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C9520-403 - IBM Forms 8.0 - Form Design and Development - BrainDump Information

Vendor Name : IBM
Exam Code : C9520-403
Exam Name : IBM Forms 8.0 - Form Design and Development
Questions and Answers : 103 Q & A
Updated On : October 22, 2018
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C9520-403 exam Dumps Source : IBM Forms 8.0 - Form Design and Development

Test Code : C9520-403
Test Name : IBM Forms 8.0 - Form Design and Development
Vendor Name : IBM
Q&A : 103 Real Questions

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IBM IBM Forms 8.0 -

form 425 Dell applied sciences Inc Filed through: Dell technologies Inc | killexams.com Real Questions and Pass4sure dumps

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Filed with the aid of Dell applied sciences Inc.

Pursuant to Rule 425 beneath the Securities Act of 1933

and deemed filed pursuant to Rule 14a-12 of the

Securities trade Act of 1934

subject business: Dell applied sciences Inc.

(commission File No. 001-37867)

 

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Dell technologies economic supplement This doc is a compilation of opt for publicly attainable guidance together with: financial Projections historical financial performance Valuation Metrics and Benchmarking historical Non-GAAP Reconciliations The aim of the doc is to deliver this assistance from separate filings and presentations collectively in a single file to assist the analyst community in facilitating their work as they construct out financial fashions and operate due diligence on the company.

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preliminary Dell Projections (as of February 2018) source: S-4/A Filed September 6, 2018 ($ in Billions) DISCLAIMER: THESE PROJECTIONS ARE provided solely FOR convenience purposes AS THEY were at the beginning prepared BETWEEN FEBRUARY 2018 and may 2018 IN connection with THE BOARD’S comparison OF THE classification V TRANSACTION but have been superseded by means of DELL’S SUBSEQUENT efficiency AS mirrored through ITS up-to-date FY 2019 counsel.         ASC 605 FY18A FY19E FY20E FY21E FY22E Infrastructure options neighborhood (ISG) $30.4 $31.9 $33.7 $36.1 $39.1 customer options neighborhood (CSG) 39.5 forty.1 41.5 forty two.9 44.4 other 2.1 2.0 2.9 four.0 5.0 Dell Excl. VMware seventy two.0 seventy four.0 78.1 83.1 88.5 VMware 7.9 eight.7 9.4 10.3 11.four total revenue $seventy nine.9 $eighty two.7 $87.5 $93.four $99.9 Dell Excl. VMware 5.4 5.9 6.7 8.0 9.1 VMware 2.8 three.1 three.four 3.7 four.1 complete EBITDA $eight.2 $9.0 $10.1 $eleven.7 $13.1 Dell Excl. VMware cash net earnings $1.3 $1.9 $2.7 $three.7 $four.6 Dell Excl. VMware 5.4 four.6 4.9 6.1 7.1 VMware 1.5 1.6 2.1 2.three 2.6 complete Adj. Unlevered Free cash circulation $6.9 $6.2 $7.0 $8.four $9.7 Dell Excl. VMware three.6 2.9 three.three four.6 5.7 VMware 1.4 1.5 2.0 2.3 2.6 complete Adj. Levered Free cash stream $5.0 $four.four $5.three $6.eight $eight.2    observe: statistics sourced from public filings or derived from public filings. results are in line with underlying facts and may now not visually foot.    (1) other contains Pivotal, SecureWorks, Virtustream, RSA protection, Boomi and unallocated corporate. (2) Dell Excl. VMware consolidates one hundred% of every of Dell technologies’ majority held businesses, Pivotal and SecureWorks.    (three) Tax cost for Dell Excl. VMware is assumed to be 26.0% in Fiscal 2019 and 20.0% in fiscal years 2020 via 2022.    (4) money web earnings comprises cash activity and money taxes at tax quotes listed in footnotes (three) and (9), as relevant. (5) Adj. Levered Free money move is the same as money move from operations (which is net of the increase in DFS financing receivables), much less capitalized costs and capitalized utility expenses, less cash acquisitions and share repurchases, plus an adjustment equal to eighty% of the enhance in DFS financing receivables. The table set forth under displays Adj. Levered Free money movement for Dell Excl. VMware earlier than the raise in DFS financing receivables (i.e., one hundred% adjustment) and web of the boost in DFS financing receivables (i.e., 0% adjustment). Such adjustment isn't applicable to VMware. complete and VMware Adj. Levered Free cash flow include the influence of VMware share repurchases.    ASC 605 FY18A FY19E FY20E FY21E FY22E Adj. Levered Free cash movement Dell Excl. VMware (earlier than the enhance in DFS Financing Receivables, i.e., 100% Adjustment) 3.eight three.2 three.5 4.eight 5.9 Adj. Levered Free money circulate Dell Excl. VMware (web of the increase in DFS Financing Receivables, i.e., 0% Adjustment) 2.3 1.9 2.5 3.eight four.9    (6) Adj. Unlevered Free cash flow is the same as Adj. Levered Free cash move, plus money activity cost, much less the tax shelter on activity fee. The table set forth beneath displays Adj. Unlevered Free cash flow for Dell Excl. VMware earlier than the enhance in DFS financing receivables (i.e., a hundred% adjustment) and web of the enhance in DFS financing receivables (i.e., 0% adjustment). Such adjustment isn't applicable to VMware. ASC 605 FY18A FY19E FY20E FY21E FY22E Adj. Unlevered Free money circulate Dell Excl. VMware (before the raise in DFS Financing Receivables, i.e., 100% Adjustment) 5.5 four.9 5.1 6.three 7.three Adj. Unlevered Free cash stream Dell Excl. VMware (internet of the increase in DFS Financing Receivables, i.e., 0% Adjustment) four.0 three.6 4.1 5.three 6.3    (7) VMware phase effects encompass one hundred% of the VMware enterprise and fluctuate from the standalone VMware consequences offered by means of VMware. (8) EBITDA, Adj. Unlevered Free cash move and Adj. Levered Free cash circulate for VMware are got by way of subtracting such metrics for Dell Excl. VMware from the overall for such metrics, respectively. (9) Tax rate for VMware became 20.5% in fiscal yr 2018 and is assumed to be sixteen.0% from fiscal years 2019 via 2022. (10) Adj. Unlevered Free money move equals Adj. Levered Free cash move plus cash interest rate less tax look after on activity cost. (11) Adj. Levered Free cash circulation for VMware contains money circulate from operations less capital charges. (12) financial counsel is introduced on a non-GAAP basis.

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VMware Projections (as of March 2018) source: S-four/A Filed September 6, 2018 ($ in Billions)        ASC 606 FY18A FY19E FY20E FY21E FY22E VMware salary $7.9 $8.7 $9.6 $10.6 $11.6 VMware EBITDA 3.1 3.four three.7 four.2 4.6 VMware net income 2.2 2.5 2.eight 3.1 three.four VMware Adj. Levered Free money circulation 2.9 three.three three.eight 4.2 4.7    (1) VMware metrics encompass one hundred% of VMware’s business. (2) Tax rate for VMware became 20.5% in fiscal year 2018 and is believed to be sixteen.0% from fiscal years 2019 through 2022. (3) VMware EBITDA also excludes amortization charges linked to deferred commissions, which don't seem to be excluded from VMware EBITDA covered as proven in the initial Dell projections or the up-to-date Dell projections. (4) Adj. Levered Free money movement for VMware contains money movement from operations less capital charges.    (5) VMware projections are provided on a standalone basis, not as consolidated within Dell applied sciences.    (6) financial counsel is introduced on a non-GAAP groundwork.

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updated Dell Projections (as of may 2018) source: S-four/A Filed September 6, 2018 ($ in Billions)        ASC 606 FY19E FY20E FY21E FY22E FY23E Infrastructure solutions community (ISG) $33.9-34.6 $34.9-35.6 $36.3-37.3 $37.3-38.6 $39.0-forty.eight client solutions neighborhood (CSG) 41.9-43.0 forty two.9-44.2 44.eight-46.6 forty five.9-48.1 46.6-forty nine.three Dell Excl. VMware seventy seven.eight-79.6 80.9-83.0 85.1-87.9 88.0-91.6 91.4-95.9 VMware eight.7-eight.9 9.6-9.eight 10.5-10.7 11.5-eleven.7 12.6-12.9 complete earnings $86.5-88.5 $ninety.5-ninety two.8 $95.6-98.6 $ninety nine.5-103.3 $104.0-108.8 Dell Excl. VMware 6.5 7.2 eight.2 9.1 9.9 VMware 3.2 3.6 four.0 four.3 4.8 complete EBITDA $9.7 $10.8 $12.2 $13.5 $14.7 Dell Excl. VMware money net income $2.4 $3.2 $four.0 $4.8 $5.7 Dell Excl. VMware 6.5 5.5 6.6 7.2 eight.0 VMware 2.5 2.three 2.eight three.3 three.7 complete Adj. Unlevered Free money movement $9.0 $7.8 $9.four $10.5 $eleven.7 Dell Excl. VMware 4.8 four.0 5.2 5.9 6.9 VMware 2.four 2.2 2.7 3.2 3.6 total Adj. Levered Free money movement $7.2 $6.2 $7.9 $9.1 $10.5 (1) Dell Excl. VMware consolidates 100% of each of Dell applied sciences’ majority held businesses, Pivotal and SecureWorks.    (2) Tax expense for Dell Excl. VMware is believed to be 24.eight% in Fiscal 2019 and 20.0% in fiscal years 2020 via 2023. (three) cash web revenue comprises cash hobby and money taxes at tax charges listed in footnotes (2) and (9), as relevant. (4) Adj. Levered Free money stream is the same as money circulation from operations (which is web of the boost in DFS financing receivables), less capitalized charges and capitalized application expenses, much less money acquisitions and share repurchases, plus an adjustment equal to eighty% of the boost in DFS financing receivables. The table set forth below displays Adj. Levered Free cash circulate for Dell Excl. VMware before the boost in DFS financing receivables (i.e., 100% adjustment) and net of the enhance in DFS financing receivables (i.e., 0% adjustment). Such adjustment isn't applicable to VMware. total and VMware Adj. Levered Free cash circulation consist of the have an effect on of VMware share repurchases.    ASC 606 FY19E FY20E FY21E FY22E FY23E Adj. Levered Free cash circulation Dell Excl. VMware (before the 5.1 four.2 5.4 6.2 7.2 increase in DFS Financing Receivables, i.e., 100% Adjustment) Adj. Levered Free cash move Dell Excl. VMware (internet of the 3.eight 3.0 four.2 5.0 6.0 increase in DFS Financing Receivables, i.e., 0% Adjustment)    (5) Adj. Unlevered Free money circulation is equal to Adj. Levered Free money flow, plus money pastime price, less the tax look after on hobby fee. The desk set forth below reflects Adj. Unlevered Free money stream for Dell Excl. VMware before the enhance in DFS financing receivables (i.e., one hundred% adjustment) and web of the raise in DFS financing receivables (i.e., 0% adjustment). Such adjustment isn't relevant to VMware.    ASC 606 FY19E FY20E FY21E FY22E FY23E Adj. Unlevered Free cash move Dell Excl. VMware (earlier than the 6.8 5.7 6.9 7.5 8.3 raise in DFS Financing Receivables, i.e., one hundred% Adjustment) Adj. Unlevered Free money movement Dell Excl. VMware (net of the 5.5 4.5 5.7 6.3 7.1 increase in DFS Financing Receivables, i.e., 0% Adjustment)    (6) VMware section effects include 100% of the VMware company and vary from the standalone VMware consequences offered via VMware.    (7) salary for Dell Excl. VMware is received via subtracting profits for VMware from complete profits. (eight) Adj. Unlevered Free money stream and Adj. Levered Free money move for VMware are obtained with the aid of subtracting such metrics for Dell Excl. VMware from the entire for such metrics, respectively. (9) Tax rate for VMware changed into 20.5% in fiscal yr 2018 and is thought to be 16.0% from fiscal years 2019 via 2023.    (10) Adj. Unlevered Free cash circulation equals Free money movement plus money hobby fee less tax defend on hobby cost. (11) The estimated Adj. Unlevered Free money stream amounts used by way of Goldman Sachs for purposes of its discounted money circulate analyses also protected inventory-primarily based compensation as an fee and assumed a 20% tax price utilized to unlevered profits. additionally, the terminal 12 months Adj. Unlevered Free money move amounts used by way of Goldman Sachs assumed an extended-term reduced working capital benefit, in response to the midpoint of Dell applied sciences’ assumed perpetuity boom price range, as authorised for Goldman Sachs’ use by means of Dell applied sciences management. (12) Adj. Levered Free cash movement for VMware comprises cash stream from operations less capital fees. (13) EBITDA, net earnings, Adj. Unlevered Free money move and Adj. Levered Free cash movement economic estimates symbolize the midpoint of performance latitude expectations.    (14) economic assistance is introduced on a non-GAAP groundwork.

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Dell management VMware Projections (as of may additionally 2018) supply: S-four/A Filed September 6, 2018 ($ in Billions)         ASC 606 FY18A FY19E FY20E FY21E FY22E FY23E VMware profits $8.0 $8.eight $9.7 $10.6 $11.6 $12.8 VMware EBITDA 3.1 3.2 three.6 four.0 four.3 4.8    (1) VMware metrics include a hundred% of VMware’s business. (2) fiscal suggestions is presented on a non-GAAP basis.

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financial suggestions source: 9/18/18 Analyst Day Presentation ($ in Billions)         long run ambitions at existing Market Projections FY19 GuidanceRevenue CAGR performance vs. Market (Orders groundwork) LowHigh Low excessive total $90.5$ninety two.0 4% 6% develop at a premium to market in all predominant product classes Non-GAAP profits ISG growth 14% 18% three% 5% Mainstream Server: 5—7pts increase premium vs. market external Storage: eight—9pts increase top class vs. market CSG boom eight%12% 2% four% client: ~one hundred fifteen—145bps annual share gain Non-GAAP operating salary $eight.four$eight.8 ~12% of income in FY23 Non-GAAP net profits $4.9$5.3 internet profits to grow extra right away than operating earnings note: client unit share expectations except Chrome; Mainstream Server growth top rate in comparison to IDC forecast apart from Hyperconverged Infrastructure; external Storage growth top rate compared to IDC forecast which comprises Hyperconverged Infrastructure; interior evaluation directionally adjusts IDC reporting to Dell applied sciences’ product taxonomy; All IDC reporting on a CY foundation, not adjusted for Dell applied sciences’ FY convention; profits and financials represented on a Non-GAAP foundation.    

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GAAP enterprise Unit salary and operating earnings / (Loss) abstract ($ in millions)        ASC 605 FY17 FY18’Q1 FY18’Q2 FY18’Q3 FY18’this fall FY18 CSG $36,754 $9,056 $9,851 $9,959 $10,589 $39,455 ISG 21,776 6,916 7,406 7,518 8,812 30,652 VMware three,225 1,736 1,907 1,953 2,329 7,925 Reportable segment net income 61,755 17,708 19,164 19,430 21,730 seventy eight,032 different corporations 1,026 462 472 475 492 1,901 Unallocated transactions forty one 1 (2) – (three) (4) affect of buy accounting (1,180) (355) (335) (295) (284) (1,269) total GAAP profits $sixty one,642 $17,816 $19,299 $19,610 $21,935 $seventy eight,660 working salary / (loss) CSG $1,845 $374 $566 $672 $581 $2,193 ISG 2,393 323 430 678 748 2,179 Vmware(1) 1,113 486 561 639 834 2,520 Reportable segment working profits 5,351 1,183 1,557 1,989 2,163 6,892 other organizations (39) three 1 6 (31) (21) Unallocated transactions (199) eleven (6) (9) (12) (sixteen) have an effect on of purchase accounting (2,294) (423) (406) (366) (351) (1,546) Amortization of intangibles (3,681) (1,776) (1,740) (1,734) (1,730) (6,980) Transaction linked expense (1,488) (191) (138) (86) (87) (502) different corporate price (902) (307) (247) (333) (273) (1,one hundred sixty) complete GAAP working loss ($3,252) ($1,500) ($979) ($533) ($321) ($3,332) interest and other, net (2,104) (573) (545) (682) (555) (2,355) salary tax improvement (1,619) (690) (546) (274) (323) (1,833) net loss ($three,737) ($1,383) ($978) ($941) ($553) ($3,855) % of total GAAP earnings (6.1%) (7.8%) (5.1%) (4.8%) (2.5%) (four.9%) ASC 606 FY17 FY18’Q1 FY18’Q2 FY18’Q3 FY18’this fall FY18 FY19’Q1 FY19’Q2 CSG $36,509 $9,048 $9,866 $9,829 $10,475 $39,218 $10,271 $11,128 ISG 22,070 6,961 7,467 7,535 eight,954 30,917 eight,667 9,227 Vmware(1) 3,543 1,818 1,984 1,933 2,259 7,994 2,028 2,194 Reportable phase web profits 62,122 17,827 19,317 19,297 21,688 seventy eight,129 20,966 22,549 different agencies 1,153 529 543 557 566 2,195 579 574 Unallocated transactions 41 (1) (4) (3) (7) (15) (2) (1) have an effect on of buy accounting (1,152) (355) (335) (295) (284) (1,269) (187) (180) complete GAAP profits $sixty two,164 $18,000 $19,521 $19,556 $21,963 $79,040 $21,356 $22,942 working profits / (loss) CSG $1,751 $325 $528 $630 $561 $2,044 $533 $425 ISG 2,920 506 647 870 1,045 three,068 939 1,012 VMware 1,516 611 728 634 836 2,809 613 736 Reportable segment working earnings 6,187 1,442 1,903 2,134 2,442 7,921 2,085 2,173 other companies (forty two) (23) (29) (19) (54) (a hundred twenty five) (50) (49) Unallocated transactions (198) 6 (eight) (6) (16) (24) (9) (sixteen) impact of buy accounting (2,266) (423) (406) (366) (351) (1,546) (222) (215) Amortization of intangibles (3,681) (1,776) (1,740) (1,734) (1,730) (6,980) (1,522) (1,526) Transaction linked fee (1,488) (191) (138) (86) (87) (502) (166) (104) other company rate (902) (307) (247) (333) (273) (1,one hundred sixty) (269) (276) complete GAAP working loss ($2,390) ($1,272) ($665) ($410) ($69) ($2,416) ($153) ($13) activity and other, internet (2,104) (572) (545) (682) (554) (2,353) (470) (455) earnings tax advantage (1,420) (641) (471) (241) (490) (1,843) (eighty five) (7) internet loss ($three,074) ($1,203) ($739) ($851) ($133) ($2,926) ($538) ($461) % of complete GAAP salary (four.9%) (6.7%) (3.eight%) (four.four%) (0.6%) (3.7%) (2.5%) (2.0%)    be aware: EMC Merger closed on September 7, 2016. consequences presented on a relentless operations basis. historical effects prior to 3Q’17 don't encompass EMC obtained businesses. (1) The VMware business unit consequences reflect the operations of VMware within Dell technologies and are distinct from VMware’s effects on a standalone foundation.

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Non-GAAP salary remark summary ($ in thousands and thousands)        ASC 605 FY17 FY18’Q1 FY18’Q2 FY18’Q3 FY18’q4 FY18 products $forty nine,006 $13,023 $14,405 $14,713 $16,830 $fifty eight,971 services 13,816 5,148 5,229 5,192 5,389 20,958 web salary sixty two,822 18,171 19,634 19,905 22,219 79,929 items 39,660 10,494 11,436 eleven,440 13,072 forty six,442 functions 6,343 2,031 2,098 2,048 2,125 8,302 cost of earnings forty six,003 12,525 13,534 13,488 15,197 54,744 items 9,346 2,529 2,969 three,273 3,758 12,529 capabilities 7,473 3,117 three,131 3,144 3,264 12,656 Gross margin 16,819 5,646 6,one hundred 6,417 7,022 25,185 % of internet salary 26.8% 31.1% 31.1% 32.2% 31.6% 31.5% working costs eleven,706 4,449 4,548 4,431 4,902 18,330 operating earnings 5,113 1,197 1,552 1,986 2,120 6,855 % of internet salary eight.1% 6.6% 7.9% 10.0% 9.5% eight.6% Adjusted EBITDA $5,941 $1,567 $1,866 $2,318 $2,466 $8,217 % of net income 9.5% 8.6% 9.5% eleven.6% eleven.1% 10.3% web profits $2,687 $581 $873 $1,109 $1,097 $3,660 % of net income 4.three% 3.2% 4.4% 5.6% 4.9% 4.6%    ASC 606 FY17(1) FY18’Q1 FY18’Q2 FY18’Q3 FY18’this fall FY18 FY19’Q1 FY19’Q2 products $51,357 $13,689 $15,152 $15,153 $17,427 $sixty one,421 $16,688 $18,167 services eleven,959 four,666 four,704 four,698 4,820 18,888 4,855 four,955 net salary sixty three,316 18,355 19,856 19,851 22,247 eighty,309 21,543 23,122 products forty,879 10,858 eleven,833 eleven,644 13,325 forty seven,660 12,770 14,197 capabilities four,956 1,696 1,764 1,733 1,788 6,981 1,854 1,859 can charge of salary 45,835 12,554 13,597 13,377 15,113 fifty four,641 14,624 sixteen,056 items 10,478 2,831 3,319 three,509 4,102 13,761 three,918 three,970 capabilities 7,003 2,970 2,940 2,965 3,032 eleven,907 3,001 three,096 Gross margin 17,481 5,801 6,259 6,474 7,134 25,668 6,919 7,066 % of net earnings 27.6% 31.6% 31.5% 32.6% 32.1% 32.0% 32.1% 30.6% working costs eleven,534 four,376 4,393 4,365 four,762 17,896 4,893 4,958 working profits 5,947 1,425 1,866 2,109 2,372 7,772 2,026 2,108 % of net earnings 9.4% 7.8% 9.4% 10.6% 10.7% 9.7% 9.four% 9.1% Adjusted EBITDA $6,775 $1,795 $2,one hundred eighty $2,441 $2,718 $9,134 $2,383 $2,459 % of net revenue 10.7% 9.8% 11.0% 12.three% 12.2% eleven.4% eleven.1% 10.6% internet earnings $3,322 $761 $1,112 $1,199 $1,298 $four,370 $1,174 $1,349 % of net revenue 5.2% 4.1% 5.6% 6.0% 5.eight% 5.4% 5.four% 5.8%    be aware: EMC Merger closed on September 7, 2016. results introduced on a relentless operations foundation. ancient effects ahead of 3Q’17 don't include EMC obtained businesses. (1) Non-GAAP FY’17 earnings contains a one-time $28 million ASC 606 affect to buy accounting linked to the going-private transaction.

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Consolidated stability Sheet ($ in millions)        ASC 605 ASC 606 FY16’q4 FY17’Q1 FY17’Q2 FY17’Q3 FY17’this autumn FY18’Q1 FY18’Q2 FY18’Q3 FY18’q4 FY19’Q1 FY19’Q2 cash and cash equivalents $6,576 $6,139 $7,226 $eight,822 $9,474 $9,554 $9,213 $eleven,706 $13,942 $15,324 $15,312 short-time period investments – – – 1,857 1,975 1,620 2,015 2,008 2,187 2,402 2,504 debts receivable, web 5,092 5,075 5,257 8,830 9,420 8,834 9,716 9,189 eleven,721 10,561 11,201 short-time period financing receivables, internet 2,915 2,855 2,867 three,049 3,222 three,255 three,473 three,643 three,919 3,962 4,140 Inventories, web 1,643 1,655 1,446 3,504 2,538 2,466 2,594 2,582 2,678 2,933 three,642 other present property three,508 three,321 three,326 4,441 four,one hundred forty four 4,655 5,194 5,397 5,881 6,049 6,326 present assets held on the market 1,721 1,719 4,a hundred twenty five 5,904 – – – – – – – complete existing property 21,455 20,764 24,247 36,407 30,773 30,384 32,205 34,525 40,328 forty one,231 forty three,a hundred twenty five confined cash – – 23,285 – – – – – – – – Property, plant, and gadget, net 1,755 1,684 1,562 5,805 5,653 5,438 5,400 5,378 5,390 5,303 5,240 lengthy-term investments 114 a hundred and one 104 4,285 3,802 3,772 four,022 4,273 4,163 three,943 3,649 long-term financing receivables, web 2,177 2,one hundred ninety 2,271 2,390 2,651 2,741 three,199 three,317 three,724 3,799 4,030 Goodwill 9,797 9,797 eight,406 38,840 38,910 38,930 39,407 39,330 39,920 39,656 39,504 Intangible property, web 9,one hundred ninety eight,663 7,595 36,571 35,053 33,283 31,580 29,846 28,265 26,737 25,208 other non-present belongings 634 680 1,446 1,334 1,364 1,492 1,681 1,725 2,403 2,548 2,625 complete property $forty five,122 $forty three,879 $sixty eight,916 $a hundred twenty five,632 $118,206 $116,040 $117,494 $118,394 $124,193 $123,217 $123,381 short-term debt $2,981 $2,465 $2,500 $8,388 $6,329 $4,842 $7,686 $6,235 $7,873 $7,133 $9,a hundred and forty four money owed payable 12,761 12,412 14,050 14,644 14,422 15,064 16,916 16,711 18,334 18,534 20,853 accumulated and different four,377 4,193 three,835 7,445 7,119 6,376 6,798 6,901 8,026 6,952 7,216 short-time period deferred salary 4,257 four,414 3,916 9,215 10,265 10,354 10,726 10,895 eleven,606 11,495 eleven,965 present liabilities held on the market 614 464 1,522 1,677 – – – – – – – complete present liabilities 24,990 23,948 25,823 forty one,369 38,a hundred thirty five 36,636 42,126 forty,742 forty five,839 44,114 49,178 long-time period debt 10,650 10,679 33,836 forty seven,284 forty three,061 44,948 forty one,374 forty five,416 43,998 forty four,770 forty,414 long-time period deferred profits four,422 four,484 4,154 7,907 8,431 8,330 eight,878 9,161 9,210 9,464 9,735 other non-current liabilities three,488 3,036 2,733 9,066 9,339 8,435 7,847 7,487 7,277 7,045 6,787 total liabilities 43,550 forty two,147 66,546 one hundred and five,626 98,966 98,349 one hundred,225 102,806 106,324 a hundred and five,393 106,114 Redeemable shares 106 165 179 187 231 301 333 362 384 844 2,056 usual inventory and capital in excess of par cost 5,727 5,681 5,682 19,925 20,199 20,057 20,095 19,927 19,889 19,521 18,321 Treasury stock at charge – – – (a hundred seventy five) (752) (1,113) (1,136) (1,440) (1,440) (1,477) (1,487) gathered deficit (three,937) (3,883) (three,309) (5,366) (5,609) (6,859) (7,805) (eight,742) (6,860) (7,438) (7,937) gathered other comprehensive income (loss) (324) (356) (308) (504) (595) (553) (207) (226) one hundred thirty (121) (334) complete Dell technologies Inc. stockholders’ equity 1,466 1,442 2,065 13,880 13,243 11,532 10,947 9,519 eleven,719 10,485 8,563 Non-controlling hobbies – a hundred twenty five 126 5,939 5,766 5,858 5,989 5,707 5,766 6,495 6,648 complete stockholders’ fairness 1,466 1,567 2,191 19,819 19,009 17,390 sixteen,936 15,226 17,485 sixteen,980 15,211 total liabilities, redeemable shares, and stockholders’ fairness $45,122 $43,879 $sixty eight,916 $a hundred twenty five,632 $118,206 $116,040 $117,494 $118,394 $124,193 $123,217 $123,381 note: EMC Merger closed on September 7, 2016.

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Consolidated Statements of cash Flows ($ in thousands and thousands)        ASC 605 ASC 606 FY17’Q1 FY17’Q2 FY17’Q3 FY17’this autumn FY18’Q1 FY18’Q2 FY18’Q3 FY18’this fall FY19’Q1 FY19’Q2 web profits / (loss) $fifty five $572 ($2,075) ($270) ($1,383) ($978) ($941) ($553) ($538) ($461) Depreciation and amortization 692 629 1,576 2,041 2,212 2,142 2,137 2,143 1,914 1,931 Amortization of debt issuance prices 12 12 117 127 46 forty four 50 forty three 36 36 inventory-based compensation expense 14 20 149 215 201 208 221 205 199 216 Deferred earnings taxes (586) (1,033) (417) (a hundred sixty five) (839) (717) (401) (638) (363) (316) consequences of alternate cost alterations 27 20 5 22 27 15 35 36 – – internet (gain)/loss on sale of agencies – – – (2,319) (33) 7 forty six (four) (32) 5 Provision for dubious bills — including financing receivables 26 19 35 40 34 43 forty forty seven 37 forty four different 34 (8) 3 31 107 66 54 3 31 22 adjustments in property and liabilities, internet of results from acquisitions and tendencies: money owed receivable, web 108 (488) (776) (620) 561 (790) 487 (1,773) 949 (873) Financing receivables, internet seventy three (147) (179) (498) (136) (521) (369) (627) (249) (499) Inventories, net (20) 191 (19) 924 15 (186) (34) (a hundred and twenty) (389) (747) different property 126 1 (192) 280 (529) (607) (a hundred and fifty) 277 (a hundred and forty four) (376) debts payable (440) 1,672 (264) (217) 665 1,779 (172) 1,507 270 2,360 Deferred salary 163 123 733 1,603 (1) 899 395 2,005 287 830 gathered and other liabilities (347) 295 1,058 (454) (707) 412 225 580 (849) 461 trade in money from working activities ($63) $1,878 ($246) $740 $240 $1,816 $1,623 $3,131 $1,159 $2,633 money flows from investing activities: Investments: Purchases – ($eight) ($503) ($267) ($559) ($1,701) ($1,194) ($935) ($439) ($449) Maturities and revenue 12 6 543 612 973 1,085 935 885 531 791 Capital costs (92) (143) (182) (282) (245) (316) (341) (310) (273) (288) Proceeds from sale of amenities, land, and different assets 4 15 5 – – – – – 10 – Capitalized application building expenses – – (85) (122) (89) (98) (ninety four) (88) (89) (71) Collections on purchased financing receivables 16 9 6 four 3 7 15 5 10 7 Acquisition of corporations, web – – (37,614) (15) (12) (211) – (435) – – Divestitures of corporations, internet – – – 6,873 (20) 20 – – 142 – Asset acquisitions, internet – – – – – (86) (9) (1) (38) – Asset inclinations, internet – – – – – (41) (12) (6) (three) (three) other – (forty) (eight) – – – – (6) – – exchange in money from investing actions ($60) ($161) ($37,838) $6,803 $fifty one ($1,341) ($700) ($891) ($149) ($13) money flows from financing actions: payment of dissenting shares duty – (446) – – 1 – – – – (seventy six) Share repurchases for tax withholdings of fairness awards (1) (1) (26) (sixty five) (126) (68) (one hundred and five) (86) (a hundred) (ninety nine) Proceeds from the issuance of DHI ordinary inventory – – four,404 18 – – – – – – Proceeds from the issuance of typical inventory of subsidiaries 102 (2) 1 sixty three 8 seventy two 30 21 642 11 Repurchases of DHI neighborhood average stock – (2) (8) – (2) – (4) – (37) (10) Repurchases of classification V normal inventory – – (132) (569) (368) (fifty four) (300) – – – Repurchase of ordinary inventory of subsidiaries – – (611) – – – (555) (169) – – payments for debt issuance charges (2) (13) (834) (four) (5) – (39) (4) (3) (5) Proceeds from debt 552 1,596 forty three,838 907 three,441 1,335 eight,416 1,246 1,863 2,774 Repayments of debt (1,041) (1,597) (7,000) (7,322) (three,154) (2,155) (5,872) (1,140) (1,822) (5,126) other three 3 4 6 – – – – – 1 alternate in cash from financing actions (387) (462) 39,636 (6,966) (205) (870) 1,571 (132) 543 (2,530) effect of alternate rate alterations on cash, cash equivalents, and restricted money 73 (21) (21) (7) (6) 54 (1) 128 (86) (a hundred thirty) trade in cash, money equivalents, and confined money ($437) $1,234 $1,531 $570 $eighty ($341) $2,493 $2,236 $1,467 ($40) cash, cash equivalents, and confined cash at beginning of the period 6,576 6,139 7,373 8,904 9,474 9,554 9,213 11,706 14,378 15,845 money, money equivalents, and limited money at conclusion of the period 6,139 7,373 eight,904 9,474 9,554 9,213 eleven,706 13,942 15,845 15,805 note: EMC Merger closed on September 7, 2016.

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Dell economic functions ($ in Billions)        FY17’Q1 FY17’Q2 FY17’Q3 FY17’this autumn FY18’Q1 FY18’Q2 FY18’Q3 FY18’this fall FY19’Q1 FY19’Q2 Financing Receivables(1) $5.0 $5.1 $5.4 $5.9 $6.0 $6.7 $7.0 $7.6 $7.eight $eight.2 Originations(2) $0.eight $1.0 $1.1 $1.6 $1.1 $1.6 $1.6 $1.9 $1.7 $1.9    be aware: EMC Merger closed on September 7, 2016. (1) amounts signify financing receivables covered on the Dell technologies Statements of economic position. (2) Originations signify the quantities of financing provided by using DFS to customers for equipment and linked application and functions, including third-birthday party originations.

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segment assistance ($ in tens of millions)        ASC 605 ASC 606 FY17’Q1 FY17’Q2 FY17’Q3 FY17’this autumn FY17 FY18’Q1 FY18’Q2 FY18’Q3 FY18’q4 FY18 FY17 FY18 FY19’Q1 FY19’Q2 ISG Servers and Networking $three,075 $three,237 $2,910 $three,612 $12,834 $three,231 $3,740 $three,851 $four,576 $15,398 $12,973 $15,533 $four,585 $5,061 Storage 538 542 three,079 four,783 8,942 three,685 3,666 three,667 four,236 15,254 9,097 15,384 four,082 four,166 total ISG net salary $3,613 $three,779 $5,989 $eight,395 $21,776 $6,916 $7,406 $7,518 $eight,812 $30,652 $22,070 $30,917 $8,667 $9,227 ISG operating revenue $192 $300 $897 $1,004 $2,393 $323 $430 $678 $748 $2,179 $2,920 $three,068 $939 $1,012 % of ISG net earnings 5.3% 7.9% 15.0% 12.0% 11.0% four.7% 5.eight% 9.0% eight.5% 7.1% 13.2% 9.9% 10.eight% 11.0% CSG industrial $6,one hundred forty five $6,798 $6,four hundred $6,663 $26,006 $6,350 $7,196 $6,907 $7,294 $27,747 $25,773 $27,507 $7,363 $eight,109 consumer 2,426 2,422 2,787 3,113 10,748 2,706 2,655 three,052 three,295 11,708 10,736 eleven,711 2,908 3,019 complete CSG internet revenue $eight,571 $9,220 $9,187 $9,776 $36,754 $9,056 $9,851 $9,959 $10,589 $39,455 $36,509 $39,218 $10,271 $11,128 CSG operating profits $385 $484 $634 $342 $1,845 $374 $566 $672 $581 $2,193 $1,751 $2,044 $533 $425 % of CSG web profits four.5% 5.2% 6.9% three.5% 5.0% 4.1% 5.7% 6.7% 5.5% 5.6% 4.eight% 5.2% 5.2% 3.8% VMware complete VMware web salary N/A N/A $1,289 $1,936 $three,225 $1,736 $1,907 $1,953 $2,329 $7,925 $three,543 $7,994 $2,028 $2,194 VMware working profits N/A N/A $548 $565 $1,113 $486 $561 $639 $834 $2,520 $1,516 $2,809 $613 $736 % of VMware net profits N/A N/A 42.5% 29.2% 34.5% 28.0% 29.four% 32.7% 35.eight% 31.eight% 42.eight% 35.1% 30.2% 33.5% Reconciliation to consolidated net revenue Reportable segment income $12,184 $12,999 $sixteen,465 $20,107 $sixty one,755 $17,708 $19,164 $19,430 $21,730 $seventy eight,032 $sixty two,122 $78,129 $20,966 $22,549 different agencies (a) one hundred ten 118 312 480 1,026 462 472 475 492 1,901 1,153 2,195 579 574 Unallocated transactions (b) 25 28 – (6) 41 1 (2) – (3) (four) 41 (15) (2) (1) have an effect on of buy accounting (c) (78) (sixty five) (530) (507) (1,a hundred and eighty) (355) (335) (295) (284) (1,269) (1,152) (1,269) (187) (a hundred and eighty) complete web revenue 12,241 13,080 sixteen,247 20,074 sixty one,642 17,816 19,299 19,610 21,935 78,660 62,164 79,040 21,356 22,942 Reconciliation to consolidated working salary (loss) Reportable phase working revenue $577 $784 $2,079 $1,911 $5,351 $1,183 $1,557 $1,989 $2,163 $6,892 $6,187 $7,921 $2,085 $2,173 other corporations (a) (sixteen) (eleven) (13) (three) (39) three 1 6 (31) (21) (42) (a hundred twenty five) (50) (49) Unallocated transactions (b) (22) (17) (91) (sixty five) (199) eleven (6) (9) (12) (16) (198) (24) (9) (16) influence of buy accounting (c) (106) (ninety eight) (850) (1,240) (2,294) (423) (406) (366) (351) (1,546) (2,266) (1,546) (222) (215) Amortization of intangibles (491) (491) (1,164) (1,535) (three,681) (1,776) (1,740) (1,734) (1,730) (6,980) (3,681) (6,980) (1,522) (1,526) Transaction-connected fees (d) (57) (seventy two) (1,200) (159) (1,488) (191) (138) (86) (87) (502) (1,488) (502) (166) (104) different company costs (e) (24) (28) (273) (577) (902) (307) (247) (333) (273) (1,one hundred sixty) (902) (1,a hundred and sixty) (269) (276) total operating earnings / (loss) (139) 67 (1,512) (1,668) (three,252) (1,500) (979) (533) (321) (3,333) (2,390) (2,416) (153) (13) notice: EMC Merger closed on September 7, 2016. (a) Pivotal, SecureWorks, RSA protection, Virtustream, and Boomi represent “different businesses” and don't meet the requirements for a reportable phase, either individually or at the same time. The results of other businesses don't seem to be cloth to the company’s standard outcomes. (b) Unallocated transactions includes long-time period incentives, certain short-time period incentive compensation prices, and other company gadgets that aren't allotted to Dell technologies’ reportable segments. (c) affect of purchase accounting contains non-money buy accounting adjustments which are essentially related to the EMC merger transaction. (d) Transaction-connected charges includes acquisition, integration, and divestiture connected prices. (e) different corporate charges comprises severance and facility action expenses in addition to stock-based mostly compensation fee.

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Capital structure ($ in Billions)        EMC close FY17’Q3 FY17’q4 FY18’Q1 FY18’Q2 FY18’Q3 FY18’this fall FY19’Q1 FY19’Q2 money & Investments $15.5 $15.0 $15.3 $14.9 $15.2 $18.0 $20.three $21.7 $21.5 money & Investments (except Unrestricted Subsidiaries) 6.8 6.eight 7.3 6.0 6.0 6.1 8.three 8.1 7.2 Core Secured Debt(1) 35.4 34.6 30.0 30.7 29.3 29.1 28.7 29.1 28.9 Core Unsecured Debt 13.4 13.four eleven.2 11.2 eleven.2 eleven.2 11.2 10.7 8.2 complete Core Debt(2) 48.eight forty eight.0 41.2 41.9 40.5 forty.3 39.9 39.eight 37.1 other Debt 4.0 4.1 four.1 three.6 three.6 2.1 2.1 2.1 2.1 DFS Structured Debt three.5 three.4 three.5 three.9 four.1 4.four four.8 5.four 5.6 DFS allotted Debt 1.0 1.three 1.7 1.four 1.8 1.7 1.9 1.4 1.6 complete Debt, with the exception of Unrestricted Subsidiaries fifty seven.three fifty six.8 50.4 50.7 forty nine.9 forty eight.5 forty eight.7 forty eight.7 forty six.3 Unrestricted Subsidiary Debt(three,four) – – – – – 4.0 four.0 four.0 4.0 total Debt, together with Unrestricted Subsidiaries(four) 57.3 fifty six.eight 50.four 50.7 49.9 fifty two.5 52.7 52.7 50.3 internet Core Debt(5) $forty two.0 $41.8 $35.0 $35.9 $34.5 $34.3 $31.6 $31.7 $29.9 note: EMC Merger closed on September 7, 2016; quantities are according to underlying facts and may now not visually foot due to rounding. (1) Core Secured Debt represents Core Debt it's secured, i.e., term loans, secured investment grade notes, and revolver loans. It excludes DFS allotted debt in keeping with a 7:1                leverage ratio of DFS financing receivables. (2) Core Debt represents the overall major quantity of our debt, much less: (a) unrestricted subsidiary debt b) DFS connected debt and (c) other debt. (3) most important Face price. (4) VMware, Pivotal, SecureWorks, Boomi, Virtustream and their respective subsidiaries are considered unrestricted subsidiaries for functions of the present debt of Dell technologies. (5) internet Core Debt represents complete Core Debt less money and brief-term Investments (apart from Unrestricted Subsidiaries).

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Illustrative Implied Valuation diverse source: 7/2/18 Investor Presentation ($ in billions except per share quantities and percentages)         Max. money Election Zero money Election Illustrative value of DVMT Per Share ($) $109.00 $109.00 (x) total DVMT Shares (M) 199.four 199.4 (=) Illustrative cost of complete DVMT Consideration $21.7 $21.7 (-) Illustrative DVMT cash Election 9.0 – (=) Illustrative value of DVMT inventory Consideration $12.7 $21.7 (/) PF ownership in Dell technologies (fully-Diluted) 21% 31% (=) Implied PF fairness price of Dell technologies(1) $61.1 $70.1 cost of Dell applied sciences’ fairness Stake in Vmware forty eight.6 forty eight.6 price of Dell applied sciences’ fairness Stake in Pivotal 3.2 3.2 value of Dell applied sciences’ fairness Stake in SecureWorks 0.9 0.9 (=) cost of equity possession in Publicly Traded Subsidiaries $52.7 $fifty two.7 (-) VMware Dividend Paid to Dell technologies (reduction in value of Publicly Traded Subsidiaries)(2) 9.0 9.0 (=) cost of equity ownership in Publicly Traded Subsidiaries seasoned Forma for Dividend $43.7 $forty three.7 (-) excess money from VMware Dividend at Dell applied sciences (Assumed Used for Share Repurchase) – 9.0 (=) Implied PF fairness price of Dell technologies, except Public Subsidiaries $17.5 $17.5 Implied Core Valuation Multiples (excluding Public Subsidiaries): Metric Implied Multiples LTM Non-GAAP web income (apart from public subsidiaries)(three) $2.7 6.5x 6.5x LTM Free money flow (aside from public subsidiaries)(3) $3.0 5.9x 5.9x LTM Free money circulate earlier than increase in DFS Financing Receivables (apart from public subsidiaries)(3)(four) $four.7 3.7x 3.7x     source: Public filings, Bloomberg market statistics as of 29-Jun-2018; displays totally diluted market capitalization for publicly traded businesses; See appendix in investor presentation dated July 2, 2018 related to the transaction for footnotes notice: LTM economic Metrics as of FY19’Q1. (1) For illustrative functions only and assumes that each and every share of DVMT receives type C shares with a value of $109, or $seventy nine.77 per class C share, according to an trade ratio per category C normal inventory to DVMT share of 1.3665:1. We make no illustration as to the genuine buying and selling cost of the category C shares as such cost will be determined with the aid of the market and could be volatile. the hole rate of the classification C normal inventory upon listing on the long island inventory trade and its trading cost thereafter will rely upon a lot of factors, together with, amongst others, widespread financial, market or political circumstances, issuances of further debt or equity securities via Dell technologies, future working consequences of Dell applied sciences, failure to meet analysts’ income estimates, book of analysis reviews about our business, litigation and govt investigations, changes or proposed alterations in laws or laws or differing interpretations or enforcement thereof affecting our enterprise, changes in market valuations of equivalent businesses or hypothesis in the press or funding neighborhood, announcements by way of our competitors of giant contracts, acquisitions, inclinations, strategic partnerships, joint ventures or capital commitments, and adversarial publicity about our business or particular person scandals. a lot of these components aren't within Dell technologies’ control. We can not assure you that the category C ordinary stock will change at $79.seventy seven or above or, notwithstanding such buying and selling fee is executed, that it'll proceed to change at or above such expense. (2) Assumes any excess money is used for share repurchases. Dell applied sciences may additionally opt for to use such excess cash for debt paydown in its place. (three) See investor presentation dated July 2, 2018 concerning the transaction for reconciliation to nearest GAAP measure. (4) displays enhance in DFS bills receivables steadiness.

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IDC Benchmarking source: 9/18/18 Analyst Day Presentation Q2 CY18 Y/Y information    external Storage salary boom(1) IDC    14.four% IDC Forecast 5.5% Dell EMC 18.4% IBM 7.2% NetApp 19.8% HPE four.2% Mainstream Server salary boom(2) IDC 34.0% IDC Forecast 11.2% Dell EMC forty three.5% Lenovo 36.1% HPE 12.5% Cisco 22.four% Huawei eighty.5% Hyperconverged methods revenue increase(3) IDC 76.0% IDC Forecast 51.0% Dell EMC 142.0% Nutanix seventy one.0% HPE 112.0% Huawei 77.0% complete client notebook gadgets boom(four) IDC 2.three% IDC Forecast 0.3% Dell 9.0% Lenovo 11.2% HP 7.7% Apple (13.5%) industrial computing device contraptions boom(4) IDC 5.4% IDC Forecast 2.eight% Dell 10.1% Lenovo 17.8% HP 9.0% Apple (13.9%) consumer computer instruments growth(4) IDC (1.6%) IDC Forecast (3.0%) Dell 6.1% Lenovo 1.2% HP 5.3% Apple (13.three%)    (1) external Storage salary source: Q2 CY18 IDC exterior Storage facts as of 06-Sept-2018. (2) Mainstream Server profits source: Q2 CY18 IDC Mainstream Server records as of 05-Sept-2018. (three) Hyperconverged systems revenue source: Q1 CY18 IDC Hyperconverged statistics as of 26-Jun-2018. (four) customer Unit source: Q2 CY18 IDC client information as of 08-Aug-2018.

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IDC Benchmarking source: 10/02/18 Investor Roadshow Presentation H1 CY18 Y/Y statistics    exterior Storage income Y/Y growth(1) IDC    17.1% Dell EMC 31.1% NetApp 20.8% HPE 14.eight% IBM (three.8%) Mainstream Server earnings Y/Y boom(2) IDC 32.3% Dell EMC forty three.1% Huawei 61.7% Lenovo 28.2% Cisco 20.7% HPE 18.0% Hyperconverged methods earnings Y/Y growth(three) IDC seventy eight.2% Dell EMC 119.0% HPE 116.1% Huawei fifty seven.2% Nutanix 52.7%    complete customer computing device devices Y/Y boom(4) IDC 1.1% Dell 7.8% HP 6.1% Lenovo 2.7% Apple (8.3%) business laptop devices Y/Y boom(4) IDC four.4% Dell 9.6% Lenovo 8.three% HP 6.9% Apple (7.eight%) customer notebook gadgets Y/Y increase(4) IDC (2.eight%) Dell three.7% HP four.eight% Lenovo (5.5%) Apple (8.5%)    (1) exterior Storage income supply: H1 CY18 IDC exterior Storage records as of 05-Sept-2018. (2) Mainstream Server income source: H1 CY18 IDC Mainstream Server data as of 05-Sept-2018. (three) Hyperconverged programs profits source: H1 CY18 IDC Hyperconverged statistics as of 25-Sept-2018. (4) customer Unit source: H1 CY18 IDC client facts as of 08-Aug-2018.

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Valuation Benchmarking source: 10/02/18 Investor Roadshow Presentation    CY17—CY18E income boom     Dell technologies(2) 13.6% HP 9.eight% NetApp 6.6% Cisco 6.3% HPE three.6% IBM 2.2% TTM enterprise cost / Adj. EBITDA Dell technologies eleven.3x Dell (Excl. Public Subs)(1) 8.0x Dell (Excl. Public Subs at Market Implied price) 6.1x NetApp 14.0x Cisco 12.0x IBM 9.4x HP 9.1x HPE 6.1x    TTM equity value / Levered Free money circulation Dell applied sciences 9.6x Dell (Excl. Public Subs)(1) 4.9x Dell (Excl. Public Subs at Market Implied fee)(four) 1.1x Cisco 17.3x NetApp sixteen.6x HP 10.9x IBM 10.9x HPE 57.9x(three) TTM equity price / Adj. net income Dell technologies 13.2x Dell (Excl. Public Subs)(1) 6.2x Dell (Excl. Public Subs at Market Implied price) 1.4x NetApp 21.5x Cisco 17.5x HP 12.7x IBM 10.6x HPE 9.9x    source: Dell technologies public filings, IBES, CapIQ, and Bloomberg as of 13-Sep-2018. observe: Dell and Dell ex. Public subsidiaries multiples assumes a class V offer fee of $109, 1.3665 alternate ratio of class V inventory for Dell applied sciences classification C typical inventory, and optimum money election. Dell ex. Public subsidiaries multiples count on public subsidiary equity valuations as of 6/29/18 (ultimate trading day in advance of announcement). (1) Public Subs include VMware, Pivotal, and SecureWorks. (2) Calculated using FY18 non-GAAP earnings and the midpoint of FY19 salary information.    (three) HPE levered free money flow figure does not modify for ~1 month of HPE application cash move affect in advance of that divestiture. (4) Calculated using DVMT closing price on 9/13/18.

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GAAP to Non-GAAP Reconciliation Dell technologies Consolidated (Quarterly) ($ in thousands and thousands)         ASC 606 FY18’Q1 FY18’Q2 FY18’Q3 FY18’this autumn FY18 FY19’Q1 FY19’Q2 YTD FY19 GAAP net earnings $18,000 $19,521 $19,556 $21,963 $seventy nine,040 $21,356 $22,942 $44,298 affect of buy accounting 355 335 295 284 1,269 187 one hundred eighty 367 Non-GAAP internet income $18,355 $19,856 $19,851 $22,247 $eighty,309 $21,543 $23,122 $forty four,665 GAAP working loss ($1,272) ($665) ($410) ($sixty nine) ($2,416) ($153) ($13) ($166) Amortization of intangibles 1,776 1,740 1,734 1,730 6,980 1,522 1,526 three,048 impact of purchase accounting 423 406 366 351 1,546 222 215 437 Transaction linked 191 138 86 87 502 166 104 270 different company expenses 307 247 333 273 1,one hundred sixty 269 276 545 Non-GAAP working salary $1,425 $1,866 $2,109 $2,372 $7,772 $2,026 $2,108 $4,134 GAAP net loss ($1,203) ($739) ($851) ($133) ($2,926) ($538) ($461) ($999) Amortization of intangibles 1,776 1,740 1,734 1,730 6,980 1,522 1,526 3,048 have an impact on of purchase accounting 423 406 366 351 1,546 222 215 437 Transaction related 191 138 86 87 502 166 104 270 other corporate costs 307 247 333 273 1,one hundred sixty 269 276 545 aggregate adjustment for taxes (733) (680) (469) (1,010) (2,892) (467) (311) (778) Non-GAAP web income $761 $1,112 $1,199 $1,298 $4,370 $1,174 $1,349 $2,523 GAAP internet loss ($1,203) ($739) ($851) ($133) ($2,926) ($538) ($461) ($999) interest and other, net 572 545 682 554 2,353 470 455 925 profits tax advantage (641) (471) (241) (490) (1,843) (eighty five) (7) (ninety two) Depreciation and amortization 2,212 2,142 2,137 2,143 eight,634 1,914 1,931 3,845 stock-based compensation 201 208 221 205 835 199 216 415 have an effect on of buy accounting 357 335 298 284 1,274 222 145 367 Transaction-related prices 191 138 86 87 502 166 85 251 other corporate charges 106 22 109 sixty eight 305 35 ninety five 130 Adjusted EBITDA $1,795 $2,a hundred and eighty $2,441 $2,718 $9,134 $2,383 $2,459 $4,842 CFOps $285 $1,820 $1,639 $three,099 $6,843 $1,159 $2,633 $3,792 Capex (245) (316) (341) (310) (1,212) (273) (288) (561) Cap SW rate (89) (ninety eight) (94) (88) (369) (89) (seventy one) (one hundred sixty) Free cash circulate ($forty nine) $1,406 $1,204 $2,701 $5,262 $797 $2,274 $3,071 DFS Financing Receivables 136 521 369 627 1,653 249 499 748 Free cash circulation before enhance in DFS Financing Receivables $87 $1,927 $1,573 $three,328 $6,915 $1,046 $2,773 $three,819    notice: records sourced from public filings or derived from public filings. results are according to underlying statistics and might not visually foot.

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GAAP to Non-GAAP Reconciliation summary overview Q2 FY19 TTM ($ in tens of millions)        ASC 606 Ex. Public Subs VMW PVTL SCWX Dell technologies Consolidated (Calculated Core Dell) (As said 10-Q / 10-k) (As said 10-Q / 10-k) (As suggested 10-Q / 10-ok) (As pronounced 10-Q / 10-okay) GAAP net earnings $seventy six,395 $eight,347 $582 $493 $eighty five,817 have an impact on of buy accounting 946 – – – 946 Non-GAAP internet profits $77,341 $8,347 $582 $493 $86,763 GAAP operating salary / (loss) ($2,322) $1,908 ($151) ($80) ($645) Amortization of intangibles 6,331 a hundred and forty four 9 28 6,512 influence of buy accounting 1,153 – – 1 1,154 Transaction linked 405 38 – – 443 other corporate costs 393 695 forty seven 16 1,151 Non-GAAP working income / (loss) $5,960 $2,785 ($ninety five) ($35) $8,615 GAAP web income / (loss) ($three,405) $1,595 ($a hundred forty five) ($28) ($1,983) Amortization of intangibles 6,331 144 9 28 6,512 affect of buy accounting 1,153 – – 1 1,154 Transaction related 1,428 (985) – – 443 other corporate prices 393 695 forty seven sixteen 1,151 mixture adjustment for taxes (3,088) 872 – (forty one) (2,257) Non-GAAP internet revenue / (loss) $2,811 $2,321 ($89) ($24) $5,020 GAAP net profits / (loss) ($three,405) $1,595 ($one hundred forty five) ($28) ($1,983) hobby and other, net three,240 (1,079) – – 2,161 profits tax (improvement) / expense (2,156) 1,392 (6) (fifty three) (823) Depreciation and amortization 7,689 373 21 forty two eight,125 stock-based mostly compensation eighty two 695 47 17 841 have an impact on of buy accounting 948 – – 1 949 Transaction-connected charges 386 38 – – 424 different corporate charges 307 – – – 307 Adjusted EBITDA $7,091 $three,014 ($83) ($21) $10,001 CFOps $4,848 $3,695 ($33) $20 $8,530 Capex (914) (279) (8) (11) (1,212) Cap SW expense (342) – – – (342) Free cash flow $3,592 $three,416 ($forty one) $9 $6,976 notice: records sourced from public filings or derived from public filings. consequences are according to underlying records and might no longer visually foot.

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GAAP to Non-GAAP Reconciliation Dell applied sciences Consolidated Q2 FY19 TTM ($ in millions)        ASC 606 FY18 +Q2 FY19 YTD -Q2 FY18 YTD Q2 FY19 TTM GAAP net income $79,040 $forty four,298 $37,521 $85,817 have an effect on of purchase accounting 1,269 367 690 946 Non-GAAP net revenue $eighty,309 $forty four,665 $38,211 $86,763 GAAP working revenue / (loss) ($2,416) ($166) ($1,937) ($645) Amortization of intangibles 6,980 three,048 3,516 6,512 influence of buy accounting 1,546 437 829 1,154 Transaction connected 502 270 329 443 different corporate expenses 1,160 545 554 1,151 Non-GAAP operating revenue / (loss) $7,772 $four,134 $three,291 $eight,615 GAAP net profits / (loss) ($2,926) ($999) ($1,942) ($1,983) Amortization of intangibles 6,980 three,048 3,516 6,512 influence of purchase accounting 1,546 437 829 1,154 Transaction linked 502 270 329 443 different company prices 1,a hundred and sixty 545 554 1,151 mixture adjustment for taxes (2,892) (778) (1,413) (2,257) Non-GAAP web salary / (loss) $four,370 $2,523 $1,873 $5,020 GAAP net salary / (loss) ($2,926) ($999) ($1,942) ($1,983) interest and different, web 2,353 925 1,117 2,161 earnings tax (advantage) / expense (1,843) (92) (1,112) (823) Depreciation and amortization 8,634 three,845 four,354 8,one hundred twenty five stock-based compensation 835 415 409 841 impact of buy accounting 1,274 367 692 949 Transaction-linked prices 502 251 329 424 other company expenses 305 a hundred thirty 128 307 Adjusted EBITDA $9,134 $4,842 $three,975 $10,001 CFOps $6,843 $three,792 $2,one zero five $eight,530 Capex (1,212) (561) (561) (1,212) Cap SW expense (369) (one hundred sixty) (187) (342) Free money circulation $5,262 $three,071 $1,357 $6,976 note: information sourced from public filings or derived from public filings. outcomes are in keeping with underlying statistics and might now not visually foot.

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GAAP to Non-GAAP Reconciliation SecureWorks Q2 FY19 TTM ($ in tens of millions)         ASC 606 FY18 +Q2 FY19 YTD -Q2 FY18 YTD Q2 FY19 TTM GAAP internet earnings $468 $255 $230 $493 have an impact on of purchase accounting – – – – Non-GAAP net earnings $468 $255 $230 $493 GAAP operating revenue / (loss) ($eighty three) ($32) ($35) ($80) Amortization of intangibles 28 14 14 28 have an impact on of purchase accounting 2 – 1 1 Transaction related – – – – other corporate prices 13 10 7 16 Non-GAAP working profits / (loss) ($forty) ($8) ($13) ($35) GAAP net profits / (loss) ($28) ($24) ($24) ($28) Amortization of intangibles 28 14 14 28 impact of buy accounting 2 – 1 1 Transaction connected – – – – other company costs 13 10 7 sixteen combination adjustment for taxes (42) (5) (7) (41) Non-GAAP web income / (loss) ($27) ($5) ($9) ($24) GAAP internet profits / (loss) ($28) ($24) ($24) ($28) interest and different, web three (2) 1 – income tax (improvement) / rate (58) (7) (12) (fifty three) Depreciation and amortization forty two 21 21 forty two stock-based mostly compensation 14 10 7 17 have an impact on of purchase accounting 1 – – 1 Transaction-connected prices – – – – different company prices – – – – Adjusted EBITDA ($26) ($2) ($7) ($21) CFOps $1 $eleven ($eight) $20 Capex (14) (5) (8) (11) Cap SW price – – – – Free money stream ($13) $6 ($sixteen) $9 observe: facts sourced from public filings or derived from public filings. outcomes are in accordance with underlying data and might no longer visually foot.

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GAAP to Non-GAAP Reconciliation Pivotal Q2 FY19 TTM ($ in thousands and thousands)         ASC 606 FY18 +Q2 FY19 YTD -Q2 FY18 YTD Q2 FY19 TTM GAAP web earnings $509 $320 $247 $582 have an impact on of purchase accounting – – – – Non-GAAP internet earnings $509 $320 $247 $582 GAAP working profits / (loss) ($168) ($sixty nine) ($87) ($151) Amortization of intangibles eleven 3 6 9 impact of purchase accounting – – – – Transaction linked – – – – different corporate costs 29 30 11 47 Non-GAAP working profits / (loss) ($129) ($36) ($69) ($ninety five) GAAP internet salary / (loss) ($164) ($68) ($87) ($145) Amortization of intangibles eleven 3 6 9 impact of buy accounting – – – – Transaction linked – – – – other company charges 29 30 11 forty seven aggregate adjustment for taxes – – – – Non-GAAP web earnings / (loss) ($124) ($35) ($70) ($89) GAAP web revenue / (loss) ($164) ($sixty eight) ($87) ($145) hobby and other, internet (2) (1) (three) – revenue tax (advantage) / expense (3) – three (6) Depreciation and amortization 22 9 11 21 stock-primarily based compensation 29 30 11 47 have an effect on of purchase accounting – – – – Transaction-linked prices – – – – other corporate expenses – – – – Adjusted EBITDA ($117) ($30) ($sixty four) ($83) CFOps ($116) $23 ($sixty one) ($33) Capex (13) (four) (eight) (eight) Cap SW fee – – – – Free money circulation ($129) $19 ($69) ($forty one)    be aware: statistics sourced from public filings or derived from public filings. outcomes are in accordance with underlying facts and might not visually foot.

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GAAP to Non-GAAP Reconciliation VMware Q2 FY19 TTM ($ in thousands and thousands)         ASC 606 FY18 +Q2 FY19 YTD -Q2 FY18 YTD Q2 FY19 TTM GAAP web profits $7,862 $four,183 $3,698 $8,347 have an effect on of purchase accounting – – – – Non-GAAP net salary $7,862 $four,183 $three,698 $eight,347 GAAP working profits / (loss) $1,702 $891 $685 $1,908 Amortization of intangibles 132 76 64 a hundred and forty four influence of purchase accounting – – – – Transaction linked 132 24 118 38 different company fees 689 342 336 695 Non-GAAP operating revenue / (loss) $2,655 $1,333 $1,203 $2,785 GAAP internet salary / (loss) $659 $1,586 $650 $1,595 Amortization of intangibles 132 76 sixty four one hundred forty four affect of buy accounting – – – – Transaction related 89 (991) eighty three (985) other company costs 689 342 336 695 combination adjustment for taxes 597 141 (134) 872 Non-GAAP web salary / (loss) $2,166 $1,154 $999 $2,321 GAAP internet earnings / (loss) $659 $1,586 $650 $1,595 interest and other, internet (112) (1,056) (89) (1,079) income tax (benefit) / rate 1,a hundred and fifty five 361 124 1,392 Depreciation and amortization 336 307 270 373 inventory-based mostly compensation 689 342 336 695 impact of purchase accounting – – – – Transaction-connected costs 132 24 118 38 different corporate charges – – – – Adjusted EBITDA $2,859 $1,564 $1,409 $3,014 CFOps $3,211 $1,882 $1,398 $3,695 Capex (263) (121) (one hundred and five) (279) Cap SW price – – – – Free money circulate $2,948 $1,761 $1,293 $3,416    word: statistics sourced from public filings or derived from public filings. results are based on underlying information and can no longer visually foot.

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GAAP to Non-GAAP Reconciliation Derived “Core Dell” (apart from Public Subsidiaries) Q2 FY19 TTM ($ in thousands and thousands)         ASC 606 FY18 +Q2 FY19 YTD -Q2 FY18 YTD Q2 FY19 TTM GAAP internet earnings $70,201 $39,540 $33,346 $76,395 have an impact on of buy accounting 1,269 367 690 946 Non-GAAP net profits $seventy one,470 $39,907 $34,036 $seventy seven,341 GAAP operating revenue / (loss) ($three,867) ($956) ($2,500) ($2,322) Amortization of intangibles 6,809 2,955 three,432 6,331 have an impact on of buy accounting 1,544 437 828 1,153 Transaction related 370 246 211 405 other company charges 429 163 200 393 Non-GAAP working salary / (loss) $5,286 $2,845 $2,170 $5,960 GAAP net revenue / (loss) ($three,393) ($2,493) ($2,481) ($3,405) Amortization of intangibles 6,809 2,955 3,432 6,331 affect of buy accounting 1,544 437 828 1,153 Transaction related 413 1,261 246 1,428 other company charges 429 163 200 393 aggregate adjustment for taxes (three,447) (914) (1,272) (3,088) Non-GAAP net revenue / (loss) $2,355 $1,409 $953 $2,811 GAAP net salary / (loss) ($three,393) ($2,493) ($2,481) ($3,405) activity and other, internet 2,464 1,984 1,208 3,240 income tax (improvement) / expense (2,937) (446) (1,227) (2,156) Depreciation and amortization eight,234 three,508 four,052 7,689 stock-primarily based compensation 103 33 55 82 have an effect on of purchase accounting 1,273 367 692 948 Transaction-connected charges 370 227 211 386 different company fees 305 a hundred thirty 128 307 Adjusted EBITDA $6,418 $3,310 $2,637 $7,091 CFOps $3,747 $1,876 $776 $4,848 Capex (922) (431) (440) (914) Cap SW price (369) (one hundred sixty) (187) (342) Free money flow $2,456 $1,285 $149 $three,592 DFS Financing Receivables 1,653 748 657 1,744 Free cash circulation earlier than boost in DFS Financing Receivables $4,109 $2,033 $806 $5,336    word: facts sourced from public filings or derived from public filings. results are according to underlying facts and can no longer visually foot.

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No offer or Solicitation This communique doesn't constitute a proposal to promote or a solicitation of a proposal to sell or a solicitation of an offer to buy any securities or a solicitation of any vote or approval, nor shall there be any sale of securities in any jurisdiction in which such present, solicitation or sale would be illegal prior to registration or qualification below the securities legal guidelines of this kind of jurisdiction. No offering of securities will probably be made except via ability of a prospectus meeting the requirements of area 10 of the Securities Act of 1933, as amended (the “Securities Act”), and in any other case in response to applicable law. additional info and where to discover It This verbal exchange is being made in admire of the proposed merger of a wholly-owned subsidiary of Dell technologies Inc. (“Dell applied sciences”) with and into Dell applied sciences, with Dell applied sciences because the surviving entity, pursuant to which each and every share of classification V commonplace stock of Dell applied sciences will, on the election of the holder, convert into the right to get hold of shares of type C normal inventory of Dell applied sciences or cash, devoid of activity, and every present share of class a standard stock, class B general stock and sophistication C typical inventory of Dell applied sciences might be unaffected by using the merger and stay amazing. The proposed transaction requires the approval of a majority of the aggregate balloting energy of the magnificent shares of type a typical stock, type B regular inventory and class V standard stock apart from those held through affiliates of Dell technologies, in every case, balloting as a separate type, and all outstanding shares of typical stock of Dell technologies, balloting collectively as a single category, and should be submitted to stockholders for his or her consideration. Dell technologies has filed a registration remark on kind S-4 (File No. 333-226618) containing a preliminary proxy statement/prospectus regarding the proposed transaction with the Securities and change commission (“SEC”). The guidance in the preliminary proxy remark/prospectus isn't finished and can be changed. After the registration statement has been declared positive through the SEC, a definitive proxy statement/prospectus could be mailed to every holder of type a typical inventory, type B commonplace stock, type C typical inventory and class V typical stock entitled to vote at the special meeting in connection with the proposed transaction. traders ARE entreated TO study THE PROXY statement/PROSPECTUS AND another files regarding THE TRANSACTION TO BE FILED WITH THE SEC carefully AND of their ENTIRETY IF AND when they develop into accessible because they'll comprise crucial assistance concerning the PROPOSED TRANSACTION. You may additionally get these files, when accessible, without charge by using visiting EDGAR on the SEC web site at www.sec.gov or by travelling Dell applied sciences’ web page at http://traders.delltechnologies.com. contributors within the Solicitation Dell applied sciences and its directors, executive officers and different participants of its management and employees, and Silver Lake expertise administration, L.L.C. and its managing partners and personnel, could be deemed to be individuals within the solicitation of proxies from the stockholders of Dell applied sciences in want of the proposed merger and the other transactions pondered by means of the merger settlement, including the alternate of shares of classification V usual inventory of Dell technologies for shares of category C average stock of Dell technologies or cash. tips concerning folks who may well be considered contributors in such solicitation under the guidelines of the SEC, together with a description of their direct or oblique interests, through protection holdings or in any other case, is determined forth within the aforementioned preliminary proxy remark/prospectus that has been filed with the SEC.

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Dell applied sciences Inc. Disclosure involving ahead-searching Statements This verbal exchange includes “ahead-looking statements” in the meaning of part 27A of the Securities Act of 1933 and part 21E of the Securities exchange Act of 1934. The phrases “may additionally,” “will,” “count on,” “estimate,” “expect,” “intend,” “plan,” “aim,” “seek,” and an identical expressions as they relate to Dell applied sciences or its administration are meant to determine these forward-searching statements. All statements through Dell technologies involving its expected economic place, revenues, money flows and other working effects, enterprise method, criminal proceedings, and an identical concerns are forward-looking statements. The expectations expressed or implied in these ahead-searching statements may no longer grow to be appropriate. Dell applied sciences’ effects may well be materially diverse from its expectations because of a variety of hazards, together with but now not limited to: (i) the failure to consummate or delay in consummating the proposed transaction, including the failure to attain the requisite stockholder approvals or the failure of VMware to pay the special dividend or any inability of Dell technologies to pay the cash consideration to category V holders; (ii) the possibility as to the buying and selling fee of category C commonplace stock to be issued by Dell technologies within the proposed transaction relative to the buying and selling expense of shares of type V typical inventory and VMware, Inc. regular inventory; and (iii) the risks discussed in the “chance factors” component of the registration statement containing a preliminary proxy remark/prospectus that has been filed with the SEC in addition to its periodic and latest stories filed with the SEC. Any ahead-looking remark speaks handiest as of the date as of which such commentary is made, and, apart from as required by legislation, Dell technologies undertakes no obligation to replace any ahead-searching commentary after the date as of which such remark was made, whether to reflect adjustments in circumstances or expectations, the incidence of unanticipated routine, or in any other case. Non-GAAP monetary Measures This presentation includes definite financial measures now not introduced in line with commonly approved accounting concepts (“GAAP”) including, however now not limited to, Non-GAAP internet profits, Non-GAAP working income, Non-GAAP internet salary, Adjusted EBITDA and Levered Free cash move and certain ratios and other metrics derived therefrom. These non-GAAP fiscal measures don't seem to be measures of financial efficiency in accordance with GAAP and have vital limitations as analytical tools and might exclude gadgets that are gigantic in realizing and assessing Dell technologies’ fiscal effects. hence, these measures may still no longer be regarded in isolation or as a substitute for internet profits, cash flows from operations or different measures of profitability, liquidity or efficiency below GAAP. however, Dell technologies gifts these non-GAAP measures because it considers them to be valuable supplemental measures of efficiency for buyers, analysts and score companies. make sure you be mindful that Dell technologies’ presentation of those measures can also not be comparable to in a similar fashion-titled measures used via different businesses. See pages 18 through 24 for reconciliations of Non-GAAP net profits, Non-GAAP operating profits, Non-GAAP net income, Adjusted EBITDA and Levered Free cash move to essentially the most comparable GAAP metric.


WebSphere and loathing in new york: IBM yanks buggy application server protection fix from admins | killexams.com Real Questions and Pass4sure dumps

IBM has withdrawn a patch for a big security vulnerability in its WebSphere software Server after the code knackered some programs.

just this week, big Blue said it is working on a new repair for CVE-2018-1567, a far flung-code execution vulnerability in versions 9.0, 8.5, 8.0, and 7.0 of the platform. The malicious program has got a CVSS base rating of 9.8 (crucial), however these scores are pretty subjective, and individual danger stages will range in line with things like server configuration, network defenses, etc.

in keeping with IBM, the vulnerability would doubtlessly enable an attacker to remotely execute Java code on a vulnerable net-app server by means of its cleaning soap connector port. The worm turned into sealed up on September 5, when IBM made the fix attainable for down load and installing.

alas, the patch had been causing problems, forcing IBM to tug the fix on Wednesday, more than a month after the utility was released. massive Blue talked about the patch became yanked "due to regression", which is the flamboyant way of asserting it was mucking stuff up.

"There could be a failure after the protection fix for PI95973 is put in," IBM tells consumers. "The repair has been removed whereas it is being remodeled by way of construction."

IBM did not say when the up-to-date patch may be arriving, putting some admins in the difficult place of both leaving a vulnerability open or risking crashes. we have now asked the big apple-based IT giant for extra details, following a tip off from an eagle-eyed reader – let us know in case you also spot any unusual goings on with patches etc.

In massive Blue's defense, here's far from the primary time an organization has needed to pull a protection patch that become discovered to pose steadiness issues. Microsoft has to do this with some regularity. in reality, just nowadays note surfaced that a couple of HP clients had been fighting blue display crashes affected their PCs after installation this week's Patch Tuesday updates. ®


ready to Rumble: IBM Launches food have faith Blockchain For commercial Use | killexams.com Real Questions and Pass4sure dumps

Blockchain technology isn't any longer just a “answer searching for an issue.”

After 18 months of checking out, IBM's blockchain-primarily based meals traceability platform is now reside for international use by way of agents, wholesalers and suppliers throughout the meals ecosystem.

The launch marks some of the first times that an business blockchain community has been completely deployed at this degree of scale. 

The IBM meals believe platform, because it is frequent, has heretofore been demoed exclusively in pilots and proofs of concept - to hint mangoes right through a give chain, for example. In September, retail colossal Walmart announced that it will start requiring its suppliers to put in force the equipment to song luggage of spinach and heads of lettuce.

however on Monday, IBM announced that its solution-as-a-provider cloud platform is now attainable to all avid gamers in the food supply chain, a move so that it will possible force unheard of visibility and veracity into the sourcing and certification of fresh produce and proteins.

protected within the first cohort of adopters are Carrefour - the French retailer which boasts 12,000 stores throughout 33 international locations, cooperatives Topco friends and Wakefern - which combine to represent more than 15,000 outlets globally - and suppliers BeefChain, Smithfield and Dennick Fruit source.

other participants consist of multinational companies Nestle, Kroger, Tyson meals, Kroger and Unilever.

The rollout may still help put to rest the criticism that, inspite of all the hype it has garnered over the ultimate two years, blockchain technology presents few actual-world use situations aside from cryptocurrencies like bitcoin.

also, the de-siloing and collaborative approach required by way of agencies collaborating in the platform will provide a glimpse into the disbursed and community-based company models of the long run.

“The forex of trust these days is transparency and reaching it within the enviornment of food safety occurs when responsibility is shared,” explained Bridget van Kralingen, senior vice chairman for IBM global Industries, platforms and Blockchain, including:

“That collaborative strategy is how the contributors of IBM meals have faith have shown blockchain can beef up transparency and pressure meaningful enhancements to food traceability. sooner or later, that offers enterprise benefits for participants and a more robust and safer product for buyers.”

price Alignment

What makes the answer this sort of impressive leap forward, defined Brigid McDermott - vice president of IBM meals have confidence, is that it correctly overcomes 5 crucial boundaries to commercial enterprise blockchain implementation.

These encompass constructing an ecosystem, making a enterprise model that adds price for all events, imposing a governance constitution for securing statistics and access rights, making certain interoperability and standardization with a view to integrate with other platforms and constructing the device on suitable of battle-tested enterprise know-how.

Addressing all of these areas was essential to ensuring that all avid gamers within the ecosystem - whether or not they be a grower, wholesaler or retailer - earn a return on their funding for taking part, even though the value realized by using definite events may well be higher and generated extra promptly than with others.

“on the conclusion of the day, which you could’t force americans to do something that’s no longer in their personal highest quality activity. There needs to be a fundamental ROI to be part of,” McDermott informed Forbes. "From the beginning, we’ve had that driver of ‘what is the ROI for every of the diverse segments.’”

The price generated can take both financial and non-fiscal forms. as an instance, participation within the consortium will function a foundational pillar of Carrefour's Act for food corporate accountability software, defined Laurent Vallée the retailer's ordinary secretary, adding that:

“Being a founding member of the IBM meals trust platform is a very good probability for Carrefour to strongly accelerate and widen the integration of blockchain expertise to our items as a way to provide our customers with protected and undoubted traceability."

answer to recall Woes

possibly most significantly, the traceability delivered by way of IBM food trust figures to generate sector-large efficiency positive factors throughout the skill to specifically identify and locate product that may be field to a take into account, a technique it really is extremely high priced, wasteful and challenging - if not altogether not possible - under existing procedures. 

ultimate week, 6.5M kilos of pork had been recalled within the u.s. over salmonella fears in what become reportedly the largest consider order ever issued. The means to trace and establish the place where a parcel of red meat became produced and goal the bear in mind toward those gadgets which are chiefly impacted will enormously in the reduction of food waste and enrich consumer welfare and confidence. 

“We use the term ‘deliver chain,’ however we all comprehend it’s not really a chain. There’s nothing linear concerning the method meals is provided to any of us - it’s an internet of interconnected businesses, marketers, suppliers,” explained McDermott, including:

“What this should imply for consumers is that remembers stop being scare strategies, which is what they’ve been in the past and what they’ve had to be.”

Who Can Use?

yet another essential aspect of the meals have faith ecosystem is that it's designed to contain not just retailers and suppliers however other third events, akin to expertise suppliers, that contact the food deliver.

developed on excellent of Hyperledger textile, the community is designed to be appropriate with GS1 - a specifications framework used by tons of the meals trade - to ensure maximum interoperability in its traceability systems.

"whereas IBM is a huge enterprise that has huge technologies, we aren’t going to do every little thing. different gamers out there doing incredible work," stated McDermott.

for example, Dole is working by means of the platform with a grower-owned partner referred to as Centricity to connect audit statistics to the blockchain.

"with the aid of simplifying on-farm and front-workplace reporting and putting information on the blockchain, IBM food have confidence has helped Dole unlock the price of compliance records throughout our suppliers and companions in a value-constructive means," talked about Natalie Dyenson, Dole's vice chairman for food safety and quality.

other worried third events encompass 3M, which is enabling food safeguard diagnostic equipment to communicate with the blockchain, and Emerson - which is incorporating its cold chain expertise to give and music temperature guidance all the way through the meals transport system.

The food believe platform is created from three modules. The tracing module enables the monitoring of food products all over the ecosystem and across borders, the certification module verifies the provenance of items that have been digitally certified as biological or fair trade, and the records entry and access module offers growers and supply chain intermediaries the capability to upload, manipulate and access their statistics in the system.

Pricing for the hint and certification modules begins at $one hundred per thirty days and is tiered in a different way for small, medium and big companies. The facts entry and entry module is obtainable for use for gratis.

Put it all collectively, McDermott argued, the transformative impact on the food business and on society aren't insignificant:

"I’m now not a meals safety professional, I’m an ex-McKinsey consultant, but I don’t consider I’ve considered anything else it truly is as effective of a device as blockchain."




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Going Local 2.0: How to Reform Development Agencies to Make Localized Aid More than Talk | killexams.com real questions and Pass4sure dumps

Subak farm in Bali, Indonesia

A subak in Bali, Indonesia. (Photo via YouTube)

In the last decade, luminaries in global development like Dani Rodrik, Lant Pritchett, Michael Woolcock, Francis Fukuyama, Ha-Joon Chang, Peter Evans, and Merillee Grindle have rejected one-size-fits-all policy prescriptions. Instead, in response to the persistence of failed interventions in places ranging from Bali to Afghanistan, they stress the merits of tailoring solutions to each local community's situation.

"Going local" means to account for the specific needs and particularities of a community, whether national or subnational. It also entails using local resources and knowledge in a manner that goes beyond just setting up local offices and hiring local staff.

Although going local is widely embraced in principle, it may not be carried out in practice. For global development agencies to move forward, they must first reform themselves to overcome three major obstacles: lack of knowledge about non-best-practices that work, lack of diversity, and lack of incentives.

If we fail to address these organizational constraints, calls for change risk turning into nothing more than platitudes and buzzwords that exhaust practitioners and drive away true solutions.

Reforming global development agencies is difficult, but not impossible. I propose a number of ideas to help professionals who best know their organizational constraints change the way their teams work.

But first, it's helpful to look at examples of good intentions gone wrong.

Failure to Listen

In the early 1980s, working together with the Indonesian government, the Asian Development Bank (ADB) launched the Bali Irrigation Project. Stoked by the grand vision of modernizing Bali's irrigation infrastructure, the project aimed to replace ancient subaks—a system of water temples and terraced rice fields that had been autonomously managed by local farmers for centuries—with a high-tech, centralized network of canals. It intended to "provide employment," "reduce rural poverty," and "strengthen institutional capability." Increased rice production and exports, planners expected, should adequately offset the projected cost of US$108.9 million.

The reality did not pan out as expected. Stephen Lansing, an anthropologist, found that the Balinese farmers removed newly installed metal gates in the canals as soon as they could.

The farmers weren't resisting modern technology; the new, expensive devices made it impossible for them to schedule water distribution among themselves, which they had done for centuries through temples and religious rituals. From there, the situation worsened. Encouraged by policymakers and experts, the Balinese farmers bought "technology packets"—pesticides and fertilizers—on credit. Whereas the traditional subaks provided natural fertilization and pest control, the technology packets increased the resistance of rice crops to pesticides. The destructive insects' populations exploded. Excess fertilizers flowed from the paddies to the river, clogging the coastline with damaging levels of nitrogen and algae growth.

In his book Perfect Order, Lansing recollects his failed attempts at persuading foreign consultants to recognize the cooperative and ecological functions of subaks:

"Whenever possible I have seized the opportunity to invite them [consultants] to visit a water temple and talk with the farmers directly. This never worked out quite as I hoped. … The views of the farmers, and indeed all the particularities of the Balinese case, are largely irrelevant to this task. When I returned the consultants to their hotels, the image that often came to mind was that of a team of specialists vigorously treating a patient for what might prove to be the wrong disease. Why, I wondered, do the consultants believe that the details don't matter?"

This tragedy is a sobering reminder of a long-standing problem in global development assistance: Interventions that try to help local communities often end up hurting them. Failures similar to those in Bali have occurred all over the world, from ineffective humanitarian efforts in Haiti to damaging resettlement projects in Afghanistan. Why?

One answer stands out, as Lansing's account underscores: The details that matter to local communities don't matter to the foreign technocrats who are tasked to help them.

Beyond Promises

Fortunately, policymakers and global development practitioners today increasingly stress the value of going local. The "Doing Development Differently" Manifesto, spearheaded by the Harvard Kennedy School, collected signatures from more than 400 professionals who pledged to uphold principles of "solving local problems" and "working through local conveners." Under the Obama administration, the United States Agency for International Development (USAID) prioritized local ownership and set the goal of distributing more funds through local sources. The United Kingdom's Department of International Development (DFID) now evaluates the performance of aid projects by their relevance to individual country contexts. "Going Local" has become nothing short of a movement in global development and even has its own hashtag: #GoingLocal.

We must confront a practical issue: how to reform development agencies internally so that practitioners want to and can effectively localize.

This is hugely encouraging, but we must confront a practical issue: how to reform development agencies internally so that practitioners want to and can effectively localize. The reality is that many organizations' evaluation criteria, incentives, training, knowledge infrastructure, and more are not set up for the mandate. Facing this situation, practitioners may pledge to do development differently in principle but do nothing differently in practice.

To shift from "Going Local 1.0"—just agreeing that we should tailor development assistance to local conditions—to "Going Local 2.0"—actually practicing it routinely—we need to examine not how international development organizations (IDO) differ from one another but how they are similar. So what do they share? They are nonprofit, hierarchically managed bureaucracies with mandates to foster development in poor countries, and their staffs are largely made up of educated professionals from wealthy democracies.

These commonalities shape the challenge of going local and "making details matter," so exploring them is a critical step.

Why Don't Details Matter?

As the story from Bali illustrates, donors and technocrats often do not understand or do not care to understand what Thomas Carothers and Diane de Gramon call the "fine grain of actors and interests."

Why might that be? Or as Lansing puts it, "Why, I wondered, do the consultants believe that the details don't matter?"

For one, the details can't and won't matter to donors and aid professionals who already believe they know the solutions to problems in developing countries. The ideological tyranny of "best practices"—essentially practices found in wealthy democracies— blocks the search for local solutions. Translated into policy, the instinct is to transplant best practices from the wealthy North into the poor South, regardless of whether they fit.

Dani Rodrik sees this as a problem of hubris. As he observes, aid professionals typically enter developing contexts to prescribe, rather than to learn. Urging humility, Rodrik writes, "We can be far more useful when we display greater self-awareness of our shortcomings."

West Is Not Always Best

On top of hubris, I highlight a different problem: By insisting on one universal standard of good governance, practitioners become blind to numerous possible solutions in developing communities.

For decades, influential development organizations have benchmarked the quality of governance worldwide by a single standard — that of wealthy Western democracies. The World Bank's Worldwide Governance Indicators (WGI) is a prime example. It assigns a single governance score to each country, with countries like Denmark and the United Kingdom predictably scoring the highest, while poor countries always rank bottom. This measurement reinforces the assumption that Western forms of governance are the universal best, and all other aberrations are deficiencies, rather than qualitative differences.

As Victoria Hui aptly expresses, citing historian Bin Wong 's research, "When we take the European experience as the norm and non-Western experiences as abnormal, we are led to search for what went wrong in other parts of the world." This is exactly the logic seen in the Balinese case. As subaks did not fit Western-modern models of irrigation, they were perceived as a backward anomaly to be removed, rather than a local resource to be used.

The effect of normative blinders is illustrated by another example: the Integrated Diamond Management Program, spearheaded by USAID in Sierra Leone in 2005. The program aimed to liberate diamond miners from exploitation by mine owners — referred to as "supporters" by local communities — by helping the miners form cooperatives, a measure that USAID believed would help peace. In the end, the initiative barely produced any revenue and shut down after only one season. A cause of failure, according to Estelle Levin and Ansumana Turay, was that "the project assumed that supporters are the problem and should be eradicated. ... It did not understand diggers' dependence on their patrons or the level of trust between them."

When we view governance in binary terms—either you're like a wealthy democracy or something's wrong with you—then existing traditions and practices in non-wealthy-democracies are seen as obstacles to development, be it Balinese subaks, patronage ties in Sierra Leone, or nomadic practices in Afghanistan. Yet, as I argued elsewhere, normatively weak institutions in poor countries may provide the best available resources for kick-starting development, as compellingly illustrated by China, which revolutionized its economy without first establishing conventional best practices.

Too Much of the Same Expertise

The failure to make details matter also occurs when technocrats share similar training and backgrounds—and hence similar assumptions and blind spots.

Although international development organizations (IDOs) come in many varieties, leading organizations like the World Bank are traditionally dominated by economists. As Catherine Weaver describes the bank's Young Professionals Program: "These prestigious slots have until recently been reserved for those with advanced degrees in economics and finance." Citing another study, she estimated the ratio of economists to non-economists on the bank's staff at 10 to one. "Moreover, these economists tend to share the same theoretical and methodological training," she adds.

When causal inference is the holy grail of econometric rigor, we can expect economists to focus on statistical techniques for isolating the causal effects of an intervention on rice production. But how a traditional subak system functions? Or how Balinese farmers cooperate through religious rituals? These details generally don't matter to this particular group of professionals. Yes, economists are essential to development work, but their value decreases as more and more individuals with similar expertise join the same team — consistent with the law of diminishing returns.

Straitjacket of Metrics

Thirdly, "details don't matter" if organizational deliverables constrain aid professionals, even those sympathetic to voices on the ground.

As agents in top-down bureaucracies, aid professionals are evaluated, rewarded, or penalized according to their annual key performance indicators (KPI). Unlike the private sector, where profit easily measures performance, the impact of development work is hard to quantify. Hence, development agencies favor large projects with easily marketable results or interventions whose impact can be precisely measured and proven through randomized experiments. But they have little motivation to pursue local solutions that may fit only particular communities and pose uncertain outcomes.

Practitioners also face strong pressure, from governmental bodies with oversight on their activities to philanthropists eager for results, to design projects aligned with best practices. For aid professionals, the safest defense against criticism is following best practices like everyone else. In an organizational environment where the penalties for deviating from conventions are high and the rewards of conformity are certain, practitioners need protection from the risks of failure and censure before they can seriously explore best-fit solutions.

3 Ways to Make Details Matter

Targeting the problems outlined above, I highlight three ideas that outline broad directions for reform rather than prescribe specific policies. After all, the individuals most qualified to recommend specific organizational solutions are the professionals who work in IDOs.

1. Build a bank of knowledge about non-best practices that work

Although there are already several depositories of case studies, such as the World Bank's Global Delivery Library and the Regional Knowledge Sharing Initiative, I suggest a different initiative: research on markets that have successfully emerged in the absence of good governance. For example, how did some low-income communities harness non-best practices to build markets? Instead of repeating narratives of things going wrong, as described in books like Why Nations Fail, it's time to tackle the different and under-studied question of why some poor communities don't fail. This will expand the scope of development solutions.

The selection of cases for this knowledge bank should be theoretically motivated, rather than randomly listed. We particularly need to draw a sharp distinction between what I term "market-building" and "market-preserving" institutions. Institutions that are conventionally deemed universally best—such as formal property rights, technocratic state agencies, and modern courts and regulations—are necessary for preserving markets that already exist. But building markets from the ground up may require qualitatively different strategies and state capacities. We need cases that illuminate both categories.

Such a knowledge bank must go beyond providing mere "description," a term implying that answers are readily available and need only to be written down. Practical puzzles with no obvious answers need on-the-ground investigation. For example, how did China's local governments attract massive investments despite the absence of technocratic bureaucracies and rule of law? How did Nigeria's film industry take off without intellectual property rights protection? As Michael Woolcock of the World Bank states, case studies are "not just uplifting success stories," but "unique data collection tools that can guide policy and practice." Yet to implement high-quality investigation and data collection, leading organizations must support and recognize the efforts through research grants, awards, publications, high-profile events, and other incentives.

Acknowledging that solutions can come in multiple forms, even in ways that contradict Western best practices, implies that we need to change global measurements of good governance. This is not easy, but it is possible. One encouraging indication is a 2018 conference convened by the World Bank, "Measuring Governance in a Changing World," which acknowledged that "the way 'governance' is measured is still largely based on how it was understood twenty-five years ago." Qualitative investigation of non-best practices is an essential complement to recent efforts at revising quantitative measures.

2. Leverage different competencies at different stages

Much to their credit, many IDOs have taken steps to promote personnel diversity, not only in gender and ethnicity, but also in disciplines and methodological training. This is paired with efforts to expand local offices and increase local hires, as well as to form interdisciplinary teams in the research and program implementation process.

These are encouraging steps, but diversifying expertise should go beyond mixing staff members of different backgrounds on an ad hoc basis. Instead, leaders should think systematically about leveraging different competencies to tackle different stages of their organization's problem-solving process, which I break into four steps:

  • Identify problems that matter to local stakeholders;
  • propose solutions to the problems;
  • test and refine solutions on a small scale;
  • and implement solutions on a large scale.
  • The private sector, particularly leading technological companies, provide useful lessons. Firms like IBM, Xerox, Intel, Google, and Netflix routinely house a design ethnography team, alongside engineers and data scientists. For example, PARC, a Xerox subsidiary, features 15 core competencies. They include not just ubiquitous computing, socio-psychological modeling, and big data, but also ethnography, a branch of immersive qualitative research derived from anthropology.

    Why do high-tech companies need ethnography? As I discuss in my forthcoming IBM report, ethnography uncovers "hidden unmet needs and problems" and "the mechanisms behind observed patterns." Ethnographers do not assume that problems are already known and that hypothesized solutions need only to be tested and implemented. They instead ask: What's the problem? What do people in this particular context really need? What should we measure? Why do we observe these patterns? Their inductive inquiry is an essential complement to deductive reasoning.

    Experts such as these, in conjunction with local partners, are best positioned to identify the concerns of stakeholders in aid-receiving contexts, a perspective that foreign observers often miss. Their definition of local problems and gathering of local solutions should occur prior to designing, testing, and implementing specific interventions on the ground. With their input, solutions can go beyond simplistic assumptions, such as "Bali's irrigation system is backward, let's modernize it," or "patronage ties in Sierra Leone are problematic, let's get rid of them."

    3. Experiment and redefine success

    To make details matter, empower special teams within IDOs to try out localized or unorthodox solutions without fear of reprisal for failure. With this protected pocket of flexibility, these teams can unearth valuable information on an initiative's scalability that might otherwise remain buried in more traditional operations and protocols. Surprisingly, China widely practices this organizational strategy, which is a key source of its adaptive governance.

    The idea of experimental pockets is not new. Many IDOs have created innovation groups, labs, and hubs. Yet organizations often fail to change the evaluation criteria for these teams. Without tailoring the metrics of success to the locally variant, less predictable, and less quantifiable nature of the special teams' mandates, they are unlikely to have impact. At one IDO, I encountered an innovation group bound to the exact same metrics and evaluation process as every other department. Despite the team's mission of sparking innovative thinking and experimenting with new solutions, it slogged through the same rigid protocol, performance indicators, and constraints as other parts of the organization. Rather than innovating, it felt compelled to reduce its "innovation" to bits of quantifiable output, which defeats the point of promoting experimentation and radical change.

    Designing metrics for IDOs is never easy, especially in the uncharted areas of innovation and localized solutions. But it is meaningless to create experimental teams if their evaluation criteria is not tailored for experimentation. Here are a few pointers:

  • Instead of giving special teams detailed guidelines on what they should deliver, leaders should specify a few red lines — policies or priorities that must be enforced — and grant autonomy in the remaining areas. Not to be confused with simply "embracing messiness," this approach gives a clear sense of the boundaries of experimentation.
  • Methods for evaluating originality and innovation should not be the same as those for evaluating routine, passable work. Success shouldn't be about hitting a quantity of trivial, pre-determined goals. It should instead deliver a few or even just one path-breaking result.
  • Track progress with narratives—from the team and its partners and clients—not just numerical targets.
  • The team's narrative of its deliverables should include both successes and failures. This proposal may seem odd, given that organizations usually prize only success. But one purpose of these experimental teams is to generate knowledge of locally tailored solutions that work and fail, for the benefit of the entire organization. Teams that never fail haven't really experimented or innovated.
  • Getting to Going Local 2.0

    My ideas echo various adaptive movements in global development, most notably Problem Driven Iterative Adaptation (PDIA) from Matt Andrews, Michael Woolcock, and Lant Pritchett at Harvard Kennedy School. PDIA makes a powerful impact by introducing a different set of problem-solving principles to development professionals around the world.

    My take on adaptive management and localization complements PDIA by going a step further to underscore the organizational reforms that incentivize and empower practitioners to really go local and do development differently. This is the meta-challenge of adaptive development—designing institutions to alter the process of problem-solving itself, which will in turn affect every aspect of development assistance.

    The application of these reforms must vary across organizations. Some may be able to hit every mark of changing measurement standards, creating new depositories of knowledge, diversifying expertise, matching different competences to different problem-solving tasks, forming experimental teams, changing evaluation criteria, permitting failures, and more. Others may not. But organizational reform must occur for global aid agencies to move beyond buzzwords and slogans and truly transition to "Going Local 2.0."

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    The report "Food Inclusions Market by Type (Chocolate, Fruit & Nut, Cereal, Flavored Sugar & Caramel, Confectionery), Application (Cereal, Snacks, and Bars, Bakery, Dairy & Frozen Desserts, Chocolate & Confectionery), Form, Flavor, and Region - Global Forecast to 2023", The market for food inclusions is estimated at USD 10.74 billion in 2018; it is projected to reach USD 15.78 billion by 2023, at a CAGR of 8.0%.

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    The cereal products, snacks, and bars segment to dominate the food inclusions market through 2023.

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