Case study of Bangladesh and Boscastle Floods Free Essays

1. The flood happened on Monday, 16 August 2004 in the towns of Boscastle in Cornwall, England, United Kingdom. The town endured broad harm after glimmer floods brought about by a remarkable measure of downpour that fell more than eight hours that evening. We will compose a custom paper test on Contextual investigation of Bangladesh and Boscastle Floods or on the other hand any comparable point just for you Request Now At early afternoon on the sixteenth August 2004, substantial stormy showers had created over the South West; these were the remainders of Hurricane Alex (2004) which had crossed the Atlantic. The flood in Boscastle was recorded and broadly revealed. The floods were the most noticeably terrible in nearby memory. An investigation appointed by the Environment Agency from a hydrodynamics counseling firm reasoned that it was among the most outrageous at any point experienced in Britain. 1. The flood happened during late July, August and September of 2004 and was far reaching across Bangladesh. Despite the fact that flooding is normal, the 204 was remarkable awful with expanded loss of live and employment. Bangladesh endured broad harm and roughly 38% of the nation was lowered in rising water sooner or later Boscastle and Bangladesh Floods 2004 Causes Boscastle Bangladesh 1. 75mm of downpour fell in only 2 hours in the town 2. The town lies in a lofty valley which speeded up overland progression of water 3. The town lies at the conversion of two waterways 4. The regular channel had been walled so the waterway couldn’t change in accordance with the unexpected increment in water 5. There had never been a significant flood in this town so there were no flood counteraction techniques set up. 6. The heavy downpour prompted a 2 m (7 ft) ascend in waterway levels in a single hour. A 3 m (10 ft) wave, accepted to have been activated by water pooling behind trash got under a scaffold and afterward being out of nowhere discharged as the extension crumbled, flooded down the primary street. Water speed was more than 4 m/s (10 mph), all that anyone could need to cause basic harm. It is evaluated that 20,000,000 cubic meters of water coursed through Boscastle that day alone 7. Changes in cultivating practice caused a decrease of trees and fences higher up the valley making water course through more rapidly than would have been the situation previously. The soaked surface likewise contributed. 8. Boscastle lies in a valley and the good country empowered precipitation as orographic precipitation. 1. Bangladesh is a low-lying nation with the greater part of its territory lying on the delta place where there is three significant streams, the Ganges, the Brahmaputra and Meghna. 2. Environmental change brought about liquefying icy masses in the Himalayas which add to water input. 3. Deforestation in the Himalayas for agribusiness prompted expanded soil disintegration. This negatively affected the paces of interference and evapotranspiration bringing about more water arriving at the waterway. 4. There was as unordinary overwhelming occasional storm downpour upstream from May-September which took care of into the waterways. This was a huge contributing element. 5. There were likewise tropical rotating storms (twisters) that brung remarkable breezes, exceptional precipitation and tempest floods. Causing high release in the waterways. 6. Stream actualize is hard to execute as Bangladesh in perhaps the most unfortunate nation with the GDP at around $300. 7. Expanded weight of rustic urban relocation implied that more individuals lived on the flood fields. 8. The expanded residue in the waterway is additionally a contributing component. Prompt Impacts Boscastle Bangladesh 1. A burst sewage mains and harmed structures made a big deal about Boscastle out of reach for wellbeing security purposes behind in any event a couple of days. 75 vehicles, 5 convoys, 6 structures and a few pontoons were washed into the ocean. Enormous loss of assets 2. Roughly 100 homes and organizations were obliterated; trees were removed and flotsam and jetsam were dispersed over an enormous zone. 3. An armada of 7 helicopters saved around 150 individuals sticking to trees and the tops of structures and vehicles. 4. Nobody kicked the bucket. 5. Streets were closed off by the floodwater, making crisis get to troublesome with the exception of from the air. In any event, when salvage helicopters showed up, the valley was just large enough for two to work at any one time, drawing out the activity putting lives in danger from the as yet rising waters. 6. Property was devastated by flotsam and jetsam, for example, whole trees vehicles speeding down the valley at rapid, pulled out towards the ocean by the furious downpour. Structures were crushed, particularly in the central avenue where the stream channel streams. 7. Individuals were caught in structures by the floodwater compelled to look for asylum on the tops of the structures and anticipate salvage. The threat of hypothermia, stun or in any event, being cleared away was extraordinary. 8. Individuals were left destitute for the evening, so crisis settlement must be set up. Close by inns visitor houses were pressed with vacationers who had shown up in Boscastle in the first part of the day had lost their vehicles, so couldn't come back to their convenience somewhere else. 1. During July and August 2004, roughly 38% of the all out land territory of the nation was overflowed, including 800,000 hectares of agrarian land and the capital city, Dhaka. 2. Just as 1.5 million sections of land of yield harm there was the demise of 21,000 domesticated animals. This is an enormous loss of salary for the families. 3. Across the country, 36million individuals (out of an all out populace of 125 million) were made destitute. 4. By Mid September the loss of life had ascended to 800. Huge numbers of these individuals passed on because of sickness brought about by absence of clean water. 5. Crude sewage tainted a significant part of the overwhelmed zones particularly in Dhaka. 6. The flood likewise made genuine harm the country’s framework, including streets, scaffolds and dikes, railroad lines and water system frameworks 7. Just about a million homes were wrecked, in excess of 3 million harmed and a large number of occupants incidentally or forever uprooted. 8. Vessels were above water on the principle runway at Sylhet Airport and all local and interior flights were suspended. Rail and street joins into Dhaka and the influenced regions were seriously harmed. This made a trouble dispersing supplies. 9. The estimation of the harm was surveyed as being in the locale of $2.2 billion 10. In spite of the fact that the flood influenced both poor people and well off family units, the poor were commonly less ready to withstand its effects. Landless workers and little ranchers were the most seriously influenced in country zones. In the urban territories it was commonplace the ghetto occupants, hunching down on inadequately depleted land, who endured the most. 11. 5000 havens opened to suit the destitute. 12. 25,000 schools were harmed. The whole ones were utilized as crisis haven and specialists set up facilities in the rear of trucks. 13. Loss of fare income from plants. Long haul Impacts Boscastle Bangladesh 1. Floodwater harmed a lot of properties. Assets were lost, stream water and burst sewage mains ruined the ground floor of numerous houses a huge number of pounds worth of harm was finished. 2. Fixes must be made after the harm. This was very tedious exorbitant. A few structures were hopeless their proprietors have needed to think about modifying without any preparation. 3. The harm influenced the occupants, yet in addition insurance agencies. Almost certainly, home protection will be a lot costlier in Boscastle starting now and into the foreseeable future. 1. Boscastle’s primary industry is the travel industry. The town was adequately shut to travelers after the flood, causing a gigantic loss of income. Vacation destinations, for example, the black magic historical center were lost and visitors next season will be careful about visiting the town in the event that the floods are rehashed. Boscastle may never recuperate its visitor industry completely numerous independent ventures could leave business thus. 90% of Boscastle economy is the travel industry, the floods caused significant loss of the travel industry. 21 settlement suppliers needed to shut down. 2 of which didn’t revive. 2. Natural harm to neighborhood untamed life living spaces 3. Costal contamination caused as garbage and fuel from vehicles streamed out to the ocean. 4. Individuals experienced long haul pressure and nervousness because of been damaged by the episode. 1. The floods caused 4 ecological effects: waterway bank disintegration, particularly on dike territories near the principle channels; soil disintegration; water logging especially in the urban zones; and water tainting, for example, crude sewage in Dhaka, and the related wellbeing dangers that accompany this. 2. As Bangladesh is such a helpless nation, the transient effects nearly reflect the drawn out ones as there’s minimal expenditure to modify them. 3. The 36 million that were destitute up to 70% of them will remain that route for as long as 5 years. 4. Industrial facilities kept on having lost income as there was lost fare. 5. Streets, houses, other framework, railroad lines and banks stayed harmed. 6. Good cause and other NGO have kept on giving guide and help disseminate supplies 7. Individuals without a doubt will have experienced long haul pressure and tension because of been damaged by the occurrence. 8. Numerous independent ventures and numerous people groups salary (through cultivating or raising creatures) will have been lost and will never recuperate. 9. The nonattendance of cash in the nation will definitely mean certain comforts won’t get fixed. Quick reactions Boscastle Bangladesh 1. Structures that were harmed were made sure about by building monitors. This took 7 days, after which mortgage holders could recover there assets. 2. Individuals were migrated. 3. Force and water supplies were fixed 4. Neighborhood GP medical procedure went about as a crisis place 5. Sovereign Charles made an enormous gift to reconstruct portions of Boscastle. 6. Vehicles and garbage was expelled just as the destruction of harmed structures. 7. Condition organization evacuated flotsam and jetsam upstream and consumed vegetation with smoldering heat from the waterway. 8. Streets and sewage works were reestablished. 9. Close by inns invited anybody influenced by the floods to remain. Particularly visitors. 10. Touris

Medicine during the Elizabethan Era Essay Example For Students

Johnson & Johnson Green Business

Last Individual Research Paper *â€Å"Johnson and Johnson Company*† Table of Contents COMPANY DETAILS: 1. 1 Introduction: Johnson and Johnson (NYSE: JNJ) is a worldwide American pharmaceutical, clinical gadgets and buyer bundled products maker established in 1886. Johnson and Johnson is one among the Fortune 500. The corporation’s central station is situated in New Brunswick, New Jersey, United States. The organization remembers 250 decentralized organizations with tasks for more than 57 nations. Its items are sold in more than 175 markets. Johnson and Johnson's brands incorporate various commonly recognized names of prescriptions and medical aid supplies. Among its notable shopper items are the Band-Aid Brand line of gauzes, Tylenol drugs, Johnson's infant items, Neutrogena skin and excellence items, Clean and Clear facial wash and Acuvue contact focal points {text:bibliography-mark} . The organization accepts that it is dependable to the networks in which its representatives live and work and to the world network too. As a huge, worldwide association, Johnson and Johnson's ecological impression is unpredictable and sweeping. The organization endeavors to make a move in the entirety of its offices to limit this impression. Johnson and Johnson has for some time been focused on vitality preservation and improving the wellbeing of the planet {text:bibliography-mark} . J has not generally been vocal about its socially and naturally capable endeavors, even it has stood out enough to be noticed for its manageability systems, including being #3 on Newsweek magazine’s Green Rankings List of green organizations {text:bibliography-mark} . On a size of 1 to 100, AstraZeneca and Johnson and Johnson lead the first-historically speaking audit of the pharmaceutical divisions to rate over 70 out of an ongoing study of manageability rehearses by Climate Counts. Atmosphere include assesses firms’ duties in four zones: Whether they have estimated their carbon impression If they diminished their effect on an unnatural weather change If they have bolstered or blocked atmosphere enactment or approach To what level they have openly unveiled their atmosphere activities Johnson and Johnson scored exceptionally in all segments aside from estimating its own carbon impression, a region where it scored 12 out of 22 {text:bibliography-mark} . Some fascinating realities about J: It’s the second biggest maker of sunlight based boards in the U. S. it’s the biggest corporate client of mixture vehicles, and it gets 30% of its vitality from inexhaustible sources. It’s additionally done a great deal to lessen its water impression, decrease PVC content in items, sell squander as crude materials, and use reused paper in item bundling (Gonzalez, 2009). 1. 2 Mission Johnson and Johnson doesn't have any statement of purpose. For over 60 years, report known as â€Å"Our Credo† has guided in satisfying obligations to clients, representatives, networks and the investors {text:bibliography-mark} . Johnson and Johnson’s â€Å"Our Credo† is joined in Appendix-B. The organization keeps on remaining by that philosophy for 118,700 representatives at its offices in the United States and in 54 nations around the globe. It states, â€Å"We are capable to our representatives, the people who work with us all through the world. Everybody must be considered as a person. We should regard their respect and perceive their legitimacy. They should have a feeling that all is well with the world in their occupations. Remuneration must be reasonable and sufficient, and working conditions perfect, systematic and safe. Representatives must don't hesitate to submit recommendations and questions {text:bibliography-mark} . The way of thinking at Johnson and Johnson is that â€Å"All mishaps and wounds are preventable. A mishap is the final product of an exceptional chain of occasions and conditions. The job of all Johnson and Johnson workers is to anticipate these demonstrations and catch them before they happen {text:bibliography-mark} . At Johnson and Johnson, persistent improvement is the reason for continuous tasks. According to Joseph Van Houten, overall chief of Planning, Process Design and Delivery, â€Å"Johnson and Johnson is forever discontent with keeping up the norm. Every representative has a duty to recognize, and has plausibility to take out perils. In territories where they can't be killed, representatives are relied upon to know about dangers and defend themselves as well as other people around them†. As at numerous organizations with heavenly security programs, Johnson and Johnson the executives accepts wellbeing is everybody's duty. Representatives are relied upon to be worried about their own security and that of individual workers, families, clients, temporary workers, guests and the networks in which Johnson and Johnson works. Johnson and Johnson’s vision is: carrying science to the craft of sound living. † The security fundamentals encapsulated in the philosophy have been converted into a wellbeing vision for the enterprise that submits Johnson and Johnson to being the world chief in wellbeing and security by making a physical issue free working environment {text:bibliography-mark} . 1. 3 Employee-related exercises J ohnson and Johnson has an abundance of projects and exercises to help a differing, comprehensive culture which goes about as a fundamental key to business achievement. Partiality bunches are willful, representative driven gatherings that regularly center around a mutual intrigue. These gatherings offer help and systems administration openings, for example, tutoring, network outreach, profession improvement and social mindfulness exercises. Johnson and Johnson organizations offer formal or casual tutoring projects to grow openings and bolster improvement of a different workforce. Various proclivity bunches offer projects that coordinate new individuals from the work network with experienced pioneers who fill in as tutors. Johnson and Johnson Diversity University is a powerful online asset intended to assist representatives with comprehension and worth contrasts and the advantages of working cooperatively to meet business objectives. The Office of Diversity and Inclusion was set up to encourage acknowledgment of one of a kind foundations, gifts and capacities as a significant upper hand inside Johnson and Johnson organizations. This creates systems to accomplish the worldwide decent variety vision, enables working organizations to share and influence their best assorted variety practices, and reports to the Board of Directors and the Executive Committee on assorted variety inside the organizations {text:bibliography-mark} . 1. 4 Products: Johnson and Johnson offer items and data focusing on child care, skin and hair care, oral consideration, nutritionals, women’s wellbeing, relief from discomfort, wound consideration &topical, vision care and Over-the-Counter Medicines. Child items incorporate Baby Powder, Baby Oil, Baby Cream, Baby Lotion, Baby Shampoo, Baby Hair Oil, and Baby Soap {text:bibliography-mark} . Healthy skin items incorporate Clean and Clear Face wash, Johnson Buds, Neutrogena, Aveeno and Ambi Skincare. Oral Health Care items incorporate Listerine, Listerine Whitening, Reach, Efferdent, and Rembrandt. Nutritionals incorporate Splenda, Viactiv, Benecol, Lactacid and Sun Crystals. Women’s Health items incorporate Stayfree, Carefree, K-Y, Monistat, e. p. t and O. B. Wound Care *& Tropical *products incorporate Band Aid, Savlon, Johnson Plast, Bengay, Caladryl, Neosporin, Cortaid, Tucks Hemorrhoidal Ointment, Daktarin, and Purell. Vision Care items are Visine and Acuvue Brand Contact Lenses. Over-the-Counter Medicines incorporate Tylenol, Sudafed, Mylanta, Zyrtec and Zyrtec-D12-Hour, Motrin, Imodium, Pepcid, Nicorette, Benadryl, Rolaids, and Dolormin {text:bibliography-mark} . The figure 1 in Appendix-A shows a portion of the various results of Johnson and Johnson. J&J’s Strategies in Reducing Environmental *Footprint: Johnson and Johnson has elevated requirements for working divisions in the region of natural obligation endeavoring to lessen its ecological effect. The figure 1 gives a thought on the ventures made in bringing down its Carbon Energy Efficiency. Features of Johnson and Johnson gree n highlights include: Using inexhaustible, proficient, and clean wellsprings of vitality. Decreasing Green house gases from assembling units Reducing water use regularly. Executing a forward-looking structure plan and utilizing normal materials. Buying green items/bundling, from cleaning supplies to PCs. Decreasing Carbon impression †Implementing a vigorous reusing program. †Making devices accessible to assist representatives with actualizing green practices at work and at home {text:bibliography-mark} . 2. 1 Green Power: Johnson and Johnson (J&J), a long-lasting efficient power vitality buyer, has outperformed the 400 million kWh every year point for its yearly sustainable power source credit (REC) buy. The all out buy size of around 435 million kWh every year causes the social insurance items to give the nation’s eighth biggest buyer, as indicated by the EPA’s Green Power Partnership program. The acquisition of different RECs from wind and biomass offices speaks to about 38% of the company’s U. S. power use {text:bibliography-mark} . Johnson and Johnson has prevailed upon various ecological honors the previous 15 years, including the Green Power Partner of the Year in 2003, 2005, 2006, 2007and 2009. Among its natural activities is its objective to lessen ozone depleting substance outflows to 7% underneath 1990 levels by 2010. The company’s sustainable power source portfolio additionally incorporates direct acquisition of packaged efficient power vitality from low-sway hydro and wind power. Likewise, the organization has now introduced 4. 1 megawatts (MW) of sun oriented photovoltaic establishments at its U. S. offices. In conclusion, the company’s one of a kind 3 MW on location landfill gas venture In Mountain View, California turned out to be completely operational in 2007. Under a 15-year gas buy concurrence with the City of Mountain View, ALZA Pharmaceuticals, a J&J auxiliary, utilizes the landfill methane gas to control three innovative work structures in the region nearby the landfill site {text:bibliography-mark} . 2. 2 Heat and

Free Essays on Ruthiue

. Be that as it may, this essayist can feature a portion of the key obligations to which techniques, strategies and arranging can be encroached upon. Coming up next is a rundown of recommended exercises which when introduced may encourage advancement during the understudy/educating experience. These exercises are by a wide margin not complete in its exploration. As such one may wish to change them to make it fit in their circumstance. I. Beginning Activities 1. Handle homeroom schedules, for example, participation, excusal and maybe lunch circulation. 2. Expect teacher’s obligations †direct gathering, clubs and other co-curricular exercises. 3. Check understudies' set up work and keep important accounts, for example, progress report, assignments and ventures and imprint them. 4. Keep students’ in a sound situation and in this way protect them. II. Authoritative Activities 1. Keep a note pad or thought record; incorporate minute fill-in thoughts, for example, games, tunes, stories, wellsprings of data and materials, thoughts for learning focuses, announcement sheets, and so on. (Illuminate O.J.T. of these). 2. Mention direct objective facts of homeroom exercises. (Ask O.J.T. for their conclusion). 3. Plan a structure for a study hall. Permit the O.J.T. to help set up and mastermind the homeroom. 4. Ask O.J.T. to help bunch understudies for instructional purposes. 5. Become liable for the outward presentation of the homeroom. (Tidiness, game plan of outlines, and so forth) 6. Get ready release sheets. 7. Build up a collection of procedures for class the board or dealing with singular conduct issues. (Discipline, Time out, and so forth) 8. Make an individual be... Free Essays on Ruthiue Free Essays on Ruthiue Compelling Teaching THE ROLE OF THE TEACHER â€Å"The Teacher resembles an oil light †if its fire is consistent and brilliant a hundred lights can be lit by it, without in any capacity lessening its splendor. For guaranteeing the splendor of the light, it is fundamental that the wick be in acceptable request and the oil gracefully be sufficient.† Certainly the job of the instructor can't be written in insignificant words. Be that as it may, this essayist can feature a portion of the key obligations to which systems, strategies and arranging can be encroached upon. Coming up next is a rundown of proposed exercises which when introduced may encourage improvement during the understudy/educating experience. These exercises are by a long shot not complete in its examination. As such one may wish to adjust them to make it fit in their circumstance. I. Starting Activities 1. Handle study hall schedules, for example, participation, excusal and maybe lunch circulation. 2. Expect teacher’s obli gations †direct gathering, clubs and other co-curricular exercises. 3. Check understudies' put down work and keep vital accounts, for example, progress report, assignments and ventures and imprint them. 4. Keep students’ in a solid situation and along these lines protect them. II. Hierarchical Activities 1. Keep a scratch pad or thought document; incorporate minute fill-in thoughts, for example, games, tunes, stories, wellsprings of data and materials, thoughts for learning focuses, release sheets, and so forth. (Advise O.J.T. of these). 2. Mention direct objective facts of study hall exercises. (Ask O.J.T. for their assessment). 3. Plan a structure for a study hall. Permit the O.J.T. to help set up and orchestrate the homeroom. 4. Ask O.J.T. to help bunch understudies for instructional purposes. 5. Become liable for the outward presentation of the homeroom. (Neatness, course of action of outlines, and so on) 6. Get ready announcement sheets. 7. Build up a collection of procedures for class the board or taking care of individual conduct issues. (Discipline, Time out, and so forth) 8. Make an individual be...

Accounting Software Globalization and Industrialization

Question: Portray about the Accounting Software Globalization and Industrialization. Answer: Presentation In todays universe of globalization and industrialization, the associations have embraced the Information Technology for pretty much every circle of business. One of the authoritative regions is Finance and Accounting in which programming innovation is as of now making its imprint. In Australia, there are an assortment of associations that utilization diverse programming to help the bookkeeping capacity. It likewise relies on the scale and size of the organization with regards to which bookkeeping programming would suit it the best (Jadhav Sonar, 2009). Bookkeeping programming helps in programmed process, putting away and examination of all the Accounting and budget reports of the organization, for example, cost sheet, asset report, receivables, payables and so forth. It uses and Information System that depends on a code and it investigation the information naturally that is taken care of into it. This writing audit will cover different Accounting Software being utilized in Australia and what challenges they present. Examination Much the same as some other industry, Accounting programming industry additionally has a comparative history. With little organizations beginning to give various arrangements various associations. Step by step the combination of organizations prompts the ascent of a couple of enormous monsters that control the entire bookkeeping industry (Gujarathi, 2005). The historical backdrop of bookkeeping programming industry is gone back to 1990s when PC frameworks were the new things. In beginning scarcely any years the enormous players like Microsoft overwhelmed the market. In the present condition additionally, Microsoft is the market head with its Microsoft Dynamics item. The organizations like SAP and XERO additionally have a decent market nearness. The sheer size and the size of the organization could clarify the upper hand of Microsoft. Now, it is extremely hard for any little organization to contend with a major goliath on the innovation front. Since enormous association might want their information to be secure and in safe hands, they would consistently go for huge payers since they have the profound pockets to pay them. Therefore, all the huge organizations use Accounting programming gave by (Microsoft Dynamics ERP is one model), Working Point Accounting Software and so forth. Then again, there are Accounting programming organizations like Myob, Saasu and so forth that oblige moderately little associations. Huge associations as opposed to getting a couple of arrangements purchase the whole programming help for their organization that is known as the Enterprise Resource Planning programming (ERP). As all the enterprises are pushing forward with front line developments and innovations ordinary, one of the most recent and most generally utilized advances is Cloud. Cloud innovation lets the organizations keep their information at a made sure about cloud specialist co-ops database. From that database, administrations can be gotten to on the fly and should quicker. This has been an upheaval as before similar administrations were given in house through close to home databases and establishments. Along these lines, Australia likewise developed by tolerating the cloud based programming arrangements. All the large associations, for example, Microsoft, working Point and so forth have a heap of administrations that incorporate cloud benefits (their cloud the board is bleeding edge), individual establishments and so forth. in the Accounting programming space. Cloud has truly added to their secret stash since the interest in cloud improvement is just one time and afterward the administrati ons can be given to colossal number of clients at a similar cloud and therefore not bringing about any extra cost (Creed, Daly, Dowdle Stevens, 2008). Additionally the venture is for the most part in innovative work and not on equipment or operational and overhead costs. This likewise ends up being useful for a more extended timeframe as isn't on account of equipment. All the associations are getting increasingly fascinating since in the event that they have the underlying speculation to do, it helps in diminishing by and large tasks costs over the long haul. The most intriguing thing about the cloud administrations is that an association can pick simple customizations dependent on their financial plan and scale. Along these lines, the administrations are not simply constrained to enormous associations and this was an unmistakable case in Australia. Prior little associations were not utilizing bookkeeping programming since they couldn't bear the cost of traditional Accounting programming administrations offered by huge players (Mouritsen, Hansen, Hansen, 2009). Cloud administrations has driven them to utilize these administrations at ideal expenses and furthermore diminishing their future cost and bit by bit moving to a procedure based tasks However, the utilization of bookkeeping programming in associations in Australia can be contrasted and the associations across of parts of the globe through the notices in different speculations. Frederick Winslow Taylor was a designer and a creator that joined his logical information into the executives standards to comprehend the effect of changes in the hierarchical activities that are brought by innovation (Budhwar,Crane, Davies, Delbridge, Edwards, Ezzamel, Harris, Ogbonna Thomas, 2002). His Scientific Management Theory can be applied to Cost bookkeeping in the accompanying four viewpoints Gathering and assembling all data from the progressions and changing over them into standards and equations to finish ordinary assignments Continually following a logical methodology towards accomplishing any objective and for that preparation of workers is required Shutting the separation among innovation and representatives so they can continuously utilize innovation for the every day work To all the more likely embrace the innovation and administration, the work ought to be all around separated among directors and laborers with the goal that everybody is on the same wavelength in regards to the innovation. A portion of the difficulties and holes that as of now exists in the utilization of bookkeeping programming in associations are Absence of profundity to Small associations In Australia, the utilization of bookkeeping programming isn't expanding in little associations at a decent rate. The advanced arranging by little organizations is inadequate. An organization would not contribute in the event that they were not cutting edge and sure about the innovation use (Mistry, Sharma Low, 2014). The choice on whether the speculation ought to be made takes unreasonably long as a result of which the organizations looses on a chance to find the business development The general innovation execution must be done inside an association in a united way. All the elements of the association must be associated utilizing an ERP framework and consequently Accounting programming must not be utilized as a different help. This is required so as to utilize the bookkeeping administration alongside different administrations so as to completely use and improve the capacities start to finish It is profoundly critical to introduce and utilize bookkeeping administrations so as to decrease the progressions of human blunders that are committed deliberately or by error. It will for the most part shield the organization from fraudsters who are attempting to game the framework for their spontaneous use. A product administration will be difficult to break into and can be managed significantly more without any problem Embracing bookkeeping programming alongside other innovation administrations will guarantee an all encompassing authoritative methodology and comprehension and therefore the organization would have the option to push ahead and contend different organizations in a superior manner (Baldvinsdottir,Burns, Nrreklit Scapens, 2010). As the innovation is definitely going to improve and in this manner large organizations in Australia will embrace those, little organizations need to begin incorporating bookkeeping administrations with there center business as the opposition in future would be massive. Be that as it may, since the innovation costs are turning out to be lower and lower, little Australian organizations have a decent sign going ahead and along these lines it is further increasingly basic to embrace new innovation in account administrations Ends Recommendations The end lies in the way that the genuine significant of bookkeeping programming is un-unimportant. On the off chance that an organization needs to contend, cut on misfortunes, remain in the business for a since quite a while ago run and develop at a higher development rate than at any other time, innovation and bookkeeping administration selection is basic. Likewise it is required inside for the development of the considerable number of partners as though the business is pushing ahead, the organization needs to push ahead additionally for its representatives as the work fulfillment would exists if the representatives are feeling themselves in the race or in front of contenders (Cahill, 1998). On the off chance that the organization needs receiving innovation benefits, the inward partners fulfillment will likewise be lower. For choosing the bookkeeping administrations an organization need to receive, a considerable lot of industry research would be required, likewise taking reference from the greater organizations as far as their appropriation and usage methodology will be of incredible assistance. Right now, Microsoft offers the best cloud arrangements in the territory of bookkeeping. Additionally Working Point Accounting programming would be a nearby contender with great arrangements. The significant concern for Australian organizations ought to consider is the development and appropriation of bookkeeping administrations by littler organizations and hence players like Saasu and Myob will come into picture. Additionally it is imperative to comprehend where precisely the organization needs improvement and choose the arrangement of administrations to continue with. Post seller determination, the incorporation and selection of the innovation inside the way of life of the association is significant. An organization ought receive the innovation as well as desire and teach each for its utilization. Along these lines, for a drawn out vision and business, innovation ap propriation must be a venturing stone as well as ought to be guzzle inside the qualities and culture of the organization and an association ought to endeavor to receive new innovation all the time in all the business circles conceivable. References Baldvinsdottir,G., Burns, J.,Nrreklit, H.,Scapens, R. (2010). Proficient bookkeeping media: bookkeepers giving over control to the system.Qualitative Research in Accounting Management, 7(3), pp. 395 414 Budhwar,P., Crane,A., Davies,A., Delbridge,R., Edwards, T.,Ezzamel,M., Harr

Datameer

Datameer INTRODUCTIONMartin: Hi. Today we are in San Francisco, in the Datameer Office, with Stefan. Stefan, who are you and what do you do?Stefan: I’m Stefan. I’m the founder of Datameer and I have the pleasure and honor to lead this amazing company. We are in the big data analytics space and was considered a hyper-growth company. This is our support space, obviously, very, very roomy here. We’re at this point, 120 people. But, I don’t know, we hire a couple of, three to five, people a week, I guess?Martin: Not too bad.Martin: What is your background? So, what do you do before you started this company?Stefan: I had companies since 1997. And before that, I did a German Abitur.Martin: Wow! Okay. So, directly from school to becoming an entrepreneur.Stefan: Yes.Martin: So did you already start during your school time? Building a newspaper like Richard Branson did?Stefan: Yes, exactly. In fact, I did. I did a whole bunch of things in school, the usual suspects you see at school, governmen t, and those kind of things. I did the school paper. I was always very interested in back then what was considered as new media. During my degree, or Abitur, I actually already wrote a search engine for a local university library. In Germany, you have to do military after school. And being a little bit of digital hippie, I didn’t want to do that. And one way that you get around that in Germany is by founding a company.Martin: Oh, reallyStefan: So when the university library in my home town asked me if I want to continue working for them as a freelancer, I founded the company. Well, guess what? More than 20 years later, I’m still doing the same thing, maybe different people, different size, but I always worked in the data space.Martin: How did you come up with the idea of Datameer?Stefan: Doing high-tech in Germany is very difficult. In fact, I tried that for 10 years before I relocated to Silicon Valley where things work a little bit different as you can imagine. But what that i s very prominent and very active in Europe is the open source scene. So I was a very active contributor to a whole bunch of open source technologies, and one of them was the search engine. Surprise, surprise, that’s my background. And the search engine, called Nutch, eventually spun off the storage in computer framework, called The Hadoop. So I was one of the first three guys that basically started the Nutch and then Hadoop, so to say. And Hadoop very quickly devolved into a very disruptive technology. Today, it’s considered a $20 billion market. But back then, I was sitting in my living room, on my laptop, writing code and thinking, “Oh, this is pretty cool.” So I always building companies, I always worked on really cool technology, mostly open source, and then off spring commercial technology from that. Hadoop turned into a really big market force. So it was logical to build Datameer, what is kind of a BI, business intelligence, data analytics product on top of the next ge neration storage in computer platforms. Hadoop is kind of the new Oracle, so to say. And what we do is we help to integrate data into the system, we make it super simple to analyze and visualize data. And with that, we’re helping companies to have hundreds of millions of dollars return of investment.So five of the seven biggest banks in the world are using our product. All credit card companies, or the top three credit card companies, covering 90 percent of our credit card transactions, that go to our product. In the world, we work with the top three telecommunication companies in the world. We are the biggest German retailer and the top or the second biggest U.S. retailer. So, it’s very interesting to see what difference people can do by looking at data and finding insights.Martin: What are the major differences between starting a company in Germany and starting it or expanding it in the U.S.?Stefan: We still have engineering in Germany. I strongly believe in, that’s sounds m aybe cheesy, in engineers in Germany. I think we have fantastic human resources, in Europe in general. The problems are a little bit, we have a crusty economic environment, right? The major funding of government or private investments go into larger companies. I think, Berlin wakes up a little bit. There’s a need in the start-up scene, but it’s not anywhere close as Silicon Valley. So, our model at Datameer is we had a German company for a while as I described. Then, I went to Silicon Valley and I kept our engineers. And we did good business, right? So, we had Apple as customer, ATT, Verizon, and so on. We did really value here. That made clear to us that what we need is a United States based go-to market strategy. So when we converted our old company into what is Datameer today, our headquarters was in Silicon Valley. We had sales and marketing here, but we kept all engineering in Germany. So, I always joke, “Designed in California, manufactured in Germany.”But the major di fference, to answer the question, is that the U.S. economy is way more open to take risk with new technology. Our first customer was Visa and our second customer was JP Morgan. But 10 years before, I was knocking on any German company and they ask me, “Are you working for Oracle?” “No.” “Are you working for Microsoft?” “No.” “Are you working for IBM?” “No.” “Well, there’s the door.” But here, they see new technology as a unique competitive advantage. At big banks, they have a few million dollars a year, let’s say a million dollars, and they divide it by 10 and they invest $100,000 in 10 crazy new little start-ups and see if they can get a competitive advantage. If the technology is promising, they really partner with those companies. They drive the roadmaps. They really help those to companies to grow. That’s really interesting because as a start-up, you really want to work closely with the market. Developing a product in isolation will never work. You spend two years just in bloat. But partnering with those big companies and see what their problems, how can we solve them, really gives you the chance to build a relevant product for the market. And again, you only get customers that pay you off your bills, and that said, the sales cycles are shorter. People are more open. Germany and Europe, in general, is around three to five years behind any kind of big adoption of new technology. What is interesting though, is that they then buy the distance.So they are not messing around. They don’t try to build themselves, but they really just buy commercial tools. So, I can only highly recommend that to develop your technology in Germany. That will most likely provide you great technology that is very innovative. Then bring it into a market where you have a much lower barrier to entry, and United States is one of them.BUSINESS MODEL OF DATAMEERMartin: Great. Let’s talk about your business model. Can you briefly describe how the busine ss model works? What are the customer segments that you’re serving, can you describe them shortly? And what is really the value proposition that you are offering?Stefan: So, we have a classical enterprise software business model. We have inbound of marketing campaigns that drive leads. Those are then touched by a team that we call Account Development Group. Those qualifying those deals, what you want to ask here is, “Do you really have a budget?” “Do you really have a problem we can solve?” Right? Sometimes, everything looks like a nail if you have a hammer, so you have to be very careful. The biggest mistake that a lot of entrepreneurs are doing is that, “Oh my God, there is this big company, and they are kind of interested,” and they go into a death spiral of engaging someone who has no budget, has no problem that you really can solve. Again, the biggest mistake is qualifying. You need to talk to a hundred people to find the three you really can sell to.Martin: How d o you check that? Are you really asking, what is your budget for this? Or is there some kind of circumventing them and getting some information indirectly?Stefan: Yes. There are plenty of sales books written that will walk you through psychology of sales. Asking frankly is it a good idea. If you find the right person, so-called champion, or a change agent in the organization, that change agent will help you because you have the disruptive technology that solves the problem. If not, you should check your product, right? So if you truly believe you can help someone solve or improve something, then you really need to find the person that believes in you and then you work with that person and say, “Okay. Look, I’m sorry but we’re a small company. We can’t afford to mess around for the next six months. Is there really something? Who do I need to speak with who makes the decision?” Most likely, the guy that brings you in doesn’t have the check book or the decision-making autho rity. So you need either to find the players in the company, most likely, you have to do a map of who’s influencing who. Usually in big companies, what are the political plays? “Oh, it’s this business user over this IT user” “He wants to have this Oracle technology, and he wants to have this new technology,” you have to figure it out, who I have to talk to about those guys to really get in the line. What’s your deadline? If you don’t have a deadline, and it’s not clear what happens if you miss the deadline, most likely, you don’t have a commercial product. Anyhow, so there’s a whole bunch of qualification questions that you have to do. I’m happy to go into more detail. Call me if you want to have advice. I’m happy to tell that entrepreneur.We also have an expensive direct-sales force. That means we have, in the United States, sales representatives. They make $240,000 to $280,000 dollars a year, where 50 percent is base salary, 50 percent is commission-based . In this space, they make between a million to $1.5 million revenue, or bookings, a year. So they have a quota that they have to deliver as well. They have a sales engineer that makes another $220,000, also commission-based. If they don’t sell anything, they don’t make money. They make more if they do. But if not, they make more than everybody else. That’s why engineers don’t like to work in that business, where everybody is a littleMartin: extrovert.Stefan: Yes, extrovert. Then you gauge with that organization with the direct sales force, then move people to multiple steps in the buying process. There’s two things. You need to have a sales process and every customer has a buying process. And you need to understand that buying process and really map this to each other. As a sales organization, you need to know what personas that I have to work with, what are their objections, how do I handle their objections, what is their job, what are their biggest concern, how can I po sition my product, can I address those concerns, all those things. And then usually, you get to area of interest in the organization, you map the organization, you get to know the different players. You go to a process of validation, you need to prove that you can do what you promised, usually it’s called the proof of concept, if you do technology. Then you go to a business justification because you’re most likely asking for a price that seems high for the customer. If not, you have the wrong pricing, right? The perfect pricing is probably that the people pay but complain about it. So, most likely, go to a business justification process and you don’t have to prove, “Okay. Well, if we improve 10 percent of this business process, that saves you a million dollar. So, it’s okay if I ask you a hundred thousand dollars from you. That is a whole bunch of presentations, and a few spreadsheets you deliver to the customer, and then they eventually say yes or no, then you make a deal . Making a deal means you go to 30 or 50 pages of legal documents, especially as you work big companies. Then you close the deal and you charge.It’s interesting enough, for more than 10 years, I always was very blind and thought, “Oh, I just built this great technology and it will sale itself.” “It’s click tool, it’s online, and it’s software as a service.” If you want to build a real company, the process I just described, especially for an enterprise software, obviously for consumers it is different. But in enterprise software, that’s how it works. Putting it on some website and waiting for some people to come, that’s not going to happen.Martin: What are the typical sales lead times?Stefan: In our business, it’ half a year, from first touch to close, and it very much depends on the deal size. So if we make a multimillion dollar deal, it will take more in 12 months. If we do a 100K or less deal, sometimes we compress that to a couple of three months, but then, we are lucky. So on average, it’s for four to six months.Martin: Okay, great. Can you tell us a little bit more about how are you trying to set up the pricing strategy. You said that you are trying first to identify the value that you are creating for customers, and then based on that, it takes some kind of share and put an absolute number on there. But, how did you differentiate you pricing, based on different customer segments?Stefan: What you want to do is you want to number one, what’s the competition charging, right? So that’s the homework you have to do. And number two, you go to the market with a price that’s way too low, right? Because you will start-up, you will only get a few customers, and then what you need to do is build this relationship with the customers and ask them, “What’s the value you get in out of that?” You don’t want to ask that question the day you sold, maybe as well. You want to ask that 3 months later, 6 months later, 12 months later. Then based on that, you can adjust pricing. Pricing is a lot of trial and error. So today, we still do pricing trials. We have certain geographical areas where we change the pricing and see does all sales expand or do they contract, those kind of things. In the last 2 years, we doubled prices four times, just to give you the idea. And you double until you reach the point that your sale cycle slows so much down and you don’t have an adoption and you correct. That’s what you do. You always have a pricelist and you get discounts, right? But it takes some courage in the sales organizations now to really push the pricing too. Sales representatives work a little bit different. If you are on a company scale that I am now, it’s a lot about group psychology stuff I do. It’s a lot about how you motivate people, how they tick, how they work. Sales representatives are always excited about huge big companies and then they give them dramatic discounts because all those companies have professi onal negotiators. Going after the Fortune 500-1,000 isn’t a bad idea as a start-up, and then you can build up. We got lucky, we had a real interesting product that was interesting for a Fortune 100 and that was like all major market segment and we make huge deals there. But historically, my experience is you want to start with high volume, lower-touch model, and maybe you get to skim the top, where you go in there, and you expand the deals. So may want to consider an upsale team, not just the sales team hunters that just hunt for deals, but are also considered farmers, that need to expand the deals. And then a renewal team, and so on. So you get into the door, and then you put on as many user or use cases on the platform that you just sold to them. Anyhow, so there are different strategies around that. Pricing is a tricky one that’s related to strategy. I definitely recommend having low pricing and then working to expand. Lower the barrier to entry to get the logos and then expa nd when it comes.Martin: Okay, great.CORPORATE STRATEGYMartin: Stefan, let’s talk about corporate strategy. What do you think is the competitive advantage of Datameer?Stefan: I believe there are only three different kinds of companies.Company number one is using Moore’s Law. Moores Law is every 18 months hardware capacity doubles to an advantage to optimize processes. That’s the strategy we’re in.The second category is you take out the middle man. Most likely, you get to the infrastructure technology that you can do this. That’s like Uber, where they take out not the cab driver, but actually the cab company in the middle that used to make a lot of money. Or think about the iTunes, think about the music labels in between. And Amazon now with their publishing, they take out the publishing houses, and so on. So that is taking out the middle man and another optimization.And then, there’s Instagram, Facebook, eHarmony, and the Timbers of the World. I’ll leave to you what ki nd of category that is. That’s all around, playing with the most fundamental human needs.So again, we’re kind of in the first category and what we do as a product is we disrupt the way people use to do data analytics. We significantly shorten the time to insight with our product by changing the way you do it. And the way we can do this is we have this new storage and computer platform that could deliver storage in computers at a cost that is ridiculously lower compared to what you had before. So what we can do, if this is by throwing cheap hardware after the process, we are shrinking the time to insights from 12 to 18 months with historical data analytics technology that we have ETL, dataware houses, and API on top, we put this all into one product, and now we have a hundred million dollars ROI in eight weeks and single person in one of the biggest Telcos companies in the United States, for example. Well a very big German Telco had similar ROIs. Also, it was just six weeks in a single person. Tremendous ROIs and very short. If you think about it, the price of hardware is going down, but the price of people is going up. On the other hand, we have lesser time to make decisions, but the complexity of data is going up. This are two catalysts here that really drive our business and that is our strategy, to go after and taking advantage of lower storage of computer and higher price for human beings, more complexity in data, more data, more data sources, more structured and unstructured data, but then again, less time that you have to get insights to all of that. This is kind of the direction that we’re going.Martin: Okay, great.MARKET DEVELOPMENTMartin: Stefan, what market trend can you identify in the big data industry?Stefan: It’s really interesting. I personally have been to maybe three kind of hype cycle or Crossing the Chasm technology adoption waves in my life. I had search engines technology, I had the EJB applications server, I’ve worked at JBoss a pplication server as well. So you always see the same thing. How do I get certain majority that enable the next generation of technology platform? And based on that, you can build next generation applications, and on top the next generation solutions. And solutions are usually very use cases or very vertical-focused. So obviously, HP, Dell, and Intel are in the hardware business. In our space, you have Cloudera, MapRs, platform business. Oracle, Microsoft, and SAP as well, they obviously late adapter. And they always have the innovators dilemma. They always have to kill their cash cows in order to get to the next generation. We are on that enterprise application layer.We are the second closest to the checkbook, to the problem, and what helps. Platforms are very quickly commoditized. They sell earlier. So if you have that technology wave, the Clouderas, MapRs, they are getting bigger faster. But if you look over a period of maybe 10-15 years, the application and solution business tha t will make the most money. So we are here and we’re reaching a little bit into solution. Our products, specifically, we work with finance, we work in retail, we work in Telco, and then we have bucket that we call emerging. From the use case perspective, it’s three major areas.It’s customer analytics, where we help people to shorten sales cycles, increase conversion rates in the sales process, understand customer behaviour, identify credit card fraud, kind of in general understanding customers better by bringing multiple data sets together.Or we do operational analytics. This is where Telcos understand who’s my cell tower and makes sense to upgrade the cell tower.And then we have a lot of what we call new data products and services, where people basically selling data or providing a data-driven service. In selling data, I don’t mean personal data specifically. This could be geographical data to do research for natural resources, this can be in general market data, or whate ver. You usually have to pre-process and really package that stuff. Data is like raw oil. Data is the new oil that needs to go the refinery process before you get to the insights that you really can sell.Martin: When you looked into the different industries, can you identify different adoption rates in those industries?Stefan: You always can. This is true for everything. You will always have the concept called crossing the chasm, and you can apply this to different industries because you have industries adopting early on or later on. Finance historically, especially in the area we are, are early adaptors. So the investment banks of the world and the high frequency trader, they will adopt technology as early as they can because it’s a competitive advantage. Next one are Telcos. Telcos also go and adopt technology as early as they can, a little slower moving than finance. Then we have retail because retail right now is under high pressure. When put a whole bunch of categories, event ually you have healthcare, and manufacturing in very late then you usually have those. Of course that’s the big picture. And before you have all these, you have emerging. So, you have gaming companies, mobile app companies, you have Facebooks and Twitters, they will always be on the forefront because that’s their business model. But if you go to a broader market The problem by the way, the reason I am saying the you have the early adaptors, Facebook and Twitters of the World will not buy technology. You can spend 24 months, they will go for open source technology or build it themselves. Depending on their business model, they will adopt technology trends earlirt on but it will be extremely hard to sell to them.ADVICE TO ENTREPRENEURS FROM STEFAN GROSCHUPF In San Francisco, we meet founder and CEO of Datameer, Stefan Groschupf. He shares his story of how Datameer was founded, the current business model, plans for the near future, and some advice for young entrepreneurs.The transcript of the interview is included below.INTRODUCTIONMartin: Hi. Today we are in San Francisco, in the Datameer Office, with Stefan. Stefan, who are you and what do you do?Stefan: I’m Stefan. I’m the founder of Datameer and I have the pleasure and honor to lead this amazing company. We are in the big data analytics space and was considered a hyper-growth company. This is our support space, obviously, very, very roomy here. We’re at this point, 120 people. But, I don’t know, we hire a couple of, three to five, people a week, I guess?Martin: Not too bad.Martin: What is your background? So, what do you do before you started this company?Stefan: I had companies since 1997. And before that, I did a German Abitur.Martin: Wow! Okay. So, directly from school to becoming an entrepreneur.Stefan: Yes.Martin: So did you already start during your school time? Building a newspaper like Richard Branson did?Stefan: Yes, exactly. In fact, I did. I did a whole bunch of things in school, the usual suspects you see at school, government, and those kind of things. I did the school paper. I was always very interested in back then what was considered as new media. During my degree, or Abitur, I actually already wrote a search engine for a local university library. In Germany, you have to do military after school. And being a little bit of digital hippie, I didn’t want to do that. And one way that you get around that in Germany is by founding a company.Martin: Oh, reallyStefan: So when the university library in my home town asked me if I want to continue working for them as a freelancer, I founded the company. Well, guess what? More than 20 years later, I’m still doing the same thing, maybe different people, different size, but I always worked in the data space.Martin: How did you come up with the idea of Datameer?Stefan: Doing high-tech in Germany is very difficult. In fact, I tried that for 10 years before I relocated to Silicon Valley where things work a little bit different as you can imagine. But what that is very prominent and very active in Europe is the open source scene. So I was a very active contributor to a whole bunch of open source technologies, and one of them was the search engine. Surprise, surprise, that’s my background. And the search engine, called Nutch, eventually spun off the storage in computer framework, called The Hadoop. So I was one of the first three guys that basically started the Nutch and then Hadoop, so to say. And Hadoop very quickly devolved into a very disruptive technology. Today, it’s considered a $20 billion market. But back then, I was sitting in my living room, on my laptop, writing code and thinking, “Oh, this is pretty cool.” So I always building companies, I always worked on re ally cool technology, mostly open source, and then off spring commercial technology from that. Hadoop turned into a really big market force. So it was logical to build Datameer, what is kind of a BI, business intelligence, data analytics product on top of the next generation storage in computer platforms. Hadoop is kind of the new Oracle, so to say. And what we do is we help to integrate data into the system, we make it super simple to analyze and visualize data. And with that, we’re helping companies to have hundreds of millions of dollars return of investment.So five of the seven biggest banks in the world are using our product. All credit card companies, or the top three credit card companies, covering 90 percent of our credit card transactions, that go to our product. In the world, we work with the top three telecommunication companies in the world. We are the biggest German retailer and the top or the second biggest U.S. retailer. So, it’s very interesting to see what diffe rence people can do by looking at data and finding insights.Martin: What are the major differences between starting a company in Germany and starting it or expanding it in the U.S.?Stefan: We still have engineering in Germany. I strongly believe in, that’s sounds maybe cheesy, in engineers in Germany. I think we have fantastic human resources, in Europe in general. The problems are a little bit, we have a crusty economic environment, right? The major funding of government or private investments go into larger companies. I think, Berlin wakes up a little bit. There’s a need in the start-up scene, but it’s not anywhere close as Silicon Valley. So, our model at Datameer is we had a German company for a while as I described. Then, I went to Silicon Valley and I kept our engineers. And we did good business, right? So, we had Apple as customer, ATT, Verizon, and so on. We did really value here. That made clear to us that what we need is a United States based go-to market strategy. S o when we converted our old company into what is Datameer today, our headquarters was in Silicon Valley. We had sales and marketing here, but we kept all engineering in Germany. So, I always joke, “Designed in California, manufactured in Germany.”But the major difference, to answer the question, is that the U.S. economy is way more open to take risk with new technology. Our first customer was Visa and our second customer was JP Morgan. But 10 years before, I was knocking on any German company and they ask me, “Are you working for Oracle?” “No.” “Are you working for Microsoft?” “No.” “Are you working for IBM?” “No.” “Well, there’s the door.” But here, they see new technology as a unique competitive advantage. At big banks, they have a few million dollars a year, let’s say a million dollars, and they divide it by 10 and they invest $100,000 in 10 crazy new little start-ups and see if they can get a competitive advantage. If the technology is promisi ng, they really partner with those companies. They drive the roadmaps. They really help those to companies to grow. That’s really interesting because as a start-up, you really want to work closely with the market. Developing a product in isolation will never work. You spend two years just in bloat. But partnering with those big companies and see what their problems, how can we solve them, really gives you the chance to build a relevant product for the market. And again, you only get customers that pay you off your bills, and that said, the sales cycles are shorter. People are more open. Germany and Europe, in general, is around three to five years behind any kind of big adoption of new technology. What is interesting though, is that they then buy the distance.So they are not messing around. They don’t try to build themselves, but they really just buy commercial tools. So, I can only highly recommend that to develop your technology in Germany. That will most likely provide you gr eat technology that is very innovative. Then bring it into a market where you have a much lower barrier to entry, and United States is one of them.BUSINESS MODEL OF DATAMEERMartin: Great. Let’s talk about your business model. Can you briefly describe how the business model works? What are the customer segments that you’re serving, can you describe them shortly? And what is really the value proposition that you are offering?Stefan: So, we have a classical enterprise software business model. We have inbound of marketing campaigns that drive leads. Those are then touched by a team that we call Account Development Group. Those qualifying those deals, what you want to ask here is, “Do you really have a budget?” “Do you really have a problem we can solve?” Right? Sometimes, everything looks like a nail if you have a hammer, so you have to be very careful. The biggest mistake that a lot of entrepreneurs are doing is that, “Oh my God, there is this big company, and they are ki nd of interested,” and they go into a death spiral of engaging someone who has no budget, has no problem that you really can solve. Again, the biggest mistake is qualifying. You need to talk to a hundred people to find the three you really can sell to.Martin: How do you check that? Are you really asking, what is your budget for this? Or is there some kind of circumventing them and getting some information indirectly?Stefan: Yes. There are plenty of sales books written that will walk you through psychology of sales. Asking frankly is it a good idea. If you find the right person, so-called champion, or a change agent in the organization, that change agent will help you because you have the disruptive technology that solves the problem. If not, you should check your product, right? So if you truly believe you can help someone solve or improve something, then you really need to find the person that believes in you and then you work with that person and say, “Okay. Look, I’m sorry but we’re a small company. We can’t afford to mess around for the next six months. Is there really something? Who do I need to speak with who makes the decision?” Most likely, the guy that brings you in doesn’t have the check book or the decision-making authority. So you need either to find the players in the company, most likely, you have to do a map of who’s influencing who. Usually in big companies, what are the political plays? “Oh, it’s this business user over this IT user” “He wants to have this Oracle technology, and he wants to have this new technology,” you have to figure it out, who I have to talk to about those guys to really get in the line. What’s your deadline? If you don’t have a deadline, and it’s not clear what happens if you miss the deadline, most likely, you don’t have a commercial product. Anyhow, so there’s a whole bunch of qualification questions that you have to do. I’m happy to go into more detail. Call me if you want to have advice. I’m happy to tell that entrepreneur.We also have an expensive direct-sales force. That means we have, in the United States, sales representatives. They make $240,000 to $280,000 dollars a year, where 50 percent is base salary, 50 percent is commission-based. In this space, they make between a million to $1.5 million revenue, or bookings, a year. So they have a quota that they have to deliver as well. They have a sales engineer that makes another $220,000, also commission-based. If they don’t sell anything, they don’t make money. They make more if they do. But if not, they make more than everybody else. That’s why engineers don’t like to work in that business, where everybody is a littleMartin: extrovert.Stefan: Yes, extrovert. Then you gauge with that organization with the direct sales force, then move people to multiple steps in the buying process. There’s two things. You need to have a sales process and every customer has a buying process. And you need to under stand that buying process and really map this to each other. As a sales organization, you need to know what personas that I have to work with, what are their objections, how do I handle their objections, what is their job, what are their biggest concern, how can I position my product, can I address those concerns, all those things. And then usually, you get to area of interest in the organization, you map the organization, you get to know the different players. You go to a process of validation, you need to prove that you can do what you promised, usually it’s called the proof of concept, if you do technology. Then you go to a business justification because you’re most likely asking for a price that seems high for the customer. If not, you have the wrong pricing, right? The perfect pricing is probably that the people pay but complain about it. So, most likely, go to a business justification process and you don’t have to prove, “Okay. Well, if we improve 10 percent of this bu siness process, that saves you a million dollar. So, it’s okay if I ask you a hundred thousand dollars from you. That is a whole bunch of presentations, and a few spreadsheets you deliver to the customer, and then they eventually say yes or no, then you make a deal. Making a deal means you go to 30 or 50 pages of legal documents, especially as you work big companies. Then you close the deal and you charge.It’s interesting enough, for more than 10 years, I always was very blind and thought, “Oh, I just built this great technology and it will sale itself.” “It’s click tool, it’s online, and it’s software as a service.” If you want to build a real company, the process I just described, especially for an enterprise software, obviously for consumers it is different. But in enterprise software, that’s how it works. Putting it on some website and waiting for some people to come, that’s not going to happen.Martin: What are the typical sales lead times?Stefan: In our bu siness, it’ half a year, from first touch to close, and it very much depends on the deal size. So if we make a multimillion dollar deal, it will take more in 12 months. If we do a 100K or less deal, sometimes we compress that to a couple of three months, but then, we are lucky. So on average, it’s for four to six months.Martin: Okay, great. Can you tell us a little bit more about how are you trying to set up the pricing strategy. You said that you are trying first to identify the value that you are creating for customers, and then based on that, it takes some kind of share and put an absolute number on there. But, how did you differentiate you pricing, based on different customer segments?Stefan: What you want to do is you want to number one, what’s the competition charging, right? So that’s the homework you have to do. And number two, you go to the market with a price that’s way too low, right? Because you will start-up, you will only get a few customers, and then what yo u need to do is build this relationship with the customers and ask them, “What’s the value you get in out of that?” You don’t want to ask that question the day you sold, maybe as well. You want to ask that 3 months later, 6 months later, 12 months later. Then based on that, you can adjust pricing. Pricing is a lot of trial and error. So today, we still do pricing trials. We have certain geographical areas where we change the pricing and see does all sales expand or do they contract, those kind of things. In the last 2 years, we doubled prices four times, just to give you the idea. And you double until you reach the point that your sale cycle slows so much down and you don’t have an adoption and you correct. That’s what you do. You always have a pricelist and you get discounts, right? But it takes some courage in the sales organizations now to really push the pricing too. Sales representatives work a little bit different. If you are on a company scale that I am now, it’ s a lot about group psychology stuff I do. It’s a lot about how you motivate people, how they tick, how they work. Sales representatives are always excited about huge big companies and then they give them dramatic discounts because all those companies have professional negotiators. Going after the Fortune 500-1,000 isn’t a bad idea as a start-up, and then you can build up. We got lucky, we had a real interesting product that was interesting for a Fortune 100 and that was like all major market segment and we make huge deals there. But historically, my experience is you want to start with high volume, lower-touch model, and maybe you get to skim the top, where you go in there, and you expand the deals. So may want to consider an upsale team, not just the sales team hunters that just hunt for deals, but are also considered farmers, that need to expand the deals. And then a renewal team, and so on. So you get into the door, and then you put on as many user or use cases on the platfo rm that you just sold to them. Anyhow, so there are different strategies around that. Pricing is a tricky one that’s related to strategy. I definitely recommend having low pricing and then working to expand. Lower the barrier to entry to get the logos and then expand when it comes.Martin: Okay, great.CORPORATE STRATEGYMartin: Stefan, let’s talk about corporate strategy. What do you think is the competitive advantage of Datameer?Stefan: I believe there are only three different kinds of companies.Company number one is using Moore’s Law. Moores Law is every 18 months hardware capacity doubles to an advantage to optimize processes. That’s the strategy we’re in.The second category is you take out the middle man. Most likely, you get to the infrastructure technology that you can do this. That’s like Uber, where they take out not the cab driver, but actually the cab company in the middle that used to make a lot of money. Or think about the iTunes, think about the music labels i n between. And Amazon now with their publishing, they take out the publishing houses, and so on. So that is taking out the middle man and another optimization.And then, there’s Instagram, Facebook, eHarmony, and the Timbers of the World. I’ll leave to you what kind of category that is. That’s all around, playing with the most fundamental human needs.So again, we’re kind of in the first category and what we do as a product is we disrupt the way people use to do data analytics. We significantly shorten the time to insight with our product by changing the way you do it. And the way we can do this is we have this new storage and computer platform that could deliver storage in computers at a cost that is ridiculously lower compared to what you had before. So what we can do, if this is by throwing cheap hardware after the process, we are shrinking the time to insights from 12 to 18 months with historical data analytics technology that we have ETL, dataware houses, and API on top, we put this all into one product, and now we have a hundred million dollars ROI in eight weeks and single person in one of the biggest Telcos companies in the United States, for example. Well a very big German Telco had similar ROIs. Also, it was just six weeks in a single person. Tremendous ROIs and very short. If you think about it, the price of hardware is going down, but the price of people is going up. On the other hand, we have lesser time to make decisions, but the complexity of data is going up. This are two catalysts here that really drive our business and that is our strategy, to go after and taking advantage of lower storage of computer and higher price for human beings, more complexity in data, more data, more data sources, more structured and unstructured data, but then again, less time that you have to get insights to all of that. This is kind of the direction that we’re going.Martin: Okay, great.MARKET DEVELOPMENTMartin: Stefan, what market trend can you identify in the big data industry?Stefan: It’s really interesting. I personally have been to maybe three kind of hype cycle or Crossing the Chasm technology adoption waves in my life. I had search engines technology, I had the EJB applications server, I’ve worked at JBoss application server as well. So you always see the same thing. How do I get certain majority that enable the next generation of technology platform? And based on that, you can build next generation applications, and on top the next generation solutions. And solutions are usually very use cases or very vertical-focused. So obviously, HP, Dell, and Intel are in the hardware business. In our space, you have Cloudera, MapRs, platform business. Oracle, Microsoft, and SAP as well, they obviously late adapter. And they always have the innovators dilemma. They always have to kill their cash cows in order to get to the next generation. We are on that enterprise application layer.We are the second closest to the checkbook, to the pr oblem, and what helps. Platforms are very quickly commoditized. They sell earlier. So if you have that technology wave, the Clouderas, MapRs, they are getting bigger faster. But if you look over a period of maybe 10-15 years, the application and solution business that will make the most money. So we are here and we’re reaching a little bit into solution. Our products, specifically, we work with finance, we work in retail, we work in Telco, and then we have bucket that we call emerging. From the use case perspective, it’s three major areas.It’s customer analytics, where we help people to shorten sales cycles, increase conversion rates in the sales process, understand customer behaviour, identify credit card fraud, kind of in general understanding customers better by bringing multiple data sets together.Or we do operational analytics. This is where Telcos understand who’s my cell tower and makes sense to upgrade the cell tower.And then we have a lot of what we call new data pr oducts and services, where people basically selling data or providing a data-driven service. In selling data, I don’t mean personal data specifically. This could be geographical data to do research for natural resources, this can be in general market data, or whatever. You usually have to pre-process and really package that stuff. Data is like raw oil. Data is the new oil that needs to go the refinery process before you get to the insights that you really can sell.Martin: When you looked into the different industries, can you identify different adoption rates in those industries?Stefan: You always can. This is true for everything. You will always have the concept called crossing the chasm, and you can apply this to different industries because you have industries adopting early on or later on. Finance historically, especially in the area we are, are early adaptors. So the investment banks of the world and the high frequency trader, they will adopt technology as early as they can b ecause it’s a competitive advantage. Next one are Telcos. Telcos also go and adopt technology as early as they can, a little slower moving than finance. Then we have retail because retail right now is under high pressure. When put a whole bunch of categories, eventually you have healthcare, and manufacturing in very late then you usually have those. Of course that’s the big picture. And before you have all these, you have emerging. So, you have gaming companies, mobile app companies, you have Facebooks and Twitters, they will always be on the forefront because that’s their business model. But if you go to a broader market The problem by the way, the reason I am saying the you have the early adaptors, Facebook and Twitters of the World will not buy technology. You can spend 24 months, they will go for open source technology or build it themselves. Depending on their business model, they will adopt technology trends earlirt on but it will be extremely hard to sell to them.ADVICE TO ENTREPRENEURS FROM STEFAN GROSCHUPFMartin: Imagine your little son comes to you and asked, “Daddy, I want to start a company.” What advice would you give him? “You should do this’” or “You shouldn’t do that’” or “These are the mistakes I’ve done, learn from it.”Stefan: Well, first of all, I’m concerned to think about a little kid. It looks like start-up life make me look old. So if an entrepreneur or someone comes to me and wants advice, the beauty is there is blueprint of all companies and you can really follow that. I’m an engineer by background, and it took me 10 years to learn that just a great product doesn’t sell by itself. You need strong marketing and sales. What is really cool is you can consider, as you do your product engineering process, building marketing and sales can work in the same way. You have release times, you have projects, and milestones. You can absolutely manage marketing and sales in the same way on how you manage your prod uct development team and definitely encourage everybody to look at this way. But I would highly recommend you technical founder to let go, and they have to grow. Every three months you have to grow and you have to let go after technology and just focusing on that, I advise a whole bunch of start-ups. And they always think, “Oh, if we add this feature, then we will just sell better.” No, you just take all your developers and work on your website, work on an online trial, and you help to make it very easy to try the product, then work on you sales process, and then you work on PDFs that help to sell your stuff,” and so on. Don’t just hide because it’s your comfort zone in the development process. I think that’s may be the advice. Don’t hide in your comfort zone but go out and try to really understand and make the other processes work because you will just waste time.And then maybe, another really good advice, “The difference between networking and not working is one le tter. A lot of entrepreneurs think that going to a whole bunch of parties, events, and talk to people will build their business, I know being an entrepreneur is being hip right now, but go back to the basement and work, you know. That’s the only way you will be successful.Martin: The problem with most networking events is that, not all your customers are there.Stefan: Yes. You’re usually wasting time. And the business development or partnerships are all a waste of time until your $50 million company, there is no reason to have any kind of partners from a technology or from (maybe from) a sales perspective in Europe. Maybe if you are around $10 million, it starts to make sense to have sales partners or channel strategy. But before that, you’re just wasting time. A lot of entrepreneurs don’t focus and waste time and stay in their product development comfort zone.Martin: And what would you recommend young entrepreneurs who are currently outside the U.S., especially the Silicon Valley, working the tech product. Do you think they should really move people here so they can raise money here? Plus one of the major requirement is having an Inc., for example. Do you think they should just stay there and just try to focus on their market? As you said before adoption rates can be so much higher.Stefan: Founding an Inc. corporation in Silicon Valley and having an Engineering in Germany worked incredibly well for us because hiring engineering in Silicon Valley doesn’t work anymore. Google or Facebook is hiring everybody. So that’s a very successful model. A lot of people are afraid to do that. If you want to get a venture capital out of Silicon Valley, where 98 percent of our venture capital in the world is. Then you need to make lower barrier to entry for VCs. When you say I am GmbH, they like Gesundheit, they don’t know what that is. They would never invest into that. They have no control. They would want to be in your Board meetings. So then, if you build a company, and you want to build it for the first time, guess what, the next 10 years you will be very poor and you will eat noodles and tomato sauce. You have to have a little bit of that You have to have a very high pain threshold because you will, on a daily basis, experience disappointments. It will be extremely hard. One out of 10 million get a big hit, like Facebook, right away, and building company is extremely hard work. And as you want to make a very low barrier entry for your customers, you need to do that for your investors. You need to present yourself as the business savvy, very self-aware person. You want to go and to say, “I’m not the CEO of the future, but I am the CEO right now, and you tell me if you find a better one and I will be the biggest shareholder because I have the idea. But let’s build a company together.” So that’s the kind of message you want to get the VCs. You want to go find a product for market fit. And again, you want to build a structure that is easy to invest in. If your structure has intellectual property in Germany, and then you have a subsidiary in the United States, that is very difficult to invest in.Martin: Okay. Thank you very much for your time, Stefan.Stefan: Absolutely.Martin: And the next time you are starting to think about starting and growing a company, and you’re a tech savvy founder, try to develop your sales process as you would in the product development cycle. Thank you very much.Stefan: Great.Martin: Thank you very much, Stefan.

What Will Happen To Huawei Phones By

2018 was a complicated year for Chinese phone maker Huawei. In early 2018, FBI Director Chris Wray issued a warning against buying Huawei phones and technologies. The US government suspected that Huawei was spying on the US through its devicessomething that Huawei vehemently denies. Despite this, however, Huawei managed to become the number 2 phone seller, after Samsung. The succeeding events after this triumph, has not gone well for Huawei. Britain has issued a statement that it will grant Huawei limited access to 5G infrastructure bound to roll out in 2021. Australia is more severe in its decision: it will ban the Chinese company completely in its 5G rollout. Facebook has followed suit by not letting Huawei preinstall its apps in their new models.US companies take actionIn May 2019, Google officially cut off Huawei from its apps and services like Gmail and Google Play. Likewise, technical support will no longer be provided. The situation is not as grim for Huawei phone users yet. T he US Commerce Department issued a temporary general license that will allow Huawei to keep its existing networks and continue getting updates. Immediately after the issuance of the temporary general license, Google confirmed that it will keep existing phones and devices up to date and secure. However, models released after will not get the same treatment. So, Huawei phone users do not need to go into panic mode just yet. But this is not a sign to be relaxed about yet because the license issued by the US Commerce Department is only temporaryit will expire on August 19, 2019. Googles next move is not known yet. So, unless Huawei manages to smooth out this wrinkle, there is a chance that Huawei phones will be excluded completely from Googles future updates. While Google apps will likely still be usable, they are bound to crash after a few missed updates.Facebooks move is less drastic than Googles, and not exactly something to be worried about. While Facebook has forbidden Huawei from preinstalling their apps, users can still download these apps later on.The more serious jab at Huawei came from Wi-Fi Alliance and SD Association last May. Wi-Fi Alliance has restricted Huaweis membership, which means that its participation will be greatly limited. For now, while the temporary general license is in effect, Huawei phones will have no trouble accessing wi-fi networks. However, there is no guarantee that this will continue once the temporary general license is lifted.On the other hand, SD Association delisted Huawei from its website. As a consequence, future Huawei phones and laptops will not be able to support SD or Micro SD cards. Experts have noted that this move will cost Huawei the opportunity to shape the future of such technologies.What is in store for users of Huawei?At this point, it is not clear how involved parties will play out the situation. Nevertheless, Huawei ispreparing for either possibility. The Chinese tech giant has recently received the trademark for its own operating system called Hongmeng. Reports say that the OS is not yetready. Huawei is also not keen on launching its own OS, and only plans to launch it should it not be able to use Android as well.The Hongmeng OS is both good news and bad news for Huawei users. Previously,Blackberry and Microsoftphones failed to enter the smartphone market due to its inability to provide apps that the Android OS can. The same issue may hinder Huawei users should Android decide to exclude Huawei as well. On the bright side, Huawei promises to take care of their patrons through security updates and after-sales services.For now, it is too hard to predict the outcome of this phenomenon. Potential and current Huawei users are advised to stay put and wait until more definitive events and decisions take place.Research paper writing service for college studentsThe Huawei ban is a multifaceted event. Not only is it a concern of technology and businessin essence, it is a social issue, one that war rants for research behind it. This may be something that your professors require you to write. If you find yourself not quite the tech-savvy to discuss the repercussions of the issue, fret not. As a ghostwriting service company, we at are ready to help you out. From essay help to general academic help to custom essays, custom term papers, and custom research, we offer a wide variety of writing services to help you get the A+ grade you need. We have a rich roster of writing experts, some of whom possess the knowledge needed to write an excellent research paper, entirely tailored to you. Ready to have the edge? Message us now!