Statement Of Work: Fill & Download for Free

Thanks for this request.I was able to create my own mission statement tonight— draft at least.My take is the best I analyzed are the following in order:GoogleHitachiAmazonHuaweiApple's is not one of them.Apple-- new Iphone or not-- fell off hard, boy."Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork and professional software. Apple leads the digital music revolution with its iPods and iTunes online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App Store, and is defining the future of mobile media and computing devices with iPad."Apple's 'Mission Statement' Is Making People Worry That The Company Has Gone To HellAlphabet Inc (New Google)As Sergey and I wrote in the original founders letter 11 years ago, “Google is not a conventional company. We do not intend to become one.Google (old Google)Image result for mission statement of google“Google's mission is to organize the world's information and make it universally accessible and useful.”Samsung Vision and Mission statement"For over 70 years, Samsung has been dedicated to making a better world through diverse businesses that today span advanced technology, semiconductors, skyscraper and plant construction, petrochemicals, fashion, medicine, finance, hotels, and more. Our flagship company, Samsung Electronics, leads the global market in high-tech electronics manufacturing and digital media.Through innovative, reliable products and services, talented people, a responsible approach to business and global citizenship, and collaboration with our partners and customers, Samsung is taking the world in imaginative new directions."SAMSUNGFoxconn is not one of them. In English, it's way too wordy and authoritarian. It’s a snooze fest." Our Mission; To ensure all employees to take active roles in meeting company’s global targets, by decomposing them into departmentally distributed realistic targets/ To ensure a reliable organization and discipline where all employees will be glad to be a part in/ To act continuously on increasing the turnover by considering the principle of “Win-Win”/ To ensure the use of all resources effectively and efficiently/ To create a clean, healthy and safe production and work environment which respects to human and considers the next generations."Vision/Mission/StrategyMicrosoft"At Microsoft, our mission is to enable people and businesses throughout the world to realize their full potential. We consider our mission statement a commitment to our customers."HitachiCorporate PhilosophyIBMIBM’s corporate mission is “to lead in the creation, development, and manufacture of the industry’s most advanced information technologies, including computer systems, software, networking systems, storage devices and microelectronics. And our worldwide network of IBM solutions and services professionals translates these advanced technologies into business value for our customers. We translate these advanced technologies into value for our customers through our professional solutions, services and consulting businesses worldwide.”IBM’s Vision Statement and Mission Statement: Analysis & Recommendations - Panmore InstituteHuawei:Long form"Core ValuesCustomers FirstHuawei exists to serve customers, whose demands are the driving forces behind our development. We continuously create long-term value for customers by being responsive to their needs and requirements. We measure our work against how much value we bring to customers, because we can only succeed through our customers’ success.DedicationWe win customers’ respect and trust primarily through dedication. This includes every effort we make to create value for customers and to improve our capabilities. We value employees' contributions and reward them accordingly.Continuous ImprovementContinuous improvement is required for us to become better partners for our customers, improve our company and grow as individuals. This process requires that we actively listen and learn in order to improve.Openness & InitiativeDriven by customer needs, we passionately pursue customer-centric innovations in an open manner. We believe that business success is the ultimate measure of the value of any technology, product, solution or process improvement.IntegrityIntegrity is our most valuable asset. It drives us to behave honestly and keep our promises, ultimately winning our customers’ trust and respect.TeamworkWe can only succeed through teamwork. By working closely in both good times and bad, we lay the foundation for successful cross-cultural collaboration, streamlined inter- departmental cooperation and efficient processes."Short form(Huawei) is a global leader of Next Generation Network, who provides its customers with the latest products, services, and solutions that meet individual needs and create lasting value and growth potential for its customers.http://bit.ly/2iehifjCiscoMission Statement of Cisco: Shape the future of the Internet by creating unprecedented value and opportunity for our customers, employees, investors, and ecosystem partners.Amazon:"Amazon's mission hints at its world-ruling ambitions: "It's our goal to be Earth's most customer-centric company, where customers can find and discover anything online."Here's an okay listThese 13 tech giants have the best mottoes to explain their plans for world dominationYou want check out my little page in a few days: SeveniscompletionShop

First, I have to say that User made an incredible work with his answer. Now, I will give my perspective from my position as a Product Manager working in the Payments space.Disclaimer: I´m not a professional accountant, this is just my personal opinion.First, you have know every possible fact about Stripe (company) :Total funding: around $460 Million based in Crunchbase´s dataKey partnerships with American Express, Visa, Alibaba for Alipay and Apple for Apple´s Pay, based in a recent report from Leena Rao at Fortune MagazineClients: Instacart, Lyft, SAP, DocuSign, Macy´s, Adidas, GE, Medium.com, Slack, NFL, NASDAQ, Sony Entertainment, Yelp and both Presidential campaigns, Postmates, Deliveroo.Facebook, Twitter and Pinterest “Buy” buttons are powered by StripeShopify, the e-commerce juggernaut is a Stripe´s customer too.Instagram is getting serious about e-commerce, so as a Facebook´s subsidiary, Instagram could be using Stripe tooStripe has expanded its services to a broader market that Payments with products like Atlas, Connect, Relay & Radar. My guest is they want to expand to this particular area where Radar is entering, based in the statements of John:“This is an area of active development and there is a long list of things we want to do,” he said. “We haven’t ruled out [launching it as a separate service] but want to see how people use it and what works and what doesn’t first.”They made a key partnership with DocuSign to launch DocuSign Payments, a product which will be available in early 2017DocuSign Payments is a new feature from DocuSign that offers a fast and easy way to collect signatures and payments in just one step so you can get paid faster. What’s more, you’ll be able to stop chasing after payments and invest that time growing your business.Whether you’re closing a deal on an event rental space and collecting a deposit, signing a new client up for an insurance policy and collecting the premium, or receiving a signed waiver for an athletic event and collecting the registration fee, the value of DocuSign Payments is practically limitless for businesses large and small.Now, think just in the scale of DocuSign: Aragon Research picked to DocuSign as a leader in the Digital Transaction Management (DTM) market, which is expected to grow to $30 Billion in 2020.The report also noted that DocuSign had become the de facto platform for the DTM industry, thanks to its almost 1800 technology partnerships and an active developer community. This has led to almost 60% of transactions being processed through DocuSign's API, which equates to over 300% growth in API transactions year-over-year.The versatile API, speed, ease of use, compelling ROI and great end user experience are just a few of the things driving accelerated adoption of DocuSign around the world – and powering the broader DocuSign Global Trust network to 100% year over year growth, now with more than 250,000 companies and 100 million users across 188 countries, and 130,000 new users joining every day.Stripe´s growth rate is 40% YoY, so think in the scale of the transactions number the company is processing yearly.All are steps toward building what could be the next PayPal—but the biggest hurdle may be the $45 billion company in question. PayPal’s Braintree subsidiary poses stiff competition by winning lucrative contracts with high­flying startups like Uber and Airbnb. Braintree processed nearly $23 billion in 2014; sources close to Stripe say that it is currently processing about the same amount but growing faster. Keith Rabois, a Silicon Valley investor and early PayPal employee who backed Stripe in 2014, says only that Stripe is processing “tens of billions of dollars per year.”Stripe´s estimated revenues in 2015 were from $450 Million. For a six-year company, that´s more than impressive:Stripe, which is private, processes online payments for clients including Lyft, Kickstarter and Wish. The company does not disclose revenue, but industry sources estimated that the company processed about $20 billion last year. For each transaction it processes, Stripe obtains 2.9% of the transaction plus 30 cents, translating to an estimated $450 million in revenue for 2015. The Wall Street Journal, which first reported on Stripe’s round of funding, said that the company’s payment volume growth is expected to exceed 40% according to a person familiar with the matter.Stripe´s competition is very stiff with some companies like Adyen and Braintree. That´s why they needed a bigger cash injection like the last one Series D funding from General Catalyst, CapitalG.Now, think in all this: these are just public numbers. When Stripe wants to talk directly to investors, they show real numbers to them, even more statistics than all published here. That´s why many investors and big financial monsters like JP Morgan, Goldman Sachs, Morgan Stanley, and Barclays PLC are backing Stripe too:In addition to the funding round today, Stripe is getting a revolving credit facility of up to $250 million secured with J.P. Morgan Chase & Co., Goldman Sachs Group Inc., Morgan Stanley and Barclays PLC. The idea here is that this extends Stripe’s borrowing capacity at a time when interest rates are low, but not its debt. There is no obligation to use it.Stripe has a lot of space to grow steadily: For example, if they want to enter in the Indian market for the big door, they could build a key partnership with Paytm, the Indian Mobile Payments wallet with more than 5 million of transactions a day and they are leading the cashless revolution in the country. Why India? A recent report from Boston Consulting Group and Google said:Digitatisation of payments presents a large opportunity in the Indian context. It is estimated that the total payments conducted via digital payments instruments will be in the range of USD 500 Billion by 2020, which is approximately 10X of current levels. Person to Merchant (P2M) transactions driven by digital payments at physical point of sale, followed by business to business (B2B) and peer to peer (P2P) transactions are expected to be major contributors of growthSo, if Stripe is growing at 40% YoY, a quick estimate could be: 40% of $20 Billion in transaction processing is $8 Billion per year, so in 2020, the number of transactions could be $52 Billion, so the total revenue of the company could be approximately $1,181 Billion. This number could be higher if they integrate Stripe with Indian based Paytm.That´s why I do back Stripe´s valuation in $ 9Billion, because they are working very hard to achieve an even high cash flow in the company.

The details can be found here in the original PDF of the complaint: http://www.doj.state.or.us/releases/pdf/FINAL_Complaint_8_22_14.pdfI've excerpted the main complaint here:Oracle America, Inc. ("Oracle") fraudulently induced the State of Oregon (the "State") and the Oregon Health Insurance Exchange Corporation ("Cover Oregon") to enter into contracts for the purchase of hundreds of millions of dollars of Oracle products and services that failed to perform as promised. Oracle then repeatedly breached those contracts by failing to deliver on its obligations, overcharging for poorly trained Oracle personnel to provide incompetent work, hiding from the State the true extent of Oracle's shoddy performance, continuing to promise what it could not deliver, and wilfully refusing to honor its warranty to fix its errors without charge. Over the last three years, Oracle has presented the State and Cover Oregon with some $240,280,008 in false claims under those contracts. Oracle’s conduct amounts to a pattern of racketeering activity that has cost the State and Cover Oregon hundreds of millions of dollars. Accordingly, plaintiff Ellen Rosenblum, the Attorney General for the State of Oregon, along with the State and Cover Oregon, brings this lawsuit to recover losses to the State and Cover Oregon caused by Oracle’s fraud, racketeering, false claims, and broken contracts.In 2011, the State of Oregon had two needs. One was to build a State-run health insurance exchange that met the requirements of the Patient Protection and Affordable Care Act (“ACA”). The other was to modernize its aging social services computer systems. Oracle claimed it had the answer, the so-called “Oracle Solution for Oregon.”Oracle lied to the State about the “Oracle Solution.” Oracle lied when it said the “Oracle Solution” could meet both of the State’s needs with Oracle products that worked “out-of-the-box.” Oracle lied when it said its products were “flexible,” “integrated,” worked “easily” with other programs, required little customization and could be set up quickly. Oracle lied when it claimed it had “the most comprehensive and secure solution with regards to the total functionality necessary for Oregon.”Initially, long before Oracle’s fraud was revealed, the State was impressed with Oracle — and with reason. The Oregon Department of Human Services (“DHS”) and the Oregon Health Authority (“OHA”) held a series of meetings with Oracle throughout 2010 and 2011. Oracle made presentations, provided demonstrations, and answered questions that convincingly addressed all of the State’s concerns about the ability of Oracle to meet its needs. Independent outside evaluators agreed. They reviewed Oracle’s claims and recommended that the State purchase the “Oracle Solution.” Oracle’s fraudulent representations induced DHS and OHA to sign the first contract in June 2011 for Oracle to build a single platform for both a health insurance exchange (the “HIX-IT Project”) and to modernize the State’s social services technology (the “Modernization Project”).As soon as the first contract was signed, Oracle took control of both Projects. DHS and OHA initially planned to hire an independent “Systems Integrator” to manage the Projects and implement the “Oracle Solution.” Oracle was dead set against the State hiring an independent Systems Integrator. According to a former Oracle employee, Oracle advanced a “planned * * * behind-the-scenes effort” to convince the State “that a Systems Integrator would just cause * * * delay.” The former employee explained that “the message was we’ve got to make sure that [the State] doesn’t bring [a Systems Integrator] in because it’s * * * just going to cause us trouble.” Oracle recommended to the State that it hire Oracle’s own internal consulting unit, Oracle Consulting Services, to play the same role. Oracle also offered to provide training services to State employees, enabling the State to believe that it, along with Oracle, could co-manage the Projects without hiring an independent Systems Integrator. Oracle continued to support the State’s decision through the life of the project.Oracle’s behind-the-scene scheme paid off, for Oracle. Oracle convinced the State to spend millions of dollars more to use Oracle Consulting Services to design, plan, integrate and manage the Projects. Oracle became, in effect, the Systems Integrator, bringing on project managers and taking the lead in proposing system architecture, selecting software and hardware, and managing the Projects. From 2011 on, Oracle was the technical lead on both Projects and was responsible for the development of the technology. Oracle not only was responsible for all technology, it tightly controlled access to the software development environments, so that the State had to rely on Oracle’s demonstrations and reports to learn about Oracle’s progress on the Projects.In 2013, the State transitioned the HIX-IT Project to Cover Oregon, a State-created public corporation responsible for running Oregon’s health insurance exchange. Cover Oregon needed to launch the exchange to the public on October 1, 2013, to ensure that Oregonians would be able to enroll in health insurance online in time to meet federal deadlines. Oracle assured Cover Oregon that the exchange would be ready to launch on October 1. Oracle presented Cover Oregon detailed spreadsheets showing that the HIX-IT Project was nearly 80% complete. Cover Oregon relied on Oracle’s statements and entered contracts with Oracle to complete the HIX-IT Project.In the spring, summer, and fall of 2013, Oracle failed to deliver. At first, Oracle asked Cover Oregon to reduce the scope of the HIX-IT Project. In order to meet its October 1 launch date, Cover Oregon had no choice but to agree. But even with a reduced scope, Oracle fell far behind schedule. By the summer of 2013, it was evident that, despite its assurances, Oracle would fail to complete by October 1 a key element of the exchange—a website portal for small employers and their employees to shop for and purchase insurance. Nonetheless, Oracle employees assured Cover Oregon that the centerpiece of the HIX-IT Project—a website portal for individual Oregonians to review, compare, and purchase health insurance—would be ready to launch on schedule. By late September, however, when Oracle was unable to demonstrate a working website, Cover Oregon realized that Oracle’s assurances were worthless. On October 1, Oregon’s health insurance exchange was not ready for public launch.Despite Oracle’s failure, its executives continued to demand full payment, while promising the exchange would be ready to launch, first by mid-October 2013, then by the end of October, then in December, then January 2014, then February. Again and again, Oracle broke its promises, missing every promised date. Without the website portal that the State and Cover Oregon had already paid Oracle more than $100,000,000 to build, Cover Oregon and the State each hired hundreds of additional employees and expedited their training, in order to manually enroll Oregonians in health insurance, Medicaid, and other programs by hand processing paper applications.In the spring of 2014, Oracle’s president claimed that the exchange had been ready to launch in February 2014. Her self-serving claim was belied by assessments performed by independent experts. In January, a review conducted on behalf of the federal government reported that “there are still significant performance issues with the system such that, while the core functionality exists, the end user experience would be significantly diminished.” In April, Cover Oregon staff identified 1,198 errors that required repair before the system could be considered for a public launch. That same month, an independent assessment concluded that it would cost tens of millions of dollars and take more than a year to fix Oracle’s abysmal and incomplete work.Oracle willfully refused to fix its defective work under its warranty, continually demanded to be paid, and threatened to walk off the job if it were not paid, jeopardizing Cover Oregon’s ability to meet the needs of Oregonians during open enrollment for health care. Realizing Oracle would never live up to its obligations, Cover Oregon began work to transition to a federally run system. The State and Cover Oregon are unable to use most of Oracle’s shoddy and incomplete work.Oracle sold the State of Oregon a lie. According to a former Oracle employee, “There was no solution.” The cobbled together collection of products that Oracle called the “Oracle Solution” was not flexible, was not integrated, and most importantly, did not work “out-of-the-box.” Oracle’s 2010 and 2011 claims to DHS and OHA were patently and categorically false.Not only were Oracle’s claims lies, Oracle’s work was abysmal. One developer experienced in Oracle products called Oracle’s programming “atrocious.” He added that “they broke every single best practice that Oracle themselves have defined. It is one of the worst assessments I have performed * * *.” The same developer wrote to Oracle, “You are Oracle people, working on an Oracle hardware platform, with Oracle technology products, on an Oracle solution. * * * Oracle should be delivering these environments and products as a solution, like they actually understood the products and owned the solution which has not been the case by a long shot.” According to an independent quality assessment conducted in October 2013, Oracle’s “processes do not meet industry standards. Impact analysis, code review, coding standards and proper parallel development techniques are ad hoc and inconsistently applied or understood.” Another assessment stated simply that “Oracle’s performance is clearly lacking.” A former Oracle employee was more direct saying Oracle’s products were seemingly configured “by a kindergartner.”The cost of Oracle’s lies and appalling work is extraordinary. The State and Cover Oregon paid Oracle approximately $240,280,008 for a health insurance exchange that never worked as promised and a modernization program that never got off the ground. The State has and will spend tens of millions more fixing or compensating for Oracle’s failures, including millions of dollars to process paper applications, to create a manual enrollment and insurance eligibility determination process, to transition to the federal health insurance exchange, to fix Medicaid enrollment, to independently assess and repair Oracle’s failures, and to connect to the federal exchange.In short, Oracle employed false statements to induce the State, and later Cover Oregon, to employ Oracle and related defendants to undertake Projects that were central to the social programs and healthcare needs of hundreds of thousands of Oregonians. In addition, Oracle employed false statements to expand Oracle's role in the Projects and, thus, increase its profits. The result was that Oracle had nearly unfettered control of the Modernization and HIX- IT projects. Then, when problems arose and plaintiffs were in a terrible bind due to the looming deadlines related to the health exchange, Oracle made further false statements to induce the State and Cover Oregon to stay the course. In effect, Oracle used its purported superior expertise, coupled with lies and pressing deadlines, to trap the State and Cover Oregon in a deadly spiral: at each juncture Oracle charged more and Oregon got less.Oracle has never offered to return a penny of $240,280,008 it fraudulently obtained or to pay for any of the millions its failures cost the State. On the contrary, on August 8, 2014, Oracle filed a lawsuit riddled with false and irrelevant allegations against Cover Oregon, claiming that Cover Oregon owes Oracle an additional $23,000,000 for the “Oracle Solution” that never worked.