automation (RPA) Software Market report is a professional and in-depth study on the current state of global Industry.

As per the report, the Global Robotic Process Automation (RPA) Software Marketis anticipated to witness significant growth during the forecast period from 2020 to 2027.

The report provides brief summary and detailed insights of the market by collecting data from the industry experts and several prevalent in the market. Besides this, the report offers a detailed analysis of geographical areas and describes the competitive scenario to assist investor, prominent players, and new entrants to obtain a major share of the global Robotic Process Automation (RPA) Software market.

Our analysis involves the study of the market taking into consideration the impact of the COVID-19 pandemic. Please get in touch with us to get your hands on an exhaustive coverage of the impact of the current situation on the market.

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The report presents a summary of each market segment such as type, end-user, applications, and region. With the help of pie charts, graphs, comparison tables, and progress charts a complete overview of the market share, size, and revenue, and growth patterns areaccessible in the report.

Additionally, an outline of each market segments such as end user, product type, application, and region are offered in the report.The market across various regions is analyzed in the report which includes North America, Europe, Asia-Pacific, and LAMEA.The report explains future trends and growth opportunities in every region. These insights help in understanding the global trends in the market and form strategies to be implemented in the future. Moreover, the research report profiles some of the leading companies in the global Robotic Process Automation (RPA) Software industry. It mentions their strategic initiatives and offers a brief about their business. Some of the players profiled in the global Robotic Process Automation (RPA) Software market include:

Key players in the Robotic Process Automation (RPA) Software covers :SoftomotiveCelaton LtdBlue Prism Group PlcAntWorksUiPath SRLAutomationEdge

Analysts have also stated the research and development activities of these companies and provided complete information about their existing products and services. Additionally, the report offers a superior view over different factors driving or constraining the development of the market.

The Robotic Process Automation (RPA) Software can be split based on product types, major applications, and important countries as follows:

The basis of applications, the Robotic Process Automation (RPA) Software from 2015 to 2027 covers:BFSILogisticsTelecom & ITManufacturingPharma & HealthcareRetailOthers

The basis of types, the Robotic Process Automation (RPA) Software from 2015 to 2027 is primarily split into:SoftwareServices

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The report clearly shows that the Robotic Process Automation (RPA) Software industry has achieved remarkable progress since 2027 with numerous significant developments boosting the growth of the market. This report is prepared based on a detailed assessment of the industry by experts. To conclude, stakeholders, investors, product managers, marketing executives, and other experts in search of factual data on supply, demand, and future predictions would find the report valuable.

The report constitutes:Chapter 1 provides an overview of Robotic Process Automation (RPA) Software market, containing global revenue, global production, sales, and CAGR. The forecast and analysis of Robotic Process Automation (RPA) Software market by type, application, and region are also presented in this chapter.Chapter 2 is about the market landscape and major players. It provides competitive situation and market concentration status along with the basic information of these players.Chapter 3 provides a full-scale analysis of major players in Robotic Process Automation (RPA) Software industry. The basic information, as well as the profiles, applications and specifications of products market performance along with Business Overview are offered.Chapter 4 gives a worldwide view of Robotic Process Automation (RPA) Software market. It includes production, market share revenue, price, and the growth rate by type.Chapter 5 focuses on the application of Robotic Process Automation (RPA) Software, by analyzing the consumption and its growth rate of each application.Chapter 6 is about production, consumption, export, and import of Robotic Process Automation (RPA) Software in each region.Chapter 7 pays attention to the production, revenue, price and gross margin of Robotic Process Automation (RPA) Software in markets of different regions. The analysis on production, revenue, price and gross margin of the global market is covered in this part.Chapter 8 concentrates on manufacturing analysis, including key raw material analysis, cost structure analysis and process analysis, making up a comprehensive analysis of manufacturing cost.Chapter 9 introduces the industrial chain of Robotic Process Automation (RPA) Software. Industrial chain analysis, raw material sources and downstream buyers are analyzed in this chapter.Chapter 10 provides clear insights into market dynamics.Chapter 11 prospects the whole Robotic Process Automation (RPA) Software market, including the global production and revenue forecast, regional forecast. It also foresees the Robotic Process Automation (RPA) Software market by type and application.Chapter 12 concludes the research findings and refines all the highlights of the study.Chapter 13 introduces the research methodology and sources of research data for your understanding.

Years considered for this report:Historical Years: 2015-2019Base Year: 2019Estimated Year: 2020Forecast Period: 2020-2027

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Big Market Research has a range of research reports from various domains across the world. Our database of reports of various market categories and sub-categories would help to find the exact report you may be looking for.

Contact us:Mr. Abhishek Paliwal5933 NE Win Sivers Drive, #205, Portland,OR 97220 United StatesDirect: +1-971-202-1575Toll Free: +1-800-910-6452E-mail:[emailprotected]

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Robotic Process Automation (RPA) Software Market Demand and Insights Analysis Report 2020 KSU | The Sentinel Newspaper - KSU | The Sentinel Newspaper

We have collected information concerning stocks with the highest payout ratio at the moment. The payout ratio in itself isnt a guarantee of good investment but its an indicator of whether dividends are being paid and how the company chooses to issue them.

When researching a potential investment, the dividend payout ratio is a good statistic to know and anything around 30% percent is considered high.

Rockwell Automation, Inc. provides industrial automation and digital transformation solutions.

As stated by Morningstar, Inc., the next dividend payment is on Feb 11, 2021, the estimated forward annual dividend rate is 4.28 and the estimated forward annual dividend yield is 1.64%.

Rockwell Automations sales growth this year is expected to be 9% and 6.7% for next year.

Year-on-year quarterly revenue growth declined by 7.1%, now sitting on 6.21B for the twelve trailing months.

Rockwell Automations sales growth for the current quarter is 3%. The companys growth estimates for the current quarter and the next is negative 11.5% and 56.7%. The companys return on equity, which measures the profitability of a business relative to shareholders equity, for the twelve trailing months is 89.21%.

Rockwell Automations last day, week, and months current volatility was 0.39%, 0.92%, and 1.27%, respectively.

Rockwell Automations current volatility rank, which measures how volatile a financial asset is (variation between the lowest and highest value in a period), was 2.21% (day), 2.04% (last week), and 2.47% (last month), respectively.

According to the stochastic oscillator, a useful indicator of overbought and oversold conditions,

Rockwell Automations stock is considered to be overbought (>=80).

Rockwell Automations stock is valued at $258.30 at 23:23 EST, below its 52-week high of $268.91 and way above its 52-week low of $115.38.

Rockwell Automations value is higher than its 50-day moving average of $250.97 and above its 200-day moving average of $244.34.

Flushing Financial Corporation operates as the bank holding company for Flushing Bank that provides banking products and services primarily to consumers, businesses, and governmental units.

As claimed by Morningstar, Inc., the next dividend payment is on Mar 10, 2021, the estimated forward annual dividend rate is 0.84 and the estimated forward annual dividend yield is 3.46%.

Flushing Financial Corporations sales growth this year is expected to be 31% and 3.6% for next year.

Year-on-year quarterly revenue growth grew by 8.9%, now sitting on 183.11M for the twelve trailing months.

Flushing Financial Corporations sales growth for the current quarter is 37.1%. The companys growth estimates for the current quarter and the next is 147.4% and 47.2%. The companys return on equity, which measures the profitability of a business relative to shareholders equity, for the twelve trailing months is 5.78%.

Flushing Financial Corporations last day, week, and months current volatility was 0.87%, 0.71%, and 2.19%, respectively.

Flushing Financial Corporations current volatility rank, which measures how volatile a financial asset is (variation between the lowest and highest value in a period), was 4.51% (day), 4.17% (last week), and 3.68% (last month), respectively.

According to the stochastic oscillator, a useful indicator of overbought and oversold conditions,

Flushing Financial Corporations stock is considered to be oversold (<=20).

Flushing Financial Corporations stock is valued at $24.48 at 23:23 EST, under its 52-week high of $25.22 and way higher than its 52-week low of $9.19.

Flushing Financial Corporations value is way above its 50-day moving average of $21.29 and way higher than its 200-day moving average of $15.93.

J & J Snack Foods Corp. manufactures, markets, and distributes various nutritional snack foods and beverages to the food service and retail supermarket industries in the United States, Mexico, and Canada.

As stated by Morningstar, Inc., the next dividend payment is on Mar 18, 2021, the estimated forward annual dividend rate is 2.3 and the estimated forward annual dividend yield is 1.42%.

J & J Snack Foods Corp.s sales growth this year is anticipated to be 0.5% and 6.5% for next year.

Year-on-year quarterly revenue growth declined by 14.8%, now sitting on 980.14M for the twelve trailing months.

J & J Snack Foods Corp.s sales growth for the current quarter is negative 11.5%. The companys growth estimates for the present quarter and the next is negative 72.7% and 292.5%. The companys return on equity, which measures the profitability of a business relative to shareholders equity, for the twelve trailing months is 0.37%.

J & J Snack Foods Corp.s last day, week, and months current volatility was 0.93%, 0.69%, and 1.18%, respectively.

J & J Snack Foods Corp.s current volatility rank, which measures how volatile a financial asset is (variation between the lowest and highest value in a period), was 1.46% (day), 1.51% (last week), and 2.50% (last month), respectively.

According to the stochastic oscillator, a useful indicator of overbought and oversold conditions,

J & J Snack Foods Corp.s stock is considered to be oversold (<=20).

J & J Snack Foods Corp.s stock is valued at $160.65 at 23:23 EST, under its 52-week high of $169.58 and way higher than its 52-week low of $105.67.

J & J Snack Foods Corp.s worth is above its 50-day moving average of $158.56 and higher than its 200-day moving average of $148.13.

Huntington Bancshares Incorporated operates as a holding company for The Huntington National Bank that provides commercial, small business, consumer, and mortgage banking services.

As maintained by Morningstar, Inc., the next dividend payment is on Mar 16, 2021, the estimated forward annual dividend rate is 0.6 and the estimated forward annual dividend yield is 3.67%.

Huntington Bancshares Incorporateds sales growth this year is anticipated to be 23.1% and 16.5% for next year.

Year-on-year quarterly revenue growth grew by 5.4%, now sitting on 3.76B for the twelve trailing months.

Huntington Bancshares Incorporateds sales growth is 5.8% for the current quarter and 9.3% for the next. The companys growth estimates for the ongoing quarter and the next is 933.3% and 107.7%. The companys return on equity, which measures the profitability of a business relative to shareholders equity, for the twelve trailing months is 6.59%.

Huntington Bancshares Incorporateds last day, week, and months current volatility was 2.32%, 1.51%, and 1.97%, respectively.

Huntington Bancshares Incorporateds current volatility rank, which measures how volatile a financial asset is (variation between the lowest and highest value in a period), was 3.23% (day), 3.04% (last week), and 3.17% (last month), respectively.

According to the stochastic oscillator, a useful indicator of overbought and oversold conditions,

Huntington Bancshares Incorporateds stock is considered to be oversold (<=20).

Huntington Bancshares Incorporateds stock is valued at $15.98 at 23:23 EST, below its 52-week high of $16.91 and way above its 52-week low of $6.82.

Huntington Bancshares Incorporateds worth is higher than its 50-day moving average of $15.25 and way above its 200-day moving average of $12.40.

Public Service Enterprise Group Incorporated, through its subsidiaries, operates as an energy company primarily in the Northeastern and Mid-Atlantic United States.

As stated by Morningstar, Inc., the next dividend payment is on Mar 7, 2021, the estimated forward annual dividend rate is 2.04 and the estimated forward annual dividend yield is 3.54%.

Public Service Enterprise Group Incorporateds sales growth this year is anticipated to be 11.2% and a negative 0.1% for next year.

Year-on-year quarterly revenue growth declined by 3.1%, now sitting on 9.6B for the twelve trailing months.

Public Service Enterprise Group Incorporateds sales growth is 14.4% for the current quarter and 3.1% for the next. The companys growth estimates for the present quarter and the next is 2.9% and negative -12.7%. The companys return on equity, which measures the profitability of a business relative to shareholders equity, for the twelve trailing months is 12.26%.

Public Service Enterprise Group Incorporateds last day, week, and months current volatility was 0.12%, 0.98%, and 1.28%, respectively.

Public Service Enterprise Group Incorporateds current volatility rank, which measures how volatile a financial asset is (variation between the lowest and highest value in a period), was 1.22% (day), 1.63% (last week), and 2.19% (last month), respectively.

According to the stochastic oscillator, a useful indicator of overbought and oversold conditions,

Public Service Enterprise Group Incorporateds stock is considered to be overbought (>=80).

Public Service Enterprise Group Incorporateds stock is valued at $58.49 at 23:23 EST, under its 52-week high of $62.15 and way higher than its 52-week low of $34.75.

Public Service Enterprise Group Incorporateds worth is higher than its 50-day moving average of $57.24 and higher than its 200-day moving average of $57.01.

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Rockwell Automation And 4 Other Stocks Have Very High Payout Ratio - Via News Agency

Advancements likely will occur in:

Machine learning and workflow

Artificial intelligence (AI) is taking its strategic place in both operational and strategic business process management. New software enhancements to robotic process automation (RPA) will allow the technology to better observe and learn from human patterns optimizing front- and back-office experiences. Machine learning is poised to revolutionize workflow, helping to enable companies to trigger new processes, reroute running processes and make action recommendations based on predictions.

Hyperautomation

Gartner Research has coined the term hyperautomation to describe the merging of machine learning, packaged software and automation tools to rapidly maximize the number of automation processes in a business to greatly increase productivity. Hyperautomation requires a range of cognitive and automation technologies coming together to deliver both the intelligence and the power to put the intelligence into action.

Intelligent capabilities

AI-based systems will be able to remember (automating future robot configurations) and reason (predictive and probabilistic processing) so that automated systems gain the ability to learn and interact.

Intelligent industrial robots

Robots will perform multiple tasks and make decisions and work autonomously including self-diagnostic and predictive maintenance capabilities.

Low-code or no-code workflow software

Workflow software requiring minimal or no coding will continue to be a strategic priority to make process automation more accessible to the entire organization especially line of business.

Text-message-based workflow

In his blog, Michael Lim, Program Director, IBM Digital Business Automation speculates that the de facto communication method for the new workforce is likely to be text messaging because of its high read and response rates. Its likely that enabling text messaging and text message-based workflow will be a big driver for the next generation of productivity gains in the enterprise.

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What is automation? | IBM

Automation, application of machines to tasks once performed by human beings or, increasingly, to tasks that would otherwise be impossible. Although the term mechanization is often used to refer to the simple replacement of human labour by machines, automation generally implies the integration of machines into a self-governing system. Automation has revolutionized those areas in which it has been introduced, and there is scarcely an aspect of modern life that has been unaffected by it.

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The term automation was coined in the automobile industry about 1946 to describe the increased use of automatic devices and controls in mechanized production lines. The origin of the word is attributed to D.S. Harder, an engineering manager at the Ford Motor Company at the time. The term is used widely in a manufacturing context, but it is also applied outside manufacturing in connection with a variety of systems in which there is a significant substitution of mechanical, electrical, or computerized action for human effort and intelligence.

In general usage, automation can be defined as a technology concerned with performing a process by means of programmed commands combined with automatic feedback control to ensure proper execution of the instructions. The resulting system is capable of operating without human intervention. The development of this technology has become increasingly dependent on the use of computers and computer-related technologies. Consequently, automated systems have become increasingly sophisticated and complex. Advanced systems represent a level of capability and performance that surpass in many ways the abilities of humans to accomplish the same activities.

Automation technology has matured to a point where a number of other technologies have developed from it and have achieved a recognition and status of their own. Robotics is one of these technologies; it is a specialized branch of automation in which the automated machine possesses certain anthropomorphic, or humanlike, characteristics. The most typical humanlike characteristic of a modern industrial robot is its powered mechanical arm. The robots arm can be programmed to move through a sequence of motions to perform useful tasks, such as loading and unloading parts at a production machine or making a sequence of spot-welds on the sheet-metal parts of an automobile body during assembly. As these examples suggest, industrial robots are typically used to replace human workers in factory operations.

This article covers the fundamentals of automation, including its historical development, principles and theory of operation, applications in manufacturing and in some of the services and industries important in daily life, and impact on the individual as well as society in general. The article also reviews the development and technology of robotics as a significant topic within automation. For related topics, see computer science and information processing.

The technology of automation has evolved from the related field of mechanization, which had its beginnings in the Industrial Revolution. Mechanization refers to the replacement of human (or animal) power with mechanical power of some form. The driving force behind mechanization has been humankinds propensity to create tools and mechanical devices. Some of the important historical developments in mechanization and automation leading to modern automated systems are described here.

The first tools made of stone represented prehistoric mans attempts to direct his own physical strength under the control of human intelligence. Thousands of years were undoubtedly required for the development of simple mechanical devices and machines such as the wheel, the lever, and the pulley, by which the power of human muscle could be magnified. The next extension was the development of powered machines that did not require human strength to operate. Examples of these machines include waterwheels, windmills, and simple steam-driven devices. More than 2,000 years ago the Chinese developed trip-hammers powered by flowing water and waterwheels. The early Greeks experimented with simple reaction motors powered by steam. The mechanical clock, representing a rather complex assembly with its own built-in power source (a weight), was developed about 1335 in Europe. Windmills, with mechanisms for automatically turning the sails, were developed during the Middle Ages in Europe and the Middle East. The steam engine represented a major advance in the development of powered machines and marked the beginning of the Industrial Revolution. During the two centuries since the introduction of the Watt steam engine, powered engines and machines have been devised that obtain their energy from steam, electricity, and chemical, mechanical, and nuclear sources.

Each new development in the history of powered machines has brought with it an increased requirement for control devices to harness the power of the machine. The earliest steam engines required a person to open and close the valves, first to admit steam into the piston chamber and then to exhaust it. Later a slide valve mechanism was devised to automatically accomplish these functions. The only need of the human operator was then to regulate the amount of steam that controlled the engines speed and power. This requirement for human attention in the operation of the steam engine was eliminated by the flying-ball governor. Invented by James Watt in England, this device consisted of a weighted ball on a hinged arm, mechanically coupled to the output shaft of the engine. As the rotational speed of the shaft increased, centrifugal force caused the weighted ball to be moved outward. This motion controlled a valve that reduced the steam being fed to the engine, thus slowing the engine. The flying-ball governor remains an elegant early example of a negative feedback control system, in which the increasing output of the system is used to decrease the activity of the system.

Negative feedback is widely used as a means of automatic control to achieve a constant operating level for a system. A common example of a feedback control system is the thermostat used in modern buildings to control room temperature. In this device, a decrease in room temperature causes an electrical switch to close, thus turning on the heating unit. As room temperature rises, the switch opens and the heat supply is turned off. The thermostat can be set to turn on the heating unit at any particular set point.

Another important development in the history of automation was the Jacquard loom (see photograph ), which demonstrated the concept of a programmable machine. About 1801 the French inventor Joseph-Marie Jacquard devised an automatic loom capable of producing complex patterns in textiles by controlling the motions of many shuttles of different coloured threads. The selection of the different patterns was determined by a program contained in steel cards in which holes were punched. These cards were the ancestors of the paper cards and tapes that control modern automatic machines. The concept of programming a machine was further developed later in the 19th century when Charles Babbage, an English mathematician, proposed a complex, mechanical analytical engine that could perform arithmetic and data processing. Although Babbage was never able to complete it, this device was the precursor of the modern digital computer. See computers.

Jacquard loom, engraving, 1874. At the top of the machine is a stack of punched cards that would be fed into the loom to control the weaving pattern. This method of automatically issuing machine instructions was employed by computers well into the 20th century.

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automation | Technology, Types, Rise, History, & Examples ...

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There has been more than a modicum of buzz around what IDC calls intelligent process automation and what Gartner calls hyperautomation. In both cases, these terms refer to the integrated deployment of digital technologies such as robotic process automation (RPA), intelligent business process management suites (iBPMS), artificial intelligence, process mining, etc. Integrating digital technologies is far from a new concept. MIT and Deloitte advocated this approach back in the day when everyone was focused on social, mobile, analytics, and cloud (SMAC).

Digital transformation is a complex undertaking. Frankly, the track record on digital transformation success is dismal, with as few as 30% of such initiatives succeeding. The integration of digital technologies may just be the lever that leads to more success. So its not surprising that a number of vendors have promoted this theme, including Appian, Automation Anywhere, Bizagi, ProcessMaker, and UiPath to name a few. However, no digital transformation effort will be effective if an organization doesnt first have four key cornerstone practices nailed down: sequence, collaboration, scope, and mindset.

Strategy is more central to digital success than technology alone, yet many firms dont have a digital strategy. In part, thats because there is a long history of jumping to a technology solution often involving just one tool for the sole use of just one department instead of creating the context to identify business opportunities. Theres a long history of department heads dictating their demands to the IT department resulting in the sub-optimal implementation of technology, the development of difficult-to-bridge data silos, and the creation of significant technical debt. For greater success with digital transformation such behavior must cease. Digital needs to be driven by the specifics of the companys strategy, and strategy needs to be driven by customer experience.

Strategy formulation is no longer just about products and competitors. You also need to consider complementary services and network effects and this often involves a shift in business models, revenue streams, and how your end-to-end processes work. So your digital program needs to be driven from the top. By putting strategy before digital technology, your organization can think through whats needed to scale RPA and machine learning. Then, data transparency and customer experience can begin to take center stage in senior leadership team discussions. Compare this to the not-so-intelligent approach to digital transformation where individual departments select individual technologies to solve small problems within departmental boundaries.

Another critical success factor is to redesign a process before automating it. Otherwise, you could be automating a broken process. Thats why its important to establish end-to-end process context using iBPMS or process mining before jumping to technology solutions. Similarly, change management focus needs to come before not after your implementation of integrated technology.

These tactics call for an unprecedented level of cross functional collaboration and a shift in management attention or mindset, which brings us to the next cornerstone.

When departments do not collaborate, transformation efforts suffer. Given the amount of rhetoric dedicated to breaking down departmental silos, it was astonishing to learn from a recent survey that 75% of 1,500 global senior and C-level executives saw business functions competing against each other instead of collaborating on digitization efforts. This lack of collaboration contributed to 64% of companies failing to see revenue growth from their digital investments. Its hard to focus on customer experience and end-to-end process performance when departments dont collaborate. Historically, individual departments have been motivated to focus on their own core duties and functions to the exclusion of others. Departments and department managers can view resources protectively and hoard data rather than sharing and collaborating.

You also need to collaborate across internal centers of excellence, technology vendors, and department heads if intelligent automation is to reach its true potential.

While cross-team collaboration might appear simple in theory, in practice it is challenging as the teams responsible for special skills such as process improvement and customer experience often sit in different parts of the organization and report to different executives. Further, the methodology that customer experience teams use is different and sometimes difficult to bridge with that of process improvement teams, which can impact their ability to collaborate. Similar challenges apply to collaboration across vendors due to the proprietary platforms that vendors have worked to develop. That has led to some vendors, including Pegasystems, Appian, and Telus International, to acquire complementary technologies instead of making the effort to work closely with others.

No one can see the big picture when individual departments just look at their own technology needs. The recent book Intelligent Automation outlines the importance of scope and context through a banking example: In a credit card fraud management case, a bank was able to deploy one digital tool and realize a 30% improvement in resolving fraud. However, when the bank looked at the end-to-end process and integrated the use of multiple digital technologies, it was able to solve 70% more instances of fraud and saved $100 million.

Both process mining and iBPM suites can give organizations the needed scope and context to optimize the transformation effort. Thats important because one of the common and persistent challenges is scaling digital technology. This is particularly evident with RPA, where Forrester found that a majority of organizations implementing RPA have fewer than 10 bots in production. Brent Harder, head of Enterprise Automation at Fiserv, has led the major automation initiatives at two financial services organizations. He told me that, in order to scale, its important to become really good in the discovery phase and get better at identifying the right metrics. The right context will serve to reinforce RPAs goal of augmenting human workers making processes faster and better, not just cheaper. Harder also emphasizes that the initiative must have strong champions and a solid delivery team who are intent on building in-house capability.

The right scope matters for digital transformation. Frankly, if the digital effort is not cross-functional then its not transformational. If the effort is not focused on customer experience and targets only cost reduction, then its not transformational. According to recent research on AI, organizations that viewed and changed large business processes in integrating AI solutions were five times as likely to realize significant financial benefits.

For many organizations, taking a big picture approach demands not only focusing on the right scope, it also involves a fundamental shift of management attention a new mindset.

Shifting management attention from a traditional static, hierarchical view of business to a customer centered, agile, business process-based view of performance involves a new mindset. First, instead of just thinking about what is good for the company, leaders need to focus on what is good for customers. Second, instead of thinking just about what is good for their individual departments, leaders need to shift their attention to what is good for the entire organization. Then, instead of just thinking about deploying one discrete technology for the benefit of an individual department, leaders need to think about deploying multiple digital technologies in an integrated, agile manner for the benefit of the business.

All of the above requires a significant change in mindset. It must overcome decades of silo behavior conditioning. Its shocking to observe that some experts in intelligent automation still focus on use cases by department instead of value stream or end-to-end process.

A big-picture view also calls for a management mindset where theres explicit attention across customer experience, employee experience, and company profits. And not just at the start of a transformation effort. Its all too common for leaders to be enthusiastic and visible in the early stages of a transformation and then be drawn to other issues and leave things to be run by the project team.

Implementation skills such as change management are comparatively underemphasized in many organizations, leaving many leaders and information systems teams underprepared for this important part of the process. When there is a focus on change management, all too often its limited to stakeholder analysis and a communication plan. In many instances, thats just not enough. Paul Fjelsta, an expert in behavior management who Ive known for years, says we need a new approach: Instead of just focusing on the technical side of change, leaders and project teams need to understand the specific behaviors that need to be changed and how to change them. Researchers at MIT also emphasize the importance of leadership capability, as a key enabler in driving systemic and systematic organization change.

The integrated deployment of digital technologies such as RPA, iBPMS, AI, and process mining can lead to higher success rates in digital transformation efforts. But to effectively deploy these technologies, you need to have the four cornerstones in place Ive described above sequence, collaboration, scope, and mindset. If you lack any of these cornerstones, you risk hitting a number of pitfalls, such as deploying a technology for the benefit of just one department, not tearing down data silos, failing to focus on customer experience, failing to view the business in the context of end-to-end processes, and holding onto detrimental interdepartmental behavior.

Andrew Spanyi is President of Spanyi International. He is a member of the Board of Advisors at the Association of Business Process Professionals and has been an instructor at the BPM Institute. He is also a member of the Cognitive World Think Tank on enterprise AI.

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Intelligent automation depends on these 4 cornerstones - VentureBeat