AS Unit F911- Communication in care settings Coursework - 1

AS Unit F911-Communication in care settings - Coursework Example This will incorporate a point by point conversation of the explanations behind utilizing every aptitude. There will likewise be a conversation concerning how care esteems are applied and incorporated with the suitable utilization of relational abilities to show how support clients are esteemed in the setting. In the past report, it was remarked that Meath (2006) refers to Dozier from 1995 as saying the best methods for correspondence is a two-way model that incorporates give and take. Be that as it may, what happens when the people who are taking an interest in the consideration place exercises are possibly delicate, encountering medical issues, and might be not able to hear, see or genuinely impart because of a message given to them? Further exploration shows four relational abilities suggested for use by administration clients and care laborers. These aptitudes work out in a good way past the straightforward two-way specialized technique refered to by Meath (2006). The four relatio nal abilities are correspondence capability and certainty, relational abilities for managing people over the age of 65, aptitudes managing those subjectively debilitated, aptitudes for managing those with Alzheimer’s or dementia, and general correspondence rules for customers in an office as referenced by Schockley-Zabalak (2002); Tam, IP, and Chan (2000). In the first place, both Schockley-Zalabak (2002) and Tam, IP, and Chan (2000) bring up that each gathering in the correspondence procedure should be furnished with correspondence competency. ... On the off chance that the guardian is to a greater extent a modest individual and the customer is progressively out-going, there may not be an issue. Then again, if the customer is timid and the parental figure is out-going, there will be no issue. Be that as it may, if a peaceful or modest customer is cooperated with a calm or modest parental figure or either party is inadequate with regards to trust in their own relational abilities this can prompt dissatisfaction or outrage. The customer may not come back to the consideration community. With mindfulness comes self-improvement. Looking into the gave data can help the guardian with correspondences tips and pointers on the regular techniques to use with those that might be in participation at the day community. Second, Meath (2006) and PHAC (2009) give interchanges rules to guarantee explicit advances are taken when speaking with seniors in care offices of any sort. This guide fills in as a general format for speaking with all custo mers. If all else fails regarding the specialized techniques to utilize, or if there is no uncommon wellbeing prerequisite or concern, this would be the strategy to follow: Treat the customer with deference and nobility. Include the customer in choices however much as could be expected with respect to exercises. Try not to discuss a customer or relative if that individual is available regardless of whether they appear to be not able to comprehend. Discourse one-on-one with customers all the time. On the off chance that a customer doesn't appear to comprehend what's going on or why, talk about the days’ exercises in full just as they do. Give chances to customers to give input and to pose inquiries. Tune in to customers and rehash back to them your comprehension of what you think you heard them state to guarantee message given and message got. The third

Roles of a manager as a leader in their ability to provide motivation and leadership across cultural borders

What are the jobs of a chief as a pioneer in his/her capacity to give inspiration and initiative across social fringes? Culturally diverse administration requests that pioneers rouse and impact people from various gatherings to achieve an esteemed outcome by speaking to the importance frameworks and shared information on such people. Adair (2006) contends that the current transcultural supervisor contrasts from the conventional global director concerning the cross-outskirt nature of the aptitudes and errands that he/she is required to perform.Advertising We will compose a custom exposition test on Roles of an administrator as a pioneer in their capacity to give inspiration and initiative across social fringes explicitly for you for just $16.05 $11/page Learn More As great group pioneers, chiefs ought to likewise be in a situation to rouse their subordinates. This is significant with the goal that they can extend their points of view of vision, objectives and acknowledgment. Be that a s it may, the fuse of culturally diverse contemplations muddles the definition and job of a pioneer. For instance, a few things may be adequate in one culture however absolutely unsuitable in one more culture. These varieties propel supervisors to adjust different answers for the difficulties and situations that they could be confronted with in the different nations. Research concentrates on ostracize supervisors uncover that components like transparency and adaptability go far in empowering directors to establishment such arrangements. These examination discoveries are in accordance with the idea of all inclusive practices or societies that are frequently adjusted by viable pioneers over the globe (Adair, 2006). They incorporate being definitive, persuasive, and fair. Pioneers ought to likewise endevours to affect similar practices to their subordinates. Simultaneously, we should know about the way that such all inclusive practices are likewise demonstrative of social points of int erest. This means though some administration rehearses like instating on subordinates being group arranged or partaking in dynamic can be promptly actualized in specific societies, this isn't the situation with different societies. Administration may likewise call for vagueness the board and extremity initiative. A chief working across social fringes may now and again be confronted with a difficult time in distinguishing the previously mentioned decision. Therefore, extraordinary initiative characteristics work for various social settings. For instance, in the market-evaluating and created nations, the key spotlight is on transformational just as visionary administration that can assist associations with arriving at new degrees of progress (Adair, 2006).Advertising Looking for exposition on business financial aspects? How about we check whether we can support you! Get your first paper with 15% OFF Learn More For this situation, transformational authority underlies the capacity of a pioneer to change the way of life of an association and its benefit too. Then again, a market-evaluating society requires an instrumental sort of authority where the pioneer persuades his/her subordinates by remunerating them for having accomplished the define objectives. End Global administrators need to fight with a huge number of difficulties in attempting to execute their obligations. For instance, they have to guarantee that assets have been allotted consistently, representatives have been chosen utilizing the fair treatment and that potential mergers are examined sufficiently. They additionally need to consider social impacts of the choices that they make. Limited discernment ideas show that worldwide supervisors show up at their choices following certain sane models. They are additionally influenced by inspirations while settling on their choices. For example, social thought processes influence their choices. At the point when worldwide troughs cross starting with one social limit then onto the next, this is probably going to impact their ethical compass and in that capacity, they have to draw from moral direction models in showing up at moral choices. A chief ought to be a decent arbitrator and communicator to haggle well across social limits. They should initially exhibit receptiveness in taking care of business procedures. Nonverbal correspondence, for example, the utilization of different uncertain signals, contact conduct and eye separation would all be able to impact exchanges and there is requirement for the supervisor to know about these. A chief who is managing multifaceted issues needs to posies authority aptitudes. Likewise, they have to persuade their subordinates in like manner. Different societies require various kinds of initiative styles and as such a few chiefs are more qualified for dealing with specific societies, and not others. Reference List Adair, J. E. (2006). Initiative and inspiration: the fifty-fifty guideline and the eight ke yâ principles of rousing others. London: Kogan Page.Advertising We will compose a custom article test on Roles of an administrator as a pioneer in their capacity to give inspiration and authority across social fringes explicitly for you for just $16.05 $11/page Learn More Leo, C., Bennett, R., Hartel, C. (2005). Culturally diverse Differences in Consumer Decision-Making Styles. Culturally diverse Management, 12(3), 32-62. Phatak, A., Habib, M. (1998). By what means should administrators treat morals in universal business? Thunderbird International Business Review, 40(2), 101â€117. This exposition on Roles of an administrator as a pioneer in their capacity to give inspiration and initiative across social fringes was composed and presented by client Cheyanne Q. to help you with your own examinations. You are allowed to utilize it for research and reference purposes so as to compose your own paper; notwithstanding, you should refer to it in like manner. You can give your paper here.

ThoughtSpot

ThoughtSpot INTRODUCTIONMartin: Hi, today we’re in Palo Alto in the ThoughtSpot office. Hi, Ajeet. Who are you and what are you doing?Ajeet: My name is Ajeet Singh and I’m co-founder and CEO of ThoughSpot. We started this company in 2012, I’ve been in the Valley for about seven years, actually eight years now. I came here in 2007 and joined Oracle for a start-up and started a company called Nutanix in 2009 then I started ThoughSpot in 2012.Martin: How did you come up with that business idea of ThoughtSpot?Ajeet: The business idea of ThoughtSpot was primarily I would say driven by the experience I had at Oracle and then the first startup where I worked on Aster Data Systems that was in 2007-2008 and I saw that the data infrastructure was becoming very scalable, we call it big data now. People were coming up with more scalable model of storing lots and lots of data in a cost efficient way but how this data was delivered to the end users that was not changing that was still done using the tra ditional reporting model and thats very painful because it requires a lot of work and experts you need technical experts to build reports for business users. It’s very slow and inefficient process and thats where we saw the opportunity.We saw that in the consumer space there are two billion people using search and the way to find information and we thought what if we could actually provide that user experience for numbers? What if marketing manager would go to a simple search bar and ask for revenue in a particular quarter for a particular campaign they might have done on a product line or whatever they might be interested in and just get the answers on the fly without actually having to go to somebody to say: Hey, can you brief me a report? And go back and forth on what the report should be like, changing it becomes very painful and those kinds of things.We saw there being a huge difference in how people were accessing information at home through Google and Facebook and Linkedin and at work through traditional business intelligence reporting technology and thats the gap we’re trying to fill.Martin: How did you start about it? How long did it take for you to build the first iteration of the product? When did you raise money? When did you talk to first customers?Ajeet: I would say we talked to first prospects even before we started the company. So early 2012 we spent time just learning the market. We realized that this is a big market and theres a big problem.So my way of thinking about startup has been driven more by markets. Picking the right market first is the first matter for me has been the most important thing, the idea actually comes later. What is the market and what is the problem that we can solve? There can be various ways of solving it. But before I get down identifying how exactly we want to solve the problem I want to spend time with customers, I want to look at competition, Im going to look at partners and understand how we might sell a prod uct to them, how people will buy my product in those markets and things like that.So we spent about six months just studying the market and talking to prospects, talking to partners talking to be people who sell to these companies, just learning. And once we figured that out then we learned about the problem obviously and then we went to the white board and we said, What would be the most awesome way of solving this problem? The most simple way? Because technology has become very complex and lot of innovation now is just bringing simplicity to complex way of doing things because complexity means you’re going to be slow and it will be very expensive to do things. Make them simple, lot of people can do those tasks and then do it more efficiently and they can do it easily.So we came up with this idea that if you apply search to analytics it can actually be 10X to 100X difference in how people operate today. Then we started defining the product, defining our architecture of the produc t and spent about six months on designing the product. When I say design I’m talking about the technical design, some part of UI design. Because what we’re building is very UX driven but in the back there is a lot of complexity that we have to deal with. So it was important to make sure that all platform is architectured well so when we go to market we dont have to go iterate and iterate.Martin: At what point in time did you think about talking to investors?Ajeet: So this being my second startup. I already had some existing relationships with some investors. As I said my previous company I started 2009 and that company has actually done really well so in the process I had the opportunity to work with Lightspeed Ventures and Khosla Ventures and both of them are great investors great people. For me its only been about people because the kinds of things we do for some people it might look crazy. Only thing that is guaranteed is the experience of working with awesome people. So it w as basically working with the same sort of folks, making me sure that we are going after the market and a problem that is highly valuable, we spent time on that and raising money itself was I would say not the biggest challenge that we had to overcome.BUSINESS MODEL OF THOUGHTSPOTMartin: Ajeet, let’s talk about the business model of ThoughtSpot. So what are basically the customers that you are targeting and especially in terms of the functions that maybe more adoptive to your solutions? And exactly what is the value proposition besides only being simpler to get access to data and analytics that you deliver to those customers?Ajeet: We currently are focused on mid to large enterprises (Global 2000), that is the way I would categorize my market segments and within these we are building a solution that is designed for business functions (sales, marketing, operations, supply chain, finance, and so forth) but what were building is very scalable. So we can go to a large company and pote ntially they might have 50,000 people that would want to use ThoughtSpot. So this is a solution that can start small with a few hundred people and then on time you can scale to thousands of people.So we do also get involved with IT departments, so typically a director or VP of Business Intelligence would be someone we will to talk to, or somebody from the business side. And the value proposition for them is imagine you were talking to marketing person, a head of marketing, whois primary responsibility is to reduce customer churn, then they have currently existing way of looking at data of how the churn numbers are over time and how different campaigns might have an effect on churn. We would go in and demonstrate to them with our technology they can get access to their churn data in a much more granular and much more ad hoc way, because theyre launching campaigns and this is actually a real example. Previously it would take them two to three months to find out what the effect of the campaign was on their churn numbers, now they can do that in a few minutes. So launching campaigns and next day as soon as the data starts to come in I can go in and understand how major numbers are changing by geography by product line on those kinds of things and then based on that I can then optimize which campaigns I do more, which campaigns I do less, and things like that.We now have customers that are across almost all major industry verticals (retail, financial services, telecom, manufacturing, and so on), so we work with a whole range of people.Martin: From my point of view the major benefit of ThoughtSpot is that you’re making it super easy and accessible for people to access the data in a company. How does a customer of you ingest the data into ThoughtSpot and how do you set a specific user rights to data because maybe only the c-level management would like to have access to financials and some other people should not?Ajeet: So were doing to data / to enterprise data wha t Google did to newspapers. Long time ago people used to get information from newspapers and it was published by a few people and it was then formatted, it had headlines and there’s a front-page and sports page and so on. It was very rigid in structure because only a few people could publish the newspaper. But with Google now anybody can go in and find information they want and the news they want and things like that.When we apply the same model to enterprise the user experience model remains the same but other things change. The kind of things that changed I would say number one is the type of data we’re going after. Google and most of search engines that are out there, the data they’re ingesting are documents, there are web pages, radios, videos and things like that. What we’re going after is, we are connecting to the most valuable data assets in large companies. So that data sits in their ERP system or data ware houses or any kind of databases, now we have Hadoop, it’s complicated environment.So the type of data we have to deal with is very complicated, so we had to build a new kind of search technology that can understand all the complexities in the databases like tables and joints, columns and things like that. And it was done from scratch.Now when youll use, search and analyze this data the performance expectations are also completely changed because in our traditional reporting environment your report comes back in 20-30 seconds and that’s considered fast. But if you’re in the search bar, the user expectation is very different. So our search engine is backed by a very high performance computational engine that can take data from hundreds of tables and billions of rows and do joints on the fly and give results to end users at certain speed.The third big change is security as you said. People want to get enough data across departments, across different levels and things of that nature.And last but not the least, I will say the biggest way in which we differ from a classic search engine is accuracy and trustworthiness of the data. Because if I am looking for friends on Facebook or im looking for books on Amazon, or Im looking for coffee shops on Google Ill get probably 10, 20, 30 results for any given search where I’ll have to pick which of them is relevant for me. There is no guarantee that something is going to give me an answer which Im interested in, but if I’m giving ThoughtSpot in the hands of a hundred marketing analysts or hundred financial analysts or thousands of people in an organization that might be doing very specific functions, they are used to getting data from reports or Excel sheets. They will not accept guesswork.So we have to build the technology that does not do any guesswork, it actually uses intelligence that is already there their data and uses that combined with the inputs from the user through the search bar and always gives them one single result. Even though on the front it’s very simpl e, in the backend we had to handle scale and complexity of data and we have to handle security and governance. And the nice thing is that when we go to our customers with ThoughtSpot the business users are happy because all of them can access data on the fly whenever they want to. IT department is also happy because today IT department is buried under a long list of report requests and theyre always behind. Some of them told us they feel like report monkeys and they build more and more reports as opposed to going to the business and saying what kind of data can I give you so that you can make better business decisions.With ThougtSpot IT can be in the business of finding new data sources, provisioning new data sources and putting security and governance around them and business users can access the data that they’re supposed to access.Martin: Ajeet, how did you acquire the first one or two customers? How do you convince them: Guys, please give me access to the most precious data th at you have and I give you some kind of answers to that?Ajeet: In the Valley and elsewhere as well there is a model of working with your investors to get access to initial customers. We also do that and it is extremely helpful in making introductions to potential customers. But at least for me the way we like to build the company is it has to be done in an organic way and what I mean by that is we have to find a natural fit between what we are building and the segment of the market that will be interested in.When Im going through the process of defining and building the product the exact specific market segment is not that well known and also how I place the product to them and how they will they use it, what’s important and what’s not that also is not known. So you go through this process of finding the product market fit. The product market fit is better if it is done organically by the company itself where you might have I would say 18 months before we had a product we had an inside sales person who was reaching out to people, calling them and doing demos. About a year before having a product, we had a full sales team and these are expensive sales teams, you can spend anywhere from half a million to a million every year on sales team. But for the kinds of things we are doing it typically takes 12 months to figure out what exactly is the product market fit. Is my product good for small companies or is it good for big companies? If it is good for big companies who are the people that I need to talk to? Who will be more in the buying process and what do they look for? What features are important? All this has to be discovered in the field organically.If you just depend on your own network which is friends and family, or you depend on investors then youll go to people who will try your product because there was an introduction that was made or they are your friends. And that might give you false positive because they would say: This is awesome, this is grea t. I love it. You dont know if theyre saying that because they love you or they love the product. They can also be false negative because maybe theyre not the right users for the product that you are building the right user is somewhere else.So I think it has to be a good mix of reaching out to the network as well as organic outreach with a bias I have a personal bias towards organic outreach. And in our case this is what we did, we reached out to people organically, we showed them the product, we got their feedback and where the best fit we went after those. Since we were building enterprise product and the data is very sensitive (that’s what you were hinting at), it is on-premise product so we’re actually going to deploy our product inside the firewalls of a customer so that they dont have to worry about data security and those kind of things.Martin: Did provide your first customers just free trial to show the value and then after youve shown the value then you said: Okay, let s put some revenue numbers behind that? Or did you start in the beginning: I would like to put some dollar sign on that?Ajeet: Yes, even our beta were paid, our first beta were also paid. We didnt want to give our product out for free even for trial because it leads to the same situation I was talking about earlier. You end up with people that just want to kick the trials either because you know they have fun keeping trials with new technology or taking it because theyre doing a favor to you and your investors. But if you ask for even $1, asking for $1 is so much more valuable than giving your product away for free. So the goal there is not to make money and fund your business, the goal is to make sure that the problem youre trying to solve is a real problem.So if I go to a business and it is lets say an accounting firm that wants to understand how should I do all my business and which of my customers are the most profitable for me that has to be a real problem so that I know you if the product actually works there is product promise that has to match with the business problem and then value can get created. So its very important to make sure that youre going after real problems and not just trying to to get lucky or have some good accidents along the way and eventually get to success.Martin: Ajeet, lets talk about the technology of ThoughtSpot. If I’m a potential client and Im signing up to ThoughtSpot, how does it work then? How is your machine learning working?Ajeet: The way we thought about building the product was we want make it simple on the frontend for the end users but we also want to make it simple on the backend for IT to set it up. Because traditional products theyre very clunky for business users to end users we call them humans so we like to call ourselves analytics for humans, average human beings might be experts in sales marketing but not in analytics should be able to access data. So you want to make it simple for the humans on the fronten d but on the backend also there is a lot of work that is done to set up BI products. You have to kind of enter the data source obviously, then you have to talk to the business users and say: Which reports do you want? And for those reports I have to identify where the data will come from, what kind of data model Im going to need, if the query is going very slow I might have to build what is known as cubes (it’s basically pre-aggregation).I would do those computations over night, so next morning you can look at your revenue for each country. But if you wanted to look at revenue by each product line: Oops, I didn’t do that. Thats a problem with that. So you have to define all these things in advance.With ThoughtSpot we leverage lot of memory computing at scale and we have cut down on any sort of pre-computation that is required and every step we tried to make things simple and cut down on any human intervention that might be required. So what we do is we will go to your signing up with ThoughtSpot, we would implement our product, install our product in your data center. That is typically done within a day and we will get you live within 2-4 weeks from day zero. And thats just to give you a sense. The classic BI deployment takes about six months, so we have shrunk that time of six months down to 2-4 weeks for some of the biggest and most complicated data sets that are around there.The way we do this is we connect to data sources and we then build sort of a mirror image of the scheme of these data sources. And then our search engine, as I was saying earlier, has been built to understand all kinds of things that in our scheme, it will understand all the tables and joints and lots of meta data that is already present.A lot of times customers say: My data is dirty and it is not going to be ready for this, which is all data of the world is dirty and our system assumes that the data is going to be dirty and install into their dirty data. But we dont expect you to s ort of massage data in a certain way, or create a particular very specific kind of schema and set it up nicely. If you want to sort of apply a cleaning filter on top of your data so you might get very dirty data and then we allow you to put a simple filter which is a matter of hours and then you can define that and then expose that to your end users. And we will basically go to filter so all the dirtiness is filtered out and we are presenting clean results to end users.So the technology that we have built, the search engine, that leverages all the investments you have made in your data sources already to cut down that time and we dont have to go through the long process of defining any kind of natural language models or any machine learning models and then test them,verify them, and over time we get better thats not the model. On day one we are good, over time it become great.Martin: Ajeet, how did you come up with the revenue model and what is actually driving the pricing? So is i t more like storage, or computational power, or the number of users, or the just companies size? What is driving the revenue?Ajeet: Yes, it’s a good question because if you look at the pricing model that exists in the market today its a per user model. So if you’re a customer and you’re signing up I would ask you: How many users do you think you will have? And you say 100 and Ill try to sell you license for 200. And he’ll say: Give me 150. Lets started with 150 and will see over time where we end.And then IT Department says: We have 150 licenses for this. First of all, since the technology is complex lot of those licenses go waste. And if more people want to access to information, let’s say you go to new department which has 1000 people, then you need to go back to the vendor and again ask them to spend more money with them.The whole idea behind ThoughtSpot is adoption of data. Because today only 22% of people can access data and we want to increase that number significant ly. And for each of those people, we want them to be able to access the data very-very frequently, so we are talking about 10x to 100x increasing adoption of data.So we dont want to penalize our customers on number of users, we do not charge based on the number of users. Even our smallest product skill that will sell to you, you can put unlimited number of users on that. How we price our product is we set up lines and its building block models, Lego block model. So you can drag and stack them as much as you need to scale and you can start small and grow over time, but we do not have any limit on number of users for these appliances.Martin: Is this then query based or data storage based?Ajeet: It’s based on appliance which can find amount of data.ADVICE TO ENTREPRENEURS FROM AJEET SINGH In Palo Alto (CA), we meet Co-Founder CEO of ThoughtSpot, Ajeet Singh. Ajeet talks about his story how he came up with the idea and founded ThoughtSpot how the current business model works, as well as he provides some advice for young entrepreneurs.INTRODUCTIONMartin: Hi, today we’re in Palo Alto in the ThoughtSpot office. Hi, Ajeet. Who are you and what are you doing?Ajeet: My name is Ajeet Singh and I’m co-founder and CEO of ThoughSpot. We started this company in 2012, I’ve been in the Valley for about seven years, actually eight years now. I came here in 2007 and joined Oracle for a start-up and started a company called Nutanix in 2009 then I started ThoughSpot in 2012.Martin: How did you come up with that business idea of ThoughtSpot?Ajeet: The business idea of ThoughtSpot was primarily I would say driven by the experience I had at Oracle and then the first startup where I worked on Aster Data Systems that was in 2007-2008 and I saw that the data infrastructure was becomin g very scalable, we call it big data now. People were coming up with more scalable model of storing lots and lots of data in a cost efficient way but how this data was delivered to the end users that was not changing that was still done using the traditional reporting model and thats very painful because it requires a lot of work and experts you need technical experts to build reports for business users. It’s very slow and inefficient process and thats where we saw the opportunity.We saw that in the consumer space there are two billion people using search and the way to find information and we thought what if we could actually provide that user experience for numbers? What if marketing manager would go to a simple search bar and ask for revenue in a particular quarter for a particular campaign they might have done on a product line or whatever they might be interested in and just get the answers on the fly without actually having to go to somebody to say: Hey, can you brief me a r eport? And go back and forth on what the report should be like, changing it becomes very painful and those kinds of things.We saw there being a huge difference in how people were accessing information at home through Google and Facebook and Linkedin and at work through traditional business intelligence reporting technology and thats the gap we’re trying to fill.Martin: How did you start about it? How long did it take for you to build the first iteration of the product? When did you raise money? When did you talk to first customers?Ajeet: I would say we talked to first prospects even before we started the company. So early 2012 we spent time just learning the market. We realized that this is a big market and theres a big problem.So my way of thinking about startup has been driven more by markets. Picking the right market first is the first matter for me has been the most important thing, the idea actually comes later. What is the market and what is the problem that we can solve? Th ere can be various ways of solving it. But before I get down identifying how exactly we want to solve the problem I want to spend time with customers, I want to look at competition, Im going to look at partners and understand how we might sell a product to them, how people will buy my product in those markets and things like that.So we spent about six months just studying the market and talking to prospects, talking to partners talking to be people who sell to these companies, just learning. And once we figured that out then we learned about the problem obviously and then we went to the white board and we said, What would be the most awesome way of solving this problem? The most simple way? Because technology has become very complex and lot of innovation now is just bringing simplicity to complex way of doing things because complexity means you’re going to be slow and it will be very expensive to do things. Make them simple, lot of people can do those tasks and then do it more eff iciently and they can do it easily.So we came up with this idea that if you apply search to analytics it can actually be 10X to 100X difference in how people operate today. Then we started defining the product, defining our architecture of the product and spent about six months on designing the product. When I say design I’m talking about the technical design, some part of UI design. Because what we’re building is very UX driven but in the back there is a lot of complexity that we have to deal with. So it was important to make sure that all platform is architectured well so when we go to market we dont have to go iterate and iterate.Martin: At what point in time did you think about talking to investors?Ajeet: So this being my second startup. I already had some existing relationships with some investors. As I said my previous company I started 2009 and that company has actually done really well so in the process I had the opportunity to work with Lightspeed Ventures and Khosla Ve ntures and both of them are great investors great people. For me its only been about people because the kinds of things we do for some people it might look crazy. Only thing that is guaranteed is the experience of working with awesome people. So it was basically working with the same sort of folks, making me sure that we are going after the market and a problem that is highly valuable, we spent time on that and raising money itself was I would say not the biggest challenge that we had to overcome.BUSINESS MODEL OF THOUGHTSPOTMartin: Ajeet, let’s talk about the business model of ThoughtSpot. So what are basically the customers that you are targeting and especially in terms of the functions that maybe more adoptive to your solutions? And exactly what is the value proposition besides only being simpler to get access to data and analytics that you deliver to those customers?Ajeet: We currently are focused on mid to large enterprises (Global 2000), that is the way I would categorize my market segments and within these we are building a solution that is designed for business functions (sales, marketing, operations, supply chain, finance, and so forth) but what were building is very scalable. So we can go to a large company and potentially they might have 50,000 people that would want to use ThoughtSpot. So this is a solution that can start small with a few hundred people and then on time you can scale to thousands of people.So we do also get involved with IT departments, so typically a director or VP of Business Intelligence would be someone we will to talk to, or somebody from the business side. And the value proposition for them is imagine you were talking to marketing person, a head of marketing, whois primary responsibility is to reduce customer churn, then they have currently existing way of looking at data of how the churn numbers are over time and how different campaigns might have an effect on churn. We would go in and demonstrate to them with our technolo gy they can get access to their churn data in a much more granular and much more ad hoc way, because theyre launching campaigns and this is actually a real example. Previously it would take them two to three months to find out what the effect of the campaign was on their churn numbers, now they can do that in a few minutes. So launching campaigns and next day as soon as the data starts to come in I can go in and understand how major numbers are changing by geography by product line on those kinds of things and then based on that I can then optimize which campaigns I do more, which campaigns I do less, and things like that.We now have customers that are across almost all major industry verticals (retail, financial services, telecom, manufacturing, and so on), so we work with a whole range of people.Martin: From my point of view the major benefit of ThoughtSpot is that you’re making it super easy and accessible for people to access the data in a company. How does a customer of you i ngest the data into ThoughtSpot and how do you set a specific user rights to data because maybe only the c-level management would like to have access to financials and some other people should not?Ajeet: So were doing to data / to enterprise data what Google did to newspapers. Long time ago people used to get information from newspapers and it was published by a few people and it was then formatted, it had headlines and there’s a front-page and sports page and so on. It was very rigid in structure because only a few people could publish the newspaper. But with Google now anybody can go in and find information they want and the news they want and things like that.When we apply the same model to enterprise the user experience model remains the same but other things change. The kind of things that changed I would say number one is the type of data we’re going after. Google and most of search engines that are out there, the data they’re ingesting are documents, there are web pages , radios, videos and things like that. What we’re going after is, we are connecting to the most valuable data assets in large companies. So that data sits in their ERP system or data ware houses or any kind of databases, now we have Hadoop, it’s complicated environment.So the type of data we have to deal with is very complicated, so we had to build a new kind of search technology that can understand all the complexities in the databases like tables and joints, columns and things like that. And it was done from scratch.Now when youll use, search and analyze this data the performance expectations are also completely changed because in our traditional reporting environment your report comes back in 20-30 seconds and that’s considered fast. But if you’re in the search bar, the user expectation is very different. So our search engine is backed by a very high performance computational engine that can take data from hundreds of tables and billions of rows and do joints on the fly a nd give results to end users at certain speed.The third big change is security as you said. People want to get enough data across departments, across different levels and things of that nature.And last but not the least, I will say the biggest way in which we differ from a classic search engine is accuracy and trustworthiness of the data. Because if I am looking for friends on Facebook or im looking for books on Amazon, or Im looking for coffee shops on Google Ill get probably 10, 20, 30 results for any given search where I’ll have to pick which of them is relevant for me. There is no guarantee that something is going to give me an answer which Im interested in, but if I’m giving ThoughtSpot in the hands of a hundred marketing analysts or hundred financial analysts or thousands of people in an organization that might be doing very specific functions, they are used to getting data from reports or Excel sheets. They will not accept guesswork.So we have to build the technology that does not do any guesswork, it actually uses intelligence that is already there their data and uses that combined with the inputs from the user through the search bar and always gives them one single result. Even though on the front it’s very simple, in the backend we had to handle scale and complexity of data and we have to handle security and governance. And the nice thing is that when we go to our customers with ThoughtSpot the business users are happy because all of them can access data on the fly whenever they want to. IT department is also happy because today IT department is buried under a long list of report requests and theyre always behind. Some of them told us they feel like report monkeys and they build more and more reports as opposed to going to the business and saying what kind of data can I give you so that you can make better business decisions.With ThougtSpot IT can be in the business of finding new data sources, provisioning new data sources and putting security and governance around them and business users can access the data that they’re supposed to access.Martin: Ajeet, how did you acquire the first one or two customers? How do you convince them: Guys, please give me access to the most precious data that you have and I give you some kind of answers to that?Ajeet: In the Valley and elsewhere as well there is a model of working with your investors to get access to initial customers. We also do that and it is extremely helpful in making introductions to potential customers. But at least for me the way we like to build the company is it has to be done in an organic way and what I mean by that is we have to find a natural fit between what we are building and the segment of the market that will be interested in.When Im going through the process of defining and building the product the exact specific market segment is not that well known and also how I place the product to them and how they will they use it, what’s important and what’s n ot that also is not known. So you go through this process of finding the product market fit. The product market fit is better if it is done organically by the company itself where you might have I would say 18 months before we had a product we had an inside sales person who was reaching out to people, calling them and doing demos. About a year before having a product, we had a full sales team and these are expensive sales teams, you can spend anywhere from half a million to a million every year on sales team. But for the kinds of things we are doing it typically takes 12 months to figure out what exactly is the product market fit. Is my product good for small companies or is it good for big companies? If it is good for big companies who are the people that I need to talk to? Who will be more in the buying process and what do they look for? What features are important? All this has to be discovered in the field organically.If you just depend on your own network which is friends and f amily, or you depend on investors then youll go to people who will try your product because there was an introduction that was made or they are your friends. And that might give you false positive because they would say: This is awesome, this is great. I love it. You dont know if theyre saying that because they love you or they love the product. They can also be false negative because maybe theyre not the right users for the product that you are building the right user is somewhere else.So I think it has to be a good mix of reaching out to the network as well as organic outreach with a bias I have a personal bias towards organic outreach. And in our case this is what we did, we reached out to people organically, we showed them the product, we got their feedback and where the best fit we went after those. Since we were building enterprise product and the data is very sensitive (that’s what you were hinting at), it is on-premise product so we’re actually going to deploy our produc t inside the firewalls of a customer so that they dont have to worry about data security and those kind of things.Martin: Did provide your first customers just free trial to show the value and then after youve shown the value then you said: Okay, lets put some revenue numbers behind that? Or did you start in the beginning: I would like to put some dollar sign on that?Ajeet: Yes, even our beta were paid, our first beta were also paid. We didnt want to give our product out for free even for trial because it leads to the same situation I was talking about earlier. You end up with people that just want to kick the trials either because you know they have fun keeping trials with new technology or taking it because theyre doing a favor to you and your investors. But if you ask for even $1, asking for $1 is so much more valuable than giving your product away for free. So the goal there is not to make money and fund your business, the goal is to make sure that the problem youre trying to so lve is a real problem.So if I go to a business and it is lets say an accounting firm that wants to understand how should I do all my business and which of my customers are the most profitable for me that has to be a real problem so that I know you if the product actually works there is product promise that has to match with the business problem and then value can get created. So its very important to make sure that youre going after real problems and not just trying to to get lucky or have some good accidents along the way and eventually get to success.Martin: Ajeet, lets talk about the technology of ThoughtSpot. If I’m a potential client and Im signing up to ThoughtSpot, how does it work then? How is your machine learning working?Ajeet: The way we thought about building the product was we want make it simple on the frontend for the end users but we also want to make it simple on the backend for IT to set it up. Because traditional products theyre very clunky for business users to end users we call them humans so we like to call ourselves analytics for humans, average human beings might be experts in sales marketing but not in analytics should be able to access data. So you want to make it simple for the humans on the frontend but on the backend also there is a lot of work that is done to set up BI products. You have to kind of enter the data source obviously, then you have to talk to the business users and say: Which reports do you want? And for those reports I have to identify where the data will come from, what kind of data model Im going to need, if the query is going very slow I might have to build what is known as cubes (it’s basically pre-aggregation).I would do those computations over night, so next morning you can look at your revenue for each country. But if you wanted to look at revenue by each product line: Oops, I didn’t do that. Thats a problem with that. So you have to define all these things in advance.With ThoughtSpot we leverage lot of memory computing at scale and we have cut down on any sort of pre-computation that is required and every step we tried to make things simple and cut down on any human intervention that might be required. So what we do is we will go to your signing up with ThoughtSpot, we would implement our product, install our product in your data center. That is typically done within a day and we will get you live within 2-4 weeks from day zero. And thats just to give you a sense. The classic BI deployment takes about six months, so we have shrunk that time of six months down to 2-4 weeks for some of the biggest and most complicated data sets that are around there.The way we do this is we connect to data sources and we then build sort of a mirror image of the scheme of these data sources. And then our search engine, as I was saying earlier, has been built to understand all kinds of things that in our scheme, it will understand all the tables and joints and lots of meta data that is already present .A lot of times customers say: My data is dirty and it is not going to be ready for this, which is all data of the world is dirty and our system assumes that the data is going to be dirty and install into their dirty data. But we dont expect you to sort of massage data in a certain way, or create a particular very specific kind of schema and set it up nicely. If you want to sort of apply a cleaning filter on top of your data so you might get very dirty data and then we allow you to put a simple filter which is a matter of hours and then you can define that and then expose that to your end users. And we will basically go to filter so all the dirtiness is filtered out and we are presenting clean results to end users.So the technology that we have built, the search engine, that leverages all the investments you have made in your data sources already to cut down that time and we dont have to go through the long process of defining any kind of natural language models or any machine learn ing models and then test them,verify them, and over time we get better thats not the model. On day one we are good, over time it become great.Martin: Ajeet, how did you come up with the revenue model and what is actually driving the pricing? So is it more like storage, or computational power, or the number of users, or the just companies size? What is driving the revenue?Ajeet: Yes, it’s a good question because if you look at the pricing model that exists in the market today its a per user model. So if you’re a customer and you’re signing up I would ask you: How many users do you think you will have? And you say 100 and Ill try to sell you license for 200. And he’ll say: Give me 150. Lets started with 150 and will see over time where we end.And then IT Department says: We have 150 licenses for this. First of all, since the technology is complex lot of those licenses go waste. And if more people want to access to information, let’s say you go to new department which has 10 00 people, then you need to go back to the vendor and again ask them to spend more money with them.The whole idea behind ThoughtSpot is adoption of data. Because today only 22% of people can access data and we want to increase that number significantly. And for each of those people, we want them to be able to access the data very-very frequently, so we are talking about 10x to 100x increasing adoption of data.So we dont want to penalize our customers on number of users, we do not charge based on the number of users. Even our smallest product skill that will sell to you, you can put unlimited number of users on that. How we price our product is we set up lines and its building block models, Lego block model. So you can drag and stack them as much as you need to scale and you can start small and grow over time, but we do not have any limit on number of users for these appliances.Martin: Is this then query based or data storage based?Ajeet: It’s based on appliance which can find amou nt of data.ADVICE TO ENTREPRENEURS FROM AJEET SINGHMartin: Let’s talk about your advice for first time entrepreneurs. This is your second company. What have you learned along the way where you said this was a major learning for me going forward and I will never forget this lesson?Ajeet: Yes, there are lots of them. If you talk to anybody who has being at the startup at any capacity its the best place to learn. So my number one advice is to find amazing startups and spend some time there either in a full capacity or an employee. Because if youre someone whos driven by passion for creation which is most of people are at least here in the Valley and many other places in the world where large technical talent. So when working at the startup aou see the opportunity to have a much more open playing field where you can have your ideas come to life very quickly.If you are starting as an entrepreneur I like not to be very prescriptive about these things because every situation is very diff erent. But for me I think what is important is understanding the risk model you’re opting into, either directly or indirectly. I like to look at risks in two dimensions: market risk and execution risk. Is there going to be a market for my product, the idea that I have? And that is market risk. And if I am actually successful then i is going to be valuable that’s how I look at market risk. And I also look at the history of companies that have become successful in this market. And if I see a market that has 10-20 billion plus dollar companies built in the last ten-fifteen years that tells me that this market is large and it supports building large independent companies. On the execution side it is Can I actually build the project that Im talking about and sell it? That is the execution risk.So I personally like to go after opportunities that are very low in market risk and very high in execution risk because I don’t want to spend several years of my time and some of other peopl e time and find that there is no market for my product. But we want the execution risk to be high because you want to set a high bar for anybody else to be able to copy what you’re doing.So that is one model and Im not saying that should be the only model. There is a way of building companies that falls in this bucket. There is another model that is high market risk and low execution risk at least to begin with where I dont know if there’s a market. If you think about Uber or something else, its questionable whether market risk is low or high. But lots of consumer startups would come in that bucket.But what you have to focus on is really mitigating market risk before you do much execution. So understand the risk profile you opting into and focus on that part first. If your execution risk is high then mitigate execution risk by thinking through the product you’re going to build and thinking how you will set it, thinking through the architecture of the product before you start c alling. If your market risk is very high get the hell out of your office and go out and understand what the market is like, prototype and understand all the lean startup stuff.Martin: And assume you would have checked the market risk which is low and now the question is if youre checking on the execution risk how do you identify whether you potential solution will be like 10x or 100x better than existing solutions?Ajeet: I think some of that comes from what people call it vision. Its like you understand the market and you understand the problem. Now I was saying early in the interview, the way I like to think of the idea is what is the most awesome way of solving the problem? And the most ideal way if I had infinite money and infinite amount of people, everything? What is the most ideal way of solving this problem? And then go from there, then you start to make it viable and fix the execution risk. So I would say in the beginning it has to be driven by your vision and passion and g ut. There is no sort of science to it, big part of building a company is making gut calls.Martin: Ajeet, thank you so much for sharing your knowledge.Ajeet: Thank you, Martin. Thank you so much for having me.Martin: Great! And if you have a company and you dont know whether your business people are really checking all the data and getting the most out of, check out ThoughtSpot. Thanks.

Daddy Longlegs Arachnids, but Not Spiders

People often mistake a daddy longlegs, also called a harvestman, for a spider. Daddy longlegs do have some spider-like qualities since, like spiders, they are classified as  arachnids. Like all arachnids, they do have eight legs and tend to skitter about the way spiders do. We often see them in the same places where we see spiders. In fact, daddy longlegs are more like scorpions than spiders. Arachnids Other critters that are arachnids include scorpions, mites, and ticks, and those arthropods are certainly not spiders. In fact, arachnids are not insects either. Insects are animals with six legs, wings, or antennae. Arachnids have none of the above. Opiliones Compared to Araneae The  daddy longlegs  belongs to the order  Opiliones.  Unlike in spiders, the number of eyes of daddy longlegs, as well as body type, sex organs, and defensive mechanisms, are all different. In opilionids, the head, thorax, and abdomen are fused into one thoracic cavity. Spiders, of the order  Araneae, have a distinct waist between the cephalothorax and the abdomen. Opilionids have just two eyes, compared to the usual eight in spiders. Daddy longlegs also do not produce silk, unlike spiders. They do not spin webs, and they do not use webs to capture prey. If you find a harvestman in a web, it does not live there. It probably would like to be rescued from the spider that is about to eat it. Finally, daddy longlegs are not venomous. They do not have fangs, nor venom glands. Most spiders, with only a few exceptions, produce venom. Special Adaptations Daddy longlegs stink when threatened, thanks to defensive stink glands, which have been observed to repulse predators. Daddy longlegs are usually extremely well camouflaged. During the day, many of them hide in crevasses, and when disturbed, they usually curl up and remain motionless for several minutes by playing dead—which works extraordinarily well. Anyone who has tried to catch a daddy longlegs knows they have a tendency to shed their legs. Grab one by the foot, and it promptly lets go of the entire leg and runs off. They will voluntarily shed legs to get away from predators, but sadly a new appendage does not grow back if it is already full grown. There is some hope if it is in the nymph stage that the leg might grow back. Its legs are not just vital to locomotion, they are also nerve centers. Through its legs, the daddy longlegs may sense vibrations, smells, and tastes. Pull the legs off a harvestman, and you might be limiting its ability to make sense of the world. Mating Behavior and Sex Organs Unlike spiders that use an indirect method of transferring sperm to females, the harvestman does tend to have elaborate mating rituals and a specialized organ capable of depositing sperm directly into the female. In some harvestman species, there are sneaky males also known as beta males, who camouflage themselves as females, get close to a female and plant its seed into unwitting females. Other Daddy Longlegs Some of the confusion over whether the daddy longlegs is a spider comes from the fact that there are two are small creatures with that name, and one actually is a spider. The daddy longlegs spider is the cellar spider. It is pale gray or tan and has banding or chevron markings. Crane flies, which resemble large mosquitoes, are sometimes called daddy longlegs as well.

A Review of Three Articles on Domestic Violence Essay...

One of the most overlooked forms of violence in today’s society is domestic violence. Domestic violence is most likely to occur behind closed doors, which is one of the main reasons why domestic violence is not given that much attention. In most cases domestic violence is the silent, ugly side of dating and people do not like to talk about it. Due to the fact that domestic violence is becoming more common over the years warrants more and more research to help with the ongoing problem. nbsp;nbsp;nbsp;nbsp;nbsp;Why do men in the United States resort to domestic violence? Domestic violence is an intense or furious often-destructive action or force within the household. Domestic violence is measured by any physical or verbal abuse. This†¦show more content†¦The Whites had a history of domestic problems, said officials. Vincent White was just released from prison last year after serving two years for domestic violence, assault, and abduction. According to police and court records, Vincent White has had legal problems dating back to 2009. Vincent White’s father blamed what happened on his son’s drug habit, however he did not go into what type of drugs. nbsp;nbsp;nbsp;nbsp;nbsp;In this article there were a few strengths. I believe finding out the age difference between the couple could have some meaning behind it. They were a mixed couple, which could also be the reason for some domestic troubles. The victim’s husband had some drug issues, however the article did not specify what type or types of drugs the murderer was into. Knowing that Vincent White was doing drugs is a solid strength, but since the article did not go into detail it could also be considered a weakness. nbsp;nbsp;nbsp;nbsp;nbsp;The second article, Violence: The Silent, Ugly Side Of Dating, by Dennis Wilken-TGI Staff Writer. Porch and her staff go out to the high schools to discuss teen dating violence to help the younger generation opens their eyes to domestic violence. Porch is the teen co-coordinator for the Domestic Violence Clearinghouse and Legal Hotline. â€Å"We talk to both male and female students. Violence starts by someone thinking they have the right to control another person,† PorchShow MoreRelatedDomestic Violence As A Public Health Problem Essay1403 Words   |  6 PagesDomestic violence as a public health problem is studied from an epidemiological perspective. Epidemiology is the core of public health, providing insight into the causes, prevalence, and control of disease in populations. Partner abuse is defined, risk factors, prevalence, and consequences are addressed from both the civilian and military perspectives as it relates to the batterer, spouse, and children. 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A Strange Meeting Free Essays

The blistering cold atmosphere shrouded by its crystalline twilight embodied it’s presence over the dark Tamoe Highlands; the field which divided the two kingdoms of Lucil. The gloomy surroundings pierced the night sky, causing people to wonder what sort of menace was at work here; what evil had corrupted the lands of their beloved domain. Gathering people crawled outside of the city walls, on both fronts; the kingdoms of Garthia, and Reynard. We will write a custom essay sample on A Strange Meeting or any similar topic only for you Order Now They stood in amazement, as sparks of light flickered over head, vaporising the darkness that should have been convenient, replacing it with the most beautiful pearl-like spheres; whose exterior was sheltered with tiny diamonds of exquisiteness. The people turned their gaze to a larger sphere, more dominant, as it were. This orb was unlike anything anyone had ever seen; it’s splendour unmatched. The stone cold daze of every single soul; every human, had its eyes fixed on its occurrence, as it twirled in the sparkling sky, gleaming its magnificence for all to see. People began to pace themselves, gradually moving their feet, eyes always focused on their objective; the sphere. They were drawn to its presence, drawn there by some unseen force, or perhaps, they were a victim to greed; all wishing to obtain this obsidian of absolute perfection. Whatever the reason, they all wanted the same thing. Every last person there wanted to touch this orb in the sky, before them. As one of the kingdom members reached out for it, the others became slightly annoyed, agitated by what was happening. Before they knew it, their calm, peaceful, hands became weapons, as they fought each other for this object; this beauty. The greed in every single of them was reflecting the golden aura in each of their eyes, as they killed one another for the sake of this newly born object. One by one, the slaughter went on, humans dying, fighting for the possession of this item. Eventually, one remained; a man by the name of Tarik. He was a great man, a blacksmith, from the kingdom of Reynard. He was a very respectable man; always there when his service was needed, and even when it wasn’t needed, he would be there to give a helping hand to anyone who needed it. Grasping the golden sphere in his hands, he peered into its surface; curious of where this came from — it’s origin. Nothing like this had been seen before, so it was obvious to him that he was holding some sort of relic; an item that was clearly sought after. He held this item close to his chest, making sure his grip was tightly holding it; afraid someone would steal it from him. Years past, times changed, kingdoms crumbled, and legends were created, and people’s theories blinded those who were imprudent enough to alter the truth. Stories were told, people were educated; wondering where this mysterious orb now lay. There were many different stories and films dedicated to exploiting the truth, but they were always altered in on way or another; never fully showing what happened. A young boy strutted up to the building, hands lying lazily in his coat pockets, playing with the loose change he gained upon purchasing some goods for his mother, half-hour past. He tilted his head as he approached the suede doors; seemingly pondering about it’s interior. He let our a silent sigh, as he took the last few steps, before swinging the giant doors open with a keen thrust. â€Å"Anybody home?† he muttered, echoing through the dark halls of the building. There was no response. The boy gazed around, looking for someone he could possibly talk to. He walked towards the reception desk, peering over the counter, to find absolutely no one there. The boy then retreated back a few steps, before searching once more for someone, anyone, who could help him. â€Å"Peter?† ‘Peter’ turned around, his gaze now fixed on the speaker of his name; searching needlessly to match their face to a name. â€Å"Back again, I see. Hm, you’ll have to learn we won’t help you with every single need† alleged the woman, powerfully, with her strong voice. Peter’s head tilted forwards, staring at the ground, as if the words of this woman have shunned his feelings, making him sad in the event that he could not get his own way. Removing his hands from his pockets, he brushed stray hairs from his face, and gently tucked them behind his ear. â€Å"I understand†¦it’s just that, I’ve heard so much about this sphere, I need someone to actually help me find it!† The young boy was keen, his will strong, on finding the legend of his homeland, Lucil. He wanted to experience, and understands, the beauty his people had witnessed over four thousand years before him. He was certain it lay dormant in this particular place, but had no one to help him excavate it. The woman shook her head, and walked forwards towards Peter. She patted him softly, on his cushioned hair, comforting him, before strolling off down one of the larger corridors; her feet creating constant echoes of footsteps in her wake. â€Å"I’ll get it†¦with or without help, I’ll get it† thought Peter, as he thudded the doors open, once more, with his hands; this time, more quickly and powerfully, to match his newly acquired mood. The streets of New Reynard were silent; the day was drawing to an end, as the bright sun sunk behind the surrounding mountains. Clouds were growing darker, as rain began to trickle from their interior; showering the city, making a melody of frequent drumming, as it landed onto the earth. Peter peered up, staring into the clouds, before sitting down, peacefully, in the rain. He loved the rain; loved to be in it because of its glorifying touch, its caring aura of water. He just sat there, embracing the cold, damp, atmosphere, as he pondered existence, just as he always did when he was sat in the rain. The young boy wondered†¦about the sphere, more than anything. What importance does it have to the world? Why is it here? There were a lot of questions that he wanted, but was afraid, to discover. Hours past, and the rain moved on, revealing the midnight sky, and the all of its stars, intertwined its beautiful crescent. Peter stood up, soaked with water, he waltzed off down a road leading to his home; water trickling down his spherical visage. As he unlocked his door, he walked inside, taking his shoes off at the door, and planting them beside his families, before taking off his coat and placing it on a hanger. His family were long asleep, and he feared to wake them, so he simply ran upstairs to bed; pulling his blankets over his head, and dreaming of this sphere-like relic he desired to obtain. Morning arose, and he jumped out of his tiny bed. As he did so, he fluffed his pillow, and placed the blankets back over his bed. Peter spoke to none of his family, still, and walked out of the door, slamming it behind him, as he hastily walked off into the bustle streets of New Reynard. He was engulfed in desire to find this sphere, he was determined, and today, he would find it. After 2 years of research, and revising the theories, and so called â€Å"truth† on this event that took place 4000 years ago, he was determined, and sure, he would find it today; alone, if he had to. Running towards the mountains, Peter swung his arms as he ran as fast as he could. Before coming to the edge of town, he crossed the bridge that separated the settlement from the grasslands of Lucil; but it wasn’t very far to the mountain range, still. As he approached the mountains, there was a rather unexpected sound emerging from the depths of a cave; somewhere that had previously been explored many a time. The roaring noise became more frequent, and thunderous, as he stepped towards it. His necklace that was passed onto him from the generations of fathers seemingly began to fluctuate, as he got nearer, and nearer. Approaching even further still, the tiny bead on his necklace sprouted a neon-glow of blue, as it fired a tiny laser of accuracy into a small gap in the cave wall; causing an explosion of rock as it fell crumbled away, revealing a compartment within the caves. Peter approached it, his heart racing faster than it ever had, clutching at his chain to steady it. Slowly walking towards the inner area of the wall, he glared at a metallic shrine in front of him; he basked at its glory, for it was shunning a powerful aura of energy, sparking at the corners, where energy was leaping from its body. The boy walked towards the memorial; drips of sweat dripping down his face, as he approached it steadily, wondering what this was. He finally stood right next to it, reaching his right arm out slowly, as he tapped the surface with his index finger; wondering if anything would actually happen. There was a glare of blinding light, and Peter stood back, falling to the ground as he did so. His heart began to fluctuate even more, as the shrine hovered into the air, spiralling around in circles, like some sort of magic was in play here. There was a heart, tempered, voice coming from it, as it twirled in the air. â€Å"Hahaha†¦so you think you can take my sphere, do you? Hahaha!† All of a sudden, the top of the memorial blew off, revealing a travesty of golden beams piercing the cave walls, and ceiling. Peter closed his eyes, whilst throwing his hands in front of his face, to shield himself from the blinding light that was in play. He wished that he had never come here, that he had never revealed this sacred shrine that was before him now; scaring him into thinking about nothing but torment. A man jumped out of the casket that was on the shrine, and walked towards Peter slowly; a golden sphere of beauty gently cradled in his arms, as he walked forwards, grinning as he did so. He spoke one more, in a more taunting manner. â€Å"Peter, Peter, Peter†¦how dare you intrude my place of sleep. How dare you think you can steal my sphere! How dare you!† Throwing his arm forwards, the man pierced Peter’s chest with his fist; revealing blood to drip from his lifeless body, as he fell backwards, lying completely on the floor; red liquid spurting from his mouth, as he choked in his own blood. The man grinned, before turning around, and heading back into the casket one more, to lay dormant again, with his precious sphere of beauty; protecting it from anyone who thinks they can take it from him. The mountains were once again silent†¦nothing could be heard, nothing was to be seen. The dark skies covered the twilight horizon, as day became a fragment of bliss. †¦that is the tale, of the striking orb. The tale that has been since passed on from man to man; but, who could have passed on, when there was no one there but the boy? Theories have emerged, legends have been written, but no one knows for sure how the story came about. How to cite A Strange Meeting, Papers

Global Business Management for International Journal-myassignmenthelp

Question: Discuss about theGlobal Business Management for International Journal. Answer: Introduction: ABB PBS entered in the market as a joint venture from 1993 of 15th April. ABB as a joint venture has 67% of stake and PBS is having 33%. At the very first two years of their journey as a joint venture ABB PBS has made a good start by providing effective services. The primary product lines with which ABB PBS is surrounded include power plants, boilers, turbines and other external services. However, while maintaining the entire business process systematically ABB PBS has faced some of the major challenges for maintaining business sustainability. This specific study focuses to make an in-depth overview on how ABB PBS had to face difficulties for controlling the entire management process as well as their entire value chain system after the joint venture. Value Chain Analysis of ABB PBS Value chain is the systematic process of evaluating the primary activities that ABB PBS should consider in order to reach the competitive advantages (Myerson, 2012). As per the case scenario, it has been observed that ABB PBS has faced numerous management issues while running the entire process of business. This specific part has provided detailed overview about the primary as well as support activities of ABB PBS while maintaining value chain system. Primary activities Inbound logistics Inbound logistics is the systematic procedure of receiving, storing and distributing the inputs internally. The products lines that this particular organization tends to store and receive include power plants, different boilers such as coal, gas and fluidized beds and so on. In addition, the organization tends to restore thermal power plants, flue glass cleaning ash and so on. The department of quality assurance of ABB PBS controls the entire inbound system. One of the most significant strength that ABB PBS is having within the logistic control system includes the presence of quality assurance department before dispatching a particular product to the proper destination (Prajogo Olhager, 2012). On the other hand, case scenario depicts that ABB PBS has not recruited sufficient number of employees within information system so that the entire process of strong and distributing can be handled systematically. Operations Operation is the entire transformation activities that a particular business organization has to follow from manufacturing the products to its ultimate delivery. Supple management department, quality assurance and information system are primarily involved for keeping a constant control over entire operation process of ABB PBS. At the same time, it has been observed that ABB PBS has faced two major management issues on two primary areas including human capital transformation and maintaining relationship with other ABB companies. Due to the lack of sufficient internal resources the parent organization failed to supply sufficient resource to the sister companies (Govindan, Soleimani Kannan, 2015). As a result, the entire process of business felt innumerable difficulties in maintaining business sustainability. Outbound logistics The primary responsibility of supply chain management is to deliver the product to proper destination. The implementation of technological development within the business process of ABB PBS has not been conducted properly. As a result, the customers had to wait for a long time in order to receive the products and service within stipulated time. This particular factors leave as a major negative impact in maintaining the organizational image and reputation. At the same time, it is undeniable that in 1995 ABB PBS has achieved 50% increase for labor productivity (Gereffi Fernandez-Stark, 2016). However, with the current trend of business ABB PBS should render technological advancement for receiving the entire product within the given deadline. Marketing and sales Providing quality of products and services is not the only primary mission of a particular company. In order to introduce the brand in different multinational countries a particular business organization with the help of marketing and sales department should make effective promotional activities (Soosay, Fearne Dent, 2012). As a result the international customers would show their interest in getting an in-depth overview about the products. In this specific case scenario it has been observed that ABB PBS has not taken effective initiatives in promoting their products and service by utilizing the popularity of media. Therefore, ABB PBS has to face difficulties in gaining international image and reputation. Service Along with maintaining the quality of products the business organizations have to provide superior quality of service process as well for maintaining organizational image and reputation (Rai et al., 2012). This specific study has focused to make an in-depth overview on how ABB PBS failed to deliver the products to the destination of customers due to management issues as well as issues associated with entire information system. Support activities Procurement Procurement is the initiative that a business organization takes to get and maintain its organizational resources. In order to maintain the internal resources ABB PBS has focused to create a specific hierarchy within the organization in the entire logistic department. Technology development As already stated ABB PBS needs to render an effective technological development for making the entire operation process faster (Gligor Holcomb, 2012). In addition, Richard Kuba should take an initiative of appointing efficient trainers for developing the technological skill of employees as well for maintaining the entire value chain process systematically. Human resource management The primary role of human resource managers of ABB PBS in maintaining a joint venture is to give equal priority and response to every individual employee for appointing within the business process (Shabani, Akhtari Sowlati, 2013). In addition, the human resource managers intends to measure the entire performance level of the employees as well. Firm Infrastructure As per the infrastructure of ABB PBS has joint stake in forming the entire process of business. PBS has afforded around 4000 employees within the chain in order to provide effective services (Gereffi Sturgeon, 2013). The entire organization is constituted with several departments including quality assurance, human resources, finance and accounting, information system, sales and marketing supply chain management and so on. After evaluating the entire case scenario it has been identified that ABB PBS should increase workforce strength within quality assurance and information system department for maintaining business rhythmic flow. Recommendation: After evaluating the entire value chain procedure maintained by ABB PBS some of the most effective recommendations can be provided in this specific study. The recommendations are as follows: Rendering improvement in information system is one of the most significant initiatives that ABB PBS should follow for improving their entire logistic procedure. On the other hand, the organization can provide an effective training to the business experts as well in order to develop their technological skill. Automatically the entire services will be delivered within time ABB PBS can form a refurbishment department within the quality assurance system. The primary responsibility of this particular department would be making an in-depth analysis about the products returned or complained by the customers. The organization after receiving the customers complaints should take an initiative of repairing the entire product within time so that the customers do not show their level of dissatisfaction after receiving a defective product. Therefore, customers feedback and complaints should be taken positively so that they do not show any kind of dissatisfaction. Conclusion: This specific study has provided a deep insight on how ABB PBS has to face innumerable difficulties in maintaining the entire process of joint venture in the global market due to the lack of insufficient internal resources and management issue. After evaluating the entire case study, the report has focused to make the value chain process that ABB PBS tends to follow for running their business. Different flaws within the value chain process have also been highlighted in the very specific study. Reference List: Christopher, M. (2016).Logistics supply chain management. Pearson UK. Gereffi, G., Fernandez-Stark, K. (2016). Global value chain analysis: a primer. Gereffi, G., Sturgeon, T. (2013). Global value chain-oriented industrial policy: the role of emerging economies.Global value chains in a changing world. Gligor, D. M., Holcomb, M. C. (2012). Understanding the role of logistics capabilities in achieving supply chain agility: a systematic literature review.Supply Chain Management: An International Journal,17(4), 438-453. Govindan, K., Soleimani, H., Kannan, D. (2015). Reverse logistics and closed-loop supply chain: A comprehensive review to explore the future.European Journal of Operational Research,240(3), 603-626. Myerson, P. (2012).Lean supply chain and logistics management. New York: McGraw-Hill. Prajogo, D., Olhager, J. (2012). Supply chain integration and performance: The effects of long-term relationships, information technology and sharing, and logistics integration.International Journal of Production Economics,135(1), 514-522. Rai, A., Pavlou, P. A., Im, G., Du, S. (2012). Interfirm IT capability profiles and communications for cocreating relational value: evidence from the logistics industry.MIS quarterly,36(1), 233-262. Shabani, N., Akhtari, S., Sowlati, T. (2013). Value chain optimization of forest biomass for bioenergy production: a review.Renewable and Sustainable Energy Reviews,23, 299-311. Soosay, C., Fearne, A., Dent, B. (2012). Sustainable value chain analysisa case study of Oxford Landing from vine to dine.Supply Chain Management: An International Journal,17(1), 68-77.