Acclimate vs. Acclimatise

Adjust versus Adjust Adjust versus Adjust Adjust versus Adapt By Maeve Maddox In my profession, I’m used to remarks that censure American speakers for use that British speakers discover irritating. For instance: How is it workable for Americans to make adjust from adapt? The impact on me is far more awful than hearing math or off of. I share the commenter’s emotions with respect to the excess and terrible â€Å"off of,† as in â€Å"He tumbled off of the wagon† however neglect to comprehend why math should trouble him. On account of maths versus math, both are clippings of the â€Å"real† word arithmetic. Not at all like the silly â€Å"open-mic,† which is probably expected to be articulated â€Å"open-mike,† both math and maths fit in with English spelling shows. Concerning adapt, the structure isn't an American creation. The most punctual reference of adapt in the Oxford English Dictionary-from a British printed source-is dated 1792. The soonest OED reference for adjust (not adapt) is dated 1802. Despite the fact that adjust is presently marked â€Å"chiefly US usage,† the two structures have a long history in British English. The Ngram Viewer set to â€Å"American English† shows that adjust and adapt were in about equivalent use until the 1970s, when adjust started its ascent. Set to â€Å"British English,† the Ngram Viewer shows the two structures in equivalent use until the time of the American Civil War (1860s), when adjust gains domination in British printed books. Set to â€Å"English,† the Viewer shows adapt as the predominant structure until the 1950s, when it starts to decrease. The structure adjust overwhelms adapt and outperforms it in recurrence during the 1980s. Of the spellings adapt and adjust, the previous is increasingly visit, regardless of which Ngram setting-â€Å"English,† â€Å"British English† or â€Å"American English†-is utilized. The OED passage for the word isn't dealt with like dissect, for instance, with British investigate set first and American examine second. The main word in red for the passage in the OED is adjust. Oxford Dictionaries online recognizes the s spelling with the note, â€Å"also acclimatise.† The Cambridge online word reference headword is adapt, with a note in brackets: (UK usually acclimatise). A Google search raises the accompanying outcomes: â€Å"acclimate† 857,000 â€Å"acclimatize† 500,000 â€Å"acclimatise† 424,000 I am not pushing the utilization of adapt over adjust. In spite of the fact that I am an American speaker, I rather feel that adjust is the structure I would use to discuss a person or thing getting acclimated with new conditions. My expectation is essentially to bring up this alleged â€Å"Americanism† isn’t one. Need to improve your English in a short time a day? Get a membership and begin accepting our composing tips and activities day by day! Continue learning! Peruse the Misused Words class, check our mainstream posts, or pick a related post below:How to Format a US Business LetterWriting the CenturyOne L or Two?

Philosophy of Science (follow on piece) Coursework

Theory of Science (follow on piece) - Coursework Example e European crystal gazers give more consideration to planets and their alleged effect on the individuals, while their partners in Ancient Egypt were increasingly worried about groups of stars and ascribed the comparative capacities to them. In the event that a crystal gazer rehearses this science in such a manner and comes to such surprising outcomes, at that point most likely the last ought to be taken into close thought and painstakingly analyzed. Notwithstanding, even such wonderful certainty won't have the option to demonstrate that crystal gazing all in all is a genuine science and numerous individuals who practice it before couldn't have cared less to perform such analyses and were not exacting about their logical examination. With respect to a move in worldview of crystal gazing, the facts demonstrate that occasionally sciences find essential realities needn't bother with progressively evidence. In any case, in the event of crystal gazing, one may recommend that there has not been not really any confirmation of its proposes. That is the reason if a cautious examination is done, the supposed impact of the planets may should be

Nitro

Nitro INTRODUCTIONMartin: Hi, today we are in San Francisco with Nitro and Sam. Sam, who are you and what do you do?Sam: Sam Chandler, Im the founder and CEO here at Nitro.Martin: What did you do before you started this company?Sam: Before this company other companies. Ive been doing this a long time now, it feels like, 16+ years. Started my first company when I was 16 and still in high school in Tasmania, Australia, which is a long way from San Francisco, but, anyway. My second company I started in Melbourne in Australia a few years after that, when I moved from Tasmania to mainland Australia to go to University. And then we founded Nitro in 2005. My first company was a web services company, my second company was an email marketing startup, and here we are with a document productivity company.Martin: And what is the link between those three startups? Because most startup founders I talk to are having some kind of theme, some people like communities, some people like maybe SaaS. What is t he link between your three startups?Sam: I think people would be the first one. So, I brought across from my second startup to Nitro my technical co-founder and one thing thats kind of being a constant across that company and this company is that we try and build a team that wants to work together for the long run. So, people would be the constant theme, if not the specific technology. From a technology or product point of view, the same thing about Nitro applies to our previous company, which is were trying to make it easier for businesses to do business. So, the email marketing company was all about giving much rich and more powerful email marketing tools to marketing teams, and with Nitro were trying to make it easier for businesses to work with documents.BUSINESS MODELMartin: How did you identify the problem that Nitro is trying to solve?Sam: We observed, the founding team observed in 2004 that most businesses were working with documents very inefficiently. And they werent using digital documents to their fullest potential or they werent using digital documents at all. So, big part of our mission has been helping businesses transition from paper to digital and then to transition to more and more powerful ways of working with digital, or working with electronic documents. So, when we founded Nitro in 2005, we actually started by releasing what was at the time the first alternative to Adobe Acrobat on the desktop. Today we are the leading alternative to Adobe Acrobat, nine years later. And thats a big step out from working in very inefficient paperwork flows, for example. When it comes to kind of a next generation, or the next chapter for Nitro, its actually about smart documents in the browser or on mobile. So, were taking that original idea of trying to make businesses more productive with the things that they typically do with documents every day, and were just bringing the solution forward into a new era, one in which we work, increasingly on mobile devi ces and in a web browser.Martin: And can you briefly describe the process for big corporation or maybe SME, and how your product fits in into this?Sam: We have two key products. We have Nitro Pro, which is the Adobe Acrobat alternative and we have nearly 500.000 businesses worldwide running on Nitro, more than half the Fortune 500. And Nitro Pro is sold every single month into nearly 200 countries worldwide. So, Nitro Pro is a very established, mature product with significant adoption across the world in businesses of all sizes. Youll typically find Nitro Pro deployed as part of the standard operating equipment inside of a team of department or across the organization. So, we find most often that Nitro Pro is bundled with Microsoft Office, so if youre looking at what your classic knowledge worker toolkit on the desktop includes, it usually includes Microsoft Office and it should include Nitro Pro. Our second product is Nitro Cloud, which is all about document sharing and collaborati on in the browser and on mobile. When you look at how Nitro Cloud is deployed, we are starting mainly with a SMB, or mid market focused with Nitro Cloud, so most of our customers have 10s or 100s of users, and theyre using Nitro Clouds for some of the things that they used to use PDF for. Instead of using Nitro Pro to stamp a signature, for example, to a PDF document, theyre actually using Nitro Cloud to initiate and capture any signing workflow. But we do more than that, we do collaboration things as well. So, when you look at the kind of the double deployment inside of lot of our customers, theyre using Nitro Pro on the desktop for all their first generation document sharing and collaboration needs, and then Nitro Cloud for their second generation document sharing and collaboration needs.Martin: And how do you acquire those customers? Are you only acquiring them directly or do you use some kind of distribution of partnerships? I could imagine as you said, if youve got most of the time bundling them with Microsoft products, entering into distribution partnership with Microsoft or somebody who is selling a lot of Microsoft products?Sam: We do actually do have such a partnership. We signed a deal with Lenovo a couple of years ago, and today we are pre-loaded on Lenovo machines worldwide. So, the vast majority of Lenovo machines in most of the major countries that Lenovo operates in, we are preloaded, Nitro Pro is preloaded as the default PDF solution.Martin: And Nitro Pro is for free or is it divided into free and paid version?Sam: Both. So, we have, in the case of Lenovo partnership, all Lenovo customers get a fully functional 30 day trial at Nitro Pro, after which time it goes to free mode. So, the free mode actually has a bunch of features, its still very useful. You can still create PDFs, you can still do basic annotations, you can still stamp a signature, many of the things that we would want to offer for free. But, once that trial period has expired, if y ou need features beyond what we offer for free, than you would simply upgrade and convert to a paid user.Martin: A lot of startups, from my perspective, should start partnering with distributional partners. What would be your advice for them to just find the right partners and then convince them that they should partner with you?Sam: Even though partnerships can be great, they can be hard. I think in the early days what most startups struggle with is the credibility that is required to land very big and important partnerships. If youre a startup thats six months old and, you, guys are in a room, the chances of you closing a multimillion dollar deal with a very big, Fortune 500 company or something like that, are very slim. If we had tried to close the deal with Lenovo many years ago we wouldnt have had a chance. I think partnerships work when youve got enough scale and credibility, enough of a reputation and brand and the market, that you can offer something very interesting to a bi g partner. And those kinds of big partnerships can be quite transformational. But at the same time, you want to be careful with partnerships. Its very tempting for some small companies to go out there and lend big partnerships, but you can imagine a situation where a small company lends a very big partnership and all of a sudden, that partnership becomes most of its revenue, and so the company is at risk of not having a business anymore if it loses just one partnership. So, weve been quite careful over the years. We never wanted to have really significant partnerships until we felt we were at scale, where we could take them on board and they would only represent a small percentage of our revenue. I think the strategy, when I think about the distribution that I would recommend to most software startups its the strategy that we pursue for the last, certainly since 2008, which is freemium. I think freemium is a wonderful model, I think its applicable in all different kinds of software businesses. There are some where it doesnt work, if youre selling very high value, enterprise great solutions with very long sales cycles, and very big dollar value deals, freemium perhaps isnt the way to go. But, for everything else, for small business to the mid market, even someone in the enterprise space, freemium actually works really, really well.CORPORATE STRATEGYMartin: Sam, lets talk about corporate strategy. What has been you market entry strategy? When you launched the product, did you just offered everything for free or did you use some kind of online marketing or did you use some other platforms, or how did you get the first 50.000 downloads of your Nitro PDF?Sam: We actually started, for the first two years, we werent freemium. And we tried more conventional methods of advertising. We tried all the stuff that, if youve done it before, you realized that it doesnt work like traditional advertising, buying advertising, buying print, buying banners. We had some success ear ly on with SEO, search engine optimization, so we were getting quite a bit of organic traffic just because we were the first alternative to Adobe Acrobat. So, when people searched for Adobe Acrobat alternative, they found us. We were quite strong from an organic point of view, SEO point of view, we did SEM, of course, early on. And that actually, experience with SEO really informed of few, about the value in freemium, we realized that if we can get quite a lot traffic, and therefore prospects through having the right kind of content, imagine how much more popular we could be if we gave certain features and functionality away for free. And that was a real light bulb moment for us, and we generated significantly more traffic under a freemium model than we were able to generate with content.Martin: You started with this kind of freemium model. How easy was it to convert those free members to paying members?Sam: You get better at that over time. I think good freemium businesses are the result of, and I say this quite a bit to our team, a thousand optimizations. Very few freemium businesses hit the market and then have conversion rates that really amaze people. You start somewhere, and then you tweak, and you tweak, and you tweak, and you tweak and eventually it looks ok. We started of being essentially exclusively an online company, where we actually got to millions of dollars in revenue, between 5 and 10 million dollars in revenue before we ever had sales people. So, we were selling entirely online, we were an e-commerce platform, and it was a very successful and actually extremely high margin way to sell, of course. It doesnt really require any human interaction. But, there was a limit at how big you can get, I think, with that model, in certain markets, not everywhere. Some markets can go quite big with zero touch. But we, a few years in, made the decision that we would also create an inside sales team. So, we worked very hard at optimizing the funnel, for our online customers and prospects, and when it comes to those who want a deployment of Nitro Pro or Nitro Cloud that is team sized or department sized, or wall to wall, in a company, those customers come inside sales team. So we have inside sales team here in San Francisco, we have one in Dublin, servicing European market, we have one in Australia, as well, serving Australia and New Zealand.Martin: I would assume that you would serve or sell to SMEs online and to big corporation via inside sales. Is this assumption correct or not?Sam: It is, absolutely. We sell very efficiently to SMEs, worldwide, both online and through our sales team. Clearly, for our bigger accounts thats more of a consultative sales process, when the deal size is, would typically be often 10 or 20 times the size of the average SME sale.Martin: You have a lot off international offices for your company and you are sitting here in San Francisco. How do you manage those teams over there? From a whole company perspectiv e.Sam: Its actually really tough. San Francisco on the Bay Area is a very competitive place and the talent market is here, I would say, the most competitive anywhere on Earth, certainly right now. That might even flow but right now and for the perceivable future, this is a really tough place to build and sustain teams. Its obviously a very expensive place to do that. But theres a reason for that, its the innovation capital of the world and all those good things. When you scale, you probably want to have additional locations to scale into and weve been lucky in that we were Australian company initially, so we always had kind of a global view of the world. We had engineering in Central Europe from day 1; we have an operation in Russia, as well. Weve got this distributed team and that gives us some flexibility now as were getting bigger and bigger, were 160 people today and well probably grow to over 250 in the next 12 months. And so, when we look at how we scale, we look at scaling in all these locations because it makes sense. Some are higher cost, some are lower cost, some bring certain skill set, some bring other skill set, and so you want to kind of take a very global view, I think, if youre building a global company, and thats really important. But managing global teams is hard. You have to spend the time and the money, because it isnt free, to make it work. You want to have people rotating between the offices as often as it makes sense. You want to spend money on very fancy video conference systems that you see here, with multiple cameras and surround sound audio, and big presentation screens and all those things, and you want to install expensive video conferencing solution, so you can make everyone feel a bit closer together. I would say that we have not, weve not always been good or successful at that, and, so that the office were sitting in is a new expression, we recently took the rest of this floor and this is only a couple of weeks old. We made a po int with our new all-hands area, of having very expensive, wonderful video conferencing solutions in place, throughout this new space, because we want to bring those other offices closer.MARKET DEVELOPMENTMartin: Lets talk about market development. You talked about this smart document movement. Can you a little bit elaborate the shifting from the old status to the new status and where your company would fit in all this ecosystem?Sam: Sure. Its a really topical thing for us. We spend a lot of time thinking about and with Nitro Cloud just starting to take off now, we only released it last year, in beta, and were kind of about to launch the product formally. And were super excited about that. Our basic view of the world, the easiest way to describe, is that, for the last 20 or 30 years, weve been sharing documents the same way. Particularly when it comes to what we would call heavy weight sharing. Heavy weight sharing is when youre sharing outside the four walls of your organization, t ypically, maybe internally as well. But this is sharing thats workflow driven, sharing where there are security concerns or permission concerns around what the recipients can do with that content. These are sharing scenarios where you might want to get something signed. These are sharing scenarios where you might want to have an order trail. In these scenarios, whats really interesting is that there are few companies that are sharing in what we would call the smart way, which is on smart platforms like Nitro Cloud; and there are lots of companies who are not. And what that means is that their business workflows and processes are far more inefficient than those companies that are doing it the more modern way. And so, when we look at the world, we talk about kind of the last 20 or 30 years being first generation document sharing, which is PDF, what weve done, which is great, but we actually think theres a better way to sit alongside PDF and we call that smart documents. Our first chap ter on the first generation of document sharing really was PDFs attached to emails. Youre sharing a sales proposal with a customer, you share via email. You get some feedback back, you might send that for signature, they print it out and sign it and then they scan it and then they email it back and none of this is stored in one central place, they dont have version control, its a bit of a nightmare. So, we were trying to solve that problem with Nitro Pro in one era, and now were trying to solve that with the combination of Nitro Pro and Nitro Cloud in this new era. Our view is that were still sharing documents like its 1999. If you think about it, most of us is still attaching PDFs to emails, most of the time when we do this heavy weight sharing. We want to change that and we thing that sharing documents on a smart platform like Nitro Cloud makes a lot of sense. That would include sending a document, having document analytics around when you share something, so how its viewed, what is done to the document after its been shared, the ability to turn features on and off, to lock it down, to secure content, to open back up again, all this kinds of things are possible on a smart documents platform. We think that the world is increasingly going this way, and its motivated by or driven by a number of things. Like the first, kind of obvious thing it that were now doing more and more productivity on our mobile devices and in our web browsers. So, being able to work with documents in those environments is really key. Its also really difficult to do. To make some of these formats that have huge legacies, like PDF, work in these new environments. So, we solve for that. And another reasons that its a really big deal increasingly, I think, is that people want to have access to the documents that they work on and the solutions that they might need to integrate with wherever they are. Its become more than an ecosystem world, where you cant really have just unconnected applica tions that exist in a vacuum, you have to have applications and solutions that all your employees use, that are connected to all the other systems that they use, whether its Salesforce, or Google docs, or whatever.Martin: When you started, how did you analyze the market before deciding that you want to enter it? And, if you analyzed it, how did you estimate the market size and whether it makes sense for you to enter this market?Sam: Ive got kind of two views on market sizing. I believe its either worthwhile, or I believe its a complete waste of time. In market, when youre going after unknown opportunity, it makes sense. So, when we looked at the Nitro Pro market opportunity, we looked at the size of the Acrobat market and back then, in 2004-2005 it was in the 600 million dollar a year range.Martin: Worldwide?Sam: Worldwide, correct. And we said look, thats a big market, we think we can get a chunk of it, and we were able to size it quite realistically. When it comes to our Nitro Clo ud opportunity, we believe its in the 10s of billions of dollars, and how you size it, even putting together a number of different existing markets, so forecast markets, is one way to kind of sum it up. We consider to take office productivity and then we can sort of do online collaboration, we can do enterprise content management, we can do e-signing, and kind of put them all together and come up with some total number. But, even that doesnt really do the total market opportunity justice, because what you do when you create new solutions that have no precedence, is you create new markets that are not yet being sized. So, I think if you compare our Nitro Pro and Nitro Cloud businesses, one has quite a defined, kind of billion dollar a year market opportunity today, thats about the size of the desktop PDF editing market and collaboration document sharing market today, about a billion a year, and if you look at Nitro Cloud opportunity, its actually in the 10s of billions, as a rough es timate.ADVICE TO ENTREPRENEURS In San Francisco (CA), we meet the founder and CEO of Nitro, Sam Chandler. He shares his story how he came up with the idea and founded his company, how the current business model works, as well as Sam provides some advice for young entrepreneurs.The transcript of the interview is provided below.INTRODUCTIONMartin: Hi, today we are in San Francisco with Nitro and Sam. Sam, who are you and what do you do?Sam: Sam Chandler, Im the founder and CEO here at Nitro.Martin: What did you do before you started this company?Sam: Before this company other companies. Ive been doing this a long time now, it feels like, 16+ years. Started my first company when I was 16 and still in high school in Tasmania, Australia, which is a long way from San Francisco, but, anyway. My second company I started in Melbourne in Australia a few years after that, when I moved from Tasmania to mainland Australia to go to University. And then we founded Nitro in 2005. My first company was a web services company, my s econd company was an email marketing startup, and here we are with a document productivity company.Martin: And what is the link between those three startups? Because most startup founders I talk to are having some kind of theme, some people like communities, some people like maybe SaaS. What is the link between your three startups?Sam: I think people would be the first one. So, I brought across from my second startup to Nitro my technical co-founder and one thing thats kind of being a constant across that company and this company is that we try and build a team that wants to work together for the long run. So, people would be the constant theme, if not the specific technology. From a technology or product point of view, the same thing about Nitro applies to our previous company, which is were trying to make it easier for businesses to do business. So, the email marketing company was all about giving much rich and more powerful email marketing tools to marketing teams, and with Nitro were trying to make it easier for businesses to work with documents.BUSINESS MODELMartin: How did you identify the problem that Nitro is trying to solve?Sam: We observed, the founding team observed in 2004 that most businesses were working with documents very inefficiently. And they werent using digital documents to their fullest potential or they werent using digital documents at all. So, big part of our mission has been helping businesses transition from paper to digital and then to transition to more and more powerful ways of working with digital, or working with electronic documents. So, when we founded Nitro in 2005, we actually started by releasing what was at the time the first alternative to Adobe Acrobat on the desktop. Today we are the leading alternative to Adobe Acrobat, nine years later. And thats a big step out from working in very inefficient paperwork flows, for example. When it comes to kind of a next generation, or the next chapter for Nitro, its actually about sm art documents in the browser or on mobile. So, were taking that original idea of trying to make businesses more productive with the things that they typically do with documents every day, and were just bringing the solution forward into a new era, one in which we work, increasingly on mobile devices and in a web browser.Martin: And can you briefly describe the process for big corporation or maybe SME, and how your product fits in into this?Sam: We have two key products. We have Nitro Pro, which is the Adobe Acrobat alternative and we have nearly 500.000 businesses worldwide running on Nitro, more than half the Fortune 500. And Nitro Pro is sold every single month into nearly 200 countries worldwide. So, Nitro Pro is a very established, mature product with significant adoption across the world in businesses of all sizes. Youll typically find Nitro Pro deployed as part of the standard operating equipment inside of a team of department or across the organization. So, we find most often that Nitro Pro is bundled with Microsoft Office, so if youre looking at what your classic knowledge worker toolkit on the desktop includes, it usually includes Microsoft Office and it should include Nitro Pro. Our second product is Nitro Cloud, which is all about document sharing and collaboration in the browser and on mobile. When you look at how Nitro Cloud is deployed, we are starting mainly with a SMB, or mid market focused with Nitro Cloud, so most of our customers have 10s or 100s of users, and theyre using Nitro Clouds for some of the things that they used to use PDF for. Instead of using Nitro Pro to stamp a signature, for example, to a PDF document, theyre actually using Nitro Cloud to initiate and capture any signing workflow. But we do more than that, we do collaboration things as well. So, when you look at the kind of the double deployment inside of lot of our customers, theyre using Nitro Pro on the desktop for all their first generation document sharing and collaborat ion needs, and then Nitro Cloud for their second generation document sharing and collaboration needs.Martin: And how do you acquire those customers? Are you only acquiring them directly or do you use some kind of distribution of partnerships? I could imagine as you said, if youve got most of the time bundling them with Microsoft products, entering into distribution partnership with Microsoft or somebody who is selling a lot of Microsoft products?Sam: We do actually do have such a partnership. We signed a deal with Lenovo a couple of years ago, and today we are pre-loaded on Lenovo machines worldwide. So, the vast majority of Lenovo machines in most of the major countries that Lenovo operates in, we are preloaded, Nitro Pro is preloaded as the default PDF solution.Martin: And Nitro Pro is for free or is it divided into free and paid version?Sam: Both. So, we have, in the case of Lenovo partnership, all Lenovo customers get a fully functional 30 day trial at Nitro Pro, after which tim e it goes to free mode. So, the free mode actually has a bunch of features, its still very useful. You can still create PDFs, you can still do basic annotations, you can still stamp a signature, many of the things that we would want to offer for free. But, once that trial period has expired, if you need features beyond what we offer for free, than you would simply upgrade and convert to a paid user.Martin: A lot of startups, from my perspective, should start partnering with distributional partners. What would be your advice for them to just find the right partners and then convince them that they should partner with you?Sam: Even though partnerships can be great, they can be hard. I think in the early days what most startups struggle with is the credibility that is required to land very big and important partnerships. If youre a startup thats six months old and, you, guys are in a room, the chances of you closing a multimillion dollar deal with a very big, Fortune 500 company or som ething like that, are very slim. If we had tried to close the deal with Lenovo many years ago we wouldnt have had a chance. I think partnerships work when youve got enough scale and credibility, enough of a reputation and brand and the market, that you can offer something very interesting to a big partner. And those kinds of big partnerships can be quite transformational. But at the same time, you want to be careful with partnerships. Its very tempting for some small companies to go out there and lend big partnerships, but you can imagine a situation where a small company lends a very big partnership and all of a sudden, that partnership becomes most of its revenue, and so the company is at risk of not having a business anymore if it loses just one partnership. So, weve been quite careful over the years. We never wanted to have really significant partnerships until we felt we were at scale, where we could take them on board and they would only represent a small percentage of our rev enue. I think the strategy, when I think about the distribution that I would recommend to most software startups its the strategy that we pursue for the last, certainly since 2008, which is freemium. I think freemium is a wonderful model, I think its applicable in all different kinds of software businesses. There are some where it doesnt work, if youre selling very high value, enterprise great solutions with very long sales cycles, and very big dollar value deals, freemium perhaps isnt the way to go. But, for everything else, for small business to the mid market, even someone in the enterprise space, freemium actually works really, really well.CORPORATE STRATEGYMartin: Sam, lets talk about corporate strategy. What has been you market entry strategy? When you launched the product, did you just offered everything for free or did you use some kind of online marketing or did you use some other platforms, or how did you get the first 50.000 downloads of your Nitro PDF?Sam: We actually st arted, for the first two years, we werent freemium. And we tried more conventional methods of advertising. We tried all the stuff that, if youve done it before, you realized that it doesnt work like traditional advertising, buying advertising, buying print, buying banners. We had some success early on with SEO, search engine optimization, so we were getting quite a bit of organic traffic just because we were the first alternative to Adobe Acrobat. So, when people searched for Adobe Acrobat alternative, they found us. We were quite strong from an organic point of view, SEO point of view, we did SEM, of course, early on. And that actually, experience with SEO really informed of few, about the value in freemium, we realized that if we can get quite a lot traffic, and therefore prospects through having the right kind of content, imagine how much more popular we could be if we gave certain features and functionality away for free. And that was a real light bulb moment for us, and we gene rated significantly more traffic under a freemium model than we were able to generate with content.Martin: You started with this kind of freemium model. How easy was it to convert those free members to paying members?Sam: You get better at that over time. I think good freemium businesses are the result of, and I say this quite a bit to our team, a thousand optimizations. Very few freemium businesses hit the market and then have conversion rates that really amaze people. You start somewhere, and then you tweak, and you tweak, and you tweak, and you tweak and eventually it looks ok. We started of being essentially exclusively an online company, where we actually got to millions of dollars in revenue, between 5 and 10 million dollars in revenue before we ever had sales people. So, we were selling entirely online, we were an e-commerce platform, and it was a very successful and actually extremely high margin way to sell, of course. It doesnt really require any human interaction. But, th ere was a limit at how big you can get, I think, with that model, in certain markets, not everywhere. Some markets can go quite big with zero touch. But we, a few years in, made the decision that we would also create an inside sales team. So, we worked very hard at optimizing the funnel, for our online customers and prospects, and when it comes to those who want a deployment of Nitro Pro or Nitro Cloud that is team sized or department sized, or wall to wall, in a company, those customers come inside sales team. So we have inside sales team here in San Francisco, we have one in Dublin, servicing European market, we have one in Australia, as well, serving Australia and New Zealand.Martin: I would assume that you would serve or sell to SMEs online and to big corporation via inside sales. Is this assumption correct or not?Sam: It is, absolutely. We sell very efficiently to SMEs, worldwide, both online and through our sales team. Clearly, for our bigger accounts thats more of a consultat ive sales process, when the deal size is, would typically be often 10 or 20 times the size of the average SME sale.Martin: You have a lot off international offices for your company and you are sitting here in San Francisco. How do you manage those teams over there? From a whole company perspective.Sam: Its actually really tough. San Francisco on the Bay Area is a very competitive place and the talent market is here, I would say, the most competitive anywhere on Earth, certainly right now. That might even flow but right now and for the perceivable future, this is a really tough place to build and sustain teams. Its obviously a very expensive place to do that. But theres a reason for that, its the innovation capital of the world and all those good things. When you scale, you probably want to have additional locations to scale into and weve been lucky in that we were Australian company initially, so we always had kind of a global view of the world. We had engineering in Central Europe from day 1; we have an operation in Russia, as well. Weve got this distributed team and that gives us some flexibility now as were getting bigger and bigger, were 160 people today and well probably grow to over 250 in the next 12 months. And so, when we look at how we scale, we look at scaling in all these locations because it makes sense. Some are higher cost, some are lower cost, some bring certain skill set, some bring other skill set, and so you want to kind of take a very global view, I think, if youre building a global company, and thats really important. But managing global teams is hard. You have to spend the time and the money, because it isnt free, to make it work. You want to have people rotating between the offices as often as it makes sense. You want to spend money on very fancy video conference systems that you see here, with multiple cameras and surround sound audio, and big presentation screens and all those things, and you want to install expensive video conferencin g solution, so you can make everyone feel a bit closer together. I would say that we have not, weve not always been good or successful at that, and, so that the office were sitting in is a new expression, we recently took the rest of this floor and this is only a couple of weeks old. We made a point with our new all-hands area, of having very expensive, wonderful video conferencing solutions in place, throughout this new space, because we want to bring those other offices closer.MARKET DEVELOPMENTMartin: Lets talk about market development. You talked about this smart document movement. Can you a little bit elaborate the shifting from the old status to the new status and where your company would fit in all this ecosystem?Sam: Sure. Its a really topical thing for us. We spend a lot of time thinking about and with Nitro Cloud just starting to take off now, we only released it last year, in beta, and were kind of about to launch the product formally. And were super excited about that. O ur basic view of the world, the easiest way to describe, is that, for the last 20 or 30 years, weve been sharing documents the same way. Particularly when it comes to what we would call heavy weight sharing. Heavy weight sharing is when youre sharing outside the four walls of your organization, typically, maybe internally as well. But this is sharing thats workflow driven, sharing where there are security concerns or permission concerns around what the recipients can do with that content. These are sharing scenarios where you might want to get something signed. These are sharing scenarios where you might want to have an order trail. In these scenarios, whats really interesting is that there are few companies that are sharing in what we would call the smart way, which is on smart platforms like Nitro Cloud; and there are lots of companies who are not. And what that means is that their business workflows and processes are far more inefficient than those companies that are doing it the more modern way. And so, when we look at the world, we talk about kind of the last 20 or 30 years being first generation document sharing, which is PDF, what weve done, which is great, but we actually think theres a better way to sit alongside PDF and we call that smart documents. Our first chapter on the first generation of document sharing really was PDFs attached to emails. Youre sharing a sales proposal with a customer, you share via email. You get some feedback back, you might send that for signature, they print it out and sign it and then they scan it and then they email it back and none of this is stored in one central place, they dont have version control, its a bit of a nightmare. So, we were trying to solve that problem with Nitro Pro in one era, and now were trying to solve that with the combination of Nitro Pro and Nitro Cloud in this new era. Our view is that were still sharing documents like its 1999. If you think about it, most of us is still attaching PDFs to emails , most of the time when we do this heavy weight sharing. We want to change that and we thing that sharing documents on a smart platform like Nitro Cloud makes a lot of sense. That would include sending a document, having document analytics around when you share something, so how its viewed, what is done to the document after its been shared, the ability to turn features on and off, to lock it down, to secure content, to open back up again, all this kinds of things are possible on a smart documents platform. We think that the world is increasingly going this way, and its motivated by or driven by a number of things. Like the first, kind of obvious thing it that were now doing more and more productivity on our mobile devices and in our web browsers. So, being able to work with documents in those environments is really key. Its also really difficult to do. To make some of these formats that have huge legacies, like PDF, work in these new environments. So, we solve for that. And another reasons that its a really big deal increasingly, I think, is that people want to have access to the documents that they work on and the solutions that they might need to integrate with wherever they are. Its become more than an ecosystem world, where you cant really have just unconnected applications that exist in a vacuum, you have to have applications and solutions that all your employees use, that are connected to all the other systems that they use, whether its Salesforce, or Google docs, or whatever.Martin: When you started, how did you analyze the market before deciding that you want to enter it? And, if you analyzed it, how did you estimate the market size and whether it makes sense for you to enter this market?Sam: Ive got kind of two views on market sizing. I believe its either worthwhile, or I believe its a complete waste of time. In market, when youre going after unknown opportunity, it makes sense. So, when we looked at the Nitro Pro market opportunity, we looked at the size of the Acrobat market and back then, in 2004-2005 it was in the 600 million dollar a year range.Martin: Worldwide?Sam: Worldwide, correct. And we said look, thats a big market, we think we can get a chunk of it, and we were able to size it quite realistically. When it comes to our Nitro Cloud opportunity, we believe its in the 10s of billions of dollars, and how you size it, even putting together a number of different existing markets, so forecast markets, is one way to kind of sum it up. We consider to take office productivity and then we can sort of do online collaboration, we can do enterprise content management, we can do e-signing, and kind of put them all together and come up with some total number. But, even that doesnt really do the total market opportunity justice, because what you do when you create new solutions that have no precedence, is you create new markets that are not yet being sized. So, I think if you compare our Nitro Pro and Nitro Cloud businesses, one ha s quite a defined, kind of billion dollar a year market opportunity today, thats about the size of the desktop PDF editing market and collaboration document sharing market today, about a billion a year, and if you look at Nitro Cloud opportunity, its actually in the 10s of billions, as a rough estimate.ADVICE TO ENTREPRENEURSMartin: Sam, we always try to share some knowledge and advice with our readers and you have a very interesting story to tell, also about bootstrapping and raising money, from my perspective. What type of advice can you give first time entrepreneurs for how long to bootstrap and when to make the decision to raise some external money?Sam: Its a good question, and theres no right or wrong answer. We chose to bootstrap or raise very little money for a long time. So, here we are, nine years in and profitable with 160 people, without disclosing revenue, that what people can roughly figure it out, its in the tens of millions. We got here with a total of 6.5 million of venture invested. Now, thats something that were proud of, but it is the hard way to build the business. It takes longer, its harder, you live very much on the edge, for most of that time, because the only way you can grow is with cash flow and so, every single month youre spending effectively every incremental dollar on growth. Of course, in that scenario, if you ever have a bad month or a bad quarter, than youre toast. So, the thing about bootstrapping is you have to be uber-disciplined. You just got to run a very tight ship, you got to have your hands on the controls and youve got to be watching cash, youve got to be watching the market, youve got to be very in touch with every part of the business. Because if you lose concentration for the moment, than you might lose the whole thing. I think, for us, bootstrapping was probably a good decision, given where we came from, we started the company in Melbourne, Australia, the venture capital markets down there were not very big at tha t time, theyre still not very big today, and so we didnt really had many options. We were partly forced to do it and we partly chose to do it. I think now, I cant really talk about it, but we are probably very close to having some big news around our funding situation. And our view, at this time, is different to our view nine years ago when we began, and even five years ago. And its really driven by market opportunity. I think the simplest way to consider whether or not you need venture capital is do you have a massive market opportunity right in front of you, that is at such a scale that you need a decent balance sheet to go after before that opportunity is gone. In our case, we looked at this second generation document sharing opportunity, and we think its in the 10s of billions, we think its worth potentially raising a bunch of money to go after that. And I think for most entrepreneurs there is a point at which you are thinking about raising money, and if you have enough traction to demonstrate and you can connect that with big market opportunity, I think you should seriously consider it. It will really accelerate your execution, it will enable you to hire rapidly, it will enable you to go after big market opportunities that you might have otherwise have to wait year to attack. I think for most entrepreneurs today, you compare to when we started Nitro, its a very rich capitally ecosystem. So you dont have to decide to raise a lot of money soon, thats the great thing, you can basically choose to kind of bootstrap it for 3 or 6 months and try and prove out the idea with your founding team, go and raise the small amount of seed money to give you 12 months of runway, to kind of prove out that experiments even further and maybe get them really prototyped and in the market and get some beta customers. Then, if you think youve got a big market opportunity and you think you need to move fast, I would probably recommend raising money if you can. If I was to go and d o another startup again today, I think that Ill probably follow that more traditional model, acknowledging that it is a model that has become more the norm, particularly in the last 5 or 6 years.Martin: You said that, on the one end side, you have to find a pretty big market, understood, how we can do this. On the other end side, you say if the window of opportunity is closing very soon and those market meaning that a lot of people are trying to get a chunk of this big market. How do you define that? How long the window of opportunity will be open? Theres some gut feeling, definitely, but whether its one year, or three, or five years makes total difference.Sam: I think theres a few considerations there. I think theres, in every market it comes down to having a few leading players. You can establish dominant positions in a number of different ways, and its all about your go-to market strategy, sitting alongside your product strategy. So, if youve got the best product, if youve got th e biggest brand, if youve got the best distribution strategy, those three things are really the three killer things to have. Very few businesses have all three of them. Even some leading players in categories were all familiar with may have one of two of those things, not all three. I think for entrepreneurs, you should think about your unique product differentiation, what is it about your product that is genuinely differentiated and sustainably differentiated. Whats something you think youre going to be good at for a long time. I think you need to look at the brand and try and figure out if theres a branding opportunity in that space to own, a part of a category in your buyers mind. Then, I think you can look at distribution as well, because there are a lot of companies that have got maybe one of the first two things but maybe distribution piece isnt nailed. For us, we kind of think about the market opportunity in terms of, when we look at the competitive environment, all the space s that were to or near or whatever, do we think that there are brand and product and distribution opportunities still out there for us in the next few years, and then we try and size them, even if thats just in very broad terms, even if its as broad as saying 10s of billions of dollars, and then, if we figure that we can build a competitive, sustainable differentiation, across product and brand and distribution, in the markets we want to go after, thats what were going to do.Martin: At what point in time should a startup think about creating market enter barriers?Sam: You mean market enter barriers forMartin: So that fewer competitors come to the space and they can earn more margins.Sam: I think every business is trying to do that. Like, at the end of the day, as a great new book by Peter Thiel, Im not sure if youve read it, called Zero to One, and in it he talks about kind of the inherent tension between sort of markets and capitalism. He talks about how monopolies can potentially be wonderful things, because you can throw off lots of cash and you can use that cash to innovate. The unfortunate reality is that very few companies have monopoly-like characteristics. You are kind of fighting competition all the time. I think every company should look to focus and double down on the things that are genuinely believes will make a difference. And those things do create the barriers. These days its very hard to lock out distribution, although you can try. Its very hard to have a faultless, flawless brand, but you can try. Probably the main area where you can develop true monopolistic competitive differentiation, heres couple of key areas I can think of, mainly around:Number 1 product, like if you take Google as an example, they just have fast, superior search product thing in the market. Thats why they dominate as they do.Another area of kind of key differentiation might be around distribution strategy, something that can be really contained.There are these opportuni ties for businesses as they scale, I think for most early stage businesses, the chances of you creating genuine barriers to entry early on are pretty slim. As you scale, though, probably another really key competitive advantage thats monopolistic but you can sustain is the network effect. If you can get a good network effect going than youre in really good shape.Martin: Sam, in terms of recruiting, what advice would you give a first time entrepreneur?Sam: This is probably, I think the single most important topic for entrepreneurs, and, unfortunately, its also one that cant really be tought. Its a discipline that you will have to learn your way through, because pattern recognition and learning from your mistakes only comes trough experience. So, at the end of the day, if youve interviewed thousands of people and hired 100s of thousands of people you are probably going to get more of your hires right than somebody who has hired less than that. But there are some things that you can do , irrespective of how many times youve done it before, to give you a better shot of success. My first major piece of advice would be to be extremely disciplined about your process. So, as an example, we hired, I think we hired about 60 people last year, we would have had over 6.000 applicants, I think actually it may have had been closer to 7.000 applicants at the top of that funnel to get those 60 hires. So, were hiring only 1% of the total. And we run a really rigorous process to interview every Nitronal. So, to get in the door at Nitro, is a multi-step challenging process. And I think my advice is be extremely disciplined about that, establish a process, stick to it, allow no shortcuts. The only time you ever compromise on a process, you will come to regret it, I think in every single occasion we can think of where weve elected to take a shortcut, it has come back to bite us. So, have that process, have candidates prove to you that they can do what it is youre hiring them to do. That can take many forms. It can be a paid programming exercise, if youre hiring an engineer, it could be them white boarding something, if its an executive have them do a presentation, I think thats really, really critical. Weve learnt that the hard way over the years. People can talk a good game but might not actually be able to do what they say. So, have the candidate do something is a big tip I would give. Have as many people involved in hiring process as makes sense. Empower your whole team to have a view in hiring process, in other words, even if that person is, if the candidate, for example is not on the same team as that person of whom youre asking for an opinion, that persons opinion should matter and they should know that it matters. Cultural fit is critical. I think you should be hiring people who you want to work with. We sort of call it the beer test here, as we are Australian and we like beer. And youre German so you like beer as well, so you could also have the beer t est. But basically, if somebody is the kind of guy of girl you would want to have a beer with, they’re probably going to be a decent addition to the team. Thats assuming, of course, that they meet the criteria that youve established for the skills and experience components of the role. But we spend a lot of time and energy on making sure our process is tight, were very disciplined, we have the right hiring comities in place, we have a dedicated talent function, and its the only way that youll be able to bring great talent in the door.Once youve done all that, probably my last piece of advice would be, if youre really serious about winning in the long run, than the most important thing is the culture that will produce sustained success. So, if you take Nitro as an example, we had our first chapter, and were moving into the second chapter. We have a culture that allows us to kind of move from one thing onto the next thing, and onto the next thing, and onto the next thing. I think ev ery company should strive to have a culture that is able to evolve, as the companys needs evolve. So, creating a great place to work is really important. We are very big on what we call that Nitro culture and our values and, obviously those things up on the wall, around the office, and we really hold people to them. And if you can create environment where people will be successful, whether youre selling software or selling cars, it gives the business enormous flexibility. And I think thats our competitive differentiation. We will be successful over the next decade like weve been over the first decade if were lucky enough to be successful because this team and this culture is really strong.Martin: Great. Thank you very much, Sam, for your time. And like Sam said in this recruiting part, dont talk, just do. Now its your time to start your company. Thanks.Sam: Thank you.

The American Dream Of Homeownership - 1031 Words

For many years, the idea that ones’ home being the largest investment was said as a complete sentence when in fact, it was only an incomplete sentence. Any duly licensed financial planner would finish that sentence by saying all investments are subject to market conditions, the value that investment could increase or decrease and other similar cautionary statements that their attorneys wrote to protect them. The American public only heard that their home was the largest investment and had never experienced, nor had their parents seen the value of their personal homes drop like they did in the past few years. They had never experienced the financial pain and although only a few years have passed, many have forgotten and are ready to jump right back into homeownership. Why would these Boomerang Buyers want to jump back into homeownership and at what cost would they â€Å"buy† another home? It’s understood that the American Dream of homeownership runs deep in the American belief system. Even people who have experienced foreclosure in the past, still dream of owning another home of their own even BEFORE they move from the foreclosed home. Why is this so important to Americans? The answer is partly based on marketing and myths that have been around for many years. The ability for one to create a pathway back to homeownership is varied and like many things, has potholes along the road. From predatory lenders to landlords who participate in rent to own or owner financingShow MoreRelatedThe American Dream Of Homeownership956 Words   |  4 Pagesand approaches to buying real estate. The years preceding the market melt down, homeownerships were painted as an American dream in a hyped fashion instead of a responsible investment. The demand for homeownership and immediate profit drove up prices in an unhealthy rate, and fueled a competition among buyers to use real estate as a vehicle to make quick money. That silently destroyed the American dream of homeownership. The competition spread to financial institutions to creatively fit unqualifiedRead MoreThe American Dream Of Homeownership1031 Words   |  5 Pagesattorneys wrote to protect them. The American public only heard that their home was the largest investment and had never experienced, nor had their parents seen the value of their personal homes drop like they did in the past few years. They had never experienced the financial pain and although only a few years have passed, many have forgotten and are ready to jump right back into homeownership. Why would these Boomerang Buyers want to jump back into homeownership and at what cost would they â€Å"buy†Read MoreHomeownership Is The American Dream And The U.s. Department Of Veteran Affairs1072 Words   |  5 PagesHomeownership is the American dream and the U.S. Department of Veteran Affairs (VA) makes it possible for veterans, and eligible spouses who serve finance the purchase of their own homes. With the help of the VA, banks and other mortgagees are able to provide favorable home loans with a comparable lower interest rate, as well as, VA home loans zero down in Ocala, Florida. These loans are flexible and can be used to purchase your own home or to repair, build, adapt or retain your personal propertyRead MoreHomeownership Of The United States1070 Words   |  5 PagesHomeownership in the U.S. hit 63.4 percent in the second quarter of 2015, the lowest rate since 1967. This has many people worried and multiple industries pitching theories, hoping to make sense of the decline. Does the blame lie with the stringent requirements following the housing market crash? Are people still weary of the financial responsibility in a still uncertain American economy? Or are some critics right, is homeownership culture changing, are Americans giving up on the America Dream? StrictlyRead MoreThe Importance Of The American Dream918 Words   |  4 Pagesthere are some individuals who want the American dream, such as non-Americans. Even though immigrants essentially founded the American dream as the thirteen colonies expanded, current bans preventing entry from certain countries and regulations attempting to deport others seem to rip that dream out of their grasp. Contrary to popular beliefs, the American dream is not the white picket fence vision we were taught in high school history. Instead, the American dream is the desire to live comfortably withinRead MoreArgumentative Essay On The American Dream882 Words   |  4 PagesIt seems that over the decades, the â€Å"American Dream† has changed along with the generations who follow it. After the â€Å"Great Recession†, the housing crisis which triggered a financial crisis, and millennials have changed their point of view about homeownership. This change created another definition for the â⠂¬Å"American Dream†, because more opt out to rent versus buy, and some don’t bother with houses at all and prefer to live in apartments. This is all due to rising student debt, risks associated withRead MoreMartin Luther Kings View On Equality764 Words   |  4 Pagesequal rights based on race.King’s dream had been pushed to side to recently ,a lot of people would disagree but there is still huge problem to this very day.According to a poll collected by Sam Roberts a New York Times writer â€Å"Fewer than one in three black Americans and not even half of whites say the United States has made â€Å"a lot† of progress toward achieving racial equality in the half-century since the Rev. Dr. Martin Luther King Jr. declared he had â€Å"a dream† that one day freedom, justice andRead MoreThe American Dream859 Words   |  4 PagesThe concept of the ‘American Dream’ has changed dramatically over the past couple decades. Originally, the idea l American Dream consisted of marriage, children, a stable job with a high enough income to save and invest, and buying a house for the family. Subsequent of the Great Recession, buying a house is not as desirable or even feasible for the millennial generation. Millennials are interested in a different American Dream, focused on receiving an education and making enough money to pay the billsRead MoreForeclosure Crisis: A Time for Change1105 Words   |  5 Pageseconomic policies; the housing market was fed by the politicians instilling the thought that every person should be a homeowner. According to a speech by President William Clinton in 1995, he boasted about making homeownership a reality, â€Å"The goal of this strategy, to boost homeownership to 67.5 percent by the year 2000, which would take us to an all-time high†(Wooley). As a result of political ploys like this, banks and lending institutions came up with products such as the 107% financing, interestRead MoreThe American Dream: Freedom, Hard Work Guarantees Success and Less Racism868 Words   |  4 Pageswomen working in fields all day? Do families still have to witness an African American get up and move to the back of a bus for a Caucasian? No, that is not the case anymore. America is a better country now. In source E it says, â€Å"The chair in Washington sat had a sun, and the question was asked, is it rising or setting?† This quote questions whether or not America is falling apart or getting better. The American Dream is an ideal that has changed over time and is achievable because of freedom The American Dream Of Homeownership - 1031 Words For many years, the idea that ones’ home being the largest investment was said as a complete sentence when in fact, it was only an incomplete sentence. Any duly licensed financial planner would finish that sentence by saying all investments are subject to market conditions, the value that investment could increase or decrease and other similar cautionary statements that their attorneys wrote to protect them. The American public only heard that their home was the largest investment and had never experienced, nor had their parents seen the value of their personal homes drop like they did in the past few years. They had never experienced the financial pain and although only a few years have passed, many have forgotten and are ready to†¦show more content†¦While rent to own went widely unregulated on a national level for many years, Washington D.C. bureaucrats have created additional agencies with broad authority and additional oversight to protect consumers. The Cons umer Financial Protection Bureau, commonly referred to as the CFPB, has placed fear in some while others haven’t felt the wrath of this agency just yet. Their website is http://www.consumerfinance.gov/ . The CFPB deals with a much more than just foreclosures. In fact, they are defining what a qualified mortgage is and who should be considered a predatory lender. Many didn’t fear them at first but now, have stepped back and are examining their business practices and most expect changes in the coming days. Although The Dodd Frank Wall Street Reform and Consumer Protection Act was passed and signed into law in 2010, it only went into effect on January 10, 2014. It’s raised a number of compliance issued for those in the lending industry as well as landlords doing owner financing. The CFPB has issued the definition of Qualified Mortgage. This type of loan is what some will say lead to the housing bust we experienced over the past few years. Today, loans cannot be written that are interest only. Loan payments must include a principal payment along with the interest payment. Negative amortization, which allow your loanShow MoreRelatedThe American Dream Of Homeownership1031 Words   |  5 Pagesattorneys wrote to protect them. The American public only heard that their home was the largest investment and had never experienced, nor had their parents seen the value of their personal homes drop like they did in the past few years. They had never experienced the financial pain an d although only a few years have passed, many have forgotten and are ready to jump right back into homeownership. Why would these Boomerang Buyers want to jump back into homeownership and at what cost would they â€Å"buy†Read MoreThe American Dream Of Homeownership956 Words   |  4 Pagesand approaches to buying real estate. The years preceding the market melt down, homeownerships were painted as an American dream in a hyped fashion instead of a responsible investment. The demand for homeownership and immediate profit drove up prices in an unhealthy rate, and fueled a competition among buyers to use real estate as a vehicle to make quick money. That silently destroyed the American dream of homeownership. The competition spread to financial institutions to creatively fit unqualifiedRead MoreHomeownership Is The American Dream And The U.s. Department Of Veteran Affairs1072 Words   |  5 PagesHomeownership is the American dream and the U.S. Department of Veteran Affairs (VA) makes it possible for veterans, and eligible spouses who serve finance the purchase of their own homes. With the help of the VA, banks and other mortgagees are able to provide favorable home loans with a comparable lower interest rate, as well as, VA home loans zero down in Ocala, Florida. These loans are flexible and can be used t o purchase your own home or to repair, build, adapt or retain your personal propertyRead MoreHomeownership Of The United States1070 Words   |  5 PagesHomeownership in the U.S. hit 63.4 percent in the second quarter of 2015, the lowest rate since 1967. This has many people worried and multiple industries pitching theories, hoping to make sense of the decline. Does the blame lie with the stringent requirements following the housing market crash? Are people still weary of the financial responsibility in a still uncertain American economy? Or are some critics right, is homeownership culture changing, are Americans giving up on the America Dream? StrictlyRead MoreThe Importance Of The American Dream918 Words   |  4 Pagesthere are some individuals who want the American dream, such as non-Americans. Even though immigrants essentially founded the American dream as the thirteen colonies expanded, current bans preventing entry from certain countries and regulations attempting to deport others seem to rip that dream out of their grasp. Contrary to popular beliefs, the American dream is not the white picket fence vision we were taught in high school history. Instead, the American dream is the desire to live comfortably withinRead MoreArgumentative Essay On The American Dream882 Words   |  4 PagesIt seems that over the decades, the â€Å"American Dream† has changed along with the generations who follow it. After the â€Å"Great Recession†, the housing crisis which triggered a financial crisis, and millennials have changed their point of view about homeownership. This change created another definition for the â⠂¬Å"American Dream†, because more opt out to rent versus buy, and some don’t bother with houses at all and prefer to live in apartments. This is all due to rising student debt, risks associated withRead MoreMartin Luther Kings View On Equality764 Words   |  4 Pagesequal rights based on race.King’s dream had been pushed to side to recently ,a lot of people would disagree but there is still huge problem to this very day.According to a poll collected by Sam Roberts a New York Times writer â€Å"Fewer than one in three black Americans and not even half of whites say the United States has made â€Å"a lot† of progress toward achieving racial equality in the half-century since the Rev. Dr. Martin Luther King Jr. declared he had â€Å"a dream† that one day freedom, justice andRead MoreThe American Dream859 Words   |  4 PagesThe concept of the ‘American Dream’ has changed dramatically over the past couple decades. Originally, the idea l American Dream consisted of marriage, children, a stable job with a high enough income to save and invest, and buying a house for the family. Subsequent of the Great Recession, buying a house is not as desirable or even feasible for the millennial generation. Millennials are interested in a different American Dream, focused on receiving an education and making enough money to pay the billsRead MoreForeclosure Crisis: A Time for Change1105 Words   |  5 Pageseconomic policies; the housing market was fed by the politicians instilling the thought that every person should be a homeowner. According to a speech by President William Clinton in 1995, he boasted about making homeownership a reality, â€Å"The goal of this strategy, to boost homeownership to 67.5 percent by the year 2000, which would take us to an all-time high†(Wooley). As a result of political ploys like this, banks and lending institutions came up with products such as the 107% financing, interestRead MoreThe American Dream: Freedom, Hard Work Guarantees Success and Less Racism868 Words   |  4 Pageswomen working in fields all day? Do families still have to witness an African American get up and move to the back of a bus for a Caucasian? No, that is not the case anymore. America is a better country now. In source E it says, â€Å"The chair in Washington sat had a sun, and the question was asked, is it rising or setting?† This quote questions whether or not America is falling apart or getting better. The American Dream is an ideal that has changed over time and is achievable because of freedom

Energy Flow in Ecosystems

If there is only one thing you learn about ecosystems, it should be that all of the living residents of an ecosystem are dependent upon one another for their survival. But what does that dependence look like?   Each organism living in an ecosystem plays an important role in the flow of energy within the food web. The role of a bird is very different from that of a flower. But both are equally necessary to the overall survival of the ecosystem, and all of the other living creatures within it. Ecologists have defined three ways that living creatures use energy and interact with one another. Organisms are defined as producers, consumers, or decomposers. Here is a look at each of these roles and their place within an ecosystem. Producers The main role of producers is to capture the energy from the sun and convert it into food. Plants, algae, and some bacteria are producers. Using a process called photosynthesis, producers use the suns energy to turn water and carbon dioxide into food energy. They earn their name, because—unlike the other organisms in an ecosystem—they can actually produce their own food. Produces are the original source of all food within an ecosystem. In most ecosystems, the sun is the source of energy that producers use to create energy. But in a few rare cases—such as ecosystems found in rocks deep beneath the ground—bacterial producers can use the energy found in a gas called hydrogen sulfide, that is found within the environment, to create food even in the absence of sunlight! Consumers Most organisms in an ecosystem cannot make their own food. They depend upon other organisms to meet their food needs. They are called consumers—because that is what they do—consume. Consumers can be broken down into three classifications: herbivores, carnivores, and omnivores. Herbivores are consumers that only eat plants. Deer and caterpillars are herbivores found commonly in a number of environments.Carnivores are consumers that only eat other animals. Lions and spiders are examples of carnivores. There is a special category of carnivore called scavengers. Scavengers are animals that eat only dead animals. Catfish and vultures are examples of scavengers.Omnivores are consumers that eat both plants and animals depending upon the season and availability of food. Bears, most birds, and humans are omnivores. Decomposers Consumers and producers can live together nicely, but after some time, even the vultures and catfish would not be able to keep up with all of the dead bodies that would pile up of the years. Thats where decomposers come in. Decomposers are organisms that break down and feed off of the waste and dead organisms within an ecosystem. Decomposers are natures built-in recycling system. By breaking down materials—from dead trees to the waste from other animals, decomposers return nutrients to the soil and create another food source for herbivores and omnivores within the ecosystem. Mushrooms and bacteria are common decomposers. Every living creature in an ecosystem has a role to play. Without producers, consumers and decomposers would not survive because they would have no food to eat. Without consumers, the populations of producers and decomposers would grow out of control. And without decomposers, producers and consumers would soon become buried in their own waste. Classifying organisms by their role within an ecosystem helps ecologists understand how food and energy ebb and flows in the environment. This movement of energy is usually diagrammed using food chains or food webs. While a food chain shows one path along which energy can move through an ecosystem, food webs show all of the overlapping ways that organisms live with and depend upon one another. Energy Pyramids Energy pyramids are another tool that ecologists use to understand the role of organisms within an ecosystem and how much energy is available at each stage of a food web. Most of the energy in an ecosystem is available at the producer level. As you move up on the pyramid, the amount of available energy decreases significantly. In general, only about 10 percent of the available energy from one level of the energy pyramid transfers to the next level. the remaining 90 percent of energy is either utilized by the organisms within that level or lost to the environment as heat.   The energy pyramid shows how ecosystems naturally limit the number of each type of organism it can sustain. Organisms that occupy the top level of the pyramid—tertiary consumers—have the least amount of available energy. Therefore their numbers are limited by the number of producers within an ecosystem.

Unit One Business Administration Essay - 639 Words

purpose 1. Identify at least two reasons for producing documents that are fit for purpose. If the documents are incorrect in some way this can have adverse effect on a business and documents can make a significant contribution to the effectness and efficiency of the business. 2. Use the table below to describe some of the different types and styles of documents that are produced in a business environment, and then explain when these different options may be used. Documents When they are used Letters Letters are used to let customers know of changes or asking them to call if necessary Reports When a manager needs a detailed information on the business changes or statistics on†¦show more content†¦Why is this done? To make sure that the document is correct and there is no mistakes. 3. Explain the purpose of following confidentiality and data protection procedures when preparing documents. Because it is requested by law and would be good to the business practice. There`s a legal framework regulates the way that personal information is collected, stored, processed and distributed. Businesses creating and distributing documents rights, confidential information of the individuals must be respected. If the business didn’t they would lose their customers. 4. In business environments, there is often a requirement to use notes as the basis for text and documents. Compare the different types of documents that can be produced from notes and include a description of the format of each document. These would be minutes of meeting, letters and reports. Minutes of meetings have the agenda, who has attended, absences and apologises then there will be the content of what was said in the meeting. Letters they would be on letter headed paper with the customer and business addresses on the subject and the date the letter was written content and signature. Reports would have a front page, contents page and then the pages would have different headings on depending on what the report is about. 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Business System Analysis

Question: Discuss about the Business System Analysis. Answer: Introduction Kinky Feet is a startup company which faced many problems when it was launched. The company used to take orders from the users but at the end moment, they could not deliver the product as they were using some old equipment which could not keep up with the production rate. Also there was a shortage of raw materials for which the company has always suffered. They used to take the same products every time. The company also suffered as they were not using any kind of information system for which it was quite difficult for them to maintain. The following report is about the business problems that are being faced by Kinky Feet within the organizations and indentifying the problems that the organization is facing from outside. Analyzing and identifying the problems There were many problems that Kinky Feet faced when it started as it was a new company so the pressure was on it makes a name for it. Initially, it launched a small range of shoes which proved to be a great success. The sales were limited as there were limited production of shoes and old manufacturing machines (Chui, Manyika Miremadi 2016). The problem is that the demand was much high than the supply. The orders that the company received was in an irregular way. During the peak seasons, they were flooded with demands which were not met easily due to the different requirements from the customers. The company wanted to install some new equipment in order to meet the requirements of the customers but the problem that the company faced with this notion was that there were cash flow problems due to which the company cannot afford to undertake some of the investments. Another problem that the company faced was due to the sales staff. Initially the sales staff was doing great as they were visiting every shoe retailers and meeting them. Due to this reason they were away from the workplace which often created a problem as they had no idea when they returned back from the meetings. As they had no idea what was going on with the production and the gradual rise in the popularity of the shoes, the sales team often made claims which later could not be fulfilled. Another problem is the lack of the Information System that is they had not installed the Microsoft Navision that includes CRM and SFA which are really useful for any small business. Another major problem that the company faced was the lack of money that they were not getting from the retailers due to which they were unable to pay it to their customers. They had a pending amount of $70000 which they would get from the retailers. Due to this, they are unable to install the information system in their company for which they are facing too many problems. Classification of problem The problems that have been identified above can be said to be as both hard and soft system problems. There are certain areas which fall under the hard systems and certain areas which fall under the soft systems. Hard system can be defined as the problem solving technique which requires system approach that is it can rectified using proper systems while on the other hand, soft system problems can be defined as an approach to the organizational process modeling which can be used for both general problem solving and change in management (World Economic Forum (WEF) 2011). The problems that the organization faced for the lack of equipments for which their production rate were quite less and could not meet the requirements of the customers and this falls under the hard systems (McNurlin, Sprague Bui 2009). This can be rectified using new and upgraded techniques which could prove to increase the production and company can fulfill the requirements of the users. Another is that CRM and SFA can be used to keep track of the stock levels, production schedules and also include the shipping and delivery dates. This could help them analyze the trends and requirements of different customers at different locations, The problems that the company are facing for the sales executive and not fulfilling the targets falls under soft systems which can be rectified using proper business models that will help the company to evaluate the existing problems. Business models help any company to outline the basic problems and help them work accordingly. Stakeholders and problem owners The problems with the stakeholders here the customers faced when the users placed some order but they did not get that within the time that they were ensured of or their orders would not be accepted. The later mainly happened when there was no raw materials are present for the company to manufacture more. Also the customers would get their products quite late as when the orders are at its peak, the production was not as high as the company has not installed any new machines due to which they could not meet the requirements of the customers. This automatically created a negative impression on the company as they are not able to fulfill the needs of the customers what they promised (Birch 2003). Also the company should try to make shoes with consistent production and also should make shoes which are quite different from the rest of the market. They should try to maintain the quality and quantity of their production. Another problem is that that the sales staff are facing is that the company is using one stock item number to define one style of shoes which means they had to manually write the colors and sizes that are required. This often created a problem as one retailer got all the orders for the black color which caused when a salesperson forgot to note down the order on what is required. Analyzing the Business Systems using different techniques Different techniques, models and tools that can be used to analyze the business systems are SWOT Analysis, Business Process Modeling, Use Case Modeling, Data Modeling and Requirement Analysis Modeling. SWOT Analysis: SWOT analysis stands for Strength, Weakness, Opportunities and Threats which is mainly used for the analysis techniques of a business in an enterprise level. SWOT analysis can be used as a standalone technique which is in itself is quite easy and straight forward but every dimension has its own set of techniques. Due to simple user interface and in depth analysis, SWOT analysis is used everywhere among the business (Calof, Richards Smith 2015). With the help of SWOT analysis, the company can easily get to find out the strengths, weakness, opportunities and threats and can take steps accordingly. SWOT analysis helps the company to understand more about the market and the necessary steps to be taken in order to fulfill the requirements. It can be used as a structured analysis to derive all the information that is required. Business Process Modeling: It a diagrammatic representation of the information workflow, processes and decisions for a business process. These are mainly represented with the help of Unified Modeling Language (UML) diagrams which uses the Object Oriented Analysis and Structured Analysis. It is the most widely used modeling technique among the businesses. It represents the data in a more logical way and steps how to execute it at different levels so that the business can run more efficiently. It also helps in giving visual representations for a large amount of information much faster than any traditional way (Laursen Thorlund 2016). Due to its diagrammatic representation, it also helps in breaking down any complex steps and helps them in explaining the sequences of the task. With the help of Business Model, companies can get a clear picture of the company and the short comings that it is facing. Business Model can be used as Structured Analysis as well as Object Oriented Analysis which can be beneficial for the company as it can help the company to understand more. Use Case Modeling: It is also an extension of the use of UML which helps in giving a clear picture of functioning of the systems and tells from the user perspective how it would perform on interaction. It also uses diagrams to explain every attributes and represent them more methodically. This is mainly used to show the relationship between the actors and interaction between the actors (Klinkenberg 2013). Due to its simplistic reason, it I widely accepted among the business analysts to analyze the problems. With the help of Use Case Model, the company can get to know about the interaction of the users as it defines the actors and the interactions of the actors with the system. It defines the interaction from the users perspective which can help the company to know more about their users and take steps according to it. Requirement Analysis: These are mainly used to determine the needs or conditions that are required to meet a new or altered product or project. It is used for the requirements for the various stakeholders so that they can analyze document, validation and managing software (Sharma, Mithas Kankanhalli 2014). It is very critical as it decides the success or failure of any system. With the help of requirement analysis, companies can get to know about the stocks available and also can check the delivery dates. This can be useful for analyzing the Stakeholder issues, Developer Issues and Attempted Solutions which can help them to maintain the required assessments. Rich Picture based on the analysis Rich picture provides a mechanism for the learning about the complex and ill-defined problems by drawing detailed representation on them. Based on the above analysis, the company faced many problems with the sales as there was no proper planning. The company used to get many orders but was not able to deliver them in time or worst some orders were never fulfilled. They used some old equipment which could not keep up with the growing demands as a result the production gradually fell. This mainly happened due to the fact that the company was out of raw materials (Holsapple, Lee-Post Pakath 2014). Also the sales executives who went on promoting the brand did not know about all this which in the end put the company in a bad impression for others. Also due to the lack of Information System that is CRM and SFA, the company was not able to keep a track of their materials and the delivery dates of the product. Another problem that it faced was of the stakeholders that are the users who kept on waiting for the product but never received it. Company faced problems from the retailers also as the company only used one code for all their all products which created lots of confusion among the retailers and they got same multiple products. The company also faced problems due to the irregular cash flow from the sales and the company was to get about $70000 from the sales which were pending. Due to this, the company was unable to pay the salaries to the employees. (Figure 1: Rich Picture for the Organization) (Source: Created by Author) Matrix of Method (Figure 2: Matrix of Method) (Source: Blum 1994) Problem Oriented- It gives the user a better understanding about the problems and the given proposed solution Production Oriented- Correct changes required to implement the specifications Conceptual- Represents the properties of the problems Formal- Actual implementation of the proposed solutions Problem-Oriented Product Oriented Conceptual 1. The company is facing shortage of raw materials due to which they are unable to supply the products or meet the user requirements but in spite of these problems they are accepting the orders and at the end they had to cancel it giving the users a negative impression over them. Another problem is that of the sales executive officer who went on promoting the products without knowing the status of the company. The solution could have been that they should try to get raw materials as much as they can and should always keep some in the reserve section for emergency purposes. The sales executives should be informed about the status so that they can sell their product accordingly. 2. Since the company is not using any Information System at the current time so it would be good if they did because with information system, they can keep track of their raw materials and expenses rather than manual entry. Also, there is a huge sum of money is pending from the sellers roughly around $70000 which is a bad thing as with this many employees are not getting their salaries. Formal 3. Microsoft Navision should be implemented as with the help of that application, they can easily get the information about their customer demands and also gives brief details about the products that they are using. All the records of the sales products should be maintained and money should be obtained from the sellers as soon as possible as the money that they will get will be used for various things that will be used for the betterment of the organization. 4. Using information system is very useful as with this they can understand the market and very well and get to know about their customer needs and also the sales that they are achieving and what they are lacking of also in this they can make better decisions with the help of this information system which will give them an upper hand over the other companies. Conclusion Information System is very much useful for any company as it can help a company to get a clear view of the market. Also using the business models can help them to understand the market and find any shortcomings that the company is facing presently. CRM and SFA could help the company to track the details and the necessary things that are needed. Also company should try to implement these in order to function more effectively. References Birch, D 2003 Corporate Social Responsibility: Some Key Theoretical Issues and Concepts for New Ways of Doing Business, Journal of New Business Ideas and Trends, vol. 1, no. 1, pp. 1-19. Available at https://ezproxy.lib.swin.edu.au/login?url=https://go.galegroup.com/ps/i.do?id=GALE%7CA238912955v=2.1u=swinburne1it=rp=AONEsw=w Blum, S., Woodfree Limited 1994,Method and product for treating waste paper material. U.S. Patent 5,360,512. Calof, J, Richards, G Smith, J 2015, "Foresight, Competitive Intelligence and Business Analytics Tools for Making Industrial Programmes More Efficient",Foresight-Russia, vol. 9, no. 1, pp. 68-81. Chui, M., Manyika, J. Miremadi, M 2016, Where machines could replace humansand where they cant (yet), McKinsey Quarterly, July 2016, viewed 24 February 2017 https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/where-machines-could-replace-humans-and-where-they-cant-yet Daft, RL 2009, Organisation theory and design, 10th edn, Thomson South Western, Mason Ohio Holsapple, C., Lee-Post, A. Pakath, R 2014, A unified foundation for business analytics.Decision Support Systems,64, pp.130-141. Klinkenberg, R. ed., 2013.RapidMiner: Data mining use cases and business analytics applications. Chapman and Hall/CRC. Laursen, G.H. and Thorlund, J 2016,Business analytics for managers: Taking business intelligence beyond reporting. John Wiley Sons. McNurlin, BC, Sprague, JR. RH Bui, T 2009, Information systems management in practice, 8th edn, Pearson International edn, Pearson Education, Inc., Upper Saddle River, New Jersey Seddon, P.B., Constantinidis, D., Tamm, T. Dod, H 2016, How does business analytics contribute to business value?.Information Systems Journal. Sharma, R., Mithas, S. Kankanhalli, A 2014, Transforming decision-making processes: a research agenda for understanding the impact of business analytics on organisations.European Journal of Information Systems,23(4), pp.433-441. Shmueli, G., Patel, N.R. Bruce, P.C 2016,Data Mining for Business Analytics: Concepts, Techniques, and Applications with XLMiner. John Wiley Sons. World Economic Forum (WEF) 2011, Outlook on the Global Agenda 2012, viewed 4 January 2012 https://www3.weforum.org/docs/GAC11/WEF_GAC11_OutlookGlobalAgenda.pdf Business System Analysis Question: What is an example of big data either from your personal experience or outside research? How is it similar or different to the example in the case? Answer: Example of Big Data: Big Data is huge amounts of data that organizations in modern world need to collect, store and process for formulating strategies to fight its competitors. For example, Big Data is used in hotels for booking rooms and other services. They use this service in case of emergencies. Data is collected for booking the rooms at time if fight cancellation and bad weather. In this case when the hotels know that the flights are going to be cancelled they create a network chain in collaboration with the mobile operators and send the messages to travelers promoting their hotel. This is all done with the help of bug data. In this case data regarding the details of passenger, flight schedule, weather condition, passengers contact details, flights that are cancelled and the network providers are used to promote the hotel. The big music companies and organizations use big data for forecasting demand and planning the strategies accordingly (Kaisler et al. 2013). The example given is similar to the example given in case study. According to the case study big data is used for managing operations and marketing products. Same is the case with the example of hotel where big data is used to promote the rooms of hotel to people during the time of emergency. According to the case study the IT companies processes the big data and makes its usable for the corporate houses. Big datas are then converted into knowledge and information (Vis 2013). References Kaisler, S., Armour, F., Espinosa, J.A. and Money, W., 2013, January. Big data: issues and challenges moving forward. InSystem Sciences (HICSS), 2013 46th Hawaii International Conference on(pp. 995-1004). IEEE. Vis, F., 2013. A critical reflection on Big Data: Considering APIs, researchers and tools as data makers.First Monday,18(10).