Comprehending As Well As Critiquing and Valuing Evidence Article

Understanding As Well As Critiquing and Valuing Evidence - Article Example For appropriate formation of advanced stories, Choi demonstrates a few rules that ought to be followed. These incorporates considering the motivation behind utilizing advanced narrating, dissecting the understanding substance, making a storyboard, and finding the best picture to give visual foundation data (Choi, 2012). Key issues of computerized narrating incorporates absence of evaluating the PCs, absence of specialized mastery for educators and understudies, and long time spent in making stories. Choi infers that ESL/EFL educators who need to join computerized narrating in study halls ought to be able to create proper and setting advanced stories. One of the positive parts of this article is that Dongseok Choi plainly depicts the significance of utilizing the most recent innovation in narrating. The creator utilizes writing from different sources, for example, Jessica, Beatham, and Roney among other to show correlation. Be that as it may, the correlation among the significant patrons should be possible in a superior manner by utilization of charts which needs the article. This article gives away from of how educators ought to be PC proficient for them to be beneficial particularly when managing understudies. With the goal for educators to set up their ESL/EFL understudies to properly convey, it is imperative to be arranged similarly as the manner in which the instructors require the plan of work for some other exercise. The article Web 2.0-Assisted Language Learning: Using Technology to Enhance Reading Comprehension, by Fatemeh Behjat, Mohammad Sadegh Bagheri, Mortaza Yamini was written in Islamic Azad University. The article that included 113 male and female members studying English in Islamic Azad University, demonstrates the degree to which web 2.0 is valuable to improve EFL students’ understanding perception (Fatemeh, Mohammad and Mortaza, 2012). The article look into question was which of the web2.0 instruments, weblogs or wikis

Local History Museum and Tourist Office, Kepsey, New South Wales by Essay

Nearby History Museum and Tourist Office, Kepsey, New South Wales by Glenn Murcutt - Essay Example While living in Greek Island, Murcutt found how straightforward this design was with respect to reason and certainty. He was captivated by how the entire methodology utilized a set number of materials that made a lovely design when comprehended. His significant comprehension of the spot and the effortlessness included made an impacted his quest for reasonable engineering in Australia. In 1965, Mercut came back to Australia and protected work with Ancher Mortlock Murray, a doyen of Sydney designers, and Wolley. While here, Mercutt cases to have been impacted more by Ancher first as a draftsman then as a guide throughout everyday life. In 1969, he proceeded to set up an autonomous practice for which he filled in as a sole administrator in the later days. Glenn Murcutt is known as a nation individual. Among his critical distractions as an engineer is the association of his structure to the nature, scene and the shrub. As per Murcutt, a structure fills in as a channel among components an d man. Among the significant works is the Local History Museum and Tourist Office, Kepsey, in the New South Wales. This work highlights Macleay valley history previously and considerably after the appearance of white pilgrims. It incorporates the pioneer house that is outfitted utilizing things gathered from nearby networks to portray the native’s history. Here, the things showed incorporate bootmaking, native history, timber industry, common history, military history, dairy history, chronicled vehicles, transportation, nearby blue grass music, pottery and crystal, and negative photography assortment. Nearby History Museum and Tourist Office, Kepsey, New South Wales was built to meet the Meclay recorded society need of a house that will store antiques and substance of neighborhood history. The need to make a for the most part controlled condition to suit safe stockpiling of the garments,

Interview with CloudOn founder - Milind Gadekar

Interview with CloudOn founder - Milind Gadekar INTRODUCTIONMartin: This time we are in  Mountain View  in Cloudon office with Milind. Milind, who are you and what do you do?Milind: Im the founder and CEO of Cloudon.Milind: Just a little bit about my background, I have been in the Valley for 25 years, Ive been here for a long time. Fortunately for me, I got my first years about my entrepreneurship about 20 years back in a company called Atom Network. Atom was the first broadband service provider in the  US. I joined the product team very early on, the company did extremely well. We were at one point looking to acquire either Yahoo or Excite. We acquired Excite. It was the right company at the right place and it gave me good taste of what does it take to be in an early stage startup and that has the potential of huge impact.Soon after that, I ended up joining a company called Epinions. Epinions was literary the first user-generated content site. This was at the peak of the bubble. And I ran product there. Once again, incredible rus h in being able to have that impact and give people a voice to be able to share their opinions. A little early for the market for that time. The company eventually did go public and did well, but I had left well before then.Then finally, my third startup was a company called P-Cube, which was an Israeli startup, in the networking space. That company ended up staying the longest, it was selling into the service providers, with the whole vision that the future of the internet was meant to be richer from the user and content stand point and how do you leverage the network to make that possible.The company was acquired by Cisco, I stayed at Cisco for 4 5 years and at some point have the itch that it was time to leave the big company and go do something myself.In all the previous 3 companies, I was always part of the management team, having a fair amount of influence, but never where I was the head of the table.At some point I realized that I still have the energy and the craziness to g o start something, I decided to start. This was in 2009. End of 2009 I left Cisco and I partnered with a couple of my co-founders who are based in Israel. We said, lets go tackle the next frontier. We wanted clearly to get away from that working.As we look at the space then, we definitely felt that the intersection of Cloud and mobile was going to generate a fair amount of disruption. We were coming at it without a lot of experience in this space, but with the believe that we know what it takes to identify the problem.The first year was very difficult, I have to say. It was to some extent, the technology looking for a problem and which is always, in one of the lessons, not the best way to start a company, but you know. But we have some good technology and we went down to a certain path. Fortunately for us, the iPad launched during that first year. So when we started the company, we had no anticipation of the tablet market. We definitely knew that the smart phones will going to becom e a default computing device in everybodys hand. But the tablet clearly change the landscape.So we jump on the tablet bandwagon fairly quickly and I have to say the rest is history because weve had phenomenal last 3 years.The goal of the company, maybe first started in kind of went down this path. We are claimed to think, initially, was very much about providing access to Microsoft Office on the iPad. So this was  January 5, 2012 when we launched. We had no anticipation, we had developed an app that provided access to Dropbox and then if you wanted to edit your office document, we gave you access to Microsoft Office.And in the first 12 hours, it became the number 1 app on App Store. Which took us by surprise because our goals were a couple of thousand people in the first month, maybe hundred thousand in one year. We did 100 thousand in the first 36 hours. So we were addressing a major pain point that users had. They wanted to use their tablets as a productivity device.Until then, th e iPad was a phenomenal consumption device. Every app was much more on gaming, or entertainment, or consumption. There really wasnt anything around productivity. I think, the closest productivity app one could consider would be email. But email was consuming email, not necessarily a productivity.We had been in a discussion with a lot of large  US  enterprises. Maybe iPad came out, they all gave us the same use case, which was we wanted this to be a great productivity device, this is a game changer device in the enterprise and we want to make it productivity. And when you asked, what do you mean by productivity, the answer was we would love to able to work with Office documents, Word files, Excel files, Power Point files.  So our first step was really about providing access to Office with Dropbox as the storage back-end.When we saw the success we had in the  US, initially, it made sense what were going after. There was a massive pain point, but we didnt know whether we just got lucky . We launched, we initiate to just launch in the  US,  and so we launched in the Canadian market and the same thing happen, which was first day, number 1 app on the App Store, no marketing, no promotion, just completely word of mouth.After that, we launched this is the  UK  and exactly the same thing happened. It was perfectly the same in the  US, Canada, the UK and in every market that we launched, within the first 12 to 48 hours, it would become the number 1 app on the App Store. And not in productivity or business, but overall App Store. So this would be us, and there would be 9 games.At that point we realized that the market or the users had spoken, they were looking to truly be productive on their iPads. And there were a lot of requests for iPhone, a lot of request for Android.So this was early 2012, we made a conscious decision as a company, saying that theres an opportunity to redefine mobile productivity. When we thought about what does mobile productivity mean, its really a bout redefining how do people create content, share content, work with content, in ways that theyve never done before.So we  were ambitious, some people think Im crazy, to literally take on the incumbents and the establishment in redefining the future of productivity. So, thats the short story of who I am and where we are in this journey.Martin: Great! Milind you said that when you entered the market, you didnt have any clue about how the market was working. How did you set your journey for learning and understanding how the market really worked?Milind: We had some clue. Ill give credit to my Head of Product, Jay was my co-founder who was adamant about serving the needs of the users. We have heard from various enterprises of what they wanted. They wanted the ability for their employees to be able to work with Office documents on the iPad. That was the problem taken that was provided.One can say that there are multiple ways to tackle this problem. The way we did it is, we decided to virtualized Microsoft Office and make it available to these users. But the insight or the point my co-founder Jay made was, nobodys buying an iPad to get a Windows experience. If theyre buying an iPad, the want an iOS experience. So the big challenge for us was, how do you take a Windows app and make it as iOS like as possible.Martin: Like Apple Beautiful.Milind: Exactly. So it was like taking that square peg and try to put it into a round hole, because its an app that was developed for a PC, for a mouse based and  a keyboard. It wasnt developed for a gesture-based experience.That was, I would say the insights that we have, which was its all about the user experience. If we get the right user experience, people will use it. I think that is what we got right. Like when we first did it, we nailed the user experience. When we try to hide as much as Windows or that traditional Microsoft Office experience from users to give them the ability to just work with their documents. Looking bac k, we did that just perfectly.Martin: Great!BUSINESS MODELMartin: Milind, lets talk about the business model. Is  it still the case that CloudOn only helps people creating, sharing Microsoft Office products on several devices or is there some other point in terms of productivity included?Milind: So for us, the focus is very much around the documents that the users have. Like there are, when we look at the productivity ecosystem in the PC generation, over a billion users are using Microsoft Office. Trillions of artifacts getting created on an annual basis around the world. These are Word files, Excel files, Power Point files. And so for us, it wasnt about lets go create a new different type of experience. It was very much about lets embrace the Office format. Fortunately for us, the European Union in 2007, forced Microsoft to open the Office format and so its an open published format.Martin: But only for the EU or?Milind: On worldwide basis. So this enabled us to recognize that Offic e is the gold standard for productivity on the PC. From that standpoint, how do we leverage that format and work with. We dont want to change peoples behavior. This is where I think many companies get it wrong.Users behavior is very difficult to change. So one really needs to embrace that and then extend from there. Were not trying to get users to say, lets go abandon all your Office documents and come learn a new tool that is mobile first.Weve always said, it is important to embrace the legacy world, but to provide a path into the future. So from the business model perspective, we are huge believers that its an end user market. Eventually, the problem that were trying to solve in productivity, its an enterprise use case. But when we think about the enterprise, we say that the enterprise is changing today. End users are deciding  which application to use, how to use it, how to pay for it.For us, we made a conscious decision very early on to follow  a freemium model. The freemium mod el is based on providing kind of a free service to bulk of our users, if we can get less than 10% to convert into paying users, that would be a really good model.But with the expectation that overtime, and this is a multiyear journey, we would want to cater to teams of users and eventually to the enterprise IT administrative. Because eventually this is an enterprise use case. But as an enterprise use case that is driven by the end user. And weve got lots of inbound request from a lot of large  US  enterprises wanting to have an enterprise version of CloudOn. So far, weve been very end user focus to say, lets build CloudOn, CloudOn Pro, which is much more end user focus, with a clear road map to eventually get to a teams product and eventually an enterprise product.Martin: Great!CORPORATE STRATEGYMartin: Milind, in terms of corporate strategy, as I perceived your business model is highly depended on Microsoft products, because youre building an additional layer on that. How do you re spond to question like what happens if Microsoft would be doing something similar?Milind: This has been the question that has been posed consistently during the initial years when we were successful is, eventually Microsoft is going to release Office on iOS or Android and what happens to CloudOn?Weve always assumed that this is going to be the case. We had never assumed that, from our perspective, if you look at the productivity market today, youve got 3 very large, well established companies, Microsoft, Google and Apple who have their own productivity suits. When we look at them, each one of them started off with their roots catering to a PC model. Looking at it very much from a PC mouse-based paradigm, theyve tried to make it mobile, theyve tried to make it gesture friendly, but its still is a PC experience. Its very much a menu driven experience.If you look at Microsoft Office on the iPad, its done extremely well, extremely well. But its still a familiar experience. And we think about the future, we say that it has to be for everybody to truly create or re-imagine or redefine the future of the document.It has to be a mobile first or even precisely a gesture first experience. The days of menus are over, it should all be based on the fingertip. You shouldnt say, if I want to insert a chart or insert an object, you pick a menu and you go down to a different menu item and pick that. You should be able to draw it with the finger.From our standpoint, weve always felt that the gesture first or mobile experience is the key.Whats the other key aspect which is important is, the ability to be compatible with Office. Office is, as I said earlier, the gold standard in enterprise for productivity. If I look at Google Docs, if I look at iWork from Apple, theyve created their own silos, which is their application, their format, their storage. We approached our strategy by saying, lets embrace the Office format. We will also embrace other formats like the ODF format from th e Document Foundation.We will embrace other formats instead of finding our own proprietary format. But really focus on the user experience and then focus on innovating in areas that non of the incumbents have innovated. Which is about how do you truly make it a social document, how do you make it a living document, how do you make it truly workable on an iPhone, or an Android phone with the 4 phone factor. We want to make people as productive on those devices as they are on their PCs. Its a non trivial problem to solve. But we are well on our way to solving it.Martin: What are your thoughts on adding other platforms, as you describe you have 3 major players currently working in this online document market. What keeps you from sticking only with Microsoft Office program, what are the thoughts on entering new markets like Google and iWork?Milind: So for us, what we are doing is, we are embracing the Office format just because theres 1 billion people in the enterprise who are currently using Office. But we are building our own native, all 3 capabilities.From our standpoint, we will integrate the  Google Drive, we will integrate with Microsofts OneDrive, we will integrate with iCloud. We are approaching this more like a  Switzerland  approach, which is we are truly storage agnostic, willing to integrate to Dropbox and Dropbox is a really strong partner of ours, with Box, which is another strong partner. So well integrate with multiple storage providers. We will try to integrate with other silos, and truly create value for the end user.Because today when we talk to our end users, they value us for our open approach, they value us for the fact that they can continue to use  Google Drive  and OneDrive  and Dropbox and Box and not have to be forced. Because if youre on Google Docs, you have to use  Google Drive,  if you are on iWork you have to use iCloud, if youre on Microsoft Office you have to use OneDrive.So we approached it saying, we want to be a truly platform agnostic or a technology agnostic from that standpoint. Similar to what Dropbox did when they built their initial cloud storage. They said, we will embrace Windows, Mac OS, Android and hence theyve been incredibly successful.MARKET DEVELOPMENTMartin: From my point of view, one of the major market trends has been from the PC device based Operating System to a now going to the Cloud. What other trends did you identify in the market?Milind: So clearly mobile is a huge tsunami thats kind of happening which were riding. The consumerization of IT, which is the true, I would say before, and Ive been around the block for all these years, where IT would tell you exactly what to use, what you cant use, they control the device. So if I had a PC from the company, they would tell me which application could run on it, how it would work. Those days are over to some extent.We call it as the  consumer enterprise, because the enterprise still exist but the end users who are consumers are making their own choice. They are deciding which applications they want. And also the enterprise is no longer confined to the borders of the enterprise. Its  truly a borderless enterprise because I could be collaborating, lets say, I’m a finance person and Im working on a spreadsheet, I could be collaborating with my auditor who is in a different company, Im working with some other services. So its becoming a much more of an open environment and anybody coming new into this, has to be able to embrace that.This is where I believe the incumbents are at the disadvantage.  Old large incumbents are catering to a world that worked 20 years ago, that world has completely changed now. The question is, are they going to be able to adapt or will new comers like Dropbox, CloudOn, Box, others, coming and grab market share.ADVICE TO ENTREPRENEURS In Mountain View (CA), we talked with entrepreneur Milind about the business model of CloudOn. Furthermore, Milind shares his learnings and advice for young entrepreneurs. The transcript of the interview is provided below.INTRODUCTIONMartin: This time we are in  Mountain View  in Cloudon office with Milind. Milind, who are you and what do you do?Milind: Im the founder and CEO of Cloudon.Milind: Just a little bit about my background, I have been in the Valley for 25 years, Ive been here for a long time. Fortunately for me, I got my first years about my entrepreneurship about 20 years back in a company called Atom Network. Atom was the first broadband service provider in the  US. I joined the product team very early on, the company did extremely well. We were at one point looking to acquire either Yahoo or Excite. We acquired Excite. It was the right company at the right place and it gave me good taste of what does it take to be in an early stage startup and that has the potential of h uge impact.Soon after that, I ended up joining a company called Epinions. Epinions was literary the first user-generated content site. This was at the peak of the bubble. And I ran product there. Once again, incredible rush in being able to have that impact and give people a voice to be able to share their opinions. A little early for the market for that time. The company eventually did go public and did well, but I had left well before then.Then finally, my third startup was a company called P-Cube, which was an Israeli startup, in the networking space. That company ended up staying the longest, it was selling into the service providers, with the whole vision that the future of the internet was meant to be richer from the user and content stand point and how do you leverage the network to make that possible.The company was acquired by Cisco, I stayed at Cisco for 4 5 years and at some point have the itch that it was time to leave the big company and go do something myself.In all t he previous 3 companies, I was always part of the management team, having a fair amount of influence, but never where I was the head of the table.At some point I realized that I still have the energy and the craziness to go start something, I decided to start. This was in 2009. End of 2009 I left Cisco and I partnered with a couple of my co-founders who are based in Israel. We said, lets go tackle the next frontier. We wanted clearly to get away from that working.As we look at the space then, we definitely felt that the intersection of Cloud and mobile was going to generate a fair amount of disruption. We were coming at it without a lot of experience in this space, but with the believe that we know what it takes to identify the problem.The first year was very difficult, I have to say. It was to some extent, the technology looking for a problem and which is always, in one of the lessons, not the best way to start a company, but you know. But we have some good technology and we went d own to a certain path. Fortunately for us, the iPad launched during that first year. So when we started the company, we had no anticipation of the tablet market. We definitely knew that the smart phones will going to become a default computing device in everybodys hand. But the tablet clearly change the landscape.So we jump on the tablet bandwagon fairly quickly and I have to say the rest is history because weve had phenomenal last 3 years.The goal of the company, maybe first started in kind of went down this path. We are claimed to think, initially, was very much about providing access to Microsoft Office on the iPad. So this was  January 5, 2012 when we launched. We had no anticipation, we had developed an app that provided access to Dropbox and then if you wanted to edit your office document, we gave you access to Microsoft Office.And in the first 12 hours, it became the number 1 app on App Store. Which took us by surprise because our goals were a couple of thousand people in the first month, maybe hundred thousand in one year. We did 100 thousand in the first 36 hours. So we were addressing a major pain point that users had. They wanted to use their tablets as a productivity device.Until then, the iPad was a phenomenal consumption device. Every app was much more on gaming, or entertainment, or consumption. There really wasnt anything around productivity. I think, the closest productivity app one could consider would be email. But email was consuming email, not necessarily a productivity.We had been in a discussion with a lot of large  US  enterprises. Maybe iPad came out, they all gave us the same use case, which was we wanted this to be a great productivity device, this is a game changer device in the enterprise and we want to make it productivity. And when you asked, what do you mean by productivity, the answer was we would love to able to work with Office documents, Word files, Excel files, Power Point files.  So our first step was really about providin g access to Office with Dropbox as the storage back-end.When we saw the success we had in the  US, initially, it made sense what were going after. There was a massive pain point, but we didnt know whether we just got lucky. We launched, we initiate to just launch in the  US,  and so we launched in the Canadian market and the same thing happen, which was first day, number 1 app on the App Store, no marketing, no promotion, just completely word of mouth.After that, we launched this is the  UK  and exactly the same thing happened. It was perfectly the same in the  US, Canada, the UK and in every market that we launched, within the first 12 to 48 hours, it would become the number 1 app on the App Store. And not in productivity or business, but overall App Store. So this would be us, and there would be 9 games.At that point we realized that the market or the users had spoken, they were looking to truly be productive on their iPads. And there were a lot of requests for iPhone, a lot of re quest for Android.So this was early 2012, we made a conscious decision as a company, saying that theres an opportunity to redefine mobile productivity. When we thought about what does mobile productivity mean, its really about redefining how do people create content, share content, work with content, in ways that theyve never done before.So we  were ambitious, some people think Im crazy, to literally take on the incumbents and the establishment in redefining the future of productivity. So, thats the short story of who I am and where we are in this journey.Martin: Great! Milind you said that when you entered the market, you didnt have any clue about how the market was working. How did you set your journey for learning and understanding how the market really worked?Milind: We had some clue. Ill give credit to my Head of Product, Jay was my co-founder who was adamant about serving the needs of the users. We have heard from various enterprises of what they wanted. They wanted the abilit y for their employees to be able to work with Office documents on the iPad. That was the problem taken that was provided.One can say that there are multiple ways to tackle this problem. The way we did it is, we decided to virtualized Microsoft Office and make it available to these users. But the insight or the point my co-founder Jay made was, nobodys buying an iPad to get a Windows experience. If theyre buying an iPad, the want an iOS experience. So the big challenge for us was, how do you take a Windows app and make it as iOS like as possible.Martin: Like Apple Beautiful.Milind: Exactly. So it was like taking that square peg and try to put it into a round hole, because its an app that was developed for a PC, for a mouse based and  a keyboard. It wasnt developed for a gesture-based experience.That was, I would say the insights that we have, which was its all about the user experience. If we get the right user experience, people will use it. I think that is what we got right. Like when we first did it, we nailed the user experience. When we try to hide as much as Windows or that traditional Microsoft Office experience from users to give them the ability to just work with their documents. Looking back, we did that just perfectly.Martin: Great!BUSINESS MODELMartin: Milind, lets talk about the business model. Is  it still the case that CloudOn only helps people creating, sharing Microsoft Office products on several devices or is there some other point in terms of productivity included?Milind: So for us, the focus is very much around the documents that the users have. Like there are, when we look at the productivity ecosystem in the PC generation, over a billion users are using Microsoft Office. Trillions of artifacts getting created on an annual basis around the world. These are Word files, Excel files, Power Point files. And so for us, it wasnt about lets go create a new different type of experience. It was very much about lets embrace the Office format. Fortun ately for us, the European Union in 2007, forced Microsoft to open the Office format and so its an open published format.Martin: But only for the EU or?Milind: On worldwide basis. So this enabled us to recognize that Office is the gold standard for productivity on the PC. From that standpoint, how do we leverage that format and work with. We dont want to change peoples behavior. This is where I think many companies get it wrong.Users behavior is very difficult to change. So one really needs to embrace that and then extend from there. Were not trying to get users to say, lets go abandon all your Office documents and come learn a new tool that is mobile first.Weve always said, it is important to embrace the legacy world, but to provide a path into the future. So from the business model perspective, we are huge believers that its an end user market. Eventually, the problem that were trying to solve in productivity, its an enterprise use case. But when we think about the enterprise, we say that the enterprise is changing today. End users are deciding  which application to use, how to use it, how to pay for it.For us, we made a conscious decision very early on to follow  a freemium model. The freemium model is based on providing kind of a free service to bulk of our users, if we can get less than 10% to convert into paying users, that would be a really good model.But with the expectation that overtime, and this is a multiyear journey, we would want to cater to teams of users and eventually to the enterprise IT administrative. Because eventually this is an enterprise use case. But as an enterprise use case that is driven by the end user. And weve got lots of inbound request from a lot of large  US  enterprises wanting to have an enterprise version of CloudOn. So far, weve been very end user focus to say, lets build CloudOn, CloudOn Pro, which is much more end user focus, with a clear road map to eventually get to a teams product and eventually an enterprise product. Martin: Great!CORPORATE STRATEGYMartin: Milind, in terms of corporate strategy, as I perceived your business model is highly depended on Microsoft products, because youre building an additional layer on that. How do you respond to question like what happens if Microsoft would be doing something similar?Milind: This has been the question that has been posed consistently during the initial years when we were successful is, eventually Microsoft is going to release Office on iOS or Android and what happens to CloudOn?Weve always assumed that this is going to be the case. We had never assumed that, from our perspective, if you look at the productivity market today, youve got 3 very large, well established companies, Microsoft, Google and Apple who have their own productivity suits. When we look at them, each one of them started off with their roots catering to a PC model. Looking at it very much from a PC mouse-based paradigm, theyve tried to make it mobile, theyve tried to make it gestu re friendly, but its still is a PC experience. Its very much a menu driven experience.If you look at Microsoft Office on the iPad, its done extremely well, extremely well. But its still a familiar experience. And we think about the future, we say that it has to be for everybody to truly create or re-imagine or redefine the future of the document.It has to be a mobile first or even precisely a gesture first experience. The days of menus are over, it should all be based on the fingertip. You shouldnt say, if I want to insert a chart or insert an object, you pick a menu and you go down to a different menu item and pick that. You should be able to draw it with the finger.From our standpoint, weve always felt that the gesture first or mobile experience is the key.Whats the other key aspect which is important is, the ability to be compatible with Office. Office is, as I said earlier, the gold standard in enterprise for productivity. If I look at Google Docs, if I look at iWork from Apple, theyve created their own silos, which is their application, their format, their storage. We approached our strategy by saying, lets embrace the Office format. We will also embrace other formats like the ODF format from the Document Foundation.We will embrace other formats instead of finding our own proprietary format. But really focus on the user experience and then focus on innovating in areas that non of the incumbents have innovated. Which is about how do you truly make it a social document, how do you make it a living document, how do you make it truly workable on an iPhone, or an Android phone with the 4 phone factor. We want to make people as productive on those devices as they are on their PCs. Its a non trivial problem to solve. But we are well on our way to solving it.Martin: What are your thoughts on adding other platforms, as you describe you have 3 major players currently working in this online document market. What keeps you from sticking only with Microsoft Office pro gram, what are the thoughts on entering new markets like Google and iWork?Milind: So for us, what we are doing is, we are embracing the Office format just because theres 1 billion people in the enterprise who are currently using Office. But we are building our own native, all 3 capabilities.From our standpoint, we will integrate the  Google Drive, we will integrate with Microsofts OneDrive, we will integrate with iCloud. We are approaching this more like a  Switzerland  approach, which is we are truly storage agnostic, willing to integrate to Dropbox and Dropbox is a really strong partner of ours, with Box, which is another strong partner. So well integrate with multiple storage providers. We will try to integrate with other silos, and truly create value for the end user.Because today when we talk to our end users, they value us for our open approach, they value us for the fact that they can continue to use  Google Drive  and OneDrive  and Dropbox and Box and not have to be forced. Because if youre on Google Docs, you have to use  Google Drive,  if you are on iWork you have to use iCloud, if youre on Microsoft Office you have to use OneDrive.So we approached it saying, we want to be a truly platform agnostic or a technology agnostic from that standpoint. Similar to what Dropbox did when they built their initial cloud storage. They said, we will embrace Windows, Mac OS, Android and hence theyve been incredibly successful.MARKET DEVELOPMENTMartin: From my point of view, one of the major market trends has been from the PC device based Operating System to a now going to the Cloud. What other trends did you identify in the market?Milind: So clearly mobile is a huge tsunami thats kind of happening which were riding. The consumerization of IT, which is the true, I would say before, and Ive been around the block for all these years, where IT would tell you exactly what to use, what you cant use, they control the device. So if I had a PC from the company, they would te ll me which application could run on it, how it would work. Those days are over to some extent.We call it as the  consumer enterprise, because the enterprise still exist but the end users who are consumers are making their own choice. They are deciding which applications they want. And also the enterprise is no longer confined to the borders of the enterprise. Its  truly a borderless enterprise because I could be collaborating, lets say, I’m a finance person and Im working on a spreadsheet, I could be collaborating with my auditor who is in a different company, Im working with some other services. So its becoming a much more of an open environment and anybody coming new into this, has to be able to embrace that.This is where I believe the incumbents are at the disadvantage.  Old large incumbents are catering to a world that worked 20 years ago, that world has completely changed now. The question is, are they going to be able to adapt or will new comers like Dropbox, CloudOn, Box, others, coming and grab market share.ADVICE TO ENTREPRENEURSMartin: Milind, you have seen so many things in your formal startups and this startup. What are your major learnings over the years that you can share with other first time entrepreneurs, so they make less errors?Milind: You know, I look back on my career, and I have learned a lot. They have the hard way, I wish I had some guidance earlier on. When we started CloudOn, it was very important to me to really define what was the goal that we were setting out as co-founders. Are we looking to go solve a problem and sell it to the first buyer, are we looking to go change the world? And there’s no right  answer, it very much depends on the entrepreneurs themselves. Theres some people, and Ive seen this, who are looking to make a quick dollar. Theyll start a company with the ability that we want to flip it. They know exactly whos the buyer. Thats great. They know exactly what is their pain point.In our situation, we were much mo re dreamers/thinkers of saying we wanted to go change the world, we want to redefine the future of productivity. So understanding the goal is critical. Because one thing that I have learned is, with how much of a planning, how much of a thinking that one does, the path is not a straight path. It is a path with gazillion of obstacles and will keep on changing on a daily basis. So if you know what the goal is, you can walk towards that goal. Thats important.I would say for any kind of first time entrepreneurs, entrepreneurship is a team sport. Its not an individual sport. People might look at individuals and say, typically theres always the face of the company but behind that face, there is a team. The team, whether its a team of co-founders, or the initial team of people that you built, is the most important. Because again, given its not a straight path, you need the versatility, you need the ability to zig-zag depending on the obstacles you come across. Having the right team that ha s the right risk profile, that’s not going to get afraid if the first obstacle comes up, that has the right dedication. Its the most difficult sport, or the most difficult work you are ever going to do, but its also the most fun.So its not for everybody. Like I sit here in the Valley and I see that because for every one successful company  sprung   hundred would be entrepreneurs and then they all realize its really difficult  to get a distribution.I always say that, if entrepreneurship is easy, you find a lot more success. Its extremely challenging and so I would say that having the right team, because this is not a sprint. Im sure youve heard this before. Its a marathon, so having the right team that can help base, that can help create the right energy, is by far the most important.Its not about the idea, and I hate saying this to people. We have zigged and zagged as a company before. You hear about these companies like Facebook, and other companies, theyve started off with one i dea and then they morphed into another idea.Whats important beyond the team I would say is, playing in the big market. For example, we are playing in the market of productivity. Productivity is a hundred billion dollar opportunity. We may not get it right the first time. But its a big enough market that if we keep on digging, we will find gold or we find kind of, we solve that problem that we are trying to solve.So, if you end up picking a very niche area, it becomes difficult to change direction because youre tied down. All depends on what the goal is. So our goal was, we wanted to change the world, we wanted to have huge impacts, so we picked a bigger market to play.And then finally, and this maybe goes to the earlier team aspect, theres a certain aspect of perseverance. All the grey hairs out here are tied to perseverance, because there are more people who will say its not possible, there are more people who will be  doubters, who will be naysayers of why something cannot be done .  You look at any example of all the successful companies that are out there today, they all face their obstacles, they all face their people who doubted that they would ever be successful, but they persevere and they eventually became successful.So thats why I say, I would come back to summarize this to say, the key is having the right team, playing in the right space thats big enough where one can change, and then just having the stamina and the perseverance.  Do not give up, its the best job that if you got the stomach for it, its absolutely the best job in the planet, but it not the easiest, its not for everybody. I would encourage you live once, you might as well may have the biggest impact you can have with your life.Martin: I think this is a very good summary and closing. Thank you very much Milind, for your time.

An Analysis Of Homer s The Iliad - 975 Words

Throughout everyday dealings, society illustrate certain events as coming from a God or involvement of God’s plan. Everyday people have demanding decisions to make and it is not left up to the all mighty higher power to decide. Humans cannot sit around blaming them saying why god why! Instead stop to think is it really the Gods fault or as humans are we really stupid enough to believe God really spited people. Exactly what the Greek and Trojans thought to. In the Iliad, Homer paints the God’s as an excuse for the Greek and Trojans bad behavior throughout the many encounters with the Gods and mortals, such as the Affair involving Married Queen Helen and Cowardly Prince, Paris son of Priam, Bad Decisions made by the same Cowardly Prince, Paris and the Ferocious King Menelaus, and the epic War between the Mighty Trojan Hector and Wild Ravage Beast Achilles from Greece, and the fly-by-night of Priam to Retrieve his son s body from the Argives. First, the chaos of the affair started when Priam son Paris takes a long journey across the ocean to a foreign Greek city governed by King Menelaus and takes Paris in as a guest, unfortunately enough King Menelaus has to attend a funeral during Paris stay in Greece, leaving the Lady Charmer Paris time to swoop in and steals the Kings wife and sail with her back to the great walls of Troy. As the Greeks come sailing across the sea to obtain what right fully belongs to Menelaus and with Paris hiding Helen inside the walls of Troy, whenShow MoreRelatedAnalysis Of Homer s The Iliad Essay1231 Words   |  5 Pagesthe Iliad is a tale of war and aggression (Puchner 183). Written in the 8th century, it remains relevant to society today. The basis of the Iliad, warfare, brings with it portrayals of death, grief, and the real problem with humankind: we are not peaceful beings. In a war-ridden world, these topics remain pertinent to society. These terrors of war showcased in the Iliad generate an anti-war message. With this said, Homer creates a timeless lesson against war with his work. While the Iliad has beenRead MoreAnalysis Of Homer s The Iliad997 Words   |  4 Pagesare set up in a way such that the audience must believe at least one party loves another. How they act on behalf of this love is perhaps a testimony to the strength of their love and heroic status. Taking this structure at face value, in Homer’s The Iliad, Hector shows the most modern form of heroism in Book Six. He chooses to fight rather than see his loved wife fall to the Achaeans, while others throughout the story view their women as prizes and choose to fight- or not- based on very different values;Read MoreAnalysis Of The Homer s The Iliad Essay1010 Words   |  5 PagesPoor leadership is devastating in The Iliad.. Homer recognizes this, making a particular effort to demonstrate what traits constitute effective leadership. It is crucial, therefore, to determine exactly how Homer presents this idea in order to gain a coherent understanding of his beliefs. With Homer’s convic tions in mind, the individual gifts of these war leaders shine rather brightly. One can then begin to analyze them, deciding for oneself who fits Homer’s ideas the best. Assuredly, each of theRead MoreAnalysis Of Homer s The Iliad 1310 Words   |  6 Pagesunity in his tale. Homer was a writer who performed this feat throughout the entirety of the Iliad and showed his unique ability to weave a tale full of similes that both enhanced and unified his story. Although Homer used a variety of subjects in his similes, and many of them had a common thread. Homer’s unique ability was to create a tale so descriptive that the listener was able to fully immerse him or herself into the story. His usage of similes magnified this ability. Homer focused on the commonRead MoreAnalysis Of Homer s The Iliad887 Words   |  4 PagesIn Homer’s the Iliad there are two types of culture which are shame and honor. The Greeks rank great significance on personal honor. Why is tha t? The reason being is that to them honor means the ability to fight and be triumphant on the battle field. There are many ways honor is obtained to the Greeks, another way to prove your honor is to reveal athletic abilities. Meanwhile, the shame culture has a different concept to the Greeks. Shame meant to have good morals towards others and it is a moreRead MoreAnalysis Of Homer s The Iliad866 Words   |  4 PagesIn Homer’s The Iliad, women can often be overshadowed by the strong male warriors that dominate the epic poem. However, many women in The Iliad are central to the plot; without these women the poem would have a drastically different story. The influence of women in The Iliad varies from woman to woman, usually having some effect on the plot, but the extent of their involvement is typically dependent on their status in society. However, even when a woman is in a position of great power, she is stillRead MoreAnalysis Of Homer s Iliad 1382 Words   |  6 PagesRy an Doerhoff History of Greece Dr. Kirkland September 5, 2014 Document Analysis The primary documents that will be focused on in this analysis come from Homer’s Iliad. Homer is venerated today as the greatest of Greek epic poets, as his works had a colossal impact on the history of literature. Through his epics, Homer brings us first hand into the culture of the Greek world in the eighth century B.C. It is important to note that at this time very few had the privilege of an education, and lackedRead MoreAnalysis Of Homer s The Iliad 1177 Words   |  5 Pagesto the powerful, hardheaded fighters that generally appear in The Iliad. His purpose in The Iliad is to demonstrate, through tact and strategic ability, that strength and brawn isn’t all that compose a hero. Odysseus, the great tactician, isn’t known as the brawn, but the brain of the Achaian army. When compared with Menelaos, â€Å"Menelaos was bigger by his broad shoulders, but Odysseus was the more lordly† (III, 210). Here, Homer is intentionally lessening Odysseus’ physical prowess to uphold hisRead MoreAnalysis Of Homer s The Iliad Essay1692 Words   |  7 PagesA major theme seen in Homer’s The Iliad is one of war and the politics that play a role in it. A key part of politics is the interactions that take place between people when determining policies and courses of action. The focus of this paper will be on the interactions between the Greek leaders and the army in the opening of book 2. There will be a section where I will analyze these interactions and provide evidence showing what degree I believe the Greek leaders care about their army. The way thatRead MoreAnalysis Of Homer s The Iliad993 Words   |  4 Pages In Homer’s The Iliad, we learn that the mother and father relationships within the family is very important, but we don’t want to overlook the brothers. For instance, in the Greek and Trojan families, it was one way to bring everyone together. The brotherhood of Agamemnon and Menelaus, and Hector and Paris illustrates their devotion. Book Six of The Iliad comprehends several illustrations of how honor strengthens the bond between both brother’s Agamemnon and Menelaus and Hector and Paris. Glory

Export Readiness Essay - 755 Words

Export Readiness Analysis 2XU is an Australian sports apparel company established in 2005, the firm employs 45 full time employees making the firm a SME (Small and Medium Sized Enterprise) (Global Execellance, 2013). The firm specialises in producing compression clothing in the growing international sportswear market, which is worth US$244 billion (Heathcote, 2013). 2XU began as born global, with goals to establish itself as a global brand from conception. These goals were achieved in 2007, with direct exports to distributors based in the United States. Since, 2007 the firm has established itself as a gloabal brand with exports to 57 countries world wide (Heathcote, 2013). A crucial aspect of 2XU establishing itself as an†¦show more content†¦Also 2XU, can leverage both their knowledge and expertise from their past exporting success to over come any potential competition they may face. 2XU’s success in past exports has developed the firm’s human resources expertise in establish the company in new markets, as well as attracting experienced employes from rival firms such as Adidas. The firms success has also gifted the company extensive capital to launch into new markets, with turnover reaching $70 million per year and attracting foreign investment from global company L Capital Asia. A daughter company of LVMH Moet Hennesy, the worlds largest luxury conglomerate. The firm has also taken great strides establishing it’s brand name, through a lucrative contract with the US marine corps and sponsorships of teams from the NFL, NBA, NRL, AFL and Super Rugby. 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Night Creature Hunter’s Moon Chapter 16 Free Essays

That there were no missing persons reports continued to bother me. Were the werewolves only killing transients? I had a hard time accepting that. In wolf form, werewolves were hunters, like me. We will write a custom essay sample on Night Creature: Hunter’s Moon Chapter 16 or any similar topic only for you Order Now When presented with a weaker entity, they attacked. They might posses human level intelligence, but I’d never known them to be able to pound back the bloodlust. They saw people in the woods and they killed them. Plain, simple, to the point. I doubt they stopped long enough to ask for a resume. I put the thought aside and headed to my apartment. I had more pressing concerns. The route into the woods was as familiar as the array of cars surrounding the tavern and the wail of jazz through the open windows. I glanced at my watch. Coming up on 5:00 a.m. Did anyone ever go home around here? I retrieved a spare .22 from my glove compartment and shoved the smaller gun into the waistband of my jeans. They were too tight to hide the thing, but I wasn’t going anywhere without a silver bullet-firing weapon again. I might be slow, but eventually I caught on. Dirty, hungry, tired, I needed a shower, food, and bed in that order. But before I climbed the steps to my lonely room, I wanted to check behind the Dumpster one last time. Maybe the gun had fallen into a hole or something. I was grasping. Pretty much anyone could have taken the gun while I’d been inside the tavern. Of course he’d have to have been watching me hide the thing†¦ a fact I didn’t want to examine too closely. As I approached the garbage bin, a fat raccoon shot a glare in my direction and waddled away. Better than a rat, though I bet a few of them made regular visits here as well. I wasn’t afraid of animals. How could I be? But rats made me shudder. What was with those hairless tails anyway? I’d brought the flashlight from my car, and I shone the beam back and forth across the front of the Dumpster, across the paper-strewn ground, then behind. Not a single gleam of gunmetal made my life any easier. It was bad enough I’d have to admit taking Damien’s gun; I didn’t want to tell him I’d lost it, too. Kneeling next to the wall, I reached into the crack between the building and the steel container. Something skittered out the other side and ran away. â€Å"I did not hear that,† I assured myself. I continued to feel around but came up with nothing. The shriek of a dying animal shot my heart straight into my throat. Whatever had run from me had slammed straight into something else. Bummer for him. I retrieved my hand, sat back on my heels, scowled at the scum under my nails. A growl rumbled along my spine like sandpaper. Slowly I straightened, then turned. â€Å"One, two, three, four, five. Shitty odds,† I muttered, and drew the gun. I didn’t know how many bullets I had. Not enough. Who’d have thought I’d need more than a clip’s worth to get from my car to the house? The wolves advanced, legs stiff, hackles raised. My first bullet kicked up dirt in front of the lead animal. His lip curled; then he threw up his head as if laughing at me. I shot a glance toward the staircase that led to my apartment. A wolf sat on the bottom step, tongue lolling as he panted like a great big dog. I could shoot him and try to get to my apartment, but there were five – I looked back just as several shadows detached themselves from the trees and crossed the parking lot – make that ten wolves behind me. Thank God none of them were white. Still, I was in serious trouble. The main wolf pack was between me and the tavern. I could yell for help, but the music was too loud. They’d never hear me. My mind raced as fast as my heart. I cast a glance toward Damien’s cabin. Nothing between it and me but grass. That building was the only chance I had. I fired another shot, actually hit one of them this time. The flames, the stench of burning flesh and fur, the howi of the dying distracted the others long enough for me to achieve a small lead. I’d take what I could get. They were going to catch me. There was no way I could outrun close to a dozen wolves. Hell, I couldn’t outrun one, but I had to try. A chorus of howls rose behind me, so loud I flinched, stumbled, and nearly fell. Their footsteps echoed mine. The warmth of their breath brushed my calves. The scent of predator after prey cascaded through the night – a sharp and gamy aroma reminiscent of fear and death. I couldn’t recall if I’d locked Damien’s door after I’d picked it. If I had, I was dead or soon to be furry. Either way, I’d take a few of them with me. I reached for the knob, but the door swung open. I smashed into Damien’s chest. â€Å"Oomph,† he said, and caught me. My momentum propelled us inside the cabin. â€Å"Shut it! Shut it!† I shouted, kicking back, managing to catch the door with my heel. I tensed, expecting bodies to thud against the other side. Glancing at the window, I waited for the shadow, the crash, death. Nothing happened. I pulled free of Damien’s arms, ran to the glass. The first rays of sun lightened the eastern horizon, threw streams of pink and gray across the hauntingly empty clearing. â€Å"Are you all right?† I ignored him, stepping to the door, yanking it open, and sticking my gun outside. The wind blew a leaf end over end across the threshold. â€Å"Did you see them?† I asked. â€Å"Who?† â€Å"Couldn’t you hear them?† He didn’t answer and I turned. Gently he removed the gun from my shaking hand. â€Å"There’s nothing there, Leigh.† â€Å"Ten. Maybe more. They howled. Chased me. You had to see them.† â€Å"All I saw was you.† My head jerked up. Our eyes met and something passed between us that had nothing to do with the situation. We both remembered the last time we’d been together. Remembered it and wanted more. He was the first to look away. We’d been gazing at each other so intently, the loss of that contact was like a physical break. I took a single step toward him before I caught myself. Now was not the time. He crossed the short distance to the kitchen table and laid the gun on top. He wore his usual outfit – black on black – his feet were bare, but his shirt was buttoned. For reasons beyond my understanding, I was more turned on by his pale, long feet than I’d ever been by his smooth, muscled chest. I was dizzy from the adrenaline; fear-induced sweat chilled my skin. I needed to sit down, so I did. On the floor at his feet. Bad idea. I was reaching to run a thumb along the lilting arch before I knew what I was doing. He fell to his knees beside me. I yanked my hand back and held it still in my lap as he put a palm to my forehead. â€Å"You’re sick.† / must be if I’m thinking about how your feet would feel all tangled up with mine. I turned my head, afraid if he kept touching me I’d beg. I wanted him, but not like this. Not when I was sweaty, smelly, not quite certain of my sanity. â€Å"You didn’t see them?† I asked again. â€Å"Them who?† â€Å"The wolves.† â€Å"Wolves?† He glanced out the door, which I’d left wide open. â€Å"No.† â€Å"Shit.† I rubbed a hand over my face. My palm came away wet. With sweat or tears I wasn’t sure, and that scared me almost as much as the wolves had. â€Å"I heard some howls. They – † He stopped. â€Å"What?† â€Å"They came from the woods. I didn’t think anything of it. Wolves howl all the time. I like the sound.† He shrugged. â€Å"Makes me feel less alone.† I snorted. Better to be alone forever than to have company like that. I didn’t know what to think. Had the werewolves run into the woods instead of chasing me? Why? I’d never known them to give up on a sure thing. I didn’t like to think what it meant if they had. The only other explanation was that they’d never been there at all. I liked that idea even less. â€Å"I have to go.† I got to my feet. So did he. I knew I should stay. I needed to question him. Who the hell are you? Why are you here? But right now I wasn’t capable of it. I had to get away from Damien. Be by myself. Get a grip. I looked out the door. The white wolf stood at the edge of the forest, waiting for me. I blinked and he was gone. There was no way I could go out there. Damien must have mistook my hesitation for something else. He came up behind me, shut the door, locked it. Then he put his hands on my shoulders. His breath brushed the bare skin of my neck, and I shivered again for an entirely different reason. What the hell? I thought. I couldn’t go back to my room. I might as well stay here. In the past I’d tried drinking and drugs to make me forget the damned white wolf. They hadn’t worked. There was one vice I’d neglected. I bet Damien could make me forget†¦ everything. I turned and offered my mouth to his. 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Research Paper on Medical Testing on Animals Essay Example

Research Paper on Medical Testing on Animals Essay Medical testing on animals is a generic term for the use in the research, testing substances and products in education and training purposes as well as in the diagnosis of diseases and production of biological products. The definition of animal testing varies between countries. The species of animal that is used primarily in medical testing on animals are mice, rats, fish and wildfowl. Even rabbits, guinea pigs, hamsters, dogs, cats, cows and monkeys may occur in testing on animals. One uses laboratory animals when there is no in vitro system corresponding to the human metabolism. Tests with laboratory animals have been severely criticized, especially from so-called animal rights activists. University and college students who are about to write their research papers on medical testing on animals have to understand that EU law definition of animal testing is much more limited than the American and includes, for example, only animals subjected to intervention, at least in the form of a needle, for example, by injection. Animals that are killed without prior intervention is not included in the definition or in animal experiments of the EU statistics. We will write a custom essay sample on Research Paper on Medical Testing on Animals specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Research Paper on Medical Testing on Animals specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Research Paper on Medical Testing on Animals specifically for you FOR ONLY $16.38 $13.9/page Hire Writer EU Commission compiles animal testing statistics every three years. The most recent is from 2013. According to these statistics 12.1 million animals were used in animal testing in the EU in 20013. Most of the animals were mice – 53%. Since 2004, it is prohibited to carry out animal testing on cosmetic and hygiene products in the EU. The safety assessment is mandatory for manufacturers and importers under the cosmetics directive based on toxicological information on the constituent ingredients. The U.S. welfare legislation does not define the rats, mice, birds and fish that are most commonly used in medical testing on animals, as animals. They are therefore not protected by law and they are counted usually not included in the statistics on the number of animals used in the experiments. Interest in alternatives to animal testing has increased, not least as a result of the EU ban on animal testing for cosmetics. Although the new EU legislation for the registration and control of chemicals, REACH, has meant that interest to develop new test methods that can replace animal tests have increased substantially. Through its Research Framework Programs EU spends money on projects to replace animal tests in particular, the chemicals and pharmaceuticals. The most common alternatives to animal testing in research and testing are different cell models, but also computer models are common, especially in education and the development of pharmaceuticals. Other options include chemical analysis, dummies and models in various materials and techniques that make it possible to perform risk-free research on human volunteers. We recommend you to use free example research papers on medical testing on animals to get the global idea on the various aspects of the phenomena. In addition, these free research proposals could be a great source of the relevant information. Are you looking for a top-notch custom research paper about Medical Testing on Animals? Is confidentiality as important to you as the high quality of the product? Try our writing service at EssayLib.com! We can offer you professional assistance at affordable rates. Our experienced PhD and Master’s writers are ready to take into account your smallest demands. We guarantee you 100% authenticity of your paper and assure you of dead on time delivery. Proceed with the order form: