Deleted an Important Document by Mistake? Microsoft’s New File Recovery Tool Might Help | Tempemail – Blog – 10 minute

Sourced from The Sun UK.

Microsoft has quietly launched a new utility service – Windows File Recovery for Windows 10.
While this service may be an important boon for users who have been struggling for years to use an application to quickly and efficiently recover permanently deleted files, it comes with a rather large catch.
The entire utility, Windows File Recovery, as of right now runs only on the Window’s Command shell, and it’s only available from the Microsoft Store.
Windows File Recovery. Sourced from Thurrott.
“Accidentally deleted an important file? Wiped clean your hard drive? Unsure of what to do with corrupted data? Windows File Recovery can help recover your personal data,” the store listing for the app states.

“For photos, documents, videos, and more. Windows File Recovery supports many file types to help ensure that your data is not permanently lost. Recovering from a camera or SD card? Try Signature mode, which expands beyond NTFS recovery and caters to your storage device needs. Let this app be your first choice for helping to find what you need from your hard drive, SSD, USB drive, or memory cards.”
While it offers a robust service, the use of Command may be a turn-off for many entry-level or casual users, but with a bit of tinkering the service may just be what users need to save their important files.
You can find more details about Windows File Recovery from the Microsoft Support website, which notes that the tool operates in three different modes.
Windows File Recovery – 3 Operation Modes
This mode uses the Master File Table (MFT), a database in which information about every file and directory on your PC’s NT File System is stored (NTFS), to locale lost files on the drives.
The NTFS is the system with which Windows computers use to store and retrieve data at the user’s command. Default mode works well when the MFT and file segments are present.
This mode does not require the MFT but still needs segments to locate data.
Segments are summaries of file information that NTFS stores in the MFT. Information such as name, date, size, type, and the cluster/allocation unit index of certain files.
This mode, probably the most casual-friendly but also least powerful, only requires that the data that is being looked for is present somewhere on the drives. Signature Mode searches for specific file types.
The problem is that this mode doesn’t work with small files. To recover a file on an external storage device, such as a USB drive, you can only use Signature mode.
Edited by Luis MonzonFollow Luis Monzon on TwitterFollow Tempemail on Twitter

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Qantas sets ‘digitalisation’ as foundational piece for recovery – Strategy – Cloud – Software- Tempemail – Blog – 10 minute

Qantas is set to place “digitalisation” – and specifically IT delivery transformation and customer experience (CX) – at the centre of its recovery strategy, though it is unclear to what extent that might shield the airline’s IT team from cuts.
The airline today unveiled a three year plan [pdf] designed to cut out $15 billion of costs over the period, and an additional $1 billion a year beyond.
It characterised three phases of the strategy as rightsize, restructure and recapitalise.
Qantas will cut at least 6000 roles from “across all parts of the business”; at least 1450 job losses will impact unspecified “corporate roles”.
iTnews was seeking a breakdown of this number pertaining to the impact on the airline’s IT organisation at the time of publication.
Additionally, another 15,000 staff already stood down due to COVID-19 would remain that way.
The airline did, however, note in a slide deck [pdf] that “digitalisation” is one of three foundational elements in its recovery plan.
Detail is sparse, but Qantas said that its digital foundations would be focused around its “customer experience model” and “IT delivery transformation”.
iTnews is seeking clarification on whether these are new programs of work or are extensions of existing programs.
Qantas is known to have been pursuing a large-scale CX transformation based on technology from SAP’s Qualtrics.
Back in June last year when the project first surfaced, Qantas executives indicated the works still had another two years to run.
Qantas – like many other large organisations – has also been shifting to a cloud-based IT delivery model over the past few years. 
It had shifted 70 percent of its apps to the cloud as of November last year.

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4 Ways Digitisation Can Unlock Africa’s Recovery from COVID-19 | Tempemail – Blog – 10 minute

Yet, traditional models for investing in digital infrastructure do not stack up in many rural or remote areas, due to a combination of high deployment costs, regulatory barriers and poor returns on capital.

The international community must immediately unlock development financing to spend on new models of digital infrastructure investment, including financing partnerships between mobile operators and government to build shared infrastructure. Taking big bets on experimental technologies and innovations is also key.
A good example is our partnership with Google on Project Loon in Mozambique, which aims to provide 4G coverage across a 100,000 km2 area through a low-orbit balloon network. In parallel, we are exploring various alternative models in Africa, including OpenRAN and satellite, with the same objective.

2. Invest in digital inclusion and skills

Nearly half a billion people in Africa have mobile broadband coverage but do not access it. This clearly points to more complex barriers to digital inclusion than simply network coverage. UNCTAD in a 2019 study found that low digital skills and demand were the biggest barriers to digital entrepreneurship in developing countries.

The investment must be channelled into broad-based skills development in order for all citizens to get the most out of connectivity and develop an African digital ecosystem of local digital content and services.
This begins with governments integrating digital skills into national curricula for students, but should be extended out with businesses and community organisations providing life-long learning on digital topics. This will create informed demand for digital solutions that generate social and economic benefits in tune with specific local needs.
The Africa Union’s Digital Transformation Strategy provides an excellent proposal through its Massive Online Digital Skills for All programme.

3. Digitise public services, at scale

Whilst many governments across Africa have driven innovation in digital public services, there are few examples that deliver at scale. The COVID-19 crisis has accelerated initiatives around e-health and e-education.
In the past two months, the use of our e-learning platforms has surged across Africa, backed by governments working with telecom companies to zero-rate online education resources.
Public-private partnerships should now be established to scale these efforts, with the support of international development finance. Providing the entire public with high-quality digital health and education services would lock in the digital society for good.

4. Close the digital gap for small and medium enterprises

Those small and medium enterprises that have been able to ‘digitally diversify’ have proven themselves to be more resilient during the COVID-19 crisis. Those that did not now have to play catch-up in the midst of an economic crisis.
To support these businesses, we must leverage existing and create new technology offerings tailored towards micro-, small and medium-sized enterprises in Africa, rolled out with the support of the government.
A good example is mobile money, where many African countries already have made significant headway. Mobile money fulfils the twin objective of supporting (financial) inclusion for the unbanked while underpinning the growth of a new ecosystem of e-commerce, payments and financial solution for entrepreneurs.
MIT research also showed that access to the M-Pesa mobile money platform lifted 2% of households out of poverty in Kenya.

Finally, for all of these actions, we must ensure that acceleration of digital does not cement or exacerbate existing inequalities. There is already a 34% gender gap in digital access in sub-Saharan Africa.
A growing body of evidence highlights that women’s livelihoods will be disproportionately impacted by the crisis, including the risk that many girls are pulled out of education for good during or after lockdowns. If we do not proactively address these inequalities, digital growth across Africa will remain skewed along gender lines.
By Joakim Reiter, External Affairs Director at Vodafone
Edited by Luis MonzonFollow Luis Monzon on TwitterFollow Tempemail on Twitter

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Digitalisation is key for Indian SMBs to chart course to recovery: Study- Tempemail – Blog – 10 minute

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Zinnov, a leading global management and strategy consulting firm, in partnership with Cisco, has conducted an impact study titled, “Indian SMBs: On the Road to Recovery from COVID-19”, evaluating the effect of COVID-19 on the Indian Small Medium Businesses (SMB) landscape as a whole, and on major verticals such as Manufacturing, Retail/Wholesale, and Services that comprise of almost 75Mn SMBs. The report identifies the effect of the extended lockdown across industries as well as how the major players in the ecosystem – the government, technology companies, and SMBs themselves – can work together to accelerate recovery of SMBs post COVID-19.
The Indian SMB segment forms the bedrock of the country’s economy, contributing upwards of 30% to the national GDP and employing more than 130Mn people. However, the ongoing lockdown due to COVID-19 has affected millions of small businesses as production, distribution, and consumption have been impacted. With SMBs’ financial runways cut short during this time, in addition to their reduced migrant workforces, planning their immediate survival and preparing for long-term sustainability is crucial.
The Zinnov-Cisco study notes that while all SMB verticals have been impacted by COVID-19, the impact has not been evenly distributed. Manufacturing has been affected deeply, with plants and factories shut down for those SMBs that do not manufacture essential goods. Even as things start edging towards normalcy, given the impact to the supply chain and the social distancing norms, this segment is still far from recovery, let alone growth. Although Retail is witnessing a surge in demand across groceries, personal care items, and pharmaceuticals, it is likely to slow down over the next 2-4 weeks as discretionary spending takes a hit. Travel & Hospitality have been the most affected in Services, while Healthcare has been the least affected.
The study further highlights that mitigating the worst of the COVID-19 impact depends on the SMBs’ willingness to disrupt themselves, and those who do will emerge stronger on the other side. SMBs across verticals need to adopt digital technologies such as Cloud, Internet of Things (IoT), Automation, etc., to enhance resilience and future-proof their businesses. SMBs also need to leverage digital technologies to facilitate discoverability through online presence and digital storefronts, keep customers updated through regular digital updates, and increase efficiency by adopting Cloud and Automation-based solutions for common horizontal functions such as Finance & Accounting, Payroll, etc.
The equity support that the government has announced should be invested by the SMBs in buying new inventory as well as adopting technology solutions to make them disaster-proof. The recently announced government benefits could help SMBs accelerate their digital transformation, and with the definition of “SMB” being revised, more businesses will be able to avail those benefits, which would also provide impetus for micro-businesses to grow. The study notes that Manufacturing SMBs could look at sourcing raw materials locally to overcome supply chain challenges and use technology to streamline their supply chain operations. Retail SMBs can use mobile applications to accept orders and leverage hyper-local logistics players to offer doorstep delivery. With social distancing norms still in place, Services SMBs should increasingly leverage ‘at home’ services wherever possible, with other necessary precautions in place like wearing a mask, sanitizing hands and frequently touched surfaces, etc. One major initiative that is gaining traction across the board is the need for contactless payment options.
Speaking about the study, Praveen Bhadada, Managing Partner – Emerging Tech & Private Equity, Zinnov, said, “India has a massive base of 75Mn Small Medium Businesses (SMBs), contributing around 30% to the country’s GDP and employing nearly 130Mn people. COVID-19 has pushed the majority of these SMBs into survival mode. While the government’s newly announced measures including the stimulus packages aimed at SMBs offer a much-needed boost to them to restart their operations, SMBs also need to be agile to embrace the new normal, which includes a strong digital foundation. They need to be more customer-focused and should leverage digital technology solutions such as Online Appointment Scheduler, CRM, Collaboration Applications, Accounting/Billing Applications, accept Digital Payments, and automate repeatable tasks. Overall, the concerted efforts by the government, technology providers, and SMBs can help SMBs combat and lessen the impact of COVID-19.”
Commenting on the study, Sameer Garde, President, Cisco India, and SAARC, said, “With the new stay-at-home economy emerging, digitally-enabled SMBs will be better placed to service customers. Pervasive broadband connectivity and uptake of digital technologies will fuel this new economy. Technology will play an important role in helping small businesses acquire customers, enhance service, experience, and efficiency, optimize supply chains, and grow beyond local boundaries to state, national, and international markets.”

If you have an interesting article / experience / case study to share, please get in touch with us at [email protected]

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South African SMEs Begin Road to Economic Recovery | Tempemail – Blog – 10 minute

Sourced from Forbes.

Small businesses in South Africa were at a low point on 10 April. Under the weight of the COVID-19 burden, many companies were almost at breaking point. Turnover has been down by 92% relative to the period before the lockdown went into effect on 24 March.
There are now signs that economic activity is beginning to pick up, according to Tech Cabal.
As of 21 May, trading within the Small Medium and Micro Enterprises (SMME) sector was at 44% of pre-lockdown levels. That’s according to the Small Business Recovery Monitor launched by Yoco, a South African fintech.
Sourced from Yoco.
In the last week of April, the South African government eased restrictions by stepping down the lockdown from Level 5 to 4. It was the beginning of a “phased and gradual return to economic activity,” President Cyril Ramaphosa said on 30 April. The consequence, according to Yoco’s data, is a gradual uptick in sales for small businesses.

As the country with the highest number of recorded cases in Africa, South Africa is under the microscope as a case study in how the continent’s economy reacts to the downturn. The country was already battling a recession before the pandemic turned up the heat, leading to warnings by concerned groups that continued lockdowns will create a humanitarian crisis.
Katlego Maphai, Yoco’s CEO and co-founder, agrees the pandemic and the associated lockdown has been devastating. But going by the data they are seeing, he hopes this is “the start of a story of recovery and resurgence.”
Now that South Africa will begin to enter level 3 at the beginning of June, President Ramaphosa plans to vary alert levels to accelerate return to normalcy in regions with lesser disease burdens.
At level 4, online shopping was no longer restricted to the range of goods only physical stores could sell. Restaurants were allowed to sell hot food on delivery within a specified period. These relaxed rules increased activity in three sectors: retail, food and hospitality, and health and fitness.
The biggest jump in SME trading, per Yoco’s recovery monitor, has been in retail with turnover at more than 70% of pre-lockdown levels. Food is at 44% as delivery businesses received a freer hand, though they are subject to a curfew.
It is the government’s hope that, when initiated, level 3 will bring “a progressively greater relaxation of restrictions” in work and social activities, Ramaphosa says. It could increase public confidence and spur more people towards consumption, thereby having an uplifting effect on small businesses.
Edited by Luis MonzonFollow Luis Monzon on TwitterFollow Tempemail on Twitter

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Mining Sector Set to Lead Economic Recovery in Zambia | Tempemail – Blog – 10 minute

Sourced from Lusaka Times.

Despite a challenging business environment in many sectors across the globe, Zambia’s wealth of natural resources continues to open the door for new investors and opportunities. As the world begins its recovery and gradual reopening in the face of the pandemic, traditional industries require energy, innovation and reinvention.
ZCCM Investments Holdings Plc. – the mining conglomerate whose major shareholder is the Government of the Republic of Zambia – is signalling its intention to take on a leadership role in Zambia’s recovery with its announcement this week that they are partnering with a new strategic mining play – Array Metals.
This company has an estimated inferred resource by JORC standards of 3 million tonnes of gold ore in Mumbwa, with 2.53.5grams per tonne totalling to about 7,500 kgs of gold – 400 million USD in today’s prices.
The two-year exploration study in Zambia’s Central Province entailed gold drilling of 59 holes at a depth of 150 metres, with plans to extend exploration activities to include 100 holes at a depth of 400 metres in the next five years.

The decision by ZCCM-IH to partner with Array Metals through Consolidated Gold Company (CGCZ) is a promising sign that investment in Zambia continues to move forward in the face of turbulent economic times.
This development is the result of several key long-term economic strategies coming to fruition.
First, though Zambia is famed for copper mining, a diversified economy creates resilience, inspires greater investor confidence and supports sustainable long-term growth. Though Array Metals has other new mining projects with 200 million tonnes of copper ore of 2% in Chick, Marie, Ruby, Muriri and Katwaro, in the same region, the additional focus on gold shows how Zambia’s government is working to diversify the country’s economic activities and create sustainable jobs through underexplored markets such as gold.
Furthermore, the gold mine is located under the traditional leadership Chiefdom of Chief Shakumbila in Mumbwa, Central Province. Though the mine had previously been closed for many years, the discovery of the resource through exploration has revived it. Array Metals estimates that the project will create 300 local jobs immediately, with more jobs added as mining begins in earnest.
Another key feature of the endeavour: ZCCM-IH’s partnership with Array Metals encourages mid-sized mining firms venturing into exploration and mining activities. Array Metals has urged the government to support a new generation of smaller companies to take advantage of the opportunities afforded by new discoveries.
In the past, it has been unclear whether medium-sized companies have the capacity to perform mining exploration and mining activities. This partnership is an example that shows that Zambia’s mining sector is ripe for new players and that the barrier to entry is not as high as investors once assumed.
In comparison with the giants that have dominated Zambia’s mining sector, medium-sized companies are nimbler and more innovative. Array Metals is no different, with a strong focus on flexibility and deployment of the most cutting-edge technologies to streamline exploration and production. The fresh competition will spur all companies in the sector to increase outputs and efficiency, driving greater investment and progress.
As a result, larger, more established companies will no longer command monopolies, and Zambia’s government will have more leverage to garner revenue and help all citizens reap the benefits of the assets under Zambian soil.
This development also shows that there is a conducive environment for investment in Zambia more broadly. Growing production of copper and gold in Zambia, creating jobs for Zambians, increasing the country’s GDP and introducing fresh competition in key sectors will add value in both the short and the long term.
The joint venture partnership between CGCZ with Array Metals is a powerful symbol to international investors, increasing confidence in Zambia’s mining sector and in the Zambian economy overall. In times of uncertainty, investors must weigh their decisions carefully. This partnership is a step forward that demonstrates to Zambians and to the world that ZCCM-IH is looking toward the future.
Edited by Luis MonzonFollow Luis Monzon on TwitterFollow Tempemail on Twitter

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Toll Group extends ransomware recovery into next week – Security- Tempemail – Blog – 10 minute

Photo credit: Toll Group.

Toll Group will use next week to progressively restore its customer-facing applications like MyToll after managing to recover one of the core IT systems underpinning its online operations.
The company said late yesterday it had managed “the full and secure reactivation of one of our core IT systems” after it was infected with ransomware called Nefilim at the start of the week.
“With that in place, our focus is on bringing our customer-facing applications online as a matter of priority,” it said in an advisory.
“At this stage, we expect these applications will be progressively restored and tested throughout next week. 
“As such, we are planning for business continuity and manual processes to continue into next week to keep services moving as we work towards the full and secure reactivation of our online systems.”
Earlier guidance had pointed to business continuity and manual processes being in place “through the week”, leading to speculation of a speedy recovery.
The company’s last encounter with ransomware – albeit a different type – took six weeks to recover from.
It will now use the remainder of this week to scan and test its server fleet, “which we will gradually and securely bring back online.”
In addition, it said, external email has now been restored.
Tempemail access for Toll employees “who operate on our cloud-based platforms is being progressively restored.” 
“Work is continuing on restoring remaining email servers,” it said.
The company said MyToll customers could book parcel pick-ups “by calling our contact centres, with contact details available via the MyToll website.”

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Our industry can actively play a meaningful role in shaping recovery- Tempemail – Blog – 10 minute

The advertising industry should not wait for the economy’s recovery – it should actively work to aid it, argues McCann Worldgroup’s Harjot Singh.
What if we were able to move from being a witness to an enabler? Instead of waiting for our economy and society to emerge from the ravages of the pandemic, what if the advertising industry actually helped to engineer the recovery?
I’m inviting you to join me in thinking about this. Because I believe that in addition to doing our best work by helping to place our clients in a position of strength – one in which they’re ready to respond and re-assimilate – we could also have a dramatic impact on the way the society of the near future looks
Our research tells us that 77% of people globally believe brands have a greater ability to positively impact the urgent needs of the world than governments do. From stamping out prejudice to encouraging healthy lifestyles, people believe brands have the power to accelerate positive change.
This means that when our industry fully leverages its scale to benefit society, the results can be extraordinary. Alongside our clients, we can, and indeed we should, play a meaningful role in getting the world back on its feet.
In order to do that, we’ll have to draw on our strengths and avoid our worst tendencies. I think most of us, consciously or not, are aware of a paradox at the heart of our industry, which is that we are exceptional and notorious at the same thing.
We are exceptional at solving problems in ways that offer breaks from conventional thinking and set the foundation for growth. We are exceptional at changing, and even transforming, the way people think and act.
We’re brilliant at changing minds – but we’re forever changing our own.
We start trends and then leave them behind. Sometimes, to our detriment, we do this too quickly.
Take ‘purpose’, for example. McCann Worldgroup defines that as a brand’s meaningful role. Our industry has pioneered, proven and applauded the importance of brands’ identifying and embracing their core reason for being in order to impact society in positive and meaningful ways.
More recently, however, I’ve noted a reversal of that position – or at least some scepticism towards it.
Only last week, another industry professional informed me that “purpose is out of date”. That we needed to focus on sales. That we shouldn’t give our clients the impression we’ve lost our focus on the bottom line.
It was that conversation that compelled me to share my thoughts with you. Because I believe that now, more than ever, agencies and their clients need to over-communicate, over-deliver and over-demonstrate their core reason for being.
Having a clearly defined meaningful role is not only the most compelling starting point for any interaction with people, it also supercharges a company’s ability to remain meaningful to them when markets change as radically and rapidly as they are now.
A brand’s meaningful role is its immune system.
That’s why it’s incumbent on us to help drive the recovery. The big question, of course, is how we’re going to do that.
First, we need to acknowledge that our clients are in a position not just to adapt to this global upheaval, but also to help the world pull out of it. Then we need to weaponize our creativity to develop measures that will help them envision and create the kind of commercial, cultural and social impact that demonstrates and proves why earning and playing a meaningful role in peoples’ lives should now be at the core of their business, rather than in a CSR silo.
We could imagine a set of guiding principles that will serve as a roadmap. By observing those who are doing it right, we can shine a light on the early thinking of progressive brands, in order to establish best practices.
I believe two key words that will emerge out of this situation are ‘generosity’ and ‘collaboration’.
The world’s most influential business leaders now know that generosity has the power to catalyse shareholder value. According to last year’s Fortune 500 survey, only 7% of Fortune 500 CEOs believe their companies should mainly focus on making profits and not be “distracted” by social goals.
They are aware that they have a role to play beyond selling product. Why else would LVMH’s chief executive decide to produce and deliver free hand sanitizer to French hospitals? Many others have followed LVMH since.
Which brings me to collaboration. Business has always tended to be about competition, about beating the other guy. That time has passed. Our creativity must now be brought to bear on helping brands with overlapping resources work together to devise unprecedented solutions, like the one that that enabled staff from shuttered McDonald’s restaurants in Germany to work temporarily at Aldi supermarkets, answering a massive demand for meals at home.
We have the creativity and the intellectual resources to generate ideas like these. Do you not think that this is the moment for us to step up and demonstrate our own meaningful role as an industry? To connect it to the heart of the work, the strategies and the impact we pursue?
I suspect society will hold us accountable if we do not.
Harjot Singh is chief strategy officer, Europe and UK at McCann Worldgroup

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Veeam Announces General Availability of Enterprise-Ready Cloud Backup and Recovery Solution for Microsoft Azure- Tempemail – Blog – 10 minute

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Veeam® Software, the leader in backup solutions that deliver Cloud Data Management™, today announced the general availability of NEW Veeam Backup for Microsoft Azure, an enterprise-ready cloud backup and recovery solution. This new offering will enable customers and service providers to move more applications and data to Azure, and to cost-effectively, securely, and easily protect cloud applications and data in Azure. In addition, Veeam’s portable backup format enables complete Cloud Mobility – including backup, recovery, and migration – across a multi-cloud environment.
Public cloud Infrastructure-as-a-Service (IaaS), such as Microsoft Azure, continues to rapidly grow in adoption for production IT workloads. Even with public cloud IaaS, while the uptime of the infrastructure is guaranteed by the service provider, the customer is still responsible for not only their data, but also protecting that data against threats such as ransomware, accidental deletion, data corruption or rogue users, just as it is with customers’ on-premises data. With NEW Veeam Backup for Microsoft Azure, Veeam extends its broad platform support with a comprehensive, enterprise-ready solution for added backup and recovery controls of Azure apps and data hosted on Azure virtual machines.
“According to the Veeam Cloud Data Management Report, cloud data loss is something all organizations are experiencing,” said Danny Allan, CTO at Veeam. “Whether it is due to error, accidental deletion, security threats such as ransomware and malware, or retention gaps, customers are responsible for protecting their data regardless of location – on-premises or in the cloud. Our solutions eliminate the challenges and complexities IT professionals face by improving reliability, reducing costs, and shortening recovery windows. NEW Veeam Backup for Microsoft Azure provides customers with greater cost controls and savings while also enabling them take control of their cloud data by protecting and managing Azure alongside their cloud, virtual, and physical apps and data.”
“Veeam Backup for Microsoft Azure provides enterprises additional options to easily recover in minutes from any cloud data loss scenario. Veeam BaaS providers will be able to build cross-customer management capabilities into their Azure-based backup offerings thanks to integration with Azure Lighthouse, helping customers to reduce costs and accelerate their journey to the cloud.” – Tad Brockway, corporate vice president for Azure, Storage, Media and Edge, Microsoft Corp.
Shashidhar Rachuri, Tempemail Head – COE Business, Softline India, a Veeam partner commented, “As organisations increasingly adopt remote working, Backup and Recovery solutions have become even more significant for them today than ever. General Availability of the new Veeam Backup for Microsoft Azure is good news for us and our clients as it offers cost-effective, secure and easy movement of applications and data to Azure. We are confident that the new Veeam Backup solution will help our clients achieve complete cloud mobility – including backup, recovery, and migration – across a multi-cloud environment.”
NEW Veeam Backup for Microsoft Azure provides organizations with increased confidence in moving more applications and data to the cloud knowing that the same Veeam platform they use and trust for their on-premises environment now seamlessly extends to Azure. Benefits include:

Tight integration with Azure to start protecting data in minutes with turnkey deployment through the Azure Marketplace, integrated snapshot automation for more frequent restore points, backup to Azure Blob storage, and fast full and file-level recoveries.
Cloud mobility in a multi-cloud environment enabled by Veeam’s unique portable backup format delivering backup, recovery, and migration across cloud, virtual, and physical environments.
Lower cloud TCO with an industry-first backup cost calculator to optimize policies to avoid excessive or unexpected charges, and long-term retention in cost-effective Azure Blob storage.
Isolate backup data from production to increase security with cross-subscription and cross-region backup, as well as multifactor authentication as a layer of defense against cyberattacks.

Pricing and Availability
Veeam Backup for Microsoft Azure is available in both free and paid editions, both of which are easily deployed via the Azure Marketplace. Free edition enables backup for up to 10 Azure VMs, with no limitations on restores. Paid edition can be licensed using Veeam Universal License (VUL) and features integration with Veeam Backup & Replication™, for a flexible Cloud Data Management solution from a single platform.
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What we can learn from the beginning of Asia’s coronavirus recovery- Tempemail – Blog – 10 minute

Wherever you live, news broadcasts across the globe have one thing in common – the comparison of cross-territory information about the impact of coronavirus. Such data helps generate expert forecasts and predictions as to how the situation may play out in individual countries and around the world.
However, a similar application of marketing data could prove equally illuminating. It may even be instrumental in helping brands and companies survive the financial crisis brought on by the pandemic. The benefit of our global network is that we can see how the situation is playing out in the markets that are starting to open up again, such as in Asia, as well as those that are stabilising but still in lockdown, such as in Europe and those like the US that are now hitting peak crisis.
Right now, modelling the economic recovery means looking at markets such as China, Korea and Taiwan, which have all been praised for their response to the virus and are now the markets best placed to take advantage of a recovery.
Our Hong Kong office, for example, has witnessed brands migrate much more quickly to an e-commerce-only model during the lockdown. Skincare and luxury jewellery brands, in particular, have seen a significant acceleration in demand via e-commerce.
For many brands, the increased use of their e-commerce channels may become the new normal post-crisis and could even offer an opportunity to exit or divest in more costly traditional channels. Kantar’s consumer survey in China, conducted in February 2020 found that 42% of those surveyed said they will buy more frequently from e-commerce platforms post-crisis.
Brands also need to model how consumer media behaviour has changed, to help them decide when, where, and how to best advertise their brands. Nielsen data shows that TV viewing in China rose from 70 minutes to a staggering seven hours and 40 minutes per day. Similarly, consumption of digital channels and social platforms such as TikTok has risen globally, whereas print and OOH are seeing huge declines.
As restrictions are lifted these behaviours will start to change again but they may not go back to where they were pre-crisis.
Consumer priorities for what they look for in brands will also have shifted. The prediction from our European offices is that luxury brands, for example, will need to shift to more responsible consumption, with luxury brands needing to pay attention to quality, craftsmanship and experience. Understanding the customer and what they believe in will be more important than ever.
Global organisations have a distinct advantage in that they can apply individual market learnings to other territories, using data and insights to remove assumptions and guesswork as they plan for the recovery phase. Even non-global organisations should be analysing trends in similar sectors and across their competitor set while leaning on their agency partners for further insights and strategic guidance.
A March 2020 report from McKinsey & Company shows that the Chinese population is starting to regain confidence in the economy and their purchasing behaviours are reflective of that. It found that the majority of those questioned will resume the same or higher levels of spending in some categories over the coming months as the country recovers from the virus.
Any recovery, however, will likely come initially from brands focusing on individual domestic marketplaces rather than combined global business, as consumption is still dramatically reduced and varied across different markets, while supply chains will remain disrupted for some time.
The power of data is that it enables companies to track the recovery in key markets, creating a template for other countries to apply.
Global businesses should be analysing their own data in a way that allows them to know when other markets will reach a similar economic upturn, helping them revise marketing strategies for the rest of 2020.
Increased consumption of TV and online video content has given brands the opportunity to reinvigorate their creative and tell longer-form stories during the crisis. As we enter recovery, they will need to know when it will be the right time to be more confident about returning to braver creative with relevant storytelling across a wider variety of media platforms.
The recovery will bring added scrutiny to each company’s data governance and taxonomy. Such cross-market data analysis is only possible where there is a centralised, structured approach to collection and storage.
Effective measurement is built on the requirement that all markets and agencies use the same terminology and language structures when talking about the business, products, and campaigns.
Further, storing the data in a global tech structure and removing any tech silos means that data can be harnessed more effectively across business divisions and markets.
Those brands who have already invested in this space will have the agility to make smarter, data-led decisions and should navigate the recovery phase with greater success.
Brands that are ineffective will remain hindered by uncertainty and less agile when it comes to rebuilding their businesses.
Rob Foster is a senior consultant at The Observatory International

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