Study need and rationale, research questions and rationale, testable Essay

6 Steps to Tailor Your Resume for Any Job Posting

6 Steps to Tailor Your Resume for Any Job Posting The entirety of the pursuit of employment exhortation nowadays focuses on the need to tailor your resume to the activity you are applying for, as opposed to blitzing out 50 nonexclusive ones. Inconvenience is, you’re not exactly sure how to tailor your resume. Here are a couple of tips you can follow to ensure this procedure is a breeze, setting you up for progress with whatever employing director gets your documents.1. Peruse carefully.First step is really perusing and grasping the activity posting and what it’s requesting in an up-and-comer. Help yourself out and read it through with a highlighter. Imprint the entirety of the most significant perspectives, especially anything that’s rehashed or strange or that happens to coordinate your specific abilities. Realizing what the activity involves is your top need. Nothing else matters.2. Don’t cover the lead.Figure out what the most significant or energizing match between your bid and the posting may be. Wha t will truly get the recruiting manager’s consideration? Possibly it’s your present position, or an affirmation you as of late accomplished. Regardless of whether it isn’t your latest achievement. At that point try to include that front and center as in: the primary area of your resume.3. Patch up your bullets.Be sure to remove your significant center focuses from later visual cues. Yet, do likewise make a point to incorporate probably the most important delicate aptitudes that would make you stand apart as perfect for the activity. Turn these visual cues to help your principle center and supplement your office for that one occupation. 4. Cross check again and again.Now that you’ve accomplished some work on your resume, return to your featured activity posting and ensure that anything you featured there shows up verbatim some place on your resume-and ideally some place noticeably featured.5. Include detail.Wherever conceivable, add numbers and subtleties to support your abilities (otherwise known as â€Å"Customer administration skills†) sparkle out as something increasingly unmistakable. (Otherwise known as â€Å"Boosted incomes by 10% and increased client retention†).6. Pimp your spread letter.Don’t tragically send a flawlessly customized continue with a conventional introductory letter. Ensure you likewise invest some energy fitting your introductory letter, in much the equivalent way.Bottom line: Make sure both your resume and your introductory letter breeze through the catchphrase assessment, including as well as highlighting any and each watchword that shows up in the activity posting.

Local Motion

Local Motion INTRODUCTIONMartin: Hi, today we are in San Mateo in the Local Motion office. John, who are you and what do you do?John: Im John Stanfield and Im the CEO and co-founder of Local Motion, and we build technology for the car sharing industry.Martin: What did you do before you started this company?John: Its a great question. My first career was, I spent 12 years as a wild and forest fire fighter. So, after I finished my physics degree I didnt want to build bombs for the navy, so I continued doing what I did to put myself through school, and that turned into career. I exited that, came to the Bay Area, started a couple of companies, learned a lot about entrepreneurship, found myself at graduate school at Stanford, and thats where the idea for this company started out of my masters work in the mechanical engineering group and design group. I met my co-founder there and we started the company in 2010.Martin: And can you tell us a little bit more about the process, how you did come up with t his idea?John: Sure. So, originally we were looking at local mobility and how a third to half of all trips made by Americans are for less than 5 miles. And generally speaking, we do them in single occupancy, two to three thousand pound automobiles, and so my idea was to build a small, very efficient electric four-wheel vehicle, that was built from the ground up to be sharable, to occupy a lot of these local needs, and so we build a vehicle while I was at Stanford, got some attention, won a summer grant from Lightspeed ventures, studied the market, realized there was a big gaping hole in mobility that needed to be innovated in, and disrupted. And so I launched the company after meeting Clément Gires in 2010. We then raised some seed money, and we build a vehicle, and the idea was to sell it to places and not people, and be sharable from the ground up in its entirety of ethos of this vehicle would be a sharable asset. And what we learned in the process was that we could do much great er good and have much greater impact if we separate our ideas and became vehicle agnostic and stop trying to build cars because, I dont know if youre aware of this, but it takes a lot of money to start a car company. So, we separated the hardware and software that we needed to become vehicle agnostic, and thats what we have today, we install hardware in every vehicle that we deal with, we focus on large groups of assets and fleets, across the government agencies from federal to state and local, to university campuses and corporate campuses.Martin: Ok, great. And how did you get in touch with the first investors?John: Lets see. The first investors were visionary, angel investors, I would say. Were in the kind of the heart of entrepreneurship here in Silicon Valley. Through my Stanford network, I was put in touch with a great deal of entrepreneurs who had had success and are now angel investors, and the Lightspeed venture grant helped the great deal, so that expanded our network in Si licon Valley, and specifically on Sand Hill road. And so a few, as I call them, visionaries, believed in us and wrote us small checks, that allowed us to get started and really push our ideas forward. And without those visionaries, we wouldnt be here today.BUSINESS MODELMartin: John, lets talk about the business model. Can you briefly explain what your solution does and how it works technically, and then talk about the other components like what customers are you targeting, where are you using these technologies?John: Sure. So, I strongly believe that shared mobility can never succeed on a large-scale unless the experience from the users perspective at the door of the car, when theyre accessing that shared mobility. If that experience is better than owning a vehicle, than shared mobility will succeed, and until that day it wont expand in the dramatic way. And so the entirety of my company focuses on making that experience superior. And so what we do is we install hardware in every v ehicle that shows visually the status of that vehicle to the user. So now, when the user walks out to the group of vehicles, they can see, through an LED light, if the vehicle is available or not, and they just walk up with their corporate ID badge that lets them in the buildings or with their smart phone, touch on that reader, the doors unlocked, they get in and they drive away. Its that simple. So, you dont have to book your personal car. Its yours. So why would you need to book your shared car? So we give that on demand, real-time access to every vehicle. You can also step back and say ok, Im a planner, which about 3% of our current fleet rides are actually planned ahead of time, only about 3-5%, and you can go on our mobile app or on our web system, our web-based platform and book a ride ahead of time. And what we do is we take all that information and we analyze it in our own analytics engines and we give that information back to the fleet manager, so that they can make real de cision based on data. On how the ride size distributes, cut cost and increase utilization. And we just charge per vehicle that our system is installed in, right now basically we take the fleet size, we charge per vehicle and usually a 12 month subscription fee, and we dont charge for the hardware upfront. We actually maintain ownership of hardware, that way if we need to replace it we can.Martin: So, from my understanding, in Germany and Europe in general we have some kind of companies like BMW and Mercedes who are doing this kind of individual cars that you can rent via mobile platform etc. You are currently tied in fleets, like Sixt or something like that, and having them to manage the fleet more efficiently, so that dont you have to that much contact between their sales organization and their end customer. Can you tell us a little bit more about how it technically works, the product? And when does it get installed, who does it, how long does it take?John: So, lets just start with the market segment that you hit on. There are roughly 8 million vehicles in the US that are in fleets and that is a market that is very, very undeveloped for sharing. All these vehicles are intended to be shared across user groups, but the way they share them, still have a metal box on the wall with keys in it, or a few individuals that have the keys at their desk and they have a piece of paper when they sign these vehicles out. And so because of the barriers of using keys and having no real organization around the sharing of the assets, they dont get shared and they have far too many vehicles on their lots. We can walk in the door and from day 1 we can offer 20-30% savings across their fleet, just by helping them share and taking the keys out of the equation. So now, instead of the user having to go and find a set of car keys, they just walk to car and the access is at the door. So, really streamlining the use case is essential here.And then what we do technically is we plugin to the cars diagnostics port. That allows us to do two things: get power for a device and pull information from the car itself. When our device is powered up, we force the user to interact with it at the door so we know who it is. We are tracking all movement, so we know how they use the car. We know if theyre abusing the vehicles, we know if theyre driving, how theyre driving, we know where theyre going. So all the information is very important to the fleet manager, so that they can get a snapshot, a real, data driven snapshot of how the vehicles are being used and then make decisions based on that information, so they can, for example, if they see a portion of their fleet that never goes more than 40 miles, why wouldnt they replace that with electric vehicles. That is an efficiency gain, an utilization gain, and then through sharing it proper, proper scheduling, we can help push rides together into certain vehicles that are always going to the same place at the same time with the sam e people. So, really optimizing the entire operational process.Martin: So, would you say that your plan based on this kind of big data is also to provide other services like you said before, analyze on how the fleet is going, and maybe even optimizing insurance contracts based on user groups or car models, something like that?John: Exactly. So, what we do is right now we focus on our core model and then we will, as we grow, offer premium packages to people, so we can help them analyze fleets and slice it in whatever they want with the data that we have. And we will offer those as premium products, yes.Martin: How did you acquire and convince the first customer? Because I can imagine going to big fleet companies who have 500-1000 cars or so, and you are young startup. How did you convince them?John: Couple of things. One is, we were selling cars originally, when we were doing that, couple of the big Silicon Valley companies, such as Google and Apple, they were very interested in that local kind of show piece for mobility. So, Google was our very first customer, they wanted to buy cars. We were talking to them for long enough that when we went through our strong pivot, and removed the hardware and software to become vehicle agnostic, they saw the intelligence in that decision and they already have a fleet of 300-400 vehicles on their campus, and they said Great, lets just start using your devices in our cars. And so that started to progress, that was a great example for us, theyre a tremendous customers because they have a truly multi-model fleet, all the way from human-powered bicycles all the way to highway shuttles, big 60 passengers busses, and everything in between. Model S Teslas, Nissan Leaves, electric bikes, normal internal combustion vans. So were working across the subset of that fleet now and we hope to expand more. And what that did was give us something to point to and show how its working and data that we could pull and analyze and just show the b enefit of our platform. At one point, they were having trouble getting people to plug-in small electric vehicles on their campus, so we just communicated with the users and said Hey, could you please plug the car in when youre done?, and amazingly we went from 30% plugin rate to 90% plugin rate, just in a few weeks. So, proving to the Google that you can change user behavior in few weeks is magical, and taking that to the general population is very powerful.Martin: Currently, fleet management companies are having all the cares stored basically in one location, I assume because there is some kind of person who needs to check in the people and serve the cars, etc. With your technology, would you say that they can more distribute their cars over the city, because you, they dont need to have this kind of human interaction with the final customer?John: So, its an interesting conversation because right now the fleets are very distributed. There are a lot of use cases where there are one o r maybe 2 users per vehicle, and then you have a piece of the fleet that is very centralized, and they call that the motor pool. And so, what were trying to actually do is to take the entirety of the fleet, regardless of where its located, and put it in a centralized motor pool. So that no matter where you are, on the grounds in the city of San Francisco, for example, you as a user could access the vehicles that you have the right to access, with just your badge. And so, looking at it from kind of a geographically agnostic perspective, saying you have access to a centralized motor pool, regardless of where it is, is very powerful. And giving the managers the ability to restrict usage, because you dont want me driving in dump truck, right, I dont have the license or the ability. And so the people who can and are able to drive those high value assets they require licensing control, the manager can very easily manage that from his laptop or mobile phone. And so, the general population can have access to the general population of motor pool vehicles, you can do restrictions, etc, etc, and that is a centralized motor pool, but it may be distributed over a city or more, for a state or even a federal government.Martin: And the registration or validation of identity and all the properties of some of you final customers, how is it then done?John: So, in the states its all done around driving licenses. The beauty of working with fleets is that all that information checking is already done, because the company or the organization takes care of that, so we dont have to. What we do is, we come in and connect the dots between the services theyre already using. For example, most centralized fleets or fleet operators have service providers for maintenance or cleaning, that they already use. And what we do is we come in with our platform and we connect with those dots more efficiently. So, instead of having to fill out a piece of paper that says I need service on this vehicle at this day, and then someone having to go and find the keys, and taking it out of service for a week or two or three, so that they can schedule this maintenance, we give them the ability to push a button on their web interface that turns the light on the vehicle red, takes that vehicle out of service, sends the information and the geolocation of the vehicle to the service provider who can go straight to the car, with their service badge, unlock the doors, drive it to the shop fix and then put it back in service, and then the light turns back to green. So, really what we do is streamline all those operations, using the existing infrastructure that they already have and just connecting the dots very efficiently.CORPORATE STRATEGYMartin: John, lets talk about corporate strategy. What do you perceive the competitive advantage of your company?John: So, right now, to date, there havent been any of the connected car companies that had focused on the user side. So, we obsess about the user side, because, as I said, I really feel that in order to make this sharing economy work in the enterprise, you have to have a good user experience at the door. And so, for example, when you tap your badge on our device, it takes less than 2 seconds for the doors to unlock. Thats essential. Because if youre standing at the door for 2 minutes even, as a user, it feels like days, and people then dont trust the system, they refuse to use it, and go back to system where you might as well just be sharing keys. So, we obsess about that experience at the door. And then really the scheduling and the utilization increase is what we are pushing today, and like I said we take the auxiliary systems that theyre already using and connect them more efficiently. So, for us, we dont want to get down the road too deeply on the telematic side, so, for example DOT compliance, or long hold trucking optimization for fuel, stuff like that thats been done many, many times and its very crowded marketplace. Were focused really on the user experience and centralized motor pools for now, thats our core model. Were only 35 people so we have to pick an area thats right for disruption and thats it.Martin: Can you explain your go-to market strategy and your product strategy going forward?John: Sure. So, our go-to market strategy has always been focused on what were good at, and again, to reiterate is the user side. So, going forward we will just continually expend our product offering, looking at new technologies, looking at more interesting and simplified ways for users to gain access, through different sensor technology, through different near field communications, technology whether it NFC (Near field communication), Bluetooth, or RFID. Were just going to leverage what are users had already in their pocket. So we dont want to force them to use something new. And going forward we will start expanding more and more across other geographic areas, for example, we have an office in Paris, righ t now with 5 employees and were focused on European fleet market as well, so I feel that in a lot of ways, the European market is already primed and ready for the sharing economy, because theres a lot more use of mass transit, theres a lot more sense for sharing across large groups of high dollar assets. The car economy there is, the way that corporate executives have their own assigned cars is starting to change, people want to have more cash upfront but still options for mobility down the road, so thats screaming out for centralized motor pools. So, were very excited about the expansion across the Europe as well. And thats how well expand in the next 12 months.Martin: Can you explain your reasoning why you are internationalizing within the same business segment while not adding for other business segments, like individual cars, etc.?John: I feel its really essential to have a strong toehold on the user side and centralized motor pool and then expand out from there. My co-founder i s French, and so we had a very strong connection to talent in France, and we, like I said, we see the European market as very ripe, as well, so we wanted to get it toehold as soon as possible, and so we just took our exact same business model and expanded it into European market.MARKET DEVELOPMENTMartin: So, lets talk about the market development. I mean, youve learned a lot in the case of mobility. Can you give us some kind of trends that you identified, without talking about sharing economy, because you have shared some knowledge of that already?John: Sure, so, if I was speaking straight to, and I do very frequently, speaks straight to OEMs, and lot of the innovation experts here in Silicon Valley come to us and say What do we do to be competitive in the future? and I just look straight at them and say Sell mobility and stop selling so many cars. And thats a very tough thing to understand, from the perspective of someone selling cars, but really thats kind of the just of it. I fee l that, in the near future, the companies that make mobility valuable are the ones that will win and that innovative process will stand out as you make each ride or each minute in the car more valuable than having a car sitting on your driveway 85-90% of the time unused. So, really, sharing is the core of that and selling mobility is the way that this economy will expand on forward.Martin: Do you see that the American car share is changing somehow? Because when you are driving 101 or 85, almost every car is occupied by only 1 person, everybody has a super large car and theres some kind of, lets say, the streets are full of cars.John: Absolutely. But, there are also great trends right now for young people who are waiting longer and longer to get their driving license. So, for example, in my era, you went out on your 16th birthday, you get your driving permit and on 16 and a half you are in line to get your driving license, on the day you can get it. Now, kids are waiting until theyre 17, 18 to get their driving license, because they are treating mobility as they treat applications in mobile devices. They want everything on demand, right now at their fingertips. They dont want to have to deal with the responsibility and the cost of owning a vehicle, its painful these days. And so I think the models are shifting, right now the infrastructure isnt built, and so the Bay Area is a great example. We have the Caltrain, which in America is amazing, but if you go to any other country in the world, 40, I guess its a 30 year old train is kind of laughed at. So, its great because we have it here, but its also very limiting because thats all we have here. So, trends are happening now, which are changing that and of course it happens slowly, but were doing what we can now. And thats why were not waiting for the OEMs to put the hardware in the cars, were making it ourselves. If they would give us access through API to the hardware that existed in the cars it would simplify an d speed this up, but thats not going to happen for 5-10 years, so were doing it ourselves.ADVICE TO ENTREPRENEURS In San Mateo, we meet CEO co-founder of Local Motion, John Stanfield. John shares his story how he co-founded this startup and how the current business model works, as well as what the current plans for near future, and some advice for young entrepreneurs.The transcript of the interview is included below.INTRODUCTIONMartin: Hi, today we are in San Mateo in the Local Motion office. John, who are you and what do you do?John: Im John Stanfield and Im the CEO and co-founder of Local Motion, and we build technology for the car sharing industry.Martin: What did you do before you started this company?John: Its a great question. My first career was, I spent 12 years as a wild and forest fire fighter. So, after I finished my physics degree I didnt want to build bombs for the navy, so I continued doing what I did to put myself through school, and that turned into career. I exited that, came to the Bay Area, started a couple of companies, learned a lot about entrepreneurship, found myself at g raduate school at Stanford, and thats where the idea for this company started out of my masters work in the mechanical engineering group and design group. I met my co-founder there and we started the company in 2010.Martin: And can you tell us a little bit more about the process, how you did come up with this idea?John: Sure. So, originally we were looking at local mobility and how a third to half of all trips made by Americans are for less than 5 miles. And generally speaking, we do them in single occupancy, two to three thousand pound automobiles, and so my idea was to build a small, very efficient electric four-wheel vehicle, that was built from the ground up to be sharable, to occupy a lot of these local needs, and so we build a vehicle while I was at Stanford, got some attention, won a summer grant from Lightspeed ventures, studied the market, realized there was a big gaping hole in mobility that needed to be innovated in, and disrupted. And so I launched the company after meet ing Clément Gires in 2010. We then raised some seed money, and we build a vehicle, and the idea was to sell it to places and not people, and be sharable from the ground up in its entirety of ethos of this vehicle would be a sharable asset. And what we learned in the process was that we could do much greater good and have much greater impact if we separate our ideas and became vehicle agnostic and stop trying to build cars because, I dont know if youre aware of this, but it takes a lot of money to start a car company. So, we separated the hardware and software that we needed to become vehicle agnostic, and thats what we have today, we install hardware in every vehicle that we deal with, we focus on large groups of assets and fleets, across the government agencies from federal to state and local, to university campuses and corporate campuses.Martin: Ok, great. And how did you get in touch with the first investors?John: Lets see. The first investors were visionary, angel investors, I would say. Were in the kind of the heart of entrepreneurship here in Silicon Valley. Through my Stanford network, I was put in touch with a great deal of entrepreneurs who had had success and are now angel investors, and the Lightspeed venture grant helped the great deal, so that expanded our network in Silicon Valley, and specifically on Sand Hill road. And so a few, as I call them, visionaries, believed in us and wrote us small checks, that allowed us to get started and really push our ideas forward. And without those visionaries, we wouldnt be here today.BUSINESS MODELMartin: John, lets talk about the business model. Can you briefly explain what your solution does and how it works technically, and then talk about the other components like what customers are you targeting, where are you using these technologies?John: Sure. So, I strongly believe that shared mobility can never succeed on a large-scale unless the experience from the users perspective at the door of the car, when the yre accessing that shared mobility. If that experience is better than owning a vehicle, than shared mobility will succeed, and until that day it wont expand in the dramatic way. And so the entirety of my company focuses on making that experience superior. And so what we do is we install hardware in every vehicle that shows visually the status of that vehicle to the user. So now, when the user walks out to the group of vehicles, they can see, through an LED light, if the vehicle is available or not, and they just walk up with their corporate ID badge that lets them in the buildings or with their smart phone, touch on that reader, the doors unlocked, they get in and they drive away. Its that simple. So, you dont have to book your personal car. Its yours. So why would you need to book your shared car? So we give that on demand, real-time access to every vehicle. You can also step back and say ok, Im a planner, which about 3% of our current fleet rides are actually planned ahead of time , only about 3-5%, and you can go on our mobile app or on our web system, our web-based platform and book a ride ahead of time. And what we do is we take all that information and we analyze it in our own analytics engines and we give that information back to the fleet manager, so that they can make real decision based on data. On how the ride size distributes, cut cost and increase utilization. And we just charge per vehicle that our system is installed in, right now basically we take the fleet size, we charge per vehicle and usually a 12 month subscription fee, and we dont charge for the hardware upfront. We actually maintain ownership of hardware, that way if we need to replace it we can.Martin: So, from my understanding, in Germany and Europe in general we have some kind of companies like BMW and Mercedes who are doing this kind of individual cars that you can rent via mobile platform etc. You are currently tied in fleets, like Sixt or something like that, and having them to mana ge the fleet more efficiently, so that dont you have to that much contact between their sales organization and their end customer. Can you tell us a little bit more about how it technically works, the product? And when does it get installed, who does it, how long does it take?John: So, lets just start with the market segment that you hit on. There are roughly 8 million vehicles in the US that are in fleets and that is a market that is very, very undeveloped for sharing. All these vehicles are intended to be shared across user groups, but the way they share them, still have a metal box on the wall with keys in it, or a few individuals that have the keys at their desk and they have a piece of paper when they sign these vehicles out. And so because of the barriers of using keys and having no real organization around the sharing of the assets, they dont get shared and they have far too many vehicles on their lots. We can walk in the door and from day 1 we can offer 20-30% savings across their fleet, just by helping them share and taking the keys out of the equation. So now, instead of the user having to go and find a set of car keys, they just walk to car and the access is at the door. So, really streamlining the use case is essential here.And then what we do technically is we plugin to the cars diagnostics port. That allows us to do two things: get power for a device and pull information from the car itself. When our device is powered up, we force the user to interact with it at the door so we know who it is. We are tracking all movement, so we know how they use the car. We know if theyre abusing the vehicles, we know if theyre driving, how theyre driving, we know where theyre going. So all the information is very important to the fleet manager, so that they can get a snapshot, a real, data driven snapshot of how the vehicles are being used and then make decisions based on that information, so they can, for example, if they see a portion of their fleet that never goes more than 40 miles, why wouldnt they replace that with electric vehicles. That is an efficiency gain, an utilization gain, and then through sharing it proper, proper scheduling, we can help push rides together into certain vehicles that are always going to the same place at the same time with the same people. So, really optimizing the entire operational process.Martin: So, would you say that your plan based on this kind of big data is also to provide other services like you said before, analyze on how the fleet is going, and maybe even optimizing insurance contracts based on user groups or car models, something like that?John: Exactly. So, what we do is right now we focus on our core model and then we will, as we grow, offer premium packages to people, so we can help them analyze fleets and slice it in whatever they want with the data that we have. And we will offer those as premium products, yes.Martin: How did you acquire and convince the first customer? Because I can imagin e going to big fleet companies who have 500-1000 cars or so, and you are young startup. How did you convince them?John: Couple of things. One is, we were selling cars originally, when we were doing that, couple of the big Silicon Valley companies, such as Google and Apple, they were very interested in that local kind of show piece for mobility. So, Google was our very first customer, they wanted to buy cars. We were talking to them for long enough that when we went through our strong pivot, and removed the hardware and software to become vehicle agnostic, they saw the intelligence in that decision and they already have a fleet of 300-400 vehicles on their campus, and they said Great, lets just start using your devices in our cars. And so that started to progress, that was a great example for us, theyre a tremendous customers because they have a truly multi-model fleet, all the way from human-powered bicycles all the way to highway shuttles, big 60 passengers busses, and everything i n between. Model S Teslas, Nissan Leaves, electric bikes, normal internal combustion vans. So were working across the subset of that fleet now and we hope to expand more. And what that did was give us something to point to and show how its working and data that we could pull and analyze and just show the benefit of our platform. At one point, they were having trouble getting people to plug-in small electric vehicles on their campus, so we just communicated with the users and said Hey, could you please plug the car in when youre done?, and amazingly we went from 30% plugin rate to 90% plugin rate, just in a few weeks. So, proving to the Google that you can change user behavior in few weeks is magical, and taking that to the general population is very powerful.Martin: Currently, fleet management companies are having all the cares stored basically in one location, I assume because there is some kind of person who needs to check in the people and serve the cars, etc. With your technolog y, would you say that they can more distribute their cars over the city, because you, they dont need to have this kind of human interaction with the final customer?John: So, its an interesting conversation because right now the fleets are very distributed. There are a lot of use cases where there are one or maybe 2 users per vehicle, and then you have a piece of the fleet that is very centralized, and they call that the motor pool. And so, what were trying to actually do is to take the entirety of the fleet, regardless of where its located, and put it in a centralized motor pool. So that no matter where you are, on the grounds in the city of San Francisco, for example, you as a user could access the vehicles that you have the right to access, with just your badge. And so, looking at it from kind of a geographically agnostic perspective, saying you have access to a centralized motor pool, regardless of where it is, is very powerful. And giving the managers the ability to restrict usa ge, because you dont want me driving in dump truck, right, I dont have the license or the ability. And so the people who can and are able to drive those high value assets they require licensing control, the manager can very easily manage that from his laptop or mobile phone. And so, the general population can have access to the general population of motor pool vehicles, you can do restrictions, etc, etc, and that is a centralized motor pool, but it may be distributed over a city or more, for a state or even a federal government.Martin: And the registration or validation of identity and all the properties of some of you final customers, how is it then done?John: So, in the states its all done around driving licenses. The beauty of working with fleets is that all that information checking is already done, because the company or the organization takes care of that, so we dont have to. What we do is, we come in and connect the dots between the services theyre already using. For example, most centralized fleets or fleet operators have service providers for maintenance or cleaning, that they already use. And what we do is we come in with our platform and we connect with those dots more efficiently. So, instead of having to fill out a piece of paper that says I need service on this vehicle at this day, and then someone having to go and find the keys, and taking it out of service for a week or two or three, so that they can schedule this maintenance, we give them the ability to push a button on their web interface that turns the light on the vehicle red, takes that vehicle out of service, sends the information and the geolocation of the vehicle to the service provider who can go straight to the car, with their service badge, unlock the doors, drive it to the shop fix and then put it back in service, and then the light turns back to green. So, really what we do is streamline all those operations, using the existing infrastructure that they already have and just connect ing the dots very efficiently.CORPORATE STRATEGYMartin: John, lets talk about corporate strategy. What do you perceive the competitive advantage of your company?John: So, right now, to date, there havent been any of the connected car companies that had focused on the user side. So, we obsess about the user side, because, as I said, I really feel that in order to make this sharing economy work in the enterprise, you have to have a good user experience at the door. And so, for example, when you tap your badge on our device, it takes less than 2 seconds for the doors to unlock. Thats essential. Because if youre standing at the door for 2 minutes even, as a user, it feels like days, and people then dont trust the system, they refuse to use it, and go back to system where you might as well just be sharing keys. So, we obsess about that experience at the door. And then really the scheduling and the utilization increase is what we are pushing today, and like I said we take the auxiliary sy stems that theyre already using and connect them more efficiently. So, for us, we dont want to get down the road too deeply on the telematic side, so, for example DOT compliance, or long hold trucking optimization for fuel, stuff like that thats been done many, many times and its very crowded marketplace. Were focused really on the user experience and centralized motor pools for now, thats our core model. Were only 35 people so we have to pick an area thats right for disruption and thats it.Martin: Can you explain your go-to market strategy and your product strategy going forward?John: Sure. So, our go-to market strategy has always been focused on what were good at, and again, to reiterate is the user side. So, going forward we will just continually expend our product offering, looking at new technologies, looking at more interesting and simplified ways for users to gain access, through different sensor technology, through different near field communications, technology whether it N FC (Near field communication), Bluetooth, or RFID. Were just going to leverage what are users had already in their pocket. So we dont want to force them to use something new. And going forward we will start expanding more and more across other geographic areas, for example, we have an office in Paris, right now with 5 employees and were focused on European fleet market as well, so I feel that in a lot of ways, the European market is already primed and ready for the sharing economy, because theres a lot more use of mass transit, theres a lot more sense for sharing across large groups of high dollar assets. The car economy there is, the way that corporate executives have their own assigned cars is starting to change, people want to have more cash upfront but still options for mobility down the road, so thats screaming out for centralized motor pools. So, were very excited about the expansion across the Europe as well. And thats how well expand in the next 12 months.Martin: Can you exp lain your reasoning why you are internationalizing within the same business segment while not adding for other business segments, like individual cars, etc.?John: I feel its really essential to have a strong toehold on the user side and centralized motor pool and then expand out from there. My co-founder is French, and so we had a very strong connection to talent in France, and we, like I said, we see the European market as very ripe, as well, so we wanted to get it toehold as soon as possible, and so we just took our exact same business model and expanded it into European market.MARKET DEVELOPMENTMartin: So, lets talk about the market development. I mean, youve learned a lot in the case of mobility. Can you give us some kind of trends that you identified, without talking about sharing economy, because you have shared some knowledge of that already?John: Sure, so, if I was speaking straight to, and I do very frequently, speaks straight to OEMs, and lot of the innovation experts here in Silicon Valley come to us and say What do we do to be competitive in the future? and I just look straight at them and say Sell mobility and stop selling so many cars. And thats a very tough thing to understand, from the perspective of someone selling cars, but really thats kind of the just of it. I feel that, in the near future, the companies that make mobility valuable are the ones that will win and that innovative process will stand out as you make each ride or each minute in the car more valuable than having a car sitting on your driveway 85-90% of the time unused. So, really, sharing is the core of that and selling mobility is the way that this economy will expand on forward.Martin: Do you see that the American car share is changing somehow? Because when you are driving 101 or 85, almost every car is occupied by only 1 person, everybody has a super large car and theres some kind of, lets say, the streets are full of cars.John: Absolutely. But, there are also great trends rig ht now for young people who are waiting longer and longer to get their driving license. So, for example, in my era, you went out on your 16th birthday, you get your driving permit and on 16 and a half you are in line to get your driving license, on the day you can get it. Now, kids are waiting until theyre 17, 18 to get their driving license, because they are treating mobility as they treat applications in mobile devices. They want everything on demand, right now at their fingertips. They dont want to have to deal with the responsibility and the cost of owning a vehicle, its painful these days. And so I think the models are shifting, right now the infrastructure isnt built, and so the Bay Area is a great example. We have the Caltrain, which in America is amazing, but if you go to any other country in the world, 40, I guess its a 30 year old train is kind of laughed at. So, its great because we have it here, but its also very limiting because thats all we have here. So, trends are ha ppening now, which are changing that and of course it happens slowly, but were doing what we can now. And thats why were not waiting for the OEMs to put the hardware in the cars, were making it ourselves. If they would give us access through API to the hardware that existed in the cars it would simplify and speed this up, but thats not going to happen for 5-10 years, so were doing it ourselves.ADVICE TO ENTREPRENEURSMartin: Over the last years, what have been your major learnings that you can share with other first time entrepreneurs?John: I think one of the biggest learnings that we had in early days is first of all, dont be too attracted to your first business model, because its going to change. And second, find your product market fit, and go out and get customers.So, I think one of the mistakes that entrepreneurs make, and I was very close to making this mistake, which is a fatal mistake for your company, is getting to wrapped up around what your first idea is. In my mind, the d efinition of a startup is an entity that can pivot their business model until they find something that sticks. Something thats needed in the market right now, something that you can sell to customers regardless of your size. And we were able to find that and sell that and gain revenue with our early prototypes, and weve done that now for three years. Weve been able to gain revenue and push our vehicle ideas and our entrepreneurial ideas into the marketplace while gaining revenue and testing our devices. And now we have a product thats scalable and ready to go and we just started hiring sales people. So, we focused on products, we focused on product market fit, weve been around since 2010 and weve just started hiring sales people three months ago. So, we obsessed about the product, we obsessed about how to make that product work in the marketplace, and found our niche and landed and now were expanding. So, really finding that product market fit and knowing that people want it and are willing to pay for it is essential.Martin: And what advice can you give somebody who is thinking about a product based company and then is thinking about how should he develop his product? Is there any kind of recipe that you can provide?John: I think simplification is the key. Were great example. Im mechanical engineer and can build a car, but that doesnt mean you should. Really take the idea and strip it down and try to understand fundamentally why youre doing what youre doing. Having a vision for solving problems in mobility and jumping to what youre good at is a way to get great ideas. But again, being fluid with how those ideas flow around the problem and finding the area of least resistance for your product to get into the market is the key.Martin: Great. John, thank you very much for your time.John: Youre welcome.Martin: And the next time you are starting your company focus on the simplicity of your product, and not make it over complex. Thank you very much.

Essay on Comparison of the American and French Revolutions

Comparison of the American and French Revolutions The American and French revolutions both compare and contrast in their origins and outcomes; both revolutions began due to the common peoples need to obtain independence and liberty from an oppressive government. The American Revolution was triggered by the American colonists need for financial independence from the overpowering nation of Great Britain, while the French revolution was a struggle to gain social equality among the masses. Although the American and French Revolutions were fought over the same ideas, the American Revolution is considered more â€Å"conservative† than the French. The intent of the American revolutionaries was not to initiate a revolution, but rather to gain their†¦show more content†¦The British found that they could no longer afford to keep fighting to remain control of the American colonies; the British surrendered in Yorktown, Virginia, in 1781. American independency was finally recognized in 1783, when the Treaty of Paris was drawn up as a result of two years of negotiations. The American colonies had been so deprived of their natural rights from the British government that the only viable solution was to have a revolution. However, the American revolutionaries were able to maintain a conservative approach to the revolution due to non-violent tactics used by the American colonists. In 1787, a few years after the British recognized American independency, the Revolution in France was beginning to unravel. France was desperately in need of financial assistance; it lacked a National Bank and National Treasury system. France had supported the American colonists in the American Revolution, and also gave financial support in the War of Austrian Succession, and the Seven Years War. A combination of the financial support given in these wars, maintaining their military, and the fact that France spent more then it collected in taxes each year, resulted in a substantial debt crisis for France. The French Revolution was also a result of the discontentment of the social structure in France. King Louis and his wife, Marie Antoinette, were very unpopular among the French because they did not care about their subjects.Show MoreRelatedComparison Of The French And American Revolution838 Words   |  4 Pagesabout the people. The people of France and America have declared their independence with their own letter to the king, The Declaration of Independence and The Declaration of the Rights of Man. These two documents of freedom will start the French and American Revolution, which leads to these to countries being independent and free from the king. The Declaration of Independence in fact is still used today. The people of America were tired of trading through England, and not being able to use whateverRead MoreThe Revolutionary War : Wim Klooster s Book Revolutions1114 Words   |  5 PagesKlooster’s book Revolutions in the Atlantic World expresses the deep roots of the revolutionary war period throughout various locations and circumstances. He strives to express the causes, effects, and the political civil war which caused the great uproar in the once colonial lands. This shift in history is noted in Klooster’s book and expanded upon in his chapter entitled â€Å"The Revolution’s Compared.† He notes the various commonalities between the American, French, Haitian, and Spanish American revolutionsRead MoreThe French Revolution1575 Words   |  7 Pagesrule, France was working to free itself from royal absolutism. This period is historically known as the French Revolution. Many scholars do not ag ree on the chronology of the French Revolution; some scholars suggest that the Revolution took place between 1789 to 1799 while others feel that it did not end until Napoleon lost power in 1815. To better understand the history of the French Revolution it is necessary to discuss the causes, major events, significant figures, and the outcomes associated withRead MoreComparing the French Revolution and the American Revolution Essay example857 Words   |  4 Pages The French and American revolutions are both very significant in the world’s history. The American Revolution happened first, around the last half of the 18th century where the Thirteen Colonies became the United States of America, and gained independence from the British Empire. The French revolution on the other hand, was from 1789 until the turn of the century 1799. For the French people this was a period of political and social turmoil. The idea of Enlightenment stuck a large populationRead MoreSimi larities Between The French Revolution And American Revolution1067 Words   |  5 PagesThe American Revolution and the French Revolution The late 1700’s was a time for cutting-edge inventions, literary and philosophical achievements, upcoming and rising leaders, and lastly, revolutions. The American revolution took place from 1770 to 1783. The French Revolution began in 1789 and lasted for a decade Both the American and French Revolution occurred at the same time and the citizens were both fighting for freedom from a monarchy, there are many important similarities and differencesRead MoreThe Age of Revolutions1515 Words   |  7 PagesThe Age of Revolutions is often a term used for a period of time, usually between 1760 -1848. Although the term encompasses many revolutions across the globe, it isn’t very often that these events are examined as a whole; compared and contrasted to show the similarities, differences, and even some potential catalytic properties between them. The book The Age of Revolutions in Global Context, c. 1760-1840, put together and edited by David Armitage and Sanjay Subrahmanyam, is a book of essays collaboratedRead MoreDifferences Between the French and American Revolutions1362 Words   |  6 PagesDifferences in the American and French Revolutions Sometimes a revolution can take place within a country against its own current state of government, other times a revolution can take place externally to rid a country of another countrys influence. There are many components that are involved in a revolution taking place. One must consider the causes or reasons of the situation, the events that occur during the revolution and the effects or aftermath that had been created by that revolution. There wereRead MoreFrench Revolution: the Solution to Class Inequality1141 Words   |  5 Pages The French Revolution was one of the most important events that occurred in the history of France. The revolution crumpled the Old Regime and completely transformed the social and political system of France. The people of France sought to establish a more egalitarian society through their newly created Republic. When Enlightenment thinkers such as John Locke, Jean-Jacques Rousseau and Baron de Montesquieu introduced individual liberty, natural rights and equality the ideas of revolution emergedRead MoreEssay On The Causes Of The French And American Revolution1061 Words   |  5 PagesThe American, French, Haitian, and Mexican revolutions are epitomes of responsible citizens advocating for social and political upheaval in hopes of saving and furthering their states. These revolutions, more than others, exemplify nations that rebelled against governments which maliciously abused their power. The American Revolution focused on achieving independence from Britain, as Britain abused th eir power by unfairly taxing colonists. The Mexican Revolution concentrated on eliminating dictatorshipRead MoreThe American And French Revolutions1517 Words   |  7 PagesThe American French Revolutions The American Revolution and French Revolution were unique in world history because they used the ideas of freedom and equality from the Enlightenment, but understood them differently at the same time. Both revolutions occurred around the same time- the 18th Century, the American Revolution began on the 4th of July when Thomas Jefferson wrote the Declaration of Independence (Dr. Taylor). The French Revolution then follows in 1789, provoked by â€Å"...a greater demand

A Romantic And Modernist Perspective - 2041 Words

Kyle D. Brubaker Dr. Vernooy ENG-237-01 11 December 2014 Memory: A Romantic and Modernist Perspective During an age when Britain was producing more writing than perhaps ever before in its history; romantic writers such as Wordsworth and Coleridge place a large emphasis on nature and what impact this construct has on the mind and imagination, while modernist writers such as Hardy, Lawrence, and Yeats attempt to exercise a strong break from tradition. This ideal of â€Å"straying from the pack† creates a sense of bitterness and radical doubt throughout the modernist period, and thus, causes citizens living in this time to carry about their daily activities with doubt and pessimistic attitudes. After examining the literary movements of†¦show more content†¦One can argue that William Wordsworth believes that memory can be utilized as an anecdote that is able to cure someone’s pain, while a writer such as Thomas Hardy would disapprove of this Wordsworthian ideal by believing that memory is simply a â€Å"shroud of gray† (Vernooy). This claim can be supported as true when Wordsworth’s Lines Composed a Few Miles Above Tintern Abbey is examined more closely. Within this piece, Wordsworth states, â€Å"These beauteous forms/Through a long absence, have not been to me/As is a landscape to a blind man’s eye/But oft, in lonely rooms, and ‘mid the din/Of towns and cities, I have owed to them/In hours of weariness, sensations sweet (Wordsworth 23-27). Here, Wordsworth provides a detailed description about how nature is able to provide a safe-haven for him in a time when Britain’s cities are looking to industrialize more than ever. By personifying nature during this time of economic crisis, Wordsworth is creating an outlet that aids him in moving forward. Conversely, Thomas Hardy encompasses the idea of nature and memory by almost insulting Wordsworth. For instance, Hardy would argue that one cannot â€Å"sit on the couch† and rekindle old memories in order to transgress, but instead, one needs to be out and about in order to gather as many physical memories as humanly possible. Within Hardy’s Under the Waterfall, the female persona is attempting to rekindle one of her past memories, which as we all

How Culture Affects Managers Free Essays

How culture affects manager in international organizations. In the last few years globalization has been expanded all around the world in different areas and technology. International organizations have the same effect, organizations that want to have an adventure must require managers or leaderships with general awareness of cultural variables that may affect the business and make this a success or a flop. We will write a custom essay sample on How Culture Affects Managers or any similar topic only for you Order Now Since culture has become one of the main obstacles to standardize decisions and processes in multinational enterprises, a barrier that is sometimes impossible to overcome †¦(XII) After the end of World War II growth of globalization has become widespread, thanks to advances in communication, transportation, technology and trading system. The world is moving into a new millennium and we cannot ignore the importance of international business, and the administration thereof. However adaptation to culture is the most difficult challenge doing international business, this requires an understanding of the different culture, perceptions, stereotypes and values. Only the managers with a wide cultural sensitivity will success. No single nation can be complacent about itself and does not need the assistance and support of other countries, even the riches nations need which lack resources and through global negotiations and agreements supplement their needs and wants. The development of international trade makes countries prosper by leveraging its assets produce better, and then exchanged with other countries, which in turn they produce best. When companies are interested in international trade or looking to diversify markets, they need to negotiate with foreign firms, then countries will be better off. To achieve this they have to resolve conflict or mishaps that may rise when negotiating, because many times one party is not willing to give, so firms need to plan strategies to work to reach an agreement, It is important to know the essential aspects of international negotiation, however culture influences directly in international negotiations, as not all countries negotiate the same way. Aspects such as values, habits, customs, religion, morality, etc. are essential to know, before a firm can have good communication and the n negotiating for a mutually beneficial. Horak, S. (2010). Does The Individual’s Culture Play A Role In The Value Perception Of Members Of Small Multinational Teams?. Business ; Economics Journal, 1-7. The author of this article said How to cite How Culture Affects Managers, Papers

Materials and Methods free essay sample

Technical grade Diazinon (DZN); O,O-Diethyl O-[4-methyl-6-(propan-2-yl)pyrimidin-2-yl] phosphorothioate (98% purity) was donated from El-Helb, Pesticides and Chemicals, New Damietta, Egypt. It was diluted in corn oil for preparing the required concentrations. Dosing concentrations were freshly prepared during the administration period. Moringa seed oil (MSO) was purchased from Earths Moringa P.O. Box 39503, Los Angeles, CA 90039. Reduced glutathione (GSH), 1-chloro-2, 4-dinitrobenzene, nicotinamide adenine dinucleotide phosphate (NADPH), thiobarbituric acid (TBA), trichloroacetic acid (TCA), H2O2 (33%), ethylenediaminetetraacetic acid (EDTA), reduced glutathione (GSH), 5,5 dithiobis-(2-nitrobenzoic acid (DTNB), potassium fihydrogenphosphate (KH2PO4), butanol and sodium chloride (NaCl) of technical grade used in this study were purchased from Sigma Chemical Company (Saint Louis, USA). Other chemicals were supplied from Merck Led. SRL Pvt., Led., Mumbai, India.2.2. AnimalsTwenty male Albino rats Sprague–Dawley, weighing 180–200 g, were supplied from the Animal Breeding House of the Medical Research Institute, Alexandria University, Alexandria, Egypt. Animals were maintained at the animal care facility in the Faculty of Medicine, in plastic cages under controlled temperature (23  ± 2 oC), 12-h light/dark cycle and 50  ± 5% relative humidity. We will write a custom essay sample on Materials and Methods or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Water and food were available ad libitum. Rats were acclimatized to the laboratory environment for two weeks prior to the start of the experiments. Animal Care ; Experimental Committee, Alexandria University, Alexandria, Egypt, and all animal procedures were carried out in accordance with the Ethics Committee of the National Research Centre conformed to the Guide for the Care and Use of Laboratory [15]. During the experiments, maximum care was taken to minimize animal suffering and in addition, the number of rats used was kept at minimum.2. 3. Experimental designAfter two weeks of acclimatization, animals were divided into four (n = 5 rats per group) equal groups.†¢ Group 1: Control group; rats were given 1 mL/kg body weight (b,w)/day by gavage for 28 days;†¢ Group 2: DZN group; rats were given DZN 12.50 mg/kg b.w/day (1/100 LD50) by gavage for 28 days. The LD50 and the regime schedule were selected according to the previous study [16,17];†¢ Group 3: MSO group; MSO was given, 200 mg/kg b.w/day, by gavage for 28 days according to the previous study [18];†¢ Group 4: MSO + DZN group; rats were given first with (MSO (200 mg/kg b. w/day) by gavage and after 30 min were given DZN (12.50 mg/kg b.w/day (1/100 LD50) by gavage for 28 days.2.4. Sample collection and preparationThe animals were starved overnight for 12h before blood was collected. Rats were anaesthetized with rats were weighed and anesthetized with sodium pentobarbital (40 mg/kg i. p.), and venous blood samples were collected by direct heart puncture into sterilized vials. Blood samples were allowed set to clot at 4 oC and centrifuged at 2500 g for 10 min. Then 1000 ?l aliquots of serum were placed in microfuge tubes and frozen on dry ice. Labeled bags were placed into freezer at -20 oC until the time of the assay.Livers was removed from rats under anesthesia, after 28 days of treatment and washed with cold saline buffer to remove any clotted blood or tissue debris. Washed livers were immediately stored at – 80 oC. To obtain the enzymatic extract, tissues were homogenized in ice-cold 50 mM sodium phosphate buffer (pH 7.0) contains 0.1 mM ethylendiaminetetra-acetic acid (EDTA) to yield 10% (W/V) homogenate. The tissue homogenates were then centrifuged 1500 Xg for 20 minutes at 4  ºC. The supernatants were kept at – 80  ºC till the time of determination of oxidative/antioxidant parameters.2.5. Serum biomarkersAll serum parameters were determined using a commercial kit in accordance with manufacturers instructions using a spectrophotometer (Shimadzu UV-VIS Recording 2401 PC, Japan). Serum samples were analyzed for total protein by Lowry et al. [19]. Albumin concentration was determined by Doumas et al. [20]. Serum alanine aminotransferase (ALT; EC 2.6. 1.2) and aspartate aminotransferase (AST; EC 2.6.1.1) were determined using commercial kits obtained from Biodiagnostic kit (Cairo, Egypt). The principle reaction of the colorimetric determination of AST or ALT activity is based on the reaction of aspartate or alanine with ?-ketoglutarate to form oxaloacetate or pyruvate hydrazone formed with 2, 4-dinitrophenylhydrazine [21]. Serum alkaline phosphatase (ALP; EC 3. 1.3.1) activity was measured at 405 nm by the formation of para-nitrophenol from para-nitrophenylphosphate as a substrate [22] using commercial kits obtained from Biodiagnostic kit (Cairo, Egypt). Serum lactate dehydrogenase (LDH; EC 1.1.1.27) was determined according to the method of Friedman and Young [23], using kit obtained from Spinreact (Santa Coloma, Spain). Cholesterol and triglycerides was measured according to the method Carr et al. [24] using Biodiagnostic kit (Cairo, Egypt).2.6. Lipid peroxidation assayThe extent of LPO was estimated as the concentration of thiobarbituric acid reactive product malondialdehyde (MDA) by using the method of Ohkawa et al. [25]. MDA concentrations were determined using 1,1,3,3-tetraethoxypropane as standard and expressed as nmol/g liver tissue. 2.7. Antioxidant enzymesCatalase (CAT, EC. 1.11.1.6) activity was measured according to the method described by Aebi by assaying the hydrolysis of H2O2 and the resulting decrease in absorbance at 240 nm over a 3 min period at 25 oC [26]. The activity of CAT enzyme is expressed as U/gm tissue.Glutathione peroxidase (GPx; EC 1.11.1.9) activity was measured using H2O2 as substrate according to the method described by Paglia and Valentine [27]. The reaction was monitored indirectly as the oxidation rate of NADPH at 240 nm for 3 min. Enzyme activity was expressed as U/gm tissue. Superoxide dismutase (SOD, EC 1.15.1.1) activity was determined according to the method described by Marklund and Marklund by assaying the autooxidation and illumination of pyrogallol at 440 nm for 3 min [28].2.8. Reduced glutathione assayReduced GSH estimation was performed by Beutler et al. [29]. Livers were homogenized in 1 ml of 1.1% KCl cooled, then homogenate (100  µl) was mixed with 750  µL of precipitate solution (1.67 g glacial meta-phosphoric acid, 0.2 g EDTA and 30 g of NaCl in 100 ml D.W.) and 900  µl of D. W. Homogenate tissue was centrifuged at 2000g for 15 min to precipitate proteins. Protein-free supernatant (250  µl) was added to 1ml of Na2HPO4 (0.0 M) and the reaction was initiated by adding 125  µl of DTNB (6 mM) and the absorbance of 5-thio-nitrobenzoic acid (TNB) formed was measured at 412 nm. The level of GSH was obtained by standard curve and expressed as U/g tissue.2.9. Statistical analysisAll data were expressed as mean  ± standard deviation (SD) and then subjected to one-way analysis of variance followed by Tukeys multiple comparison tests. Values of p