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Office 365 Business Plans (Now called Microsoft 365) mainly offer 3 variants – Office 365 Business, Office 365 Business Essentials and Office 365 Business Premium. Each of these editions provides something different depending on your needs. In this post, we’ll compare the plans so that you can decide which plan suits you better –
Office 365 Business
Office 365 Business Essentials
Office 365 Business Premium.Microsoft 365 Business vs Business Essentials vs Business Premium
If you are using Office 365, licensed as a monthly or annual subscription, you get powerful services like business-class email, online storage, and teamwork solutions that you can access from anywhere. But when it comes to making a choice between different editions, we get confused. Worry not, we are here to make things simpler for you.
This breakdown will help you determine which edition of Office 365 Business is better -Office 365 Business, Office 365 Business Essentials or Office 365 Business Premium.
Detailed read: What apps does Microsoft 365 include?1] Office 365 Business Essentials
This edition of Office 365 features only online services like OneDrive for Business, SharePoint, Microsoft Teams and Exchange Online. It does not give access to any of the popular and widely used Office Desktop apps such as Word, Excel, PowerPoint, etc.).
Since it does not run any Office Desktop apps, Office 365 Business Essentials can support online meetings and video conferencing for up to 250 people.
Organizations that want to have managed email, cloud storage along with a pocket-friendly option will find Office 365 Business Essentials as the best bet.2] Office 365 Business Premium
Unlike its sibling, Office 365 Business Premium runs all of the online services and Desktop apps. It is more suited for larger organizations that have more than 300 employees.
One license Of Office 365 Business Premium covers fully-installed, always-up-to-date Office apps on 5 phones, 5 tablets, and 5 PCs or Macs per user. Like, Office 365 Business Essentials you can create team sites to share information, content, and files throughout your intranet using SharePoint in Office 365 Business Premium.
Apart from these differences, Office 365 Business Premium and Office 365 Business Essentials show some core similarities like,
Email hosting with 50 GB mailbox and custom email domain address
File storage and sharing with 1 TB of OneDrive storage
Hub for teamwork to connect your teams with Microsoft Teams (this facility is not available in Office 365 Business version)
24/7 phone and web support3] Office 365 Business
If you want a fully-installed and always up-to-date versions of Outlook, Word, Excel, PowerPoint for Windows or Mac (plus Access and Publisher for PC only), check out Office 365 Business. Each user can install the Office apps on up to 5 PCs or Macs. In comparison to Office 365 Business Premium and Office 365 Business Essentials, many features are cut short in Office 365 Business. For example,
You cannot use your own custom domain name (e.g. [email protected])
No facility to get business-class email on phones, tablets, desktops, and the web with Exchange
You do not have an option to manage your calendar, share available meeting times, schedule meetings, and get reminders
No ability to schedule meetings and respond to invitations with ease using shared calendars
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Difference Between Data Scientist vs Business Analyst
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Hadoop, Data Science, Statistics & othersHead-to-Head Comparison Between Data Scientist vs Business Analyst Key Differences Between Data Scientist vs Business Analyst
Though both these roles seem to have a similar difference between Data Scientist and Business Analyst differ in the following ways:
A data scientist needs to analyze large amounts of data and should be able to manipulate and make necessary changes using mathematical and statistical operations. They also need to discover new patterns and make future predictions. They must have technical knowledge and know languages like Python, R, etc. On the other hand, business analysts must know end-to-end business. They should understand the impacts of changes with it and try to bring out changes that will increase customer and employee productivity. They should collaborate and constantly communicate with stakeholders and clearly understand their needs. They must also help design the IT system from a business point of view and coordinate with them.
The need for data scientists arose when we had an ever-increasing demand for synchronization between data and the IT industry. All departments in a company require a data analyst these days. They provide a sophisticated analysis through their programming expertise and without waiting for inputs from the IT industry. They need data, and they can go ahead with their research which will bring the organization to a new competition level and also unfold hidden trends and patterns, which will help the organization lead in the market. Business Analysts are needed to bring a change in the existing functioning of the business. They must analyze the current practices and bring a change that will be more effective and profitable to the organization. They should come up with questions for project customers, end users, and subject matter experts. Next, the total requirements that are gathered must be documented with the definition and need for the change. Business analysts are the ones who bring precision to estimates in the project schedules.
The duties of data scientists involve data visualization, where they need to explore the data and find hidden details from the data, which will reveal the current trends and help them model patterns which in turn help in predicting future recommendations. They must be well-versed in machine learning and data mining, which will help build analytics applications for high profits in the market. They must communicate technical findings to sales and marketing teams. A business analyst must identify stakeholders and analyze and document the requirements. They must evaluate the proposed solutions and share them with all stakeholders. Once that is done, they will execute the changes with a development team and follow up with deadlines. They are also expected to conduct user acceptance tests and gain acceptance from a client. After this, they are also responsible for creating user manuals and final documentation.
The main tools that a data scientist uses are data warehousing, data visualization, machine learning, and languages like Python, R, and SQL. On the other hand, business analysts have commercial software like iRise, Jama, and BitImpluse, which help provide solutions across different industries.Data Scientist vs Business Analyst Comparison Table
Basis for Comparison Data Scientist Business Analyst
Basic Difference Data Science is all about discovering new things, a revelation of new data that will solve complex problems. Finding conclusions through statistics through mere observation and gradually reaching the perfect optimized solution is the job of a data scientist. Business Analysts are a platform between IT and business stakeholders. They need to have the deep business knowledge and be involved in demanding questions to get value for money and bring value to developments done in the IT industry.
Requirement A data scientist needs to know all the latest tools, SQL; if required, they may need to code. They should have in-depth knowledge of mathematics and statistics. Business analysts may not require any technical knowledge. They must be comfortable assessing changes, developing business cases, and defining new requirements or changes in a project from the functional perspective.
History Data analysis seems to be a new rage; it dates back to 1962 when John Tukey wrote about ‘The Future of Data Analysis. Post that, there were mentions about this, and it started trending from 2006 through 2011 till now, where data scientists are the most sought job profiles. Business Analysts came to the rising in the 1970s when they started documenting all manual processes. They found the need to automate repetitive tasks, identify problems and deliver good-quality technology at the expense of business needs. Through the 1980s, Business Analysts evolved to support business goals and mediate between IT and business resources more effectively.
Responsibilities Business Analysts need to gather and prepare requirements. They must prepare documents and also analyze and model all criteria. Post analysis, they must take over the required changes and convey them to the IT team. Once changes are done, they must perform acceptance testing to check if the requirements are met.
Tools The tools of data scientists are none other than Data warehousing, Data visualization, and machine learning. There are various tools for business analysis, like Blueprint, Axure, Bit impulse, etc., which make improve productivity.Conclusion
Thus, both of them perform the job of increasing the value of a business. The different roles and responsibilities they perform help an organization know its value and provide a way of improving and increasing its market value. The process improvements by business analysts and the predictions done by data scientists assist the company in having a safe present and a bright future.Recommended Articles
This has been a guide to Data Scientist vs Business Analyst. Here we have discussed Data Scientist vs Business Analyst head-to-head comparison, key differences, infographics, and a comparison table. You may also look at the following articles to learn more –
Microsoft has spent more than eight years and millions of dollars developing both its Windows Mobile smartphone technology and an enterprise marketplace for it.
Despite that hefty investment, the company says it is now poised to push into consumer markets — but not using Windows Mobile.
Instead, it plans to turn to Danger, Inc., a vendor of consumer smartphone software. Microsoft said Monday it would acquire the privately held firm for an undisclosed sum.
Since its founding in 2000, Palo Alto, Calif.-based Danger has established a platform, a reputation and an audience for its popular consumer handset technologies — embodied in the Sidekick, a phone sold by wireless carrier T-Mobile, built by Motorola and powered by Danger’s systems and applications software.
Now, Microsoft has decided that Danger is a must-have purchase if it wants to speed up its quest to become a heavy-hitter in the high-volume, less-expensive realm of consumer smartphones and their accompanying services.
“We’re broadening our customer base, trying to nail the business requirements [for enterprise customers] and we also know we need to address the consumer space,” Scott Rockfeld, group product manager with Microsoft’s mobile communications group, told chúng tôi
Long road ahead for Microsoft
The announcement comes on the heels of a report last week by analysis firm Canalys that put Windows Mobile-powered phones in a distant second place globally for 2007.
The report found Windows Mobile held 13 percent of the market, far behind Symbian OS devices, at 67 percent.
On top of that, in the higher-end smartphone and “converged devices” category, Microsoft actually came in behind Apple’s iPhone during the fourth calendar quarter of 2007, the report states.
Canalys’ figures nearly match numbers from analysis firm Gartner, which found Symbian held a 62 percent share during third quarter, while Windows Mobile had only 12.7 percent.
In what might help Microsoft gain a greater foothold in the market, Danger is primarily a software and services company. As a result, it could fit tightly into both Microsoft’s emerging software-plus-services initiative, while boosting its consumer-focused mobile device strategy.
It’s unclear how the deal with T-Mobile and the Sidekick itself will figure into Microsoft’s plans. Part of that may also be contingent on whether Motorola spins off its mobile phone business — a move it’s considering.
For now, however, Microsoft plans to continue the T-Mobile deal.
“We have no plans to change those relationships, but what we do want to do in the future is take those consumer assets and combine them with the enterprise apps and provide a unified device — one phone for your entire life,” Rockfeld said.
Microsoft has made significant headway in recent years with Windows Mobile, carving out a niche in the smartphone marketplace, even out maneuvering established rivals in what has primarily become a market for high-end phones with enterprise applications such as corporate e-mail.
In that regard, the company has done well recently. For example, Gartner puts Research in Motion’s Blackberry — a popular device with business users — at 10 percent share for the third quarter of 2007. (Canalys lists a similar figure for the entire year.)
However, due to the relative expense of the devices and the services, as well as Microsoft’s focus on enterprise customers, the company has been largely stymied in marketing Windows Mobile devices to consumers so far.
That may change with the purchase of Danger.
“If you’re Microsoft and you have a big pot of money, you can start investing in some alternative systems,” Roger Kay, president of consultancy Endpoint Technologies, told chúng tôi “Buying their way into consumer electronics is an interesting play for them.”
That’s in contrast to other Microsoft consumer electronics ventures, such as the Xbox game consoles and Zune music players. In both cases, the company developed and built the devices itself, while also writing the software.
Meanwhile, the Danger acquisition signifies a willingness for Microsoft to buy its way into the consumer mobile handset software market, jumpstarting its efforts with an already-established player.
“One of the big things is Danger brings an immense knowledge of young consumers [to the table],” Rockfeld said.
Among the capabilities that Danger’s software and services provide are instant messaging, e-mail, Web browsing, social networking and personal information management — all in a consumer-friendly device, he said.
“We realize that we need to capture consumers’ hearts and minds,” he added.
Additionally, Microsoft recently moved to beef up its executive ranks to strengthen its push into the consumer phone market. Among other changes, Microsoft in late January hired Todd Peters, a former Staples exec to serve as vice president of marketing for Microsoft’s mobile communications business.
While at Staples, Peters championed the office supply firm’s “easy button” marketing campaign.
Danger will be integrated into Microsoft’s Entertainment and Devices Division, headed by division president Robbie Bach, who Peters reports to, according to a Microsoft statement.
Alongside those changes, Microsoft also is setting aggressive sales targets for itself, even within the coming months. Rockfeld said the company expects to have sold 20 million new Windows Mobile-based phones during its current fiscal year, which ends June 30 — an increase from 11 million a year earlier.
The Google factor
Perhaps more than a little ironically, one of the original co-founders of Danger, Andrew Rubin, sold his latest startup, Android, to Google in 2005.
These days, Google and Rubin are behind the Open Handset Alliance. The group has adopted Android technology as its integrated, open source mobile operating system stack — a threat to Windows Mobile, and possibly to Danger, in the future.
Google has yet to signal that it plans to mount a challenge to the Danger acquisition on antitrust grounds — as it has Microsoft’s separate purchase offer for Yahoo. Even if it doesn’t contest the Danger bid, Google’s growing clout in mobile and the burgeoning interest in Android may spell trouble ahead for any competing offering.
Additionally, another fact about the Danger acquisition might make Microsoft swallow hard as it gobbles up the company: the smaller firm’s software is built on Java — anathema to Microsoft.
Despite assertions that longer-term, Microsoft is looking to create a unified offering, how Microsoft will deal with Danger’s reliance on Java remains unresolved question.
“Those decisions have not been made yet,” Rockfeld said.
Details of the Danger sale were not disclosed, nor was a timeframe for when the deal will be finalized.
Rockfeld said the proposed acquisition is currently under regulatory review.
This article was first published on chúng tôi
The SBA defines which companies are officially designated as small businesses.
Your industry determines whether your business’s designation depends on its number of employees or its annual revenue.
You can find your industry code in the U.S. Census Bureau’s NAICS publication.
This article is for business owners who are trying to determine whether their organization is technically considered a small business.
You can call your company a small business, but if you don’t meet the SBA’s definition you could lose out on some opportunities. The SBA’s standards for small businesses are based on three factors: your company type, your average annual revenues and your number of employees. Is your business truly small? Read on to find out.How to tell if you own a small business
To qualify as a small business, a company must fall within the size standard, or the largest size a business may be to remain classified as small, within its industry.
The U.S. Census Bureau provides a list of industry codes to help businesses determine their size designation, and the SBA maintains an extensive list of small business size standards with the maximum requirements to remain classified as a small business in each sector and subsector.
“The definition of ‘small business’ is dependent on which industry code a company is in,” said Molly Gimmel, CEO of Design to Delivery. “My company’s primary code is 541611. In that industry, a small business is defined as one with average revenues, based on the past three completed fiscal years, that are less than $16.5 million.”
Though size standards vary by industry, they are usually measured by the number of employees or average annual receipts. The current SBA business size standards include the following.
Agriculture, forestry, fishing and hunting: Between $2 million and $30 million in average annual receipts, depending on your subsector.
Mining, quarrying, and oil and gas extraction: No more than 250 to 1,500 employees, depending on your subsector. There are four sectors with annual revenue rather than employee limits, ranging from $18 million to $41.5 million.
Utilities: No more than 250 to 1,000 employees, depending on your sector. There are three sectors with annual revenue limits instead, ranging from $26.5 million to $36 million.
Construction: Between $16.5 and $39.5 million in average annual receipts.
Manufacturing: No more than 500 to 1,500 employees, depending on your subsector.
Wholesale trade: No more than 100 to 250 employees, depending on your subsector.
Retail trade: No more than $8 to $41.5 million in average annual receipts, depending on your subsector. Other subsectors have defined employee maximums from 100 to 200.
Transportation and warehousing: No more than 500 to 1,500 employees, depending on your subsector. Some subsectors have maximum average annual receipt limits ranging from $8 million to $41.5 million.
Information: No more than 250 to 1,500 employees, depending on your subsector. The maximum average annual receipts ranges from $9.5 million to $41.5 million.
Finance and insurance: No more than 1,500 employees for direct property and casualty insurance carriers, and a maximum of $13 million to $41.5 million in average annual receipts. Certain financial institutions instead qualify as small businesses if they have no more than $750 million in assets.
Real estate, rental and leasing: No more than $8 million to $41.5 million in average annual receipts.
Professional, scientific and technical services: No more than $8 million to $41.5 million in average annual receipts, or no more than 150 to 1,500 employees, depending on your subsector.
Management of companies and enterprises: No more than $34 million in average annual receipts for offices of bank holding companies. Offices of other holding companies must earn no more than $40 million in average annual receipts.
Administrative and support, waste management, and remediation services: No more than $7.5 million to $41.5 million in average annual receipts, depending on your subsector.
Educational services: No more than $8 million to $41.5 million in average annual receipts, depending on your subsector.
Healthcare and social assistance: No more than $7.5 million to $38.5 million in average annual receipts, depending on your subsector.
Arts, entertainment and recreation: No more than $8 million to $41.5 million in average annual receipts, depending on your subsector.
Accommodation and food services: No more than $8 million to $41.5 million in average annual receipts, depending on your subsector.
Other services: No more than $7 million to $41.5 million in average annual receipts depending on your subsector.Benefits of being classified as a small business
Business size classification isn’t frivolous. Being classified as a small business comes with certain benefits, so it’s important to know if your business qualifies. Here are some of the benefits small businesses can enjoy.
Loans: Rather than lending money directly to businesses, the SBA works with lenders and essentially acts as a co-signer for small businesses seeking loans. This provides lenders a stronger guarantee that they’ll be paid back, which gives small businesses access to better rates than they might receive on their own.
If you need to obtain funding for your small business, visit our page on the best business loans.
Praxis Business School launched its one year full time Business Program in 2011. The Praxis brand was new to this domain. When I heard about people mentioning Praxis on our blog initially, I thought it was one of the many programs which were started by Management Schools in the country. I dismissed it without opening their course page.
A few months after this incident, a couple of our community members had great things to say about the program. I usually consider this as one of the strongest early indicator about the quality of program and long term success. So, this time I talked to these community members for a long time over phone and also spent time understanding about their offering. I also went through the course details and looked at the profile of faculty.
There were quite a few things this program was doing differently:
They had taken a call that to do justice to the subject matter, they would run the program as a full time program over 12 months (as opposed to other part time programs).
The faculty was impressive with people from premier education institutes and industry experience.
Praxis was also providing campus placements – internships followed by final placements, for the students attending the program.
All of this was being offered at a price point comparable to part time programs in the country. The only concern I could think was that the program was based only in Kolkata. While Kolkata has been a city of scholars, I personally thought a program like this would benefit a lot if there was a larger industry ecosystem in the city.
Irrespective, I reached out to Praxis and asked them to visit the campus and interact with the students in the program. They happily obliged! We reviewed the program and included it in our rankings after that. Over one of the discussions with the team at Praxis, I mentioned that while Praxis was not suffering because of its Kolkata location, a program like this should also have a center in Bangalore.
A few years later (i.e. last week), I got a call from the Praxis team informing me that they are now launching the same program in Bangalore. I congratulated the team and had a long discussion with Prof. Charanpreet Singh about the vision and addition of Bangalore as a program location. Here are a few excerpts from the discussion:KJ: How do you look at the 5 years of journey of teaching analytics in India?
It has been a wonderful ride. We started the one-year full-time program in 2011 on the basis of suggestions made by our industry associates. As we did our own research, three things became abundantly clear:
There would be a massive global demand for data scientists moving forward;
There were no courses in the country addressing this need from a training perspective;
Analytics and data science were complex fields that would require a deep dive facilitated by faculty of exceptional quality.
We started with a batch of just 8 students in 2011 – and today we are an established brand in analytics in the country with perhaps the only 360 degree solution for the student – concept strengthening, experiential learning with labs and projects, and placement into the corporate world of analytics.
Our alumni have performed with distinction and we get repeat recruiters at our campus – two pieces of unambiguous evidence that our efforts are bearing fruit. And yes, in these five years the world of analytics has evolved with speed – and so has our curriculum!KJ: Take us through the thought behind the Bangalore launch.
As the awareness of analytics and data science gains momentum, the demand for good quality programs is bound to accelerate. Since we have chosen the high touch, in-class, full-time option, one way for us to grow and meet this increasing demand is to make the same program available in more geographies.
We started in Kolkata and focussed on getting our course content, faculty team and industry engagement right. We are now confident of a phased expansion, and Bangalore is quite obviously the best candidate for the first phase. It is the analytics capital of the country – with the highest number of people working with Tech companies and the largest number of potential recruiters.
As someone warned us a few months back – if you are in analytics you just have to be in Bangalore. We are excited about engaging with students in Bangalore and believe that this move will help enhance the Praxis position of being a top analytics institution.KJ: The three critical strengths of the Praxis program have been its curriculum, the faculty and the placement program. Do you see a risk of dilution in these attributes with the Bangalore launch?
We gave a lot of serious thought to this and came to the conclusion that this ‘extension’ will actually enhance our strengths. We are preserving the core of the curriculum – the subjects will remain the same across Kolkata and Bangalore, but each faculty member will, of course, add his/ her own flavour.
We have engaged with some very accomplished people in Bangalore with a mix of academic and industry experience to deliver the course.
This will strengthen our faculty team and create a rich resource-pool that we can draw on for research as well as teaching. Finally, a larger group of trained candidates amplifies our value proposition to the recruiters, as the demand for data scientists keeps galloping.KJ: Is there any change in the kind of applicants you are targeting in the two geographies? Can you briefly explain the selection criteria?
The selection process and criteria remain same irrespective of the geography.
We have two simple criteria for establishing suitability for this program – the extent of commitment to the domain of analytics, and the degree of problem solving passion and ability. Our program in Kolkata has had the full spectrum of students – from freshly graduated engineers and eco/ stats majors to professionals with 10 years of experience in IT and ITES.
The median would be someone with about 3-4 years of experience who is seeking a transition to a career in analytics. We have discovered that there are ready recruiters for the right talent and skill-set at every level.KJ: Who should apply to the Praxis programs – and why?
Let me sketch a picture of a Praxis aspirant – serious about a career in Analytics – willing to deep-dive and devote a year to learning – loves numbers and loves solving problems – is not daunted by technology or complexity.
If one is seeking a comprehensive, rigorous and cutting-edge curriculum supported by a strong placement program that creates compelling career opportunities, Praxis is a great option. I would also recommend that aspirants research the quality of the programs they are applying to, and engage with the institute alumni before they decide.KJ: There are several players in the hybrid and on-line space – which gives a much wider reach. You continue to stick to the full-time, high-touch program. Any specific reason?
Agree –on-line does give you reach. However, I look at two distinct types of audiences – one, those who are looking at analytics as an add-on to their existing set of skills with an objective of strengthening their capability in their current assignments; and two, those who are looking to transition from their existing careers into analytics.
Our programs address the specific requirements of the latter – analytics is a complex domain and a budding data scientist needs to devote his/ her full energy and time to the understanding of concepts and their applications.
Moving forward, we do have plans to address the needs of the on-line audience as well.KJ: Praxis is one of the few programs, which takes ownership of the placements of the students. What is the thought process behind it and how has this changed over years?
We are clear that our target students are seeking a transition into a career in analytics – that’s the reason they join our program. So it’s our responsibility to make sure of both – that they get the required learning that prepares them for this career and that they get institutional support in their quest for the all-important (and most tricky) first job in this area.
And I guess the two go hand-in-hand – as we understand the corporate expectations better with every interaction, we make appropriate improvements in our academic content and delivery.
Thus, by taking up the responsibility of placements with a lot of seriousness, we ensure that the quality of the program is continually enhanced. It also ensures that we keep adding new recruiters every year, in addition to retaining the present ones.
This approach introduces a lot of clarity in our selection process as well – if we feel certain candidates will encounter seemingly insurmountable barriers in entering this domain for any reason we make that abundantly clear to them and generally do not admit them into the program (unless they insist – and a few actually do – that they are happy to just learn and work something out for themselves).
From an outcome perspective, our curriculum has evolved substantially in the last 5 years and continues to be acknowledged as the most comprehensive and current program; and we have found the ‘first analytics job’ for over 90% of our students – consistently, batch after batch.
KJ: Thanks Prof. Singh for your time. As usual, I enjoyed talking to you. I wish you all the success for this program and hope that you continue to build the momentum and brand Praxis in future.To know more about the program, you can visit here. You can test your skills and knowledge. Check out Live Competitions and compete with best Data Scientists from all over the world.
Google Apps has a comprehensive suite of tools, and powerful real-time sharing and collaboration features. But it doesn’t work well with Microsoft Office file formats–a huge handicap for a productivity suite.
Now that Microsoft has launched Office 365, it is officially “game on” for online office productivity suites. Microsoft may enjoy a near-monopoly in the desktop office suite market, but online it faces established rivals in the form of Google Apps and Zoho Docs.
Ultimately, the choice of which suite is best is a subjective determination that involves other factors such as which mobile platform or Web browser you use. Based on our scoring, though, Office 365 is the best overall value, with Google Apps running a close second.Office Applications
If you’re familiar with Office 2007 or Office 2010, you’ll probably feel most comfortable working in Office 365. The Web incarnations of the Office apps have stripped-down versions of their respective Ribbons, but Office 365 still has the same look and feel overall, and the core features are present.
By comparison, Google Apps’ menu bars and features seem austere. People who prefer the old-school text-based menu bar may appreciate the Google Apps interface, but Google Apps is more limited in what it allows you to do, both in formatting and in functionality.
Winner: Office 365Files and Storage
Zoho comes with a meager 1GB of online file storage; you can purchase an additional 5GB for $3 per user per month. The space allocated for Zoho email is separate from the data storage and is either 10GB or 15GB, depending on the service plan. Zoho limits you to 10MB file attachments on email, which could become an issue if you’re planning to use a document with lots of images, for example.
Google Apps offers the same 1GB of data storage but beats Zoho on email storage, allowing up to 25GB for email, and file attachments as large as 25MB. On top of that, Google recently partnered with chúng tôi to integrate Google Docs with Box.net’s storage. chúng tôi provides 5GB of data storage for free, so the combination of Google Apps and chúng tôi delivers a possible 6GB of space.
Winner: Office 365Sharing and Collaboration
With SharePoint Workspace, you can sync data from Office 365 SharePoint Online for offline access. Neither Google Apps nor Zoho Docs has a native tool, but with those two you could use something like chúng tôi or Dropbox to sync data for offline access. Of course, without access to the online productivity tools themselves, offline access to the data may not be worth much.
Office 365 provides some real-time collaboration capabilities in Excel and OneNote, but not in Word and PowerPoint. Microsoft recently rolled out a coauthoring function for the Word Web App, but it works only when you’re sharing files from the company’s Windows Live SkyDrive file storage service, and when you’re using the Word Web App; it doesn’t work with Office 365.
However, Office 365 handily compensates for the lack of native collaboration within documents by making it easy to set up an online whiteboard session using its Lync Online service. With Lync Online, you can share and collaborate in real time on any item on your desktop. External contacts can join online meetings via the Lync client application, or through a Web-based client.
Winner: Google Apps It’s a close call between Zoho and Google, but Google wins out since it has a little more polish than the rival platform does. Microsoft, meanwhile, has work to do to catch up with the online-suite veterans.
Next page: Compatibility, Mobile and Browser Options, and Price
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