Mediaboss Marketing

Indian politics is going through significant churning that has opened new opportunities. Stuck in their well-cemented positions, older players are unable to exploit the situation. However, new players like chief minister Arvind Kejriwal find it easier to experiment, learn and adapt. Did the latest Delhi elections and subsequent political events give us a glimpse into yet another shift in Kejriwals politics? What might be the reasons behind it? Should BJP be worried?

Kejriwal seems to be applying the method of growth hacking popular in the internet marketing world where a company does rapid experimentation to find ways to grow fast in politics. It has worked for him because AAP is a new venture and hardly consequential in most of the country.

Kejriwal started his political career from a neutral position of calling both BJP and Congress equally corrupt. This was his first experiment in politics. He maintained equidistance from both until he formed government in Delhi with the support of Congress. This second experiment was a major shift to the Left, that came with stronger opposition to BJP based on the familiar secular versus communal arguments. To gain votes and consolidate his position as a secular anti-BJP alternative, Kejriwal focussed on minority votes openly by meeting known communal elements in UP and Punjab. Nationalism was not even on his radar then.

The traditional secular political space that involves openly promoting minority interests while ignoring or opposing issues dear to many Hindus is crowded. Kejriwal lacks the organisational heft to muscle into the domains of the old guards. Obviously, the Left-liberal position put Kejriwal in a weaker situation compared to the older politicians running far bigger states. Further, this position did not weaken Prime Minister Narendra Modi and was unlikely to take Kejriwal far in his national ambitions.

The Delhi elections provided Kejriwal another opportunity to reposition himself for national politics. While Modis success was the result of a carefully crafted strategy, and he has tried to consolidate his position by emphasising development and nationalism, the actions and utterances of some of his party colleagues and cadre are derailing his plans.

To the detriment of Modi and BJP, Modis position in peoples mind is shifting towards the right irrespective of reality. Modis actions concerning Article 370, triple talaq, and Ram mandir can be viewed as secular and nationalist. They can also be viewed with suspicion of being motivated by communalism. The strong Hindutvavadi cadre has ensured that the latter view prevails among large sections of the electorate. And this is where the opportunity lies that Kejriwal is trying to exploit now.

Recognising the drift in Modis position, Kejriwal has attempted to position himself as a development-oriented practising Hindu a Hanuman bhakt who is proud of his religion yet completely secular and a nationalist. In the elections, he avoided issues such as the Shaheen Bagh dharna that could create doubts about his new position.

His focus on development and his faith copied elements of Modis 2014 general election strategy. His recent utterances on China and his support to the Modi government on this issue, his views on Atmanirbhar Bharat and positive politics are aligned with his desired new position. Essentially, he is doing a Modi to Modi!

Kejriwal is ambitious and aspires to be PM someday. For that, he must appeal not only to the liberal Hindu voters but also to the minorities. This experiment of Kejriwal can create a perception where BJP looks closer to a strong Hindutva position than it is, and the so-called secular parties look closer to minorities than they are. It is the first serious attempt to delink the Left from liberal a hyphenation that has always existed in independent India. And for him, the advantages could be huge and sustainable.

What can go wrong? Kejriwal has succeeded through experimentation so far because his party is young, small and entrepreneurial. However, as AAP becomes a national party, this strength can become a weakness. A strong position requires consistency of behaviour and expressions, and a disciplined cadre. Kejriwal must sharpen his strategy and implement it with precision and consistency to strengthen his position. His entire party must be disciplined in implementing the strategy. This is Kejriwals second chance to enter national politics. Will he do it right this time? Let us see.

DISCLAIMER : Views expressed above are the author's own.

Original post:
Doing a Modi on Modi: How Arvind Kejriwal used a startup entrepreneurs tools to reinvent himself - The Times of India Blog

Internet marketing optimisation company Bruce Clay India has appointed Ajay Chhabra as the new Country Head and Amitab Dev as Business Head for the region. Both Chhabra and Dev come with more than two decades of experience in the digital marketing space.

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Chhabras last stint was as the founder of BGV Digital. He has a robust experience working in both agency and client side. In the past, he has worked with two global digital marketing agencies, Ogilvy (WPP Group) and MRM Worldwide (IPG Group) and managed key global brand launches. Chhabra has recently served in the global marketing headquarters team of General Electric Co., in the healthcare business. Some of the major brand campaigns he has been associated with include General Motors, Business Octane, General Electric, Apollo Cradle, Motorola, LiveMint, Limca, Haers, TetraPak and others. Beyond digital marketing, he has exposure to artificial intelligence, business intelligence, CRM technologies and marketing automation technology. He has been an invited speaker at a number of global corporates and top business schools in India. Chhabra will be responsible for managing Indian operations, strategic growth, clients satisfaction and alliances for growing the digital marketing business for Bruce Clay in India.

Dev spent the initial years of his professional life setting up internet magazine online venture BharatSamachar.com. He was successful in raising Venture Capital funding to the tune of $5 million back in 1999 when VC funding/Angel Investment was a very new concept. Thereafter he spent a decade working across industries at different positions servicing clients in different countries. He made a comeback to the online world by taking charge of business development for RankWatch, a cloud-based internet marketing platform and later as Business Head for digital marketing agencies SparkPlug Online and Digifish3. He will be responsible for client acquisition and marketing for Bruce Clay India.

Siddharth Lal, MD, Bruce Clay India, said, The India office is very excited about Ajay Chabbra and Amitab Dev's addition to the India team as it comes at the perfect time. The Indian internet market is exploding with massive growth and the number of internet users in India has crossed more than half-a-billion users. The current Covid-related crisis is forcing traditional companies to think digital. We would like to guide companies on their digital transformation journey and show them how to reach customers via digital marketing. These new appointments will help us in taking our brand success story to amazing new levels.

Initially known for SEO services, we have now grown into the areas of Google Ad management, content development, and social media marketing services. The YoY growth for overall digital advertising budgets in India has already crossed 20,000 crore per annum and is growing in the double-digit range. Search marketing, display and video marketing are the most important components of the digital marketing strategy for any brand. We have worked upon a long-term strategy for growing the Indian business and we are confident that we will be able to grow it manifold with our new strategy, industry verticals focus, new services and team members. We are offering to scale up and optimise any brand's search marketing spends, which currently stand at approx 19%. These services coupled with our own proprietary research and digital marketing tools are the differentiation for us in India, said Chhabra.

We have many instances of recalibrating rankings of eCommerce giants, who had lost their ranking in the past due to search engine updates, penalties or the CMS platform and technology changes. With the availability of our global talent pool, we can scale up resources anytime and service the brands. All of our client value us for our quality delivery and right advice as trusted advisors. We help you get quality traffic that converts to business and revenue for you and the ROI is the need of the hour for any marketing director in the post-Covid world, said Dev.

Bruce Clay India is an internet marketing optimisation company, providing search engine optimisation (SEO) services, Google Ads management, Facebook marketing, SEO-friendly web design, social media marketing and content marketing services. Bruce Clay India serves the Indian region from its office in New Delhi.

Info@BestMediaInfo.com

Link:
Bruce Clay India announces key appointments to drive growth in India - Best Media Info

Square peg. Round hole. This is the problem with learning measurement.

The most well-known learning measurement models have been around for decades, and yet the industry continues to struggle with its measurement practices. Were great with surveys. We have plenty of test scores. We know who completed the training, how long they took and what they clicked along the way. But most learning and development teams still cannot answer critical stakeholder questions: Is the training actually working? Which tactics are having the greatest impact? Why should we invest more resources into employee development?

But its not for lack of trying. Measurement is a bigger L&D priority now than it has ever been. Ninety-six percent of L&D leaders say they want to measure learning impact, according to LEO Learnings Measuring the Impact of Learning 2019. Donald Taylors 2020 L&D Global Sentiment Survey includes multiple data-related entries among the list of the years hottest industry topics, such as learning analytics (No. 1), artificial intelligence (No. 5), consulting more deeply with the business (No. 7) and showing value (No. 9). However, less than 20 percent of companies say they are highly effective at learning measurement, according to Brandon Hall Groups 2018 Modern Learning Measurement study.

L&D wants to fix learning measurement. Stakeholders are demanding accountability. Plenty of models are available from which L&D pros can choose. So then whats the issue?

The Real Problem

The problem with learning measurement is that the problem doesnt begin with learning measurement. Workplace training looked very different when popular measurement models were created. The internet didnt exist. Training only happened in classrooms and on the job. L&D was fundamentally limited in what it could measure. Measurement models reflect this focus on place-and-time training. They have tried to adapt with the times, but theres only so far you can take the foundational concepts. This has put L&D in a square peg, round hole situation.

So, L&D just needs a new measurement model that takes into account how workplace learning works now, right? Well, its not that simple. Thankfully, we can learn a lot about this topic from billboard advertising. Yes, the key to fixing learning measurement is billboards.

A Lesson from Marketing

L&D already borrows from marketing on topics such as content design and campaign-based delivery. Its time for another lesson, this time on data. Modern marketing is a data-enabled function. They dont just know that you consumed an ad. They use everything they know about you to first develop the strategy, then target advertising and ultimately determine how tactics influence your buying decisions. Marketing can measure impact.

But they didnt always have this capability. In fact, marketing was in a place very similar to L&D 20 years ago. Before the internet, marketing leaned on mail, print, radio and television ads. Oh, and billboards. They used a limited understanding of their audience to get as many eyes onto an advertisement as possible. Then, they did their best to correlate changes in business results to marketing activities. Did they know that driving past a billboard caused you to buy a new breakfast cereal? No. But they knew sales went up after the billboards went up, so they kept doing it.

Fast forward 20 years. Marketing has not gotten any better at measuring the impact of billboards. Theyre not a data-rich tactic. Theres only so much you can do to measure their impact without considerable time, effort and expense. Instead of repeatedly trying new models to measure data-poor tactics, marketing evolved how they do what they do. The internet gave birth to digital marketing. Mobile and social technology provided even more data-rich tactics. Marketing still uses billboards, but theyre a small piece of a dynamic toolset.

Unfortunately, many traditional L&D tactics remain data-poor. It doesnt matter which measurement model you apply. Even with extra time and effort, theres only so much data you can get. Before measurement can be fixed, L&D must first evolve the way it approaches its work. L&D must adopt data-rich tactics that align with how learning actually happens in the workplace.

The Principles of Good Data

The biggest consideration for improving L&D data practices is a basic question: What problem are you trying to solve? All of the data in the world wont matter if L&D teams dont start by clarifying the goals of the organization. What does the business need to do, and how can L&D leverage data to make it happen?

Are you trying to accelerate onboarding? Are you trying to improve key performance indicators? Do you need to enable organizationwide reskilling? All of the above?

Data can only help you if you know what questions to ask.

Next, L&D needs more than just data. You need the right data. You need data that helps you understand the needs of your employees and how their performance does (or does not) change based on your solutions. Learning doesnt start and end with a course. Its a personal, continuous experience. Therefore, L&D measurement must also become personal and continuous.

As you begin to think differently about measurement, consider the five key principles of good data.

Modern data practices are built on these five principles the same principles applied in marketing.

Identifying Your Data

Just figuring out where to start is one of the biggest obstacles L&D pros reference when it comes to improving measurement. After you know what problem(s) you are trying to solve, you must determine the types of data you will need to power your solution(s). The specific data points will vary by organization and problem to be solved. That said, most high-value data fits within four categories.

Business data: How does the organization know there is a problem at all? Start with this question to determine the existing business metrics that will be of most value to L&D. This may include sales results, net promoter score, recordable safety incidents, first-call resolution, etc. If stakeholders are unable (or unwilling) to provide this data, L&D will be limited in its measurement capabilities.

People data: Who is L&D trying to help solve this problem? Organizations usually have a lot of employee data, including demographics, role, team structure, location, tenure and so on. This data can help you better target your solutions and understand how specific groups are (or are not) benefiting from L&D solutions.

Performance data: What is happening in real life? How does the organization determine whether employees are demonstrating the right behaviors on the job? In some cases, this data already exists. For example, in safety-critical environments, auditors often record behavior observation data to identify trends and potential risks. L&D can leverage this data to determine how their solutions are (or are not) impacting real-world employee behavior. This is critical for connecting learning to business results.

Learning data: How is employee knowledge and confidence changing? L&D must expand the definition of learning data to include more than test scores, smile sheets and course tracking. These data points are still needed, but L&D must be able to assess an employees current capability, regardless of the training they completed in the past. This will help L&D proactively design and implement right-fit, persistent solutions before performance gaps appear.

This is not a comprehensive list of the data L&D needs to improve measurement. For example, some teams are applying sentiment and network analysis to determine how people interact in the workplace and learn from one another. These categories show how much the L&D data puzzle must expand so you can get the pieces you need to put your own measurement strategy together.

Moving Data Forward

You have identified the types of data you need to solve your problem. Now, you have some work to do.

Start with existing sources. Where can you already access some of this data? HR should have the people data. Business stakeholders should have the business data and maybe some performance data. L&D has pieces of the learning data. Connect with data experts on these teams to understand what data is available and how you can access it. This should happen early in the process, before you actually need to apply the data.

Next, consider evolving your tactics. Its time to go beyond the billboard. L&D can apply an evolved perspective on data to gather more and better data from existing tactics. If this isnt enough to solve the problem, you can evolve and augment your tactics to become more data-rich. For example, a traditional classroom session yields minimal data beyond completions, assessment scores and survey results. However, this tactic can be enriched by adding new, meaningful data collection points before and after the session. Progressive organizations are asking participants to complete assessments that demonstrate their knowledge and confidence in key topics before the session. They are provided with ongoing reinforcement activities to measure how they retain important information long-term. Microlearning activities are also being applied to capture data on knowledge retention during the few minutes employees have available in their workday. This provides a real-time understanding of what employees do (and do not) know.

Consider new capabilities. Improving L&D data practices is not just about fixing learning measurement. Data is required to implement a growing list of modern learning practices, including:

Learning Measurement, Transformed

How do you fit a square peg into a round hole? You cant. You need a new peg, one that is specifically designed to fit this particular hole. The same is true for learning measurement. One model cannot solve the industrys problem. Instead, each L&D team must ask their own questions, apply proven, data-rich principles and develop their own measurement strategy.

In addition to not knowing where to begin, L&D pros often cite prioritization as a reason for measurement problems. Why should this be important to every L&D team? The answer to this question is another question: If you cant tell if what youre doing is working, whats the point in doing it at all? Stakeholders expect L&D solutions to have a positive impact on their people and their business. When L&D cannot prove impact or apply data to innovate their tactics like other functions, their value comes under scrutiny. Everyone anecdotally agrees that learning is important. Its the way we do our jobs that comes into question and rightly so.

This may sound complicated. This may sound difficult. But doing what it takes to finally fix learning measurement is clearly worth the effort. According to a 2019 study by Axonify, companies that apply modern data practices see a 29 percent average impact on business results from their learning programs. This isnt the result of a survey. Its not the weak correlation that comes from old-school billboards. Real impact measurement is possible. But first, we have to shatter the way L&D thinks about measurement.

See original here:
Shattering the way L&D thinks about measurement - Chief Learning Officer

Due to social distancing, hundreds of virtual job fairs have been taking place globally, with companies both large and small joining in. Here, nonbank consumer lender loanDepot holds a virtual job fair on Facebook.

Diana Olick | CNBC

With coronavirus infections still surging across the U.S., many companies are turning to virtual career fairs as a hiring strategy. While not new, the concept has been gaining ground since the pandemic began. Hundreds of job fairs have been taking place globally, with companies both large and small joining in. The latest to enter the foray is early career platform Handshake.

As a result of the widespread shift to remote work, Handshake, a career networking platform aimed at college students, announced Wednesday its own end-to-end digital job fair solution, which will allow universities and companies to host virtual recruiting events and job fairs. The new platform will facilitate large-scale virtual job fairs for universities and employers so that students have access to increased opportunities to both network and stand out in the job application process.

This is good news for the approximately 17 million Americans out of work today and the 6 million-plus graduates who have entered into this brutal job market.

According to Handshake's April survey, 73% of recent college graduates are still searching for full-time jobs, and 23% of students had their internship offers rescinded. While the unemployment situation is dismal for both graduate and undergraduate students, many Americans have lost their jobs or are struggling to obtain new opportunities amid the coronavirus pandemic. The national unemployment rate was 11.1% in June 2020, ranking 7.4% higher than it was in June 2019, according to the Bureau of Labor Statistics.

Virtual job fairs take place at a designated time and are similar to a webinar. Recruiters and job seekers meet in a virtual space via chat rooms, teleconferencing, webcasts, and/or email to exchange information about job postings.

Rather than just reviewing resumes,hiring managers will be able to meet candidates face to face, interview them and make offers right on the spot. Virtual hiring takes the hassle, time and expense out of attending a traditional job fair and helps recruiters and employers interact with potential employees from all over the world and a variety of disciplines.

Employment platform CareerBuilder has been hosting virtual career fairs for universities and companies alike since 2013. However, Chris Salzman, health-care director at CareerBuilder, has found that since the onset of the pandemic, more companies are embracing virtual career fairs as a primary resource rather than a supplementary or creative resource. "It's become more of the staple, the norm and the necessity," he said.

Kraft Heinz recently conducted a virtual job fair to hire their summer interns.

Kraft Heinz

Today the most active sectors in this arena are financial services, health care, nonprofit, internet and software, claims Handshake.

Through the use of virtual career fairs and Handshake's new platform, employers have the opportunity to search for students across thousands of partner universities that meet the criteria and qualifications of their position. It will also enable universities to build stronger relationships with employers that don't typically recruit from their school.

"This will become the opening for how a university or career center can establish a relationship with some of those employers. ... They should be able to attract more employers then they've had in the past," said Christine Cruzvergara, Handshake'svice president of higher education and student success.

Virtual career fairs are not limited to college students and entry-level roles. FlexJobs, another virtual recruiting platform, primarily caters to filling more experienced and managerial positions. While these roles often require additional experience and technical skills, attending virtual job fairs can be advantageous for people looking to pivot industries or get one-on-one time with a recruiter for a role they may be passionate about, according to Brie Reynolds, career development manager at FlexJobs.

For dedicated client virtual fairs, career platforms can provide the software, marketing and even prescreening of candidates so that recruiters from a company can connect with a variety of qualified candidates for their specific openings. Attendees provide their resume and contact information at registration, and after joining a lobby and being presented with options, they can either initiate one-to-one conversations with recruiters or join group conversations.

CareerBuilder recently facilitated a targeted event for a client seeking interested, qualified and screened nurses. "We had over 300 people scheduled for the event, over 100 recruiter chats and over 75 qualified candidates, and they ended up making 35 offers," said Salzman.

For career fairs with multiple employers, career platforms use intricate software to replicate a ballroom with Zoom "rooms" and chat boxes with recruiters for each company. Employers are able to facilitate interactive panels and discussions to share more about the positions that they are hiring for, as well as more about their company culture and values. Attendees may curate their schedule in advance or visit multiple "rooms" of their choosing throughout the day, asking questions in the group setting or initiating a one-to-one text or audio chat with a recruiter.

According to Reynolds of FlexJobs, recruiters often expect the attendee to initiate any follow-up after the fair. "When you're applying for the job after the fair, make sure to mention in your cover letter which recruiter you talked to. ... It's good to reiterate that you're already active and are seeking out this company in particular," she said.

Reynolds also encourages attendees to connect with recruiters on LinkedIn and include a message about their conversation at the fair. "You have given yourself an advantage if you're using the info you learned at the fair and the recruiter connection."

Virtual job fairs are much different from the in-person experience, so preparation is vital to success and to build a lasting impression on a recruiter or employer. Those who can adapt will have a great advantage. Here are some key ways to put your best foot forward and maximize your time with a recruiter.

Do your research. One of the most common pieces of advice from recruiters and career services utilizing virtual career fairs is to do your research. Cruzvergara urges candidates to cross-reference their research with company reviews on platforms like Handshake to inform smart questions for recruiters. "Think of questions that would allow you to get deeper knowledge about the culture of the organization, what it means to be able to move up in that organization, or what it is you would be able to contribute or learn in that organization."

Sharpen your communication skills. According to Jenny Petru, corporate recruiting manager at Regency Integrated Health Services, who has worked with CareerBuilder on virtual recruiting, "The best way a candidate can stand out is good communication skills and good grammar skills. ... In a virtual world, you don't want to write like you're texting a friend; you still want to have that professionalism."

Don't give up. To make the most of this opportunity, Trappey encourages candidates to put themselves out there and overcome any apprehensions they may have about virtual recruiting. "The key to finding a job or an internship is to keep trying. Just say yes to a virtual event or go to LinkedIn to make those connections yourself. Having the confidence to do that even if you feel awkward is integral to landing a job no matter where you are."

Despite lacking in-person interaction, virtual career fairs and virtual recruiting still offer job seekers an opportunity to connect with employers and form a lasting connection.

In fact, experts predict that even after the pandemic, there will be no rush to revert to traditional, in-person job fairs. According to a survey conducted by Handshake in early April that polled 112 of their partner employers, 80% of recruiting will remain virtual for the foreseeable future, and 60% say that even if travel were safe, they would still decrease their on-campus presence.

Here are some of the ways online job fairs provide benefits for candidates across different experience levels, employers and universities.

Engages more candidates. While virtual career fairs existed prior to the pandemic, the coronavirus has been a critical catalyst for accelerating the use of virtual recruiting as a primary resource for employers. "It accelerated people's openness to being willing to think about a virtual strategy and to really use the tools that would allow them to engage more qualified students across more institutions," said Cruzvergara.

Saves time and money. With career fairs now online, employers no longer need to spend days setting up an event, travel expenses for both the candidates and recruiters are eliminated, and there are no geographic boundaries. In addition, recruiters are able to participate across multiple shifts throughout the day, allowing them to resume normal work operations before and after.

Opens up more conversations. In addition, the variety of available methods for interacting with recruiters can effectively cater to the different needs and preferences of candidates, allowing them to feel more comfortable in the recruiting process.

"In this sort of isolated time, virtual events generally do give that interaction and space to speak freely to the company. ... These sort of events are a way to put a face to a name and make a connection so you can move forward in that process later," says Amy Trappey, senior director of customer success at female-oriented career platform Power to Fly.

The nature of virtual recruiting also permits candidates to seek multiple job openings and interact with a number of employers without the barriers of travel and wait times. "It can be even more effective for the recruiter because they are able to carry five to 10 conversations with candidates at the same time," said Salzman of CareerBuilder. "Same goes for job seekers, they are able to vet out more opportunities or attend three or four virtual career fairs in a day, instead of the old way and in person. It's a more efficient type of process."

For job-seekers of greater experience levels looking to switch roles, careers, or industries, these virtual career fairs can be a great opportunity to learn more about the skills needed in different roles and highlight one's transferable skills to the recruiter, added Reynolds from FlexJobs.

Provides greater campus outreach. Virtual tools certainly allow for an increase in exposure and outreach in the university setting. Hayden Kornblut, head of university relations at Kraft Heinz, explained that all of their upcoming fall recruiting events will be fully virtual. This will result in new opportunities to connect with talent from a larger variety of college campuses and allows more of their own employees to communicate with potential candidates.

"We'll still be doing "campus events," like information sessions, coffee chats and case-study works virtually, but our plan is to also do larger-format virtual events, where we're focused on getting out in front of underrepresented students and campuses that we traditionally haven't targeted before," said Kornblut. "We want to make sure we are working with campuses and universities that reflect our company and reflect our consumers."

Offers a better avenue for sourcing diverse candidates. One of the greatest benefits of virtual recruiting is the ability to source diverse candidates from various backgrounds, locations and experiences.

Power to Fly identifies diversity as integral to the services they provide. "Our key job is helping women find jobs but also working with our clients to identify where they may need pushing in this area," said Trappey. The company, which was originally created to get more diverse talent into companies' pipelines, has also incorporated training and educational tools for candidates entering, re-entering, and even pivoting within the workforce, as well as a combination of on-site and virtual recruiting events for women of all skill levels and backgrounds.

"There's so much strength in taking people from different backgrounds and perspectives when you're hiring," said Trappey. "There are tons of jobs in these fields, and sometimes it just requires a more open mindset in allowing people to train on the job. That is something that we constantly push at Power to Fly."

More here:
How to prepare for and land a job at a virtual career fair - CNBC

New York, July 24, 2020 (GLOBE NEWSWIRE) -- Reportlinker.com announces the release of the report "IoT Security Market by Type, Component, Solution, Service, Application Area And Region - Global Forecast to 2025" - https://www.reportlinker.com/p04975555/?utm_source=GNW However, the new variants of IoT threats, lack of awareness, costly IoT security solutions, and budget constraints among SMEs for IoT security may limit the market growth.

The cloud security segment to grow atthe highest CAGR during the forecast periodCloud security addresses both physical and virtual security across the service models of software, platforms, and infrastructures.Various cloud application security solutions include risk assessment, application governance, identity access management, encryption, malware detection and protection, and Security Information and Event Management (SIEM).

Cloud security is one of the most important aspects of IoT security, as IoT data is saved in Virtual Machines (VMs) and susceptible to cyber-attacks.

Identity and access management segment to hold the largest share of IoT security solutions during the forecast periodIdentity and access management refers to a business process framework.This framework consists of policies and technologies, which help organizations control the appropriate accesses of all employees to technology resources.

The identity access management solution plays a vital role in managing enterprises electronic or digital identities. These solutions can be quickly and cost-effectively integrated with identity access management policies across on-premises, cloud, and hybrid environments.

Asia Pacific (APAC)to grow at the highest growth rate during the forecast periodAPAC has witnessed the advanced and dynamic adoption of new technologies, and is expected to record the highest CAGR during the forecast period. The increasing government initiatives; growing requirements for quick computing, virtualized environments, analytics, security, digitalization, and high-volume networking; and rising overall internet speed and responsiveness are the major factors driving the IoT security market growth in this region..

In-depth interviews were conducted with Chief Executive Officers (CEOs), marketing directors, innovation and technology directors, and executives from various key organizations operating in the IoT security market.

The following list provides the breakup of primary respondents profile: By company type: Tier 1: 35%, Tier 2: 45%, and Tier 3: 20% By designation: C-Level Executives: 35%,Director Level: 25%, and Others: 40% By region: NorthAmerica: 45%, Europe: 20%, APAC: 30%, and RoW: 5%

The major vendors in the global IoT security market includeInternational Business Machines Corporation (IBM), Cisco Systems Inc. (Cisco), Infineon Technologies AG (Infineon), Intel Corporation (Intel), Symantec Corporation (Symantec), Gemalto NV (Gemalto), Allot (Allot), Fortinet, Inc. (Fortinet), Zingbox(Zingbox), Mocana(Mocana), SecuriThings(SecuriThings), CENTRI Technology (CENTRI), Armis, Inc., (Armis), ForgeRock (ForgeRock), and NewSky Security (NewSky).

Research Coverage:The report includes an in-depth competitive analysis of the key players in the IoT security market, along with their company profiles, recent developments, and key market strategies.The report segments the global IoT securitymarket by component, type, solution,services,application area, and region.

Key Benefits of Buying the Report:The report wouldprovide the market leaders/new entrants in the IoT security market with information about the closest approximations of the revenue numbers for the overall IoT security market and its subsegments.The report would also help stakeholders understand theircompetitors better and gain more insights to better position their businesses and plan suitable go-to-market strategies.

It also helps stakeholders understand the pulse of the market and provides them with informationaboutkey market drivers, restraints, challenges, and opportunities.

Read the full report: https://www.reportlinker.com/p04975555/?utm_source=GNW

About ReportlinkerReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.

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The global Internet of Things (IoT) security market size is expected to grow from USD 12.5 billion in 2020 to USD 36.6 billion by 2025, at a Compound...