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

The Wright Brothers Make the First Flight

The Wright Brothers Make the First Flight At 10:35 a.m. on December 17, 1903, Orville Wright flew the Flyer for 12 seconds over 120 feet of the ground. This flight, conducted on Kill Devil Hill just outside of Kitty Hawk, North Carolina, was the very first flight by a manned, controlled, heavier-than-air aircraft that flew under its own power. In other words, it was the first flight of an airplane. Who Were the Wright Brothers? Wilbur Wright (1867-1912) and Orville Wright (1871-1948) were brothers who ran both a printing shop and a bicycle shop in Dayton, Ohio. The skills they learned from working on printing presses and bicycles were invaluable in trying to design and build a working airplane. Although the brothers interest in flight had stemmed from a small helicopter toy from their childhood, they didnt begin experimenting with aeronautics until 1899, when Wilbur was 32 and Orville was 28. Wilbur and Orville began by studying aeronautical books, then talked with civil engineers. Next, they built kites. Wing Warping Wilbur and Orville Wright studied the designs and accomplishments of other experimenters but soon realized that no one had yet found a way to control aircraft while in the air. By studiously observing birds in flight, the Wright brothers came up with the concept of wing warping.​ Wing warping allowed the pilot to control the roll of the plane (horizontal movement) by raising or lowering flaps located along the planes wingtips. For instance, by raising up one flap and lowering the other, the plane would then begin to bank (turn). The Wright brothers tested their ideas using kites and then, in 1900, built their first glider. Testing at Kitty Hawk Needing a place that had regular winds, hills, and sand (to provide a soft landing), the Wright brothers selected Kitty Hawk in North Carolina to conduct their tests. Wilbur and Orville Wright took their glider into the Kill Devil Hills, located just south of Kitty Hawk, and flew it. However, the glider did not do as well as they had hoped. In 1901, they built another glider and tested it, but it too did not work well. Realizing that the problem was in the experimental data they had used from others, they decided to conduct their own experiments. To do so, they went back to Dayton, Ohio and built a small wind tunnel. With the information gained from their own experiments in the wind tunnel, Wilbur and Orville built another glider in 1902. This one, when tested, did exactly what the Wrights expected. Wilbur and Orville Wright had successfully solved the problem of control in flight. Next, they needed to build an aircraft that had both control and motorized power. The Wright Brothers Build the Flyer The Wrights needed an engine that would be powerful enough to lift a plane from the ground, but not weigh it down significantly. After contacting a number of engine manufacturers and not finding any engines light enough for their task, the Wrights realized that in order to get an engine with the specifications they needed, they must design and build their own. While the Wilbur and Orville Wright designed the engine, it was the clever and able Charlie Taylor, a machinist who worked with the Wright brothers in their bicycle shop, who built it carefully crafting each individual, unique piece. With little experience working with engines, the three men managed to put together a 4-cylinder, 8 horsepower, gasoline engine that weighed 152 pounds in just six weeks. However, after some testing, the engine block cracked. It took another two months to make a new one, but this time, the engine had a whopping 12 horsepower. Another engineering struggle was determining the shape and size of the propellers. Orville and Wilbur would constantly discuss the intricacies of their engineering problems. Although they hoped to find solutions in nautical engineering books, they ultimately discovered their own answers through trial, error, and lots of discussion. When the engine was completed and the two propellers created, Wilbur and Orville placed these into their newly built, 21-foot long, spruce-and-ash framed Flyer. With the finished product weighing 605 pounds, the Wright brothers hoped that the motor would be strong enough to lift the plane. It was time to test their new, controlled, motorized aircraft. The December 14, 1903 Test Wilbur and Orville Wright traveled to Kitty Hawk in September 1903. Technical difficulties and weather problems delayed the first test until December 14, 1903. Wilbur and Orville flipped a coin to see who would get to make the first test flight and Wilbur won. However, there wasnt enough wind that day, so the Wright brothers took the Flyer up to a hill and flew it. Although it did take flight, it crashed at the end and needed a couple days to repair. Nothing definitive was gained from this flight since the Flyer had taken off from a hill. The First Flight at Kitty Hawk On December 17, 1903, the Flyer was fixed and ready to go. The weather was cold and windy, with winds reported around 20 to 27 miles per hour. The brothers tried to wait until the weather improved but by 10 a.m. it had not, so they decided to try a flight anyway. The two brothers, plus several helpers, set up the 60-foot monorail track that helped keep the Flyer in line for lift-off. Since Wilbur had won the coin toss on December 14,  it was Orvilles turn to pilot. Orville  clambered onto the Flyer, laying flat on his tummy on the middle of the bottom wing. The biplane, which had a 40-foot 4-inch wingspan, was ready to go. At 10:35 a.m. the Flyer started off with Orville as pilot and Wilbur running along the right side, holding onto the lower wing to help stabilize the plane. Around 40 feet along the track, the Flyer took flight, staying in the air for 12 seconds and traveling 120 feet from liftoff. They had done it. They had made the very first flight with a manned, controlled, powered, heavier-than-air aircraft. Three More Flights That Day The men were excited about their triumph but they were not done for the day. They went back inside to warm up by a fire and then went back outside for three more flights. The fourth and final flight proved their best. During that last flight, Wilbur piloted the Flyer for 59 seconds over 852 feet. After the fourth test flight, a strong gust of wind blew the Flyer over, making it tumble and breaking it so severely that it would never be flown again.   After Kitty Hawk Over the next several years, the Wright Brothers would continue perfecting their airplane designs but would suffer a major setback in 1908 when they were involved in the first fatal airplane crash. In this crash, Orville Wright was severely injured but  passenger Lieutenant Thomas Selfridge died. Four years later, having recently returned from a six-month trip to Europe for business, Wilbur Wright became ill with typhoid fever. Wilbur never recovered, passing away on May 30, 1912, at the age of 45. Orville Wright continued to fly for the next six years, making daring stunts and setting speed records, stopping only when aches left over from his 1908 crash would no longer let him fly. Over the next three decades, Orville kept busy continuing scientific research, making public appearances, and battling lawsuits. He lived long enough to witness the historic flights of great aviators such as Charles Lindbergh and Amelia Earhart as well as recognize the  important roles that planes played in World War I and World War II. On January 30, 1948, Orville Wright died at age 77 of a massive heart attack.

The History of the Drug Krokodil

The History of the Drug Krokodil Krokodil is the street name for desomorphine an opiate-like drug similar to and a substitute for heroin used by addicts. Krokodil or desomorphine began its history as a patented drug. US patent 1980972 was issued to chemist, Lyndon Frederick Small for a Morphine Derivative and Processes on November 13, 1934. The drug was briefly manufactured and marketed by the Swiss pharmaceutical company Roche under the brand name of Permonid but was abandoned as a commercial product for its short shelf life and highly addictive nature. In the early 2000s, the drug resurfaced in Russia as krokodil, a home-brewed heroin substitute that takes about thirty minutes to manufacture from codeine pills and other substances. The home brewing of this drug includes the inclusion of impurities and toxic substances that have lead to some horrific consequences for users. Krokodil (Russian for crocodile) is named after one of the drugs major side effect, the greenish and scaly appearance of the damaged and rotting skin of users. Take one look at this Huffington Post video report and youll be quickly convinced never to try this drug. If You Dont Want It - Recycled Patents Many illicit street drugs (and even semi-legal ones) have had their origins in legitimate research done by pharmaceutical companies, research that has even resulted in patents being issued. For example, organic chemist John Huffman was the unwitting inventor of a synthetic version of marijuana. A few enterprising individuals read John Huffmans research on synthetic cannabinoids and began manufacturing and selling synthetic marijuana products such as Spice. These products were legal for a short spell of time, however, in most places they are no longer legal. Another popular street drug is MDMA or Molly as it is now called. The original formula for Molly was patented in 1913 by Merck, a German chemical company. Molly was intended to be a diet pill, however, Merck decided against marketing the drug and abandoned it. MDMA was made illegal in 1983, seventy years after it was originally invented. Heroin was once a registered trademark belonging to Bayer, the same folks that invented aspirin. A method of manufacturing heroin from the opium poppy was developed in 1874, as a substitute for morphine, and believe or not was used as a cough suppressant. The mind-bending psychedelic drug LSD was first synthesized on November 16, 1938 by Swiss chemist Albert Hofmann while working for Sandoz Laboratories in Switzerland. However, it was a few years before Albert Hofmann realized what he had invented. Until 1914, cocaine was legal and even an ingredient in the soft drink Coca-Cola. The method of manufacturing cocaine from the coca leaf was invented in the 1860s. Lyndon Frederick Small 1897- 1957 A 1931 Time Magazine article discusses the work of Frederick Small Lyndon in relation to the growing opiate epidemic in the United States. ....the Bureau of Social Hygiene gave the National Research Council funds for a study of drug addiction and the invention of a drug which would do for medicine everything which the habit-forming drugs do, yet not cause habit itself. Such a harmless, beneficial drug would make the manufacture of the baneful drugs needless. Then they could be completely suppressed. Council discovered Dr. Lyndon Frederick Small, just returned from two years of study in Europe, at the University of Virginia and financed a special laboratory for him. Out of a coal tar product called phenanthrene he has synthesized several drugs which closely resemble the chemical structure and physiological action of morphine. He sends them to Professor Charles Wallis Edmunds of the University of Michigan who tests them on animals. The two are confident that within perhaps a few months they will have an authentic drug which will not make, as morphine, heroin and opium do, pasty-faced, emaciated, depraved liars, out of its users.

Error Simulation Enviroment For The Dicode Pulse Position Modulation Essay

Error Simulation Enviroment For The Dicode Pulse Position Modulation - Essay Example The number of erasure error symbols that is erased is within the capacity of the decoder in his recovery of the original data. In this test design, the number of erasure error symbols must be less or equal to 8 symbols per codeword. Figures (7.2) & (7.3) show the system input/output signals. Figure (7.2) shows the performance of the system when the number of erasure symbols equals 8 per codeword, while the figure (7.3) displays the system signals when the number of erasure symbols equals 5. In these figures, the fail output signal is logic 0. This means that the system has successfully decoded the original codeword. We can add or delete erasures by updating lines 294 and 295 inside the code. The number of erasure error symbols that is erased is greater than the capacity of the decoder to recover the original data. In this test design, the number of erasure symbols is greater than 8 symbols per codeword. Figure (7.4) shows the system input/output signals when the number of erasure sym bols equals 9 per codeword. In this figure, the fail output signal is logic 1, which means that the system has failed to decode the original codeword. We can add or delete erasures by updating lines 294 and 295. A VHDL test bench program Appendix ( ) has been built to provide an environment where errors can be injected into the system. According to equation (6.7), the designed system has the ability to correct up to 4 erasure errors only. Above this number, the system will fail to decode the original message.

Research Proposal Essay Example | Topics and Well Written Essays - 4000 words

Research Proposal - Essay Example Information on the prevalence of obesity within the military is limited and usually relies on reported data on height and weight or on unrepresented smaller samples. According to Rona et al (2010), BMI is the usual indicator to assess overweight and obesity among army personnel but its validity is questionable because some people may have huge bodies but not obese. As such, in this proposal the author will make reasoned judgements and draw conclusions from these findings along with evaluating the significance of the assessment criteria used in monitoring obesity. Furthermore, the proposal also seeks to highlight the reason why the prevalence rate of obesity at the time of recruitment is low and subsequently increases over the years. The problem of obesity affects the military personnel in many ways. According to the World Health Organisation (2000) ‘Obesity is diagnosed as having a body mass index of 25 and over’. Thus the Ministry of Defence has adopted the WHO BMI char t and all personnel have their measurements taken and calculated as above and classified according to this chart. This will be further reviewed within this proposal. CONCLUSION Prevalence rates of obesity from this study should be viewed with caution as the sample studied is not representative of the UK Armed Forces. The true percentage of obesity could be higher since the sample is drawn from a small number of people. This research proposal aims to use a quantitative research method to evaluate the use of BMI and waist circumference to monitor obesity levels within the RAF. In turn this research proposal will highlight how BMI and waist circumference monitoring negatively reflects the obesity statistics in RAF personnel. Consequently the results of this research proposal will be used to: Highlight the importance of accurate measurements to assess obesity. In turn it will provide evidence to HQ Air to rethink current policy and perhaps adopt a tri service approach to tackling this p roblem in the future. INTRODUCTION Preventing obesity is essential within the military, not only to decrease the risk of cardiovascular disease and other chronic conditions (Ogden, et al 2007) but also to increase fitness and operational preparedness. This is essential since it improves their performance and physical fitness. The prevalence of obesity in the United Kingdom Armed Forces has not previously been monitored. Military personnel undergo annual health examination dependent on trade/branch (Joint Service Publication, 346 Chapter 2, 2008 will be hereafter referred to as JSP). Despite these examinations, there appears to be a requirement for a more robust information system to estimate obesity within the military (Rona et al, 2011). According to the JSP 346 the assessment process appears to rely heavily on how healthcare staff interprets height and weight measurements in order to calculate Body Mass Index (BMI). BMI provides the most useful population-level measure of obesity as it is the same for both sexes and for all ages of adults (WHO, 2012). The notion that BMI should be used when assessing obesity is backed by US research (Rona, 2012). However, the drawback of this method is that an increase in BMI may not necessarily mean that a person is obese since military personnel have greater muscle mass than ordinary citizens. In 2006, the National Institute for Health and Clinical

Chevrolet Advertising :: Marketing Advertisement

Missing Figures/Works Cited Genuine Chevrolet Advertisers create ads in magazines to catch the eyes of readers and encourage them to want to buy the product. Each advertisement includes claims, warrants, and supports, which make the advertisements attractive. For example, in the attached advertisement for Chevrolet Cavalier, each of these ideas used, makes the reader want to go out and buy this car. In the advertisement, there are many catchy phrases and pictures which make the car look very desirable. Furthermore, the general nature of a magazine such as "People," where the ad is found, it attracts people of all types. As displayed in the Chevrolet advertisements, claims, warrants, and supports are used to attract people of all types. Claims in the advertisements are used to try and get people of all types to notice, admire, and eventually go out and buy this car. There are three different types of claims: policy, fact, and value. The claims of policy in this advertisement are similar to most claims of policy in ads, which are, "buy this product." The claims of policy are created by the pretty picture on the opposite side of the page, and the writing on the ad. In the picture, the pretty mountains and bright sun look very inviting to someone who needs sometime to relax. By the desire to have free time, the busy worker will think that the car will get them some free time. Then, they will want to buy the car. The writing includes lines such as, "Finally. After working for what seems like forever, you have some time to yourself." Although this quote really does not have much to do with the car, it attracts the reader who may want some free time. The claims of fact include the statements about how many miles the car can go before needing a tune up and how it fits a low budget. These kinds of claims can attract people of all kinds, mainly people looking to spend little on a car for themselves or for their children. The claims of value state that this car can take you wherever you want, and that "even though going out during your free time may cost a lot, getting there won't." From these examples of claims of policy, fact, and value, the car looks very attractive to a reader.

Explore the differences in the ways Hamlet and Laertes go about seeking revenge Essay

This essay will consider the relevance of father/son relationships to motive for and the manner of revenge, the initial responses of both Hamlet and Laertes to the news of the murder of their father. Finally I will conclude by comparing how Hamlet’s and Laertes’ responses each compare with Fortinbras’ responses to his fathers death. The relationship each son had with his father is important, because it can be seen what motivates them for revenge, and whether or not their father’s influence inspires such vengeance. Hamlets’ relationship with his father is only shown after his demise. This is the only way we are able to see father and son interact. What we do see of this indicates that they do not have a good relationship, as the ghost of Hamlet’s father takes no pains to cover up the torment he endures beyond the grave. The ghost wants Hamlet to †revenge his foul and most unnatural murder† and warns that he would find Hamlet a †fat weed that roots itself in ease on Lethe wharf† if he did not avenge his death. The ghost might have said this quite scathingly, perhaps because he is aware of Hamlet’s tendency to contemplate every action, and failure to get things done quickly. The love in this relationship is clearly one sided, Hamlet later on in the play, in Act 3 Scene 3-4 shows his mother a picture of his late father and a picture of Claudius. He bitterly comments on how superior his father is with his †Hyperion curls†, †grace† and †eye like Mars to threaten and command† compared to Claudius. He is furious and obviously holds his father in high regard. The abnormality of Hamlet’s situation is emphasised when the ghost appears before Hamlet and his mother in act 3 Scene 4. When Hamlet’s situation is compared to the relationship Laertes shares with his father, the result is starkly different. They both appear to have a very close father-son relationship and in Act 1 scene 3 we can see a conversation between them, where Polonius is giving Laertes fatherly advice on how to behave when in Paris. Among the many aphorisms given by Polonius, he warns Laertes too not â€Å"give any unproportioned thought his act; Later on in the play, we can of course, see that Laertes ignores this heartfelt piece of advice when seeking revenge on Hamlet. Through not sitting down and thinking the situation out calmly, he jumped to the wrong conclusions. Polonius went so far as to ask for Claudius’ permission for Laertes to leave for Paris on Laertes’ behalf. The language he uses such as â€Å"he wrung from me my slow leave† does not suggest anything other than a father who carries nothing but deep affection for his son, and does not which to see him leave. No sooner are we shown the cruel and malicious treatment of Hamlet by hid dead father, then we are shown the stark contrast of Laertes and Polonius’ concerned and endearingly caring farewell conversation. As well as having completely different familial relationships, Hamlet and Laertes themselves form one of the most important polarities in all of the play. This is important in understanding why both characters have different methods of avenging their fathers. As the plot progresses, Hamlet’s hesitance and general inability to obtain his father’s revenge, will be heavily contrasted with Laertes’ fierce willingness to avenge his fathers’ death. Before Hamlet spoke to the ghost, he didn’t know that his father had been murdered. When the ghost asks him to †revenge his foul and most unnatural murder† Hamlet replies †Murder? † the question mark in this statement indicates that Hamlet had not considered seriously the idea that his father had been murdered, and that it had taken him by surprise. Hamlet has been delivered a double shock. He was already grieving for his father’s death and is now confronted by the fact that he was murdered. The ghost exhorts Hamlet to seek revenge and Hamlet, who is intensely moved, swears to remember, obey, and â€Å"sweep to his revenge†. Whereas Hamlet doesn’t quite trust the ghost and seeks to test Claudius’ guilt himself by staging a play based on the murder, Laertes sees no cause to disbelieve the method in which his father died. Laertes instantly trusts Claudius’ word that Hamlet is his father’s murderer. Laertes is a complete foil for Hamlet in some actions; his cry for vengeance is an absolute contrast to Hamlets’ timorous testing for the ghosts’ truthfulness. Laertes acts as the wronged son operation in open fury who †dates damnation; He has all the moral legitimacy that Claudius lacks and that Hamlet has forfeited through not acting quick enough and procrastination too much. Hamlet, however, does have powerful and genuine incitement †a dear father murder’d† as one soliloquy puts it and †a mother stain’d† as does another. Laertes confronts the king in Act 4, Scent 5. He demands †where is my father†¦ how came he dead?†¦ I’ll be revenged most thoroughly for my father† believing Claudius to be the perpetrator of his father’s murder. The words that Laertes utters could quite easily have come from Hamlet’s mouth. You can almost hear the bitterness and scarcely contained fury in Laertes tone as he said these words. It is poignant that whereas Hamlet took time to establish Claudius’ s guilt for himself, Laertes had jumped in at the deep-end and confronted the king wrongfully. Claudius managed to diffuse the situation by giving very short snappy answers such as †dead† by saying this; he is showing that he is being honest and up-front with Laertes and giving no excuses. In Act 4, Scent 7 Laertes initial fury has calmed down, although he remains extremely confident about the task ahead. He thinks about Hamlet’s dirty deed and his †noble father lost; he welcomes Hamlets’ return so that he can †tell him to his teeth ‘though didest thou†Ã¢â‚¬â„¢. Every word he says invites comparison with Hamlet. When he arrived at the palace to challenge the king, Laertes brought with him a †riotous head† who cried, †Laertes shall be king! † He is obviously very angry, and this can be seen in the manner in which he speaks to Claudius. He calls him a †vile king†, â€Å"dares damnation†, and †vows to the blackest devil! † He obviously wants to make very clear his feelings on the matter of his father’s death and wants revenge. It can also be seen that he has dispelled any respect he had for Claudius. This is different from Hamlet, because although Hamlet is not overly polite to the king, he does not openly defy him as Laertes does in this scene.

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