What You Can Learn From Einstein and His Failures [Infographic]

What You Can Learn From Einstein and His Failures [Infographic] Life doesn’t consistently go as easily as you plan. And keeping in mind that it some of the time may appear you’re the one in particular who battles, that’s a long way from reality. Individuals in incredible situations with fruitful lives and tons of regard are not generally conceived as prodigies with the smarts, wise, riches, and sense to be on top. Take the unrivaled Albert Einstein-the author of relativity, everyone’s go-to case of a genuine virtuoso. His excursion to leaving a permanent blemish on the world was a long way from smooth and easy!Follow a mind-blowing way underneath (as observed on LifeHack) to see the exciting bends in the road it took (from beginning with learning battles and being called lethargic, to being the psyche of the century). Possibly perceiving how even Einstein’sâ professional life was not without its knocks will move you to keep your head in the game and your eye on the prize, regardless of what occurs.

Trade of Coffee and Gold

Acquaintance Marketing alludes with the way toward directing statistical surveying, offering merchandise or administrations to customers and elevating them through notice to build the business volume. It is a mind boggling process by which associations and businesses create solid associations with the customers.Advertising We will compose a custom report test on Trade of Coffee and Gold explicitly for you for just $16.05 $11/page Learn More In request to direct powerful promoting of items, it is significant for the showcasing supervisors to have a sound comprehension of the inception of the items they are managing so as to gadget appropriate advertising systems. This paper looks to conceal light on the causes of espresso and gold, challenges in their creation, why they are well known and furthermore their ad. Espresso Origin of Coffee The utilization of espresso can be followed back to the thirteenth century (Schreckmann, 2004). Notwithstanding, its starting point has not yet been bu ilt up. It is normally comprehended that the antiquated Ethiopians who were the predecessors of the current Oromo people group were among the primary individuals who found that espresso stimulatingly affects the psyche (Schreckmann, 2004). In any case, there is no particular proof that can clarify where espresso was developed and utilized in Africa before seventeenth century (Pendergrast, 2010). By sixteenth century the information on espresso had spread in the Middle East, a few areas of Persia and Turkey. â€Å"The utilization of espresso as a refreshment later arrived at Italy from Asia† (Schreckmann, 2004). From Italy its utilization was stretched out to Europe and since that time espresso creation arrived at America (Pendergrast, 2010). In spite of the fact that the inception of espresso had its underlying foundations in Ethiopia, the nation just created a little sum for exportation until the second 50% of the twentieth century. Explanations behind the Popularity of Coff ee The fame of espresso can be ascribed to a few elements. To start with, it has invigorating impact in the brain of the client and persistent utilization of it can prompt compulsion henceforth such buyers are probably going to keep utilizing it (Schreckmann, 2004). Furthermore, the makers of espresso items have likewise figured out how to structure a few components to raise its ubiquity. For instance espresso items come in different flavors that intrigue to the clients taste and inclinations. Aside from this the players in the espresso showcase have consistently been quick to keep up its notoriety in the market (Paul, 1947). They have accomplished this through ordinary exciting notices (Schreckmann, 2004). Issues Encountered in Coffee Production The degree of espresso creation has been influenced by vacillations in its market costs (Paul, 1947). For instance the global market cost for espresso has not been steady and they continue evolving. This has constantly brought down the exci tement of ranchers to keep delivering coffee.Advertising Looking for report on business financial aspects? We should check whether we can support you! Get your first paper with 15% OFF Learn More Organizations that Deal with Problems of Coffee Production Coffee Marketing Boards in different nations have been instrumental in tending to issues identified with espresso creation. For instance they generally can anticipate better universal espresso costs. They likewise offer warning administrations to the ranchers (Schreckmann, 2004). The guidance identifies with better creation techniques. Gold Origin of Gold was the main metal known by humankind. The wonderful idea of gold and its splendor pulled in the old individuals and it turned out to be a piece of their way of life (Paul, 1947). Since gold is found in various pieces of the world, it was found by various races in numerous spots. Practically anyone who experienced gold got interested with it (Paul, 1947). The least demanding metal to take a shot at is gold. â€Å"It shows up in an unadulterated serviceable state when contrasted with different metals that exist educate regarding metal bodies which cause a few troubles in smelting† (Paul, 1947). Gold has been a respectable product and the early human advancements related it with unmistakable rulers like rulers and sovereigns (Paul, 1947). Gold was of extraordinary incentive to people even before they began utilizing it as a money. This has been shown by an eager exertion to get it. Prospecting exercises for gold has its beginnings in 700 B.C (Paul, 1947). During the quest for gold by Egyptians and Phoenicians, detainees were regularly sent to work in the gold mines. Gold was utilized as cash in the antiquated Greece (Paul, 1947). â€Å"The Greeks directed gold mining exercises in the Mediterranean district around 500 B.C. what's more, researchers like Plato expounded on the hypotheses of its origins† (Paul, 1947). Issues Encountered in Gold Produc tion The mining of gold has been influenced by a few difficulties that can be quickly clarified as follows. In South Africa where we have one of the world’s biggest gold mines, power hitches have constantly injured mining exercises (Paul, 1947). For models a few mines have must be shut for quite a while because of enduring force power outages (Paul, 1947). Laborers have consistently had genuine mishaps in the mines with some closure in passings (Paul, 1947). Besides, the expense of mining has risen impressively in the course of recent years. Thirdly, the underlying expense of setting fully operational a gold mine is generally high (Paul, 1947). There is likewise the test of expanding work deficiencies in the mines. In addition, laborers in the mines consistently interest for high wages (Paul, 1947). Purposes behind Popularity of Gold Today the cost of gold is as yet rising and this can be clarified as follows. One reason for the prevalence of gold is its high caliber as a met al (Paul, 1947). Another factor for the expanded prominence of this metal is its capacity to give assurance against potential money related dangers (Paul, 1947). For instance when the estimation of cash goes down, it allows the financial specialists to ensure their speculations. Likewise, gold additionally offers a wide scope of speculation chances to speculators (Paul, 1947).Advertising We will compose a custom report test on Trade of Coffee and Gold explicitly for you for just $16.05 $11/page Learn More Description of a Print Advertisement There are numerous methods of publicizing and print notice is one of them. This sort of promotion is imprinted in a bit of paper for instance in a paper. The viability of this commercial relies upon the capacity of individuals to see it. In this investigation a print promotion for gold was utilized. Structure of the Advertisement The notice highlighted gold composing imprinted on calfskin. The calfskin is having a delicate surface and it is dark in shading. The words are written in yellow to bring a sharp complexity and this makes the commercial look exceptionally appealing. The words in the gold promotion are: â€Å"Money drives the world as we know it. Gold prevents the world from getting woozy when the ride’s is over’’. Language of the Advertisement The language utilized in the commercial was painstakingly chosen since it is basic and can be effortlessly comprehended. The utilization of straightforward language in commercials encourages the advertiser to pass clear messages to the focused on populace. Motivation behind the Advertisement This notice was planned for urging individuals to put resources into gold exchange. The advert planned for featuring the primary highlights and elements of gold so as to build its interest. End From the above conversation we can reason that showcasing is significant in business. Showcasing can be upgraded through appropriate research on the items or administrations to be sold. Before an individual chooses a given method of ad it is imperative to examine the adequacy of the different techniques for notice. References Paul, R. (1947). California gold: the start of mining in the far west. Cambridge: Havard University Press. Pendergrast, M. (2010). Extraordinary grounds: the historical backdrop of espresso and how it changed our reality. New York: Basic Books.Advertising Searching for report on business financial aspects? We should check whether we can support you! Get your first paper with 15% OFF Find out More Schreckmann, D. (2004). The café reason for change. Java Ranch Journal, vol.3 (I) , 34-36. This report on Trade of Coffee and Gold was composed and put together by client Camila Camacho to help you with your own investigations. You are allowed to utilize it for research and reference purposes so as to compose your own paper; in any case, you should refer to it as needs be. You can give your paper here.

CP3 Enhancing Efficiency of Network Operations with Qwilt - Podcast with Dan Sahar

CP3 Enhancing Efficiency of Network Operations with Qwilt - Podcast with Dan Sahar INTRODUCTIONMartin: Hi, today we are having a very interesting interview with Dan from Qwilt, which is mainly about video and network operators. Hi Dan. Who are you, and what do you do?Dan: Hi Martin, My name is Dan Sahar. I’m the co-founder and VP of Product Marketing for Qwilt. So Qwilt is a startup selling infrastructure products for network operators. We essentially help them make their network adapt better to online video. One thing that pretty much everywhere around the world you can see today is that consumption of television is fastly moving into online video formats. So companies like Netflix, YouTube, Amazon, Hulu are definitely leading the way and the consumption pattern is headed that way. What we’re enabling is, essentially, a better experience, making that video experience better. We’re helping network operators optimize their networks in order to allow their consumers, their subscribers, watch as much videos as then can at the highest quality. That’s what we do .Martin: Cool stuff, Dan. So, what is your background and how did you come up with those kinds of ideas? I guess maybe you have some kind of background with network operating, or video, or something like that.Dan: Yes. Both myself and Alon, our CEO and Co-founder, we are enginners in background. So we went to university about the same time and one of the first companies we started to work with, we ended up working in the same company. This was known back then as Deep Bridge, later on it became, it was actually a company that was known as Siemens. Later on it became Nokia Siemens.So, we were in companies that were in network infrastructure for pretty much most of our career. So, our roads parted on afterwards I wnet to work for a start-up company that was later acquired by Juniper. Juniper is one of the largest equipment manufacturers for network operators and Alon went to work for a different company, also a start-up company called P-Cube that also got acquired by a giant in the net working space called Cisco, that most people know of, and he spent most of his career in the networking space as well.So we have both development backgrounds, creating products that are tailored to that segment, and also somewhat sales experience into that market as well. I think I started my career as an engineer and went up the ranks in engineering. But, I think, after several years I moved on to doing more product and product marketing activities and that’s where I am right now, but at core I’m an engineer.Martin: And Dan, when did you decide to start Qwilt, and what was it like in the first one or two months or so? Did you leave your job before and then start a company?Dan: So Alon and I, we were squash partners for many years. And what we were doing, we used to play like once a week, and after every game we talked about the industry, what we want to do as individuals. I think at some point we realized that the place that we were at, at the time, is hired employees- we could do more than that and we realize that we want to break out on our own.We started looking at a few directions of products, markets that we can address. I think we had three solid ideas. I think that we ended up selecting this one because we felt that we had a very good insight into the customer segment and into the problem area. And at some point we dove into the water and just, like, decided to cut our ties with our previous employers and just go at it on our own. And I think that’s the basic advice to young entreprenuers. Like ultimately, there’s like a million ideas that are out there. But, the first thing that really dictates whether you do it or not is if you have the balls to, basically, break loose and just go at it on your own. That’s like, the first, I would say, cut off point between if you’re a real entrepreneur or just, like, a dreamer.Martin: Yes. And when you started, how much money did you invest in the MVP? How long did it take you and how did you test this a ssumptions with potentially one of your contacts, or so?Dan: So, the product that we’re selling is the system, it’s the infrastructure product. Typically these types of products are a lot more resource intensive then a web application and they require many more man years, a lot more investment, and a lot more time. So the MVP, the mechanisms are very similar to a web app, however the time that it takes you to get there is longer and the process that you undergo is a little bit different. It doesn’t matter if it’s for network operators, for enterprise customers, I think you have to do a lot of customer discovery in parallel. Building the MVP will take time.So we had to make be like a certain functionality in the product that we had very quickly, probably in less than a month. But it wasn’t the real product. We could test some assumptions but, definitely, it didn’t produce the value that the product creates. So building the real MVP took over a year and a half, I think. So , I think products that are tailored for enterprise you typically build them, fund them in a slightly different way than you do for your application. So you typically have to raise larger funds initially. The investors have to kind of like take more of a gamble, basically, on inputs that you get from potential customers and partners. So that’s what we did a lot in the early days. We went out and touched the market as much as we can. We talked to probably over a hundred network operators around the world and got feedback from various people inside those organizations as to, like Is this a problem that they think is relevant? If it is, what are guidelines that they would have for a product that addresses this problem?Different people have different thougths. You have to do a lot of listening, I think, at this stage. And, basically, have very fine tuned ears for every piece of data that you gather and try to compose all those data pieces and compile them together. You could be wrong, but hopefully you’re able to really distil the main points and build that viable product. And we think that we did. We think that we managed to really find what the main pain points are, and solve them with a product.I thnk that one thing we were fortunate in doing is we built an extremely solid MVP. It was an infrastructure product, one of the most robust products I’ve ever seen on their first release, which was very fortunate for us because ultimately the inftrastucture that we’re dealing with is very mission critical. Think of ICT Deutsche Telecom, if suddenly your customers do not have internet, it’s very bad and you would call them up and freak out, maybe, that you can’t access the internet. It’s that sensitive. We designed a product that has to be up all the time and cannot fail and out engineering team did a great job of building that product.Martin: Great. Dan. How did you find and approach those 100-200 network operators?Dan: So, I think one of the things that you have to have is some, I think that one of the VCs calls it, unfair advantage. When you’re going after a certain market, you have to know something that other people do not, or will have a hard time finding out. So one of the things that we had going for us, we had a fairly good network of customers that we knew from our past. And that’s how we started. So, you open up your address book and you reach out to everybody that’s out there and you talk to everybody that you can. And you’re friendly. If you approach this with a good vibe, we found out that people are very eager to help you. So even if they’re not the right ones to help you out, they’ll say: Hey you know what? I know this guy and this other operator. I hear he’s looking for things like you’re describing. You should go talk to him. And I think there is, espeicially in Silicon Valley, there’s a lot of that pay-it-forward mentality which is very, I think, welcoming for entreprenuers.So we had a network, bu t within twelve months our network of connections grew substantially. And, to this day, it’s something that always expands. You start off with maybe, like, one or two data points and then all of a sudden within a few years you have a ton of data points and a ton of sensors spread throughout the world and the picture becomes clearer as time goes by.BUSINESS MODEL OF QWILTMartin: Let’s talk about the business model, Dan. So, when I look at Qwilt, what I see are three major things. So one thing is you’re helping network operators decrease their network costs. Second, you help them understand the video consumption. And lastly, you help them, potentially to earn them some money with video streaming by offering extra services. Is there anything with what you started, for example, maybe of those value propositions you said: Okay, this is my entry model, so to speak?Dan: So, in our case, we didn’t really pivot. We had, I can show you probably presentations from five years ago, they look like, maybe they’re less refined then what they have today, but the idea is very similar to what they’re doing and those three things that you said are very aligned with what we had back then. So that was the order of things.So ultimately, I think what we are providing is a better way of doing something that you already do if you’re a network operator. So ultimately, your consumers will want to watch video and it’s a matter of how well or how efficiently you’re able to provide that service to them. And I can give you examples in other industries. You take the storage industry, so there’s been a way of doing storage for probably over a decade of using hard drives for that purpose. And then all of a sudden a new technology came called Flash, and is it that much different? No, it’s a more efficient way of doing things that you are doing for many years and I think we found a way that is specific for video that makes the network a lot more efficient and ultimately brin gs the price of bringing that content down substantially. And, lastly, it improves the quality of experience to the consumers which is, some people find it hard to believe, but that is exactly what the network operators really want to do. They want to help you, the consumer, have the best experience that you can and it doesn’t matter where you are going to watch it. If it’s going to be over your regular television or on an iPhone or a tablet, they wanted you to have the best experience you can. We help them in doing that. That has not changed from day one.Martin: So, normally when you are an entrepreneur, you are trying to identify a business opportunity and then exploit it. This is what you’ve done perfectly. What is your opinion on why network operators before were not trying to solve this issue themselves?Dan: So, I think that during the time that the company has been running a lot of things have been changing in real time. So one of the things was video back in 2009 and 20 10 was still in its infancy. It still is, by the way. What I mean by video is I mean online video. So, at the time you take the largest, long form video provider in the world today, which is Netflix. They, I think at the time had less than 10 million subscribers that were consuming their content online. And they were only in the U.S. at the time. And today Netflix, as one example, they operate on five continents. But the consumption was different. Completely different than it is today. People were still doing a lot of peer to peer downloads. So there was really no incentive for the operator to change their way because there was no demand. Now there is a lot of demand. So, that’s on the consumer side, what has changed.The second thing is that sometimest there is technology innovation that simply wasn’t possible a few years ago and then all of a sudden it is possible. So, I gave the example of Flash and storage. In our case, one of the main differences was that software became hug e. As market research says software is eating the world, it’s eating the world in networking as well. If you would go back ten years ago, there was only one way of doing things to build your own hardware and to have very fast A6 that were passing packets from side to side. But all of a sudden, you have commodities servers from HP or Dell or IBM and they use Intell chips and they’re very fast. And they achieve results that are almost as good as you can do with custom hardware, as long as you know how to build really smart software. Fortunately we have experts in software that can extract that capability from the commodities servers and basically find a new way of doing something that’s been done for many years.So it’s, I would say, the combination of these two things. Both consumption changes on the consumer side, and technological advancement that enabled us to build a product that does things in a different way than the status quo.Martin: Dan, when I’m looking at the reve nue model. Can you tell us about how it is working? So is it just a SaaS model, or is it more that you’re trying to do some kind of cost reduction share? Or is it the network reduction? How does it work?Dan: So we have two generic type of business models that we sell.One is based on the capacity that we’re creating. So it’s kind of like a gigabyte capacity model. So, the more that we deliver, the more that we earn.And then we also have a SaaS model, that’s the recurring revenue.That really depends on the preference of the network operator, which model to go with, I would say the traditional model that network operators are used to procuring this type of infrastructure is the gigabyte per second model but more and more, you know, as cloud is slowly penetrating network operators as well we’re seeing a transititon to the SaaS model.Martin: Isn’t there an incentive problem with having a revenue model of gigabyte per second? Because, if I understand your job correctly, you wa nted to minimize the gigabyte per second for the video streaming, but on the other hand you are paid four gigabytes per second. On the one hand side you want decrease it, but on the other hand you would like, from a revenue perspective, to increase it.Dan: So, basically the trade off that we’re creating in our product is that any byte that you’re delivering from our open caching solution is, because it’s in software, is going to be cheaper than having that same byte of data being transferred over the traditional routing infrastructure. So that is the incentive. So, the more that we serve, the more lucrative it is for the network operator. And because video is growing, exponentially, and it’s showing no signs of stopping or slowing down. It’s growing, in some countries, like 100 percent year over year, we are able to serve more and more content and basically improve the efficiencies that we’re getting inside a network.Martin: Cool. When I’m looking at the sales cycle of the network operators, can you elaborate on how does it work, how long does it take, who are the budget owners, and what types of people are you approaching to make a deal?Dan: So, this is, I would say, those of you that are familiar with enterprise sales, it’s very similar to enterprise sales cycles. It’s longer with the consumer, they can take over 12 months in some cases. And you have to interact with a lot of people in the network operator organization.Budget owners are typically the guys that are running the network operations team. But a lot of times you have to have influencers on board to safe decisions. So, people like the CTO organizations, people that are in charge of the content side, in some cases, network architecture. It really depends on the operator, but the sales cycle and processes, you have to really understand the organization that you’re selling to and craft your approach accordigly. It’s very similar to how companies that sell to enterprise craft thei r approach.ADVICE TO ENTREPRENEURS FROM DAN SAHARMartin: Cool. I guess you have learned so much over the last years, Dan. Can you share some of your major learnings and insights and tips and advice for first time entreprenuers?Dan: Okay. I think when you start off, one of the things that you have to bear in the back of your mind is that everything that you build, like there is that saying that the company’s DNA is formed in the first 90 days, and people, a lot of times, think that it’s about the cutture of the company, which is true in many cases, but it’s also about, you have to buld the foundations for the company at that time. It’s like building a building. If you have bad foundation, the building is not going to sustain for very long and foundation means that you try to opt for one of the best employees that you can get and try, as hard as you can, not to make any compromises. That’s a very common lesson. I think that it also means that you have to find the best inveto rs who ultimately become your partners on this journey. And if you have great investors I think it pays dividens throughout the lifetime of the company. It helps you in giving you the great strategic advice in every stage that you’re at.There were points I think then we felt really good about ourselves, we met milestones and everything was going great, and then, you know our investors say: Yes, that’s cool, but you should already be thinking two years out and plan on doing this initiative. And we say: Oh, we really didn’t think of this. They always challenged us.That is one thing that I think Qwilt as a company, we were extremely fortunate to have some of the best minds, I think, on the VC side still on our board and really helping us out on a daily basis. And I said, it starts with strategic advice, but it also, it helps you with recruiting the right people, it helps with giving the advice, making the right introductions to partners that you may need as time goes by. And I th ink the fundamentals to build the right foundation are crucial, because everything is going to be related to that as time goes on. It’s easier said than done. Obviously, everybody wants to have the best VCs but it’s not that easy to get them.Martin: It’s true. Dan, how did you attract the first employees?Dan: So definitely like the first, I would say, five to ten employees we knew from past lives. And I think that also helps when you build a certain company, that you see this often, that there’s this group of people that go together from company to company, and we had that core group. Then we built upon that core group with secondary circles of people, but most of them were from refferals of employees or people that we knew in secondary circles of ours, I think, probably over 80 percent of our first employees were people that we knew or one of our employees.Martin: And can you still remember what have been the major three of four properties, or or skills, or attitudes whatso ever of the person, where you said: Okay, this is the right skill set which we want to have for our company. And this is what we don’t want.?Dan: Well, probably the first people that we hired were engineers. And I think that’s fairly common. We were looking for people that were top 10 percent in terms of their skill set in software engineer. I think, also, we wanted people that were able to, we felt, that could really work within a start up environment, with all that with tiny office, there’s going to be a little mess on the IT side, maybe, in the beginning, there’s a lot of uncertainty. That is, like, one thing that many people don’t realize, but I think engineers, at some point, realize that you can be like a 10x engineer and come into a product that is already, there is foundation. You come into Facebook or Google, there is foundation that other people already put in place. Even if you’re great, there’s only so much that you can do and you’re confined within thos e foundations that were already put in place in the past. So it makes your problem solving a lot easier. There’s less moving parts.And when you’re a first engineer in a company, there’s no foundation. You have to, take for example, a logging system. Which log are you going to use when you write your code? When you come into a mature company, you know what that is. When you are first you have to make that decision on your own and there’s a million other decision that you also have to make. I think it’s super exciting for an engineer because you actually influence way more things, but at the same time it’s much more challenging than you would in an established company. Not every engineer is suited for that path of basically coming into an area where there’s nothing defined and you have to define everything from scratch.Martin: Yes, but I guess this applies to every type of function, like marketing, sales?Dan: Of course, yes.Martin: Great. Dan, thank you so much for shari ng your insights for Qwilt, and I wish you all the best and success for your company.Dan: Thank you. Great talking to you, Martin.Martin: Thanks.THANKS FOR LISTENING! Welcome to the third episode of our podcast!You can download the podcast to your computer or listen to it here on the blog. Click here to subscribe in iTunes. INTRODUCTIONMartin: Hi, today we are having a very interesting interview with Dan from Qwilt, which is mainly about video and network operators. Hi Dan. Who are you, and what do you do?Dan: Hi Martin, My name is Dan Sahar. I’m the co-founder and VP of Product Marketing for Qwilt. So Qwilt is a startup selling infrastructure products for network operators. We essentially help them make their network adapt better to online video. One thing that pretty much everywhere around the world you can see today is that consumption of television is fastly moving into online video formats. So companies like Netflix, YouTube, Amazon, Hulu are definitely leading the way and the consumption pattern is headed that way. What we’re enabling is, essentially, a better experience, making that video experience better. We’re helping network operators optimize their networks in order to allow their consumers, their subscribers, watch as much videos as then can at the highest quality. That’s what we do .Martin: Cool stuff, Dan. So, what is your background and how did you come up with those kinds of ideas? I guess maybe you have some kind of background with network operating, or video, or something like that.Dan: Yes. Both myself and Alon, our CEO and Co-founder, we are enginners in background. So we went to university about the same time and one of the first companies we started to work with, we ended up working in the same company. This was known back then as Deep Bridge, later on it became, it was actually a company that was known as Siemens. Later on it became Nokia Siemens.So, we were in companies that were in network infrastructure for pretty much most of our career. So, our roads parted on afterwards I wnet to work for a start-up company that was later acquired by Juniper. Juniper is one of the largest equipment manufacturers for network operators and Alon went to work for a different company, also a start-up company called P-Cube that also got acquired by a giant in the net working space called Cisco, that most people know of, and he spent most of his career in the networking space as well.So we have both development backgrounds, creating products that are tailored to that segment, and also somewhat sales experience into that market as well. I think I started my career as an engineer and went up the ranks in engineering. But, I think, after several years I moved on to doing more product and product marketing activities and that’s where I am right now, but at core I’m an engineer.Martin: And Dan, when did you decide to start Qwilt, and what was it like in the first one or two months or so? Did you leave your job before and then start a company?Dan: So Alon and I, we were squash partners for many years. And what we were doing, we used to play like once a week, and after every game we talked about the industry, what we want to do as individuals. I think at some point we realized that the place that we were at, at the time, is hired employees- we could do more than that and we realize that we want to break out on our own.We started looking at a few directions of products, markets that we can address. I think we had three solid ideas. I think that we ended up selecting this one because we felt that we had a very good insight into the customer segment and into the problem area. And at some point we dove into the water and just, like, decided to cut our ties with our previous employers and just go at it on our own. And I think that’s the basic advice to young entreprenuers. Like ultimately, there’s like a million ideas that are out there. But, the first thing that really dictates whether you do it or not is if you have the balls to, basically, break loose and just go at it on your own. That’s like, the first, I would say, cut off point between if you’re a real entrepreneur or just, like, a dreamer.Martin: Yes. And when you started, how much money did you invest in the MVP? How long did it take you and how did you test this a ssumptions with potentially one of your contacts, or so?Dan: So, the product that we’re selling is the system, it’s the infrastructure product. Typically these types of products are a lot more resource intensive then a web application and they require many more man years, a lot more investment, and a lot more time. So the MVP, the mechanisms are very similar to a web app, however the time that it takes you to get there is longer and the process that you undergo is a little bit different. It doesn’t matter if it’s for network operators, for enterprise customers, I think you have to do a lot of customer discovery in parallel. Building the MVP will take time.So we had to make be like a certain functionality in the product that we had very quickly, probably in less than a month. But it wasn’t the real product. We could test some assumptions but, definitely, it didn’t produce the value that the product creates. So building the real MVP took over a year and a half, I think. So , I think products that are tailored for enterprise you typically build them, fund them in a slightly different way than you do for your application. So you typically have to raise larger funds initially. The investors have to kind of like take more of a gamble, basically, on inputs that you get from potential customers and partners. So that’s what we did a lot in the early days. We went out and touched the market as much as we can. We talked to probably over a hundred network operators around the world and got feedback from various people inside those organizations as to, like Is this a problem that they think is relevant? If it is, what are guidelines that they would have for a product that addresses this problem?Different people have different thougths. You have to do a lot of listening, I think, at this stage. And, basically, have very fine tuned ears for every piece of data that you gather and try to compose all those data pieces and compile them together. You could be wrong, but hopefully you’re able to really distil the main points and build that viable product. And we think that we did. We think that we managed to really find what the main pain points are, and solve them with a product.I thnk that one thing we were fortunate in doing is we built an extremely solid MVP. It was an infrastructure product, one of the most robust products I’ve ever seen on their first release, which was very fortunate for us because ultimately the inftrastucture that we’re dealing with is very mission critical. Think of ICT Deutsche Telecom, if suddenly your customers do not have internet, it’s very bad and you would call them up and freak out, maybe, that you can’t access the internet. It’s that sensitive. We designed a product that has to be up all the time and cannot fail and out engineering team did a great job of building that product.Martin: Great. Dan. How did you find and approach those 100-200 network operators?Dan: So, I think one of the things that you have to have is some, I think that one of the VCs calls it, unfair advantage. When you’re going after a certain market, you have to know something that other people do not, or will have a hard time finding out. So one of the things that we had going for us, we had a fairly good network of customers that we knew from our past. And that’s how we started. So, you open up your address book and you reach out to everybody that’s out there and you talk to everybody that you can. And you’re friendly. If you approach this with a good vibe, we found out that people are very eager to help you. So even if they’re not the right ones to help you out, they’ll say: Hey you know what? I know this guy and this other operator. I hear he’s looking for things like you’re describing. You should go talk to him. And I think there is, espeicially in Silicon Valley, there’s a lot of that pay-it-forward mentality which is very, I think, welcoming for entreprenuers.So we had a network, bu t within twelve months our network of connections grew substantially. And, to this day, it’s something that always expands. You start off with maybe, like, one or two data points and then all of a sudden within a few years you have a ton of data points and a ton of sensors spread throughout the world and the picture becomes clearer as time goes by.BUSINESS MODEL OF QWILTMartin: Let’s talk about the business model, Dan. So, when I look at Qwilt, what I see are three major things. So one thing is you’re helping network operators decrease their network costs. Second, you help them understand the video consumption. And lastly, you help them, potentially to earn them some money with video streaming by offering extra services. Is there anything with what you started, for example, maybe of those value propositions you said: Okay, this is my entry model, so to speak?Dan: So, in our case, we didn’t really pivot. We had, I can show you probably presentations from five years ago, they look like, maybe they’re less refined then what they have today, but the idea is very similar to what they’re doing and those three things that you said are very aligned with what we had back then. So that was the order of things.So ultimately, I think what we are providing is a better way of doing something that you already do if you’re a network operator. So ultimately, your consumers will want to watch video and it’s a matter of how well or how efficiently you’re able to provide that service to them. And I can give you examples in other industries. You take the storage industry, so there’s been a way of doing storage for probably over a decade of using hard drives for that purpose. And then all of a sudden a new technology came called Flash, and is it that much different? No, it’s a more efficient way of doing things that you are doing for many years and I think we found a way that is specific for video that makes the network a lot more efficient and ultimately brin gs the price of bringing that content down substantially. And, lastly, it improves the quality of experience to the consumers which is, some people find it hard to believe, but that is exactly what the network operators really want to do. They want to help you, the consumer, have the best experience that you can and it doesn’t matter where you are going to watch it. If it’s going to be over your regular television or on an iPhone or a tablet, they wanted you to have the best experience you can. We help them in doing that. That has not changed from day one.Martin: So, normally when you are an entrepreneur, you are trying to identify a business opportunity and then exploit it. This is what you’ve done perfectly. What is your opinion on why network operators before were not trying to solve this issue themselves?Dan: So, I think that during the time that the company has been running a lot of things have been changing in real time. So one of the things was video back in 2009 and 20 10 was still in its infancy. It still is, by the way. What I mean by video is I mean online video. So, at the time you take the largest, long form video provider in the world today, which is Netflix. They, I think at the time had less than 10 million subscribers that were consuming their content online. And they were only in the U.S. at the time. And today Netflix, as one example, they operate on five continents. But the consumption was different. Completely different than it is today. People were still doing a lot of peer to peer downloads. So there was really no incentive for the operator to change their way because there was no demand. Now there is a lot of demand. So, that’s on the consumer side, what has changed.The second thing is that sometimest there is technology innovation that simply wasn’t possible a few years ago and then all of a sudden it is possible. So, I gave the example of Flash and storage. In our case, one of the main differences was that software became hug e. As market research says software is eating the world, it’s eating the world in networking as well. If you would go back ten years ago, there was only one way of doing things to build your own hardware and to have very fast A6 that were passing packets from side to side. But all of a sudden, you have commodities servers from HP or Dell or IBM and they use Intell chips and they’re very fast. And they achieve results that are almost as good as you can do with custom hardware, as long as you know how to build really smart software. Fortunately we have experts in software that can extract that capability from the commodities servers and basically find a new way of doing something that’s been done for many years.So it’s, I would say, the combination of these two things. Both consumption changes on the consumer side, and technological advancement that enabled us to build a product that does things in a different way than the status quo.Martin: Dan, when I’m looking at the reve nue model. Can you tell us about how it is working? So is it just a SaaS model, or is it more that you’re trying to do some kind of cost reduction share? Or is it the network reduction? How does it work?Dan: So we have two generic type of business models that we sell.One is based on the capacity that we’re creating. So it’s kind of like a gigabyte capacity model. So, the more that we deliver, the more that we earn.And then we also have a SaaS model, that’s the recurring revenue.That really depends on the preference of the network operator, which model to go with, I would say the traditional model that network operators are used to procuring this type of infrastructure is the gigabyte per second model but more and more, you know, as cloud is slowly penetrating network operators as well we’re seeing a transititon to the SaaS model.Martin: Isn’t there an incentive problem with having a revenue model of gigabyte per second? Because, if I understand your job correctly, you wa nted to minimize the gigabyte per second for the video streaming, but on the other hand you are paid four gigabytes per second. On the one hand side you want decrease it, but on the other hand you would like, from a revenue perspective, to increase it.Dan: So, basically the trade off that we’re creating in our product is that any byte that you’re delivering from our open caching solution is, because it’s in software, is going to be cheaper than having that same byte of data being transferred over the traditional routing infrastructure. So that is the incentive. So, the more that we serve, the more lucrative it is for the network operator. And because video is growing, exponentially, and it’s showing no signs of stopping or slowing down. It’s growing, in some countries, like 100 percent year over year, we are able to serve more and more content and basically improve the efficiencies that we’re getting inside a network.Martin: Cool. When I’m looking at the sales cycle of the network operators, can you elaborate on how does it work, how long does it take, who are the budget owners, and what types of people are you approaching to make a deal?Dan: So, this is, I would say, those of you that are familiar with enterprise sales, it’s very similar to enterprise sales cycles. It’s longer with the consumer, they can take over 12 months in some cases. And you have to interact with a lot of people in the network operator organization.Budget owners are typically the guys that are running the network operations team. But a lot of times you have to have influencers on board to safe decisions. So, people like the CTO organizations, people that are in charge of the content side, in some cases, network architecture. It really depends on the operator, but the sales cycle and processes, you have to really understand the organization that you’re selling to and craft your approach accordigly. It’s very similar to how companies that sell to enterprise craft thei r approach.ADVICE TO ENTREPRENEURS FROM DAN SAHARMartin: Cool. I guess you have learned so much over the last years, Dan. Can you share some of your major learnings and insights and tips and advice for first time entreprenuers?Dan: Okay. I think when you start off, one of the things that you have to bear in the back of your mind is that everything that you build, like there is that saying that the company’s DNA is formed in the first 90 days, and people, a lot of times, think that it’s about the cutture of the company, which is true in many cases, but it’s also about, you have to buld the foundations for the company at that time. It’s like building a building. If you have bad foundation, the building is not going to sustain for very long and foundation means that you try to opt for one of the best employees that you can get and try, as hard as you can, not to make any compromises. That’s a very common lesson. I think that it also means that you have to find the best inveto rs who ultimately become your partners on this journey. And if you have great investors I think it pays dividens throughout the lifetime of the company. It helps you in giving you the great strategic advice in every stage that you’re at.There were points I think then we felt really good about ourselves, we met milestones and everything was going great, and then, you know our investors say: Yes, that’s cool, but you should already be thinking two years out and plan on doing this initiative. And we say: Oh, we really didn’t think of this. They always challenged us.That is one thing that I think Qwilt as a company, we were extremely fortunate to have some of the best minds, I think, on the VC side still on our board and really helping us out on a daily basis. And I said, it starts with strategic advice, but it also, it helps you with recruiting the right people, it helps with giving the advice, making the right introductions to partners that you may need as time goes by. And I th ink the fundamentals to build the right foundation are crucial, because everything is going to be related to that as time goes on. It’s easier said than done. Obviously, everybody wants to have the best VCs but it’s not that easy to get them.Martin: It’s true. Dan, how did you attract the first employees?Dan: So definitely like the first, I would say, five to ten employees we knew from past lives. And I think that also helps when you build a certain company, that you see this often, that there’s this group of people that go together from company to company, and we had that core group. Then we built upon that core group with secondary circles of people, but most of them were from refferals of employees or people that we knew in secondary circles of ours, I think, probably over 80 percent of our first employees were people that we knew or one of our employees.Martin: And can you still remember what have been the major three of four properties, or or skills, or attitudes whatso ever of the person, where you said: Okay, this is the right skill set which we want to have for our company. And this is what we don’t want.?Dan: Well, probably the first people that we hired were engineers. And I think that’s fairly common. We were looking for people that were top 10 percent in terms of their skill set in software engineer. I think, also, we wanted people that were able to, we felt, that could really work within a start up environment, with all that with tiny office, there’s going to be a little mess on the IT side, maybe, in the beginning, there’s a lot of uncertainty. That is, like, one thing that many people don’t realize, but I think engineers, at some point, realize that you can be like a 10x engineer and come into a product that is already, there is foundation. You come into Facebook or Google, there is foundation that other people already put in place. Even if you’re great, there’s only so much that you can do and you’re confined within thos e foundations that were already put in place in the past. So it makes your problem solving a lot easier. There’s less moving parts.And when you’re a first engineer in a company, there’s no foundation. You have to, take for example, a logging system. Which log are you going to use when you write your code? When you come into a mature company, you know what that is. When you are first you have to make that decision on your own and there’s a million other decision that you also have to make. I think it’s super exciting for an engineer because you actually influence way more things, but at the same time it’s much more challenging than you would in an established company. Not every engineer is suited for that path of basically coming into an area where there’s nothing defined and you have to define everything from scratch.Martin: Yes, but I guess this applies to every type of function, like marketing, sales?Dan: Of course, yes.Martin: Great. Dan, thank you so much for shari ng your insights for Qwilt, and I wish you all the best and success for your company.Dan: Thank you. Great talking to you, Martin.Martin: Thanks.THANKS FOR LISTENING!Thanks so much for joining our third podcast episode!Have some feedback you’d like to share?  Leave  a note in the comment section below! If you enjoyed this episode, please  share  it using the social media buttons you see at the bottom of the post.Also,  please leave an honest review for The Cleverism Podcast on iTunes or on SoundCloud. Ratings and reviews  are  extremely  helpful  and greatly appreciated! They do matter in the rankings of the show, and we read each and every one of them.Special thanks  to Dan for joining me this week. Until  next time!

Education, Gender Roles And Humanism - 1379 Words

Education, Gender Roles and Humanism in the Renaissance. Throughout the fourteenth and into the fifteenth century there were a number of tragic events that directly caused a revitalization of society. This revitalization was needed to restore hope to the people that were living each day for survival. Some of these events were the destabilization of the Catholic Church with the relocation of the papacy from Rome to Avignon. This would soon be followed by the Black Death and its mammoth death toll that lead to the reduction of work forces and uprisings of peasants’. At the same time England and France were fighting a series of wars that were later be deem The Hundred Years’ War and this battle would add to a western mindset that was being cultivated to expect death, destruction, violence, sickness and poverty. In the midst of this depressing and violent society, Italy and more specifically Florence, saw a need for change and to work towards the elevation of society, the creation of a new society, and a new mindset to bring about a more civil and cultured society. This lead to a new philosophy called Humanism and this Humanistic evolution of the educational system involved a total reconstruction of the university curriculum, as well as the resetting ideals of gender roles. In the beginning of this new society there was a great admiration for classic Roman culture and this was the model being used with a great focus on the arts, philosophy, religion, and honor. TheShow MoreRelatedEducation And Gender Roles Are Direct Causes For The Renaissance1393 Words   |  6 PagesEducation and Gender Roles are Direct Causes for the Renaissance. Throughout the Fourteenth and into the Fifteenth Century, there were a number of tragic events that directly caused the need for a revitalization of society. 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The Themes Of The Joads Journey In The Grapes Of Wrath

The novel The Grapes of Wrath written by John Steinbeck uses analogies throughout the story to reinforce the themes of hardship, struggle, and danger of people heading west in search of a better life during the Depression of the 1930’s. Steinbeck devotes the time and pages early in the story to develop one analogy. The difficult journey of a turtle trying to make its way across the road foreshadows the tribulations of the Joad family’s venture to California. The innocent turtle crossing the highway serves to emphasize the Joads journey to California, full of hardship and struggle. The Joad’s family is looking for work and a new life in California much like the turtle wanting to continue his journey on the other side of the road, but†¦show more content†¦During the Joads journey, the family is faced with many hostile people. The turtle as he crosses the road is faced with lethal obstacles. These hostile people and lethal obstacles could threaten bot h their trips. The turtle finally reaches the pavement after his tough climb up the embankment and a â€Å"sedan†¦swung to the right, off the highway [then] skidded back onto the road†(11). The turtle avoided a near miss analogous to when the Joads entered into Arizona when a body guard had stopped to interrogate them and possibly turn them away. If the guard found unauthorized plants the Joads would have been forbidden to pass, but like the turtle they were able to continue. The second vehicle the turtle came to face, intentionally hit the turtle. The truck driver’s actions were deliberate and malicious, sending the turtle into a tailspin. When the Joads arrived in California they were faced with disgust and prejudice in the eyes of the authorities. They discovered that the sheriffs would â€Å"move [them] on† because â€Å"they hate [Okies]† (139). The sheriffs knew that if the Okies did not have a place to live they will not be able to find a st eady job and eventually will run out of money. Ma Joad promotes her faith and optimism in their future when she explains â€Å"having stepped forward, he may step back, but only half a step, never the full step back† (101). She shared that even if they come in contact with obstacles they are only takingShow MoreRelatedBiblical Allusions to The Grapes of Wrath Essay example1457 Words   |  6 PagesBiblical Allusions to The Grapes of Wrath John Steinbeck was born in Salinas, California, on February 27, 1902. He studied marine biology at Stanford University and then traveled east on a freighter through the Panama Canal. Steinbeck went to New York to work as a newspaper reporter but soon returned to California and held a variety of jobs while he wrote. Steinbeck published Tortilla Flat in 1935, Of Mice and Men in 1937, and The Red Pony in 1937, which established his reputation as a forcefulRead MoreThemes in the Grapes of Wrath2270 Words   |  10 PagesThemes in The Grapes of Wrath The Joads are on their way to California. 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These novels share many similarities in regard to their themes. To understand Steinbecks work, we must first understand Steinbeck. John Steinbeck was born in Salinas, California in 1902. His father was a treasurerRead MoreJohn Fords Film is Almost The Grapes of Wrath by John Steinbeck603 Words   |  2 PagesOne of the greatest novels of all time, John Steinbeck’s The Grapes of Wrath, is a well-known American classic. Renowned for its portrayal of the struggle of migrant families during the Dust Bowl; the novel not only details the Joad family’s 1500 mile journey from Oklahoma to California but that of all migrant workers. The Joad’s travels reflect the hardships migrant workers had to face while trying to survive in a country that hated and feared them. The novel was published in 1939, and one yearRead MoreThe Grapes Of Wrath By John Steinbeck1604 Words   |  7 Pagesmore stood up in the face of terror and took their place of power. 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Issues in Global Business Free Essays

Module TitleIssues in Global Business and Strategic Concepts Module Code6IM 501 Module Level6 Credit value40 Total Number400 of Learning Hours Key Words Implementation of Global strategy, strategy and the organisation, strategic development, globalisation, international business and the environment, internationalisation. Module Description There has been a fundamental shift in the world’s economy where national economies were once self contained, now cross border business activities and economies are much more inter-dependent on each other. This module brings together elements of the global business environment with an understanding of the strategy making process. We will write a custom essay sample on Issues in Global Business or any similar topic only for you Order Now The ability to take an overview of business problem-solving and decision-making processes is necessary for a successful career in business management and administration. This module provides a broad representation of different, and often conflicting, perspectives and theories that reflect the richness of current debate among academics and practitioners in the field. Initially the module focuses on enabling students to develop skills in the analysis of the strategic environment, development, evaluation and implementation of strategic concepts. These early stages of the module are designed to develop students’ analytical, problem-solving and decision-making skills. The module continues with a study of the global business environment and critical evaluation through the use of case studies to develop the student’s awareness and explore good and bad practices within the business process, content and context Using a consultative approach the module concludes by addressing contemporary global issues and the inter-dependence of national economies balanced with the strategic requirements of the global organisation. Module Learning On successful completion of the module, students will be able to: Outcomes 1. Demonstrate knowledge and a critical approach to the key contemporary theories and concepts recognised in the field of strategic management and globalisation. 2. Apply and critically discuss the appropriateness of relevant theories to complex business situations. 3. Apply consultancy principles and relevant theory to create, develop, plan and implement the Business Case Study Proposal recognising the importance of opportunity realisation and integrating implementation. Module Content * History of the field , evolution and development of strategic management; * Strategic Decision-Making * Formulating and analysing strategy;- The Strategy of International Business * Positioning Analysis – prescriptive and emergent approaches * Levels of Strategy and specifics of the strategy-making practices * Strategy development, evaluation and implementation International expansion and globalisation strategies – Exporting Importing * Collaboration and competition: Knowledge creation through collaboration/network strategies * Developing and implementing customer-driven strategy * Globalization * National Differences in Political Economy * Ethics in International Business – Values, morality, ethical considerations, CSR * International Trade Theory * Foreign Direct Investment * Multi Nationals HRM * International Labour Relations * Regional Economic Integration revision Foreign Exchange Market * Political requirements of International Trade Theory * Research Methods * The Organization of International Business * Entry Strategy and Alliance * Global Production * Financial Management in International business * Ecological Challenges for Business and Society * Consultancy Techniques Module Learning Learning Teaching Methods and Teaching Via lectures and/or tutorials or seminars to cover substantive areas of knowledge, supported by audio/visual and web materials. Guest lectures and industrial visits – where appropriate – will be included. Students will be encouraged at all times to read widely for this subject, and to use both personal experiences from work placement(s) – where relevant – and their knowledge gained from their specialist prescribed and elected subjects. Use of interactive media and materials will be widely encouraged to provide the student with a fully rounded perspective and understanding of the module in ‘live’ situations. Module Assessment Method CW1: 30% weightingStudents will be asked to demonstrate their understanding of this by firstly critically evaluating an organisation through a given case study and applying their knowledge gained in the lectures and tutorials. They will produce a management-style report showing application, evaluation and evidence of further reading focusing on specific areas of the module. CW2: 70% weighting Students will be required to act as a business consultant and prepare a report analysing a modern day scenario. This element requires students to utilise appropriate models and techniques, from the whole module content, advising on strategic intervention and its impact on the global environment. Reading list Core Text: Hill, C. (9th Edition), International Business, Competing in the Global Marketplace. (Global Edition) Mc Graw-Hill . Recommended Reading Baranova P. , Knight T. , Milligan J. (2011), Strategy Concepts and Applications, Customised Text, Pearson Education. Cavusgil, S. Knight, G Riesenberger, J. (2008) International Business, Strategy, Management, and new Realities. Pearson Prentice Hall. Daniels, J. Radebaugh, L Sullivan, D. (2009) International Business, Environments and Operations, 12th Edition, Prentice Hall. De Wit , B. and Meyer, R. (2010), Strategy: Process, Content, Context – An International Perspective, (2010), 4th Edition Text and Cases, South-Western, Cengage Learning. Drucker, P. (1985), Innovation and Entrepreneurship, Heinemann, London Goffin, K. Mitchell, R. (2005). Innovation management; strategy implemementation using the pentathlon framework, Palgrave, Basingstoke. Johnson, Whittington and Scholes (2011), Exploring Strategy: Text and Cases, 9th Edition, Prentice Hall, Essex, UK. Lynch, Richard (2009). Strategic Management, 5th Edition, Prentice Hall, Pearson Education Limited, Essex, UK. Mintzberg, Ahlstrand and Lampel, (2009), Strategy Safari – Your complete guide through the wilds of strategic management. , 2nd Edition, FT Prentice Hall. Mintzberg, Ahlstrand and Lampel, (2005), Strategy Bites Back, FT Prentice Hall. Mintzberg, Lampel, Quinn and Ghoshal (2003), The Strategy Process – Concepts, Contexts, Cases, Global 4th Edition, Prentice Hall. Morrison, J. (2009) International Business, Challenges in a Changing World. Palgrave Macmillion. Morrison, J. 2009) Global Business Environment, Meeting the Challengers, 3rd Edition. Palgrave Macmillion. Inductive Derivation of a Consensus Definition of the Field, Strategic Management Journal, Vol 28, pp 935–955. Pettigrew, Thomas and Whittington (Eds. ), (2006), Handbook of Strategy and Management, Sage. Porter, M. E. â€Å"Competitive Strategy† and â€Å"Competitive Advantage†, (1 986), Free Press. Rugman, A. M. Collinson, S. (2009) International Business 5th Edition. FT Prentice Hall. Wild, J. Wild, K. Han, J. C. Y. (2003) International Business 2nd Edition Prentice Hall. RELEVANT JOURNALS – via Emerald or EBSCO Business Premier Harvard Business Review Long Range Planning Sloan Management Review Journal of General Management Strategic Management Journal The Journal of Business Strategy Journal of General Management Administrative Science Quarterly OTHER RESOURCES Where applicable videos, business simulations, case studies etc. will be used to enhance and support the module content. 24/09 | Introduction to the Module| Chapter| Case StudiesVenezuela| 01/10| Employability | | Tesco| 08/10| The Concepts of Strategy| | IBM| 15/10| Value Creation| 13| Assignment Launch| 2/10| Strategic Options for International Business| 14| Wal-Mart/Coca-Cola| 29/110| Organisational Structure and Architecture| 14| Unilever| 05/12ncing/11| Entry Strategy| 15| JCB/General Electric| 12/11| Strategic Alliances| 15| JCB/General Electric| 19/11| Review Strategic concept| | Assignment Review and Workshop| 26/12| Globalization| 1| The Globalization of Health Care| 03/12| Na tional Differences in Political Economy| 2| Indonesia| 10/12| Ethics in International Business| 5| Knights Apparel | | | | | Issues in Global Business and Strategic Concepts Autumn 2012 Week Commencing Hand-in-Date for Assignment One 19th – 26th November 2012. Session | Title| Chapter| Case Studies| 21/01| Welcome Back. Assignment Feedback. Semester 2 Introduction| | Feedback Group Seminar1-1 Tutorials| 28/01| International Trade Theory| 6| Bangladesh`s Textile Trade| 04/02| The Political Economy| 7| The Global Financial Crisis| 11/02| Foreign Direct Investment| 8| Spain’s TelephonicaAssignment Launch| 18/02| Regional Economic Integration| 9| NAFTA/Mexican| 25/02| Assignment Discussion| | Assignment Seminar/ workshop| 04/03| Exporting Importing| 16| MD International| 11/03| Global Production| 17| Boeing| 8/04| Global Marketing and R D| 18| Microsoft| 15/04| Consultancy Review| | Assignment Seminar/ workshop| 22/04| Global HRM| 19| AstraZeneca| 29/04| Closing/Review| | Review| | | | | | | | | Issues in Global Business and Strategic Concepts Spring 2013 As the module progresses through this semester, more time will be allocated to assignment study within the tutorial period. This assignment is worth 70% and requires application of the module content to achieve a good grade. Hand-in-Date for Assignment Two 26th – 3rd May 2013 How to cite Issues in Global Business, Essay examples

U.S. Governmentt Federalists Vs. Anti-Federalists Essays

U.S. Governmentt: Federalists Vs. Anti-Federalists The Federalists vs. The Anti-Federalists When the revolutionary war was over, the American colonists had found themselves free of British domination. Due to the fact that they were free from British control, they wanted to create their own system of government where tyranny would be practically diminished. Originally, the separate states were connected by The Articles of Confederation. But this document gave the central government no power of their own. Because of this, the states had many problems in international politics since they had just found freedom and did not have the respect of other countries. This caused a lot of thinking and it was decided that a document needed to be created to strengthen the central government and at the same time ensuring the safety of the states. So came to be the constitution. The constitution brought about a division between the American people. These two groups were the federalists, who believed that the constitution was good, and the anti-federalists who thought that the constitution would not be able to protect the rights of the people. These two groups had conflicting views but together, they both wanted the same thing. The same thing was that America should be controlled by the people by the principles of federalism. Both groups, the federalist and anti-federalists recognized the fact that power was being abused. They witnessed what had happened in the war and that their had been negative effects of power and the result was very clear. British vocation had made them very aware of the threat of corruption. Therefore, they wanted to make a government that would ensure the duration of an just republic. The federalists exclaimed that the constitution was the only way they could reach this goal of a just society. As James Wilson had said, the constitution would not give all the power to the legislature unless it was legally written down to ensure power was not mistreated. In the constitution, it does allow congress to make laws that help out the government in the area of execution of foreign powers. The view of the anti-federalists were obviously different. They believed that the power given to the congress was not safe since it put them too much in control. Hence they created the Bill of Rights to "establish justice, ensure domestic tranquillity and provide for the common defense..." The anti-federalists feared that the actual people would not be fairly represented by their new government since they would have the power to get rid of the individual rights of the people. The Bill of Rights claims it is for and by the people. Especially since America is so large, it does not ensure everyone's opinion would be heard. Many people did not like the idea of having representatives from each state because one man can not bring forth many different opinions. Anti-federalists believe that liberty only is present when there are few people and they can actually get their voice projected. In a large population, like America, the citizens do not get individual freedom and are deprived of their rights. Yet, Madison a federalist stated that in a small republic, tyranny could be much more assessable since it would be easier to dominate others. Unlike in a large republic which is made up of many views where as it is less chance that a few can dominate others. Even in individual states it is easy to elect officials since people can be easily controlled when there aren't many people. In other word, the more the people, the less chance of bribery and inducement. Another benefit of a larger republic is that there would be a variety of people representing them and their would be many candidates to pick from. Ensuring the highest quality government. In a small republic, options would be very select making it an unfair election. Besides finding officials to best represent the people, there were many other controversial topics that faced the American people. The topic of taxation brought about many different ideas of what should be. The anti-federalists believed that by forming a new system would be very challenging because that is what they know and use. The first problem they found was that states would not want to have two state taxes. This is unfair to the people. They also argued that a state tax was unfair since each state was different with different needs. This could very well destroy a state economically