Ten managerial concepts by Jack Welch

Foundation on the Killing of Harambe the Gorilla On May 28, 2016, a worker at the Cincinatti Zoo and Botanical Garden shot and slaughtered a silver-back gorilla named Harambe after a little kid meandered from his mom and fell into Harambe’s natural surroundings. The gorilla, who was frightened by the kid, an abrupt interference to his typically standard life in imprisonment, got upset. Zoo authorities decided to slaughter the gorilla before he could hurt the youngster. The kid endure, enduring minor wounds and a blackout. The Debate Could there have been a superior method to deal with this circumstance, given how rapidly the occasions unfolded? This turned into the focal inquiry of an across the country banter that happened via web-based networking media and in media sources, after video of the episode was distributed and flowed on Youtube. Many felt that the zoo could have taken care of the circumstance contrastingly and accepted that the slaughtering of the creature was savage and superfluous, particularly considering the silver-upheld gorilla’s status as a basically jeopardized animal groups. Petitions coursed on Facebook requesting the mother, a childcare specialist, to be captured for youngster danger. One appeal collected just about 200,000 marks. The episode brought up issues of zoo upkeep, security, and guidelines of care. It even reignited an open discussion over the morals of keeping creatures in bondage. Examinations of the Incident The Cincinnati Police Department researched the incidentâ but chose not to squeeze charges against the mother, in spite of broad open help for a carelessness charge. The USDA additionally examined the zoo, which had been refered to already on inconsequential charges, incorporating for security worries in the polar bear environment. As of August 2016, no charges have been documented. Eminent Responses The discussion over Harambe’s demise was across the board, in any event, coming to as high up as then-presidential competitor Donald Trump, who expressed that it was â€Å"too awful there wasn’t another way.† Many open figures accused the animal handlers, contending that had the gorilla been given only a couple of more minutes, he would have given the youngster off to people as different gorillas living in imprisonment have done. Others inquired as to why a sedative slug couldn't have been utilized. Said Wayne Pacelle, CEO of the Humane Society of the United States, â€Å"The executing of Harambe disheartened the country, since this sublime animal didn't put himself into this hostage setting and did nothing incorrectly at any phase of this incident.† Others, including animal handler Jack Hanna and amazing primatologist and basic entitlements extremist Jane Goodall, guarded the zoo’s choice. Despite the fact that Goodall initially expressed that it appeared in the video that Harambe was attempting to ensure the youngster, she later explained her position that the animal specialists didn't have a decision. â€Å"When individuals come into contact with wild creatures, life and demise choices now and again must be made,† she said. Hugeness to Animal Rights Movement Like the murdering of Cecil the Lion by an American dental specialist one year earlier, the far reaching open clamor over Harambe’s demise was seen as a critical success for the basic entitlements development, in spite of its disastrous impetus. That these issues turned out to be such prominent stories, secured by The New York Times, CNN, and other significant outlets and talked about via web-based networking media extensively, marks an adjustment in the manner in which people in general draws in with basic entitlements stories by and large.

Educational leaders Assignment Example | Topics and Well Written Essays - 250 words

Instructive pioneers - Assignment Example †¢ Creation of a broad domain of joint effort inside schools.â †¢ Creation of a broad situation of coordinated effort inside schools.â †¢ above all, in schools, the arrangement of activity bunches encourages in settling the issues looked by youngsters. The aggregate meetings to generate new ideas help to go to an agreement which is acknowledged by everybody concerned.It intends to me that authority activities are significant elements that help instill a solid feeling of mindful conduct and judicious methodology. I ought to consistently attempt to defend the hostile issue and apply basic deduction to go to the correct choice. Information turns into the absolute most significant device that enables people and urges one to comprehend the issue and resolve the issue through commonly. Additionally, I comprehended the significance of community condition where instructors, chairmen, and understudies together settle on aggregate choices for the government assistance of the u nderstudies just as for the school. In particular, shared objectives should likewise advance aggregate dynamic. Henceforth the development of critical thinking work bunch extraordinarily encourages agreement that settle the issue amicably.I expect to apply the information picked up to my life by and large. Compelling dynamic is a mindful and enormously vital part of individual and expert development. As an understudy likewise, proficient and viable dynamic dependent on educated decision significantly improves and extemporizes the beneficial result of all our learning forms including ventures, class work, and assessment and so forth.

Thumbtack founder Marco Zappacosta about his entrepreneurial journey

Thumbtack founder Marco Zappacosta about his entrepreneurial journey INTRODUCTIONMartin: Hi, today we are in San Francisco with Thumbtack. After announcing a big round of financing one month ago we are talking to Marco the founder of Thumbtack. Marco, who are you and what do you do?Marco: So, my name is Marco and Thumbtack helps customers find and hire local professionals. So if you need to paint your house, find a math tutor for your child or a caterer for your event, we are the best way to get introduced to the right professional. And it’s something that we have been working on for the last 5 years.Martin: Can you tell us, what is it like to start a company?Marco: So it’s a very satisfying sort of scene of vision that you had sort of come to life, attracting great people and working with them to realize that vision. But it’s also fairly stressful because everybody get’s sort of wrapped up in this dream. And it’s hard to realize your dreams and so there is a lot of stress and making sure it’s coming about the right the way and working the way you want it to.Martin: What have been the major obstacles and how did you overcome them?Marco: I’d say there were three major obstacles.The first one was learning to attract customers and professionals, as a market place without that network you really have almost value and so we had to learn how to attract these people to us and do that in a very scalable and repeatable way. That took us a long time to figure out.Then the challenge became, Okay we have a network of customers and professionals, what’s the best way to introduce them such that it gives the customer confidence to hire and it gives the professional a real shot to sort of win the business. And we tried sort of lots of different interphases and had to really learn the right way to bring people together. And that was another big challenge.And then the final one was, how do we sort of layer on our business model on top of these interactions, now we knew how to bring people together, but what was the right thing to charge for, how should we charge, how much should we charge, that also took us quite a bit of time to figure out.So it was probably three and a half years until we had it all figured out and in the last 18 months things have really accelerated because thankfully it worked.Martin: Great and how do you test your hypothesis of how you want to acquire customers or how you want to match the professionals with the customers by not only having incremental improvements but maybe also testing some revolutionary hypothesis?Marco: So I mean, I think there are two answers, one is sort of cultural and organizational and one is tactical.It is very important for the process and the organization to let people take big bets because the truth is you don’t always know what’s going to work. We’ve been surprised many times by things we thought would be great that didn’t work or things that we didn’t think would be that important and turned out to be hugely important. And so you have to sort of organizationally allow for that otherwise you are going to stifle innovation.And then the other question is tactically, actually how do you do it. It’s a scientific method. It’s not new, you have a hypothesis, you run a very controlled test and you measure the results in a statistically sound way and from that you are able to look back and say, ‘Was my hypothesis validated? And did I sort of learn what I thought I was going to learn?’ and then sort of think again and run another one.Martin: What did you do before you started this company?Marco: So I started Thumbtack right after I went to college and so the short answer is not much. But the longer answer is that my co-founder and I during college had started a student advocacy group together. It was non-profit, it was very different then the sort of technology business we’re in today but it was still start up and it was very fun to build something out of nothing and we sort of got hooked on that and decided to do it again and that’s why sort of after graduating I decided to pursue this dream.Martin: But why did you focus on that specific market? What is your relation to that? Why does it motivate you?Marco: So, we did in some ways what you’re not supposed to do which is decide to start-up a company and then go think of an idea. But thankfully, I think we did it in a good way in that we didn’t index on our interest or our passions but instead said, what’s the biggest problem we think we can solve with technology? And we started thinking and looking and what we realized was that there was this gigantic market, this local services market with hundreds of millions of customers, 10 of millions of professionals and it was very old. There really hadn’t been much innovation in how they found each other, how they came together, how they worked together and we felt that it was inevitable that technology would help these people. And I think what really motivates me and really I think Thumbtack is tha t both the macro and the micro of it. The macro of it is a big problem and it’s satisfying to work on sort of big things that can have a huge impact. But then like what really likeâ€"you feel day to day is the stories of impacting individuals, it’s the pest control guy in Brooklyn sending us flowers to say thank you for all the business that we’re now sending him, or the busy mom who is sending pictures of her birthday party that she was able to throw with Thumbtack. That feels great and that’s certainly is a bigger part of the motivation that we all feel.BUSINESS MODELMartin: And you said you tried to change this old model of match making into a new one. Can you tell us in terms of the business model what is the innovation behind Thumbtack?Marco: When you think about it, people have been hiring plumbers since plumbing existed, so a long time. And since the dawn of the yellow pages, it’s been very easy to find names and numbers, but that’s only half of the challenge, the n you have to figure out which of the these plumbers out of this entire list is available to serve you, what they are going to charge you and how qualified are they to do the job. And to do that today or before Thumbtack was an incredibly manual process. You, the customer, had to call, you had to sort of get quotes, then you had to call their references or sort of see what past work they’d done. And it was immensely time intensive. So instead, we created software to replace that, such that you tell us what you need. As a customer you sort of itemize the project, we package that up, send that to our network of qualified professionals who serve your areas and the ones who are then sort of available and interested get introduced directly to you and with that we bring all the reviews, the pictures, the credentials that you need to make a confident hiring decision. And so for the first time, the data that you need, the professionals that you need come to you. And this is much better fo r the customer obviously and it’s actually much better for the professional as well. If you think about their past in terms of marketing solutions they had, they had the yellow pages, they had things like that but they were always sort of fishing blindly, they just put up an ad and hoped people saw it now we bring them a customer and we say, ‘Hey, there is a customer that is looking for your services in your area, here is what they want, are you interested?’ And they have all the discretion to decide, ‘Okay yeah, this is a great customer, I am free that day’ and at that point they get introduced, so we’ve made it better for both sides and that’s why the model is growing so fast.Martin: And is the service provider only paying for the introduction or really for the closing of the deal.Marco: Yes, they pay for the introduction. Interestingly, we try doing it on a deal, but it actually caused problems because for the professional, there was no fee up front and so they figu red, they just respond to everything, even when they weren’t a great a fit. You, the customer, said, ‘I need the plumber to come on Saturday’ and me as a plumber says, ‘Well, I’ll say I can come on Sunday, maybe he’ll change his mind’. But that’s not a great response for you. So we had to change the incentive such that only the professionals who were really motivated to sort of get introduced to that customer were actually the ones who got through and we have to make sure on our end to charge appropriately such that they have a great ROI and they sort of get a lot of value out of Thumbtack.Martin: And how do you analyze this kind of incentive network?Marco: Quantitatively and qualitatively. There is a lot of data that you could look at to understand what are the dynamics at play and how is it evolving and then also you have to listen to the qualitative feedback, talking to professionals, talking to customers, seeing the support tickets that we get to learn, again wha t’s working and what’s not.CORPORATE STRATEGYMartin: Let’s talk about the corporate strategy. I mean, Thumbtack is some kind of a market place so it’s driven by network effect and effects of scale. What other type of competitive advantage do you want to create or already have compared to other competitors?Marco: So, you are absolutely right that there are network effects at play but in our case there is not just one network. In fact we have as many networks as we have customers because what matters to you as a customer is only the professionals who will come to you. You don’t care about the ones that are 100 of miles away. And so that is the huge challenge with the space is that you have to build local networks over and over and over. Our advantage over our competitors is that we’ve created a marketing sort of solution, a way for these professionals to grow their business that is so much better and so obvious that we don’t need a sale force to push it onto them, we cer tainly buy ads to build awareness of this solution, but they then sign up and it’s totally self serving, we start sending them customers and because of that we’ve been able to reach a scale much faster than really anybody else. We now have more paying professionals than Yelp or Angie’s list and they’ve been at it over a decade each. So that’s really where the advantage comes in, it’s the model that unlocks the growth potential.Martin: Marco, when you started, what was your go to market strategy, did you just expand on local cities, or did you just try to reach more national, or grow several cities at a separate time, or did you take it step by step? How did you do it?Marco: The sort of traditional way to do it is city by city and I think that was the advice that we were getting at the time. But the city by city model is expensive. You’re investing a lot of dollars in one city and we honestly did not have that much money to start, so we said, ‘Is there a more scalable way we can do this and what that really means is, is there any software or programmatic way to do it? And that’s what we focused on early on, how can we get these markets going, without a big investment but simply with software to find the right professionals and find the right customers and bring them together. And we found that, it took us a couple of years to figure it all out but that then unlocked the ability to go sort of nationwide very quickly. So we’re already now nationwide, we serve hundreds of categories across all these cities and it’s really sort of the model but also sort of then marketing strategies that allowed that.Martin: Can you a little bit elaborate on how the software that you used works?Marco: So I mean there are a couple of things that you have to do, you have to find professionals, so you have to go out to the web and figure out who is a professional, in what city and what do they do. Then you have to sort of bring them the right customer at the righ t time and so it’s sort of a matching problem. By doing that, it’s a great way to sort of build a relationship with a professional because we can say, ‘Hey, here is a customer, are you interested? Come to Thumbtack and there’s a lot more like them’. And so it’s really sort of a ‘matching and discovery’ challenge that we’re able to solve programmatically.Martin: Actually, can I imagine it working like this: You have started with a platform, people come to the website, both sides. But when you see, ‘Okay, there is some demands generated but we don’t have the right profession, then we go out there and search the web, contact those guys, sending them emails and say, ‘Okay, we have some kind of demand, would you be interested in this kind of purchase order then register at our platform’.Marco: That’s right.Martin: Okay great.Marco: And these small businesses they all want more customers and so when you bring them one, they are very receptive to that and obviou sly the onboarding has to work well, the marketing messages has to be correct, but at the end of the day we are bringing them what they want and so that’s a great way to start the relationship.MARKET DEVELOPMENTMartin: When looking at other platforms that are similar but not identically alike, Elance or Odesk, I perceive a very big trend towards lowering prices over there for the offering, what type of trends can you identify on your platform?Marco: So, both Odesk and Elance are virtual marketplace so they source their labor globally and I think there is definitely a sort of downward pressure on price when you are looking at these global markets. On the more localized basis, we don’t see that happening as much. There are some industries where the market is expanding tremendously like digital photography, it is much easier to be a photographer today than it was 20 years ago and so the market has gotten a lot bigger and therefore prices has come down. But by enlarge we don’t vie w ourselves as a way to increase or decrease prices, we want to help bring transparency to this sector such that customers are assured that they’re paying a good prices and that the professionals are educated about what the market is going for these days. But we ourselves aren’t trying to move it up or down because we just want to make matches based on what the buyers and sellers want, both of their interests matter to us.Martin: You said that you currently have round about 100 categories or so called sub-markets that you are trying toMarco: Hundreds actually.Martin: Hundreds okay. Are there any other specific markets you think are worthwhile pursuing in terms of matching buyers or sellers, related to those professional services? I suppose that is what you are going after.Marco: So, one big category that we don’t do today is sort of child care. We think that’s one that will be well suited for an online market place in fact there are a few companies doing this, we chose not t o focus on it because it is sort of unique in its sort of demands and sort of needs and that. I think is a big one that we will add at some point but for the time being we’ve got our hands full with all the categories we have so we’re not going to be expanding anytime soon.Martin: I could imagine that the matching process or algorithm in this different sub-market is slightly different for each of the sub-markets. How do you manage this kind of complexity by having different kinds of algorithm?Marco: It’s one that adapts to the local environment, so matching professionals, thinking about sort of distances, travel, there are affects on the local level which really matter. If you are based in New York City, New Jersey is very close but it takes forever to get to, so you’d much rather travel in New York City than across the Hudson into New Jersey. So we have to be smart about these sort of local needs when we match but at the end of the day what we are doing is bringing people t ogether and that is fortunately a generalized solution across all of our categories and across all of our locations.Martin: Great.ADVICE TO ENTREPRENEURS In San Francisco, we talked with entrepreneur Marco Zappacosta, the co-founder CEO of Thumbtack, of about the business model and history of Thumbtack. Furthermore, Marco shares his learnings and advice for young entrepreneurs.The transcript of the interview is included below.INTRODUCTIONMartin: Hi, today we are in San Francisco with Thumbtack. After announcing a big round of financing one month ago we are talking to Marco the founder of Thumbtack. Marco, who are you and what do you do?Marco: So, my name is Marco and Thumbtack helps customers find and hire local professionals. So if you need to paint your house, find a math tutor for your child or a caterer for your event, we are the best way to get introduced to the right professional. And it’s something that we have been working on for the last 5 years.Martin: Can you tell us, what is it like to start a company?Marco: So it’s a very satisfying sort of scene of vision that you had sort of come to life, attracting great people an d working with them to realize that vision. But it’s also fairly stressful because everybody get’s sort of wrapped up in this dream. And it’s hard to realize your dreams and so there is a lot of stress and making sure it’s coming about the right the way and working the way you want it to.Martin: What have been the major obstacles and how did you overcome them?Marco: I’d say there were three major obstacles.The first one was learning to attract customers and professionals, as a market place without that network you really have almost value and so we had to learn how to attract these people to us and do that in a very scalable and repeatable way. That took us a long time to figure out.Then the challenge became, Okay we have a network of customers and professionals, what’s the best way to introduce them such that it gives the customer confidence to hire and it gives the professional a real shot to sort of win the business. And we tried sort of lots of different interphases and had to really learn the right way to bring people together. And that was another big challenge.And then the final one was, how do we sort of layer on our business model on top of these interactions, now we knew how to bring people together, but what was the right thing to charge for, how should we charge, how much should we charge, that also took us quite a bit of time to figure out.So it was probably three and a half years until we had it all figured out and in the last 18 months things have really accelerated because thankfully it worked.Martin: Great and how do you test your hypothesis of how you want to acquire customers or how you want to match the professionals with the customers by not only having incremental improvements but maybe also testing some revolutionary hypothesis?Marco: So I mean, I think there are two answers, one is sort of cultural and organizational and one is tactical.It is very important for the process and the organization to let people take big bets bec ause the truth is you don’t always know what’s going to work. We’ve been surprised many times by things we thought would be great that didn’t work or things that we didn’t think would be that important and turned out to be hugely important. And so you have to sort of organizationally allow for that otherwise you are going to stifle innovation.And then the other question is tactically, actually how do you do it. It’s a scientific method. It’s not new, you have a hypothesis, you run a very controlled test and you measure the results in a statistically sound way and from that you are able to look back and say, ‘Was my hypothesis validated? And did I sort of learn what I thought I was going to learn?’ and then sort of think again and run another one.Martin: What did you do before you started this company?Marco: So I started Thumbtack right after I went to college and so the short answer is not much. But the longer answer is that my co-founder and I during college had s tarted a student advocacy group together. It was non-profit, it was very different then the sort of technology business we’re in today but it was still start up and it was very fun to build something out of nothing and we sort of got hooked on that and decided to do it again and that’s why sort of after graduating I decided to pursue this dream.Martin: But why did you focus on that specific market? What is your relation to that? Why does it motivate you?Marco: So, we did in some ways what you’re not supposed to do which is decide to start-up a company and then go think of an idea. But thankfully, I think we did it in a good way in that we didn’t index on our interest or our passions but instead said, what’s the biggest problem we think we can solve with technology? And we started thinking and looking and what we realized was that there was this gigantic market, this local services market with hundreds of millions of customers, 10 of millions of professionals and it was ver y old. There really hadn’t been much innovation in how they found each other, how they came together, how they worked together and we felt that it was inevitable that technology would help these people. And I think what really motivates me and really I think Thumbtack is that both the macro and the micro of it. The macro of it is a big problem and it’s satisfying to work on sort of big things that can have a huge impact. But then like what really likeâ€"you feel day to day is the stories of impacting individuals, it’s the pest control guy in Brooklyn sending us flowers to say thank you for all the business that we’re now sending him, or the busy mom who is sending pictures of her birthday party that she was able to throw with Thumbtack. That feels great and that’s certainly is a bigger part of the motivation that we all feel.BUSINESS MODELMartin: And you said you tried to change this old model of match making into a new one. Can you tell us in terms of the business model w hat is the innovation behind Thumbtack?Marco: When you think about it, people have been hiring plumbers since plumbing existed, so a long time. And since the dawn of the yellow pages, it’s been very easy to find names and numbers, but that’s only half of the challenge, then you have to figure out which of the these plumbers out of this entire list is available to serve you, what they are going to charge you and how qualified are they to do the job. And to do that today or before Thumbtack was an incredibly manual process. You, the customer, had to call, you had to sort of get quotes, then you had to call their references or sort of see what past work they’d done. And it was immensely time intensive. So instead, we created software to replace that, such that you tell us what you need. As a customer you sort of itemize the project, we package that up, send that to our network of qualified professionals who serve your areas and the ones who are then sort of available and interest ed get introduced directly to you and with that we bring all the reviews, the pictures, the credentials that you need to make a confident hiring decision. And so for the first time, the data that you need, the professionals that you need come to you. And this is much better for the customer obviously and it’s actually much better for the professional as well. If you think about their past in terms of marketing solutions they had, they had the yellow pages, they had things like that but they were always sort of fishing blindly, they just put up an ad and hoped people saw it now we bring them a customer and we say, ‘Hey, there is a customer that is looking for your services in your area, here is what they want, are you interested?’ And they have all the discretion to decide, ‘Okay yeah, this is a great customer, I am free that day’ and at that point they get introduced, so we’ve made it better for both sides and that’s why the model is growing so fast.Martin: And is the service provider only paying for the introduction or really for the closing of the deal.Marco: Yes, they pay for the introduction. Interestingly, we try doing it on a deal, but it actually caused problems because for the professional, there was no fee up front and so they figured, they just respond to everything, even when they weren’t a great a fit. You, the customer, said, ‘I need the plumber to come on Saturday’ and me as a plumber says, ‘Well, I’ll say I can come on Sunday, maybe he’ll change his mind’. But that’s not a great response for you. So we had to change the incentive such that only the professionals who were really motivated to sort of get introduced to that customer were actually the ones who got through and we have to make sure on our end to charge appropriately such that they have a great ROI and they sort of get a lot of value out of Thumbtack.Martin: And how do you analyze this kind of incentive network?Marco: Quantitatively and qualitatively. Ther e is a lot of data that you could look at to understand what are the dynamics at play and how is it evolving and then also you have to listen to the qualitative feedback, talking to professionals, talking to customers, seeing the support tickets that we get to learn, again what’s working and what’s not.CORPORATE STRATEGYMartin: Let’s talk about the corporate strategy. I mean, Thumbtack is some kind of a market place so it’s driven by network effect and effects of scale. What other type of competitive advantage do you want to create or already have compared to other competitors?Marco: So, you are absolutely right that there are network effects at play but in our case there is not just one network. In fact we have as many networks as we have customers because what matters to you as a customer is only the professionals who will come to you. You don’t care about the ones that are 100 of miles away. And so that is the huge challenge with the space is that you have to build loca l networks over and over and over. Our advantage over our competitors is that we’ve created a marketing sort of solution, a way for these professionals to grow their business that is so much better and so obvious that we don’t need a sale force to push it onto them, we certainly buy ads to build awareness of this solution, but they then sign up and it’s totally self serving, we start sending them customers and because of that we’ve been able to reach a scale much faster than really anybody else. We now have more paying professionals than Yelp or Angie’s list and they’ve been at it over a decade each. So that’s really where the advantage comes in, it’s the model that unlocks the growth potential.Martin: Marco, when you started, what was your go to market strategy, did you just expand on local cities, or did you just try to reach more national, or grow several cities at a separate time, or did you take it step by step? How did you do it?Marco: The sort of traditional w ay to do it is city by city and I think that was the advice that we were getting at the time. But the city by city model is expensive. You’re investing a lot of dollars in one city and we honestly did not have that much money to start, so we said, ‘Is there a more scalable way we can do this and what that really means is, is there any software or programmatic way to do it? And that’s what we focused on early on, how can we get these markets going, without a big investment but simply with software to find the right professionals and find the right customers and bring them together. And we found that, it took us a couple of years to figure it all out but that then unlocked the ability to go sort of nationwide very quickly. So we’re already now nationwide, we serve hundreds of categories across all these cities and it’s really sort of the model but also sort of then marketing strategies that allowed that.Martin: Can you a little bit elaborate on how the software that you used works?Marco: So I mean there are a couple of things that you have to do, you have to find professionals, so you have to go out to the web and figure out who is a professional, in what city and what do they do. Then you have to sort of bring them the right customer at the right time and so it’s sort of a matching problem. By doing that, it’s a great way to sort of build a relationship with a professional because we can say, ‘Hey, here is a customer, are you interested? Come to Thumbtack and there’s a lot more like them’. And so it’s really sort of a ‘matching and discovery’ challenge that we’re able to solve programmatically.Martin: Actually, can I imagine it working like this: You have started with a platform, people come to the website, both sides. But when you see, ‘Okay, there is some demands generated but we don’t have the right profession, then we go out there and search the web, contact those guys, sending them emails and say, ‘Okay, we have some kind of demand, would you be interested in this kind of purchase order then register at our platform’.Marco: That’s right.Martin: Okay great.Marco: And these small businesses they all want more customers and so when you bring them one, they are very receptive to that and obviously the onboarding has to work well, the marketing messages has to be correct, but at the end of the day we are bringing them what they want and so that’s a great way to start the relationship.MARKET DEVELOPMENTMartin: When looking at other platforms that are similar but not identically alike, Elance or Odesk, I perceive a very big trend towards lowering prices over there for the offering, what type of trends can you identify on your platform?Marco: So, both Odesk and Elance are virtual marketplace so they source their labor globally and I think there is definitely a sort of downward pressure on price when you are looking at these global markets. On the more localized basis, we don’t see that happening as m uch. There are some industries where the market is expanding tremendously like digital photography, it is much easier to be a photographer today than it was 20 years ago and so the market has gotten a lot bigger and therefore prices has come down. But by enlarge we don’t view ourselves as a way to increase or decrease prices, we want to help bring transparency to this sector such that customers are assured that they’re paying a good prices and that the professionals are educated about what the market is going for these days. But we ourselves aren’t trying to move it up or down because we just want to make matches based on what the buyers and sellers want, both of their interests matter to us.Martin: You said that you currently have round about 100 categories or so called sub-markets that you are trying toMarco: Hundreds actually.Martin: Hundreds okay. Are there any other specific markets you think are worthwhile pursuing in terms of matching buyers or sellers, related to those professional services? I suppose that is what you are going after.Marco: So, one big category that we don’t do today is sort of child care. We think that’s one that will be well suited for an online market place in fact there are a few companies doing this, we chose not to focus on it because it is sort of unique in its sort of demands and sort of needs and that. I think is a big one that we will add at some point but for the time being we’ve got our hands full with all the categories we have so we’re not going to be expanding anytime soon.Martin: I could imagine that the matching process or algorithm in this different sub-market is slightly different for each of the sub-markets. How do you manage this kind of complexity by having different kinds of algorithm?Marco: It’s one that adapts to the local environment, so matching professionals, thinking about sort of distances, travel, there are affects on the local level which really matter. If you are based in New York City, New Jersey is very close but it takes forever to get to, so you’d much rather travel in New York City than across the Hudson into New Jersey. So we have to be smart about these sort of local needs when we match but at the end of the day what we are doing is bringing people together and that is fortunately a generalized solution across all of our categories and across all of our locations.Martin: Great.ADVICE TO ENTREPRENEURSMartin: Marco, we always try to share some knowledge from entrepreneurs like you to people interested in starting their business. What advice can you give them? Maybe we can start by sharing your advice, dos and don’ts on raising money or managing investor relationships.Marco: Okay. I think one piece of advice with regard to raising money that is important to keep in mind is that every round is a bridge round and it is a bridge to somewhere and the most important thing to articulate is not your past success but what are the milestones that this money is going to take you too and why those milestones are worth achieving. I think people often look backwards when thinking about their pitches, ‘Oh we did this, we accomplished that’ and that’s great but really what investors are looking for and what matters is where you going to get? And why is that somewhere I that I should invest in.Martin: So would you recommend saying, ‘Okay, currently my status is x, like my company valuation is x, by taking your money we will increase more of the equity value or enterprise value’?Marco: Ah, yeah though, I think you have to break it down a little bit more and instead say, ‘Okay, we raised angel money to validate the product and to begin to unlock some sort of growth through a couple of distribution channels. We’ve now proved that and now we are looking to raise a series A to really scale this. And we think if we raise x million dollars we will be able to get to y traction and if we do that puts us in a great place to raise a follow on sort of amount of fundraising’. It’s about getting to a milestone that’s valuable and interesting and sort of articulating that very specifically.Martin: What other advice would you give your friend who is coming to you and saying, ‘I want to start a company’.Marco: I think it’s people should assume it will take a decade. So, when you are thinking about an idea or thinking about working with someone you should ask yourself, is this something I want to work on for a decade? Is this somebody I want to work with for a decade? I think that perspective helps clarify sort of whether things are worthwhile or not because in the moment sure, I can stomach most things but for a decade you have to be very sure. But that’s really the timescale over which these things happen and they don’t happen overnight and you have to have the sort of determination to grind it out over that many years.Martin: That’s right. Thank you very much for your time, Marco.Marco: Alright thank you.Marti n: And next time you’re looking for a job maybe as a service professional, maybe use Thumbtack. Thank you very much.Marco: Good, thank you.Martin: Thank you very much, Marco.

The Age Of Exploration And Its Effects On Economic And...

Summative As European economy grew, and became more reliant on a cash system, replacing the land-based system of feudalism. The power shift is prominent, shifting from the lords and nobles to the merchants of the middle class. The Age of Exploration has provided a framework for economic life around the world for several centuries while also shaping politics, social relations, cultures, and natural environments, changing the very nature of society. Of course the most important aspect of this modernistic convention would most certainly be the newfound relation between, capitalism and globalization and their effects on economic and political power. However some countries succeeded in their endeavour of international trade, while others did not. Europeans constructed and maintained their trade and territorial empires, whether through conquest, centralizing authority, religious conversion, commercial monopolies, or through conflict with other Europeans. Economics seems to be the most significant f actor in the production line of human progress. There has been no event in history that did not involve an aspect of economy. The basis of commerce in the Age of Exploration, led to growth of international trade that would eventually lead to the Industrial revolution. This foundation is heavily reliant on European powers enforcing economic trade around merchant capitalism and the existing monarchy monopolism ideologies.Trade within Europe would continue to facilitate economic growthShow MoreRelatedColonialism has plagued indigenous people worldwide and has spelled disaster for countless800 Words   |  4 Pagesreasons behind exploration and colonization including economic and tactical reasons, religion, and prestige. Colonialism has shaped the contemporary understanding of individuals from Niger as well as other parts of Africa and other places too, like the Chambri and Tlingit people; mainly in economics. 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It is considered just a subsection of the Columbian Exchange (a term coined by Alfred Crosby as well), which denotes the exchange of a number of varied items between Europe and the New World after 1492, including infectious diseases like smallpox, chicken pox, the plague, yellow fever, and the flu (Marr, Cathey 2010), but it seems that it could be and vital aspect of understanding how Europe and America existed and developed during the Age of Exploration, how theyRead MoreThe Role Of Gender During The Renaissance Period1466 Words   |  6 PagesEuropean history was the Renaissance period, which took place between 1300-1700. The term Renaissance stands for ‘rebirth’, and in this context refers to the increased interest that was taken in learning from Greek and Roman classical writing. Recent exploration by historians into the Renaissance period has seen a fixation on the discussion of the role of gender during the Renaissance. A variety of historians, such as Joan Kelly and Merry E. Weisner, believe that women didn’t experience any form of a RenaissanceRead MoreImpact Of Globalisation On The Way The Business Operate854 Words   |  4 Pages has profound impacts on the environment, culture, political systems, economic developments, prosperity and human physical well-being in the societies around the world. It is believed that for thousands of years, the process of cross cultural buying and selling of goods among people has been continuing in the lands at great distances. Such as through the famed Silk Road across Central Asia that connected China and Europe during the Middle Ages. In a similar manner, for centuries, people and organisations

The seven Jews celebrate seven important holidays...

The seven Jews celebrate seven important holidays throughout the year. These holidays represent occasions where God steered the Jews down the right path. These holidays include Shabbat, Purim, Passover, Yom Kippur, Hanukkah, Rosh Hashana, and Shavuot. These holidays come around every year. They all involve their own ceremonies and customs. Jews all around the world take part in the festivities. More importantly, these holidays depict how and why people of Jewish value these celebrations. First, the Sabbath which is a day of resting, it is an essential factor to relinquish your inner spirit or soul. Sabbath is the most recognized Jewish holiday but people lack the understanding of the holiday, thinking it is just a day for prayer and†¦show more content†¦Purim is celebrated on the 14th day of Adar which was the day the Jewish people celebrated their survival of Haman’s extermination. For the cities that were walled in the time of Joshua it is celebrated on the 15th , because in the book of Esther a wall city (Shushan) the message of the deliverance of the extermination did not reach until the day after. The Purim holiday is followed by a fast, the fast honors Esthers three days of fasting in preparation to be summoned by the king and tell him Haman’s plan. The commandment of the holiday is to hear the reading of the Book of Esther. Pesach also known as Passover in English is a common Jewish holiday the permits the eating of Chametz that has not touched water in the last 18 minutes. Chametz are the five major grains which are wheat, rye, barley, oats and spelt. The reason for this is because when the Jewish people left Egypt they did not have time to allow their bread to rise which is symbolism for removing the â€Å"puffiness† or pride from our souls. 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NKC would also like to thank the other i mportant stakeholders – the ï ¬ nancial community, including angel investors and venture capitalists, educational institutions, incubation centres, business associations and other relevant institutions as well as various entrepreneurial networks – for sharing

The NYU scholarship on public health graduate program Free Essays

I am pleased to apply for the NYU scholarship on public health graduate program. Since learning is a continuous lifetime process, I always wanted to gain knowledge of something innovative that will make me a better, rational and worthy person. To complement with the dynamic changes of society and provide the high-end demands of daily life, every individual who thirsts for knowledge of information needs further studies in order to sustain such changes and demands. We will write a custom essay sample on The NYU scholarship on public health graduate program or any similar topic only for you Order Now I deem that I will learn about the world’s philosophies and applications in adaptation of its very nature and its elements in connection to International Business and Management geared towards health care. My career objectives in taking up advance study in this field are to become a competent and knowledgeable person when it comes to governance and to learn more for the purpose of service. With the learning experiences that I will acquire in the University, I will be able to materialize all my intentions in serving other people especially those who are in need. I believe that my training and experiences have prepared me for this kind of task since I consider myself result-oriented with a strong entrepreneurship background. My passion for healthcare management has led me towards the publication of a self-motivational weight-loss book called, â€Å"Kimchi Diet.† Together with these skills, I have further honed my knowledge in the area of driving business process, qualitative and quantitative market research and customer service improvements. As a Hospital Strategic Planner, I have achieved significant results related to promoting the growth of the group to where I belong, developing innovative curriculum for effective new staff training thereby increasing overall client volume. In the same vein, I have incorporated my skills in designing and implementing E-commerce sites and web portals in HR communication when I worked at The Gillette Company in Boston Massachusetts. While there, I developed Content Management System for various web projects within the company. I am positive that the innate leadership and powerful drive for service within me will be developed while I am in the institution. I bequeath my humblest leadership, dedication and school spirit for the quest of knowledge. With the acquired knowledge I will have, I am certain to elevate and make better changes in human life not only in the campus but in the community where I belong and intend to serve. My optimism will help bring understanding and wisdom to the all people who need my assistance and service. I want to extend my help to other students in integrating their interests in global, regional and current issues. Through my own dealings of life over the years and a handful of experiences in and out of the four-corners of the classroom, I have grown to be a more responsible and mature person. Indeed, acquiring training in Public Heath Graduate Program will be the first step that I need to take to be able to accomplish my goals. I believe this program will help eager and zealous students like me with its curriculum possessing local and international focus and commitment for excellence. The program is what I need to develop a fuller understanding about the dynamic nature of public health. How to cite The NYU scholarship on public health graduate program, Papers

Index Investing and Commodity Futures †MyAssignmenthelp.com

Question: Discuss about the Index Investing and Commodity Futures. Answer: Development and explanation of the recommended investment strategy for the client: The overall research philosophy mainly complies with the requirements of the investors, who are focused in making investments in Australian equity market with adequate measures. Furthermore, the investment strategy also holds relative feature such as average returns to identify the overall adequate stocks for investment. The overall usage of technical analysis is mainly conducted in the overall investment strategy, as it helps in identifying the relevant stocks, which have provided adequate returns from 2010 to 2017. In this context, Berndt, Bilolo and Meynhardt (2015) mentioned that investors with the help of technical analysis are able to pinpoint trend of the company, which could help in making adequate investment decisions. On the other hand, Barton (2017) argued that technical analysis mainly loses its friction, when adequate analysis is not been conducted by the investor. The investment philosophy also addresses US stocks, as one of the ideal investment strategy. The economic movement after the selection of Donald Trump has rapidly in client in US, which is directly seen through rising stock market. This could eventually help investors to generate higher return from investments in the US economy. Therefore the portfolio consists of 20% of US stocks enlisted in Australia. Furthermore, investments are directly conducted on large cap stocks which are enlisted on top 100 stocks in ASX. The use of large caps mainly insures liquidity in this stock if any problem arises in near future. Blume and Keim (2014) stated that use of high volume stocks mainly allows organisations to quickly sell of their investments if the prediction is not conducted accurately. However, Betermier, Calvet, and Sodini (2017) mentioned that growth prospects in low cap stocks are relevantly higher, as it has higher risk and provides higher return from investment. Furthermore, the investment philosophy also includes the use of hedging, which will allow the portfolio to adhere the risk from Australian capital market. Hedging process allows investors to reduce the rising risk, which is portrayed by an investment in both short and long term. This allows the Investors to adequately reduce risk from the portfolio and attain higher return from investment. Thus, by using technical analysis process investors could adequately identify stocks that could generate high return from investments. However, alternative strategy could also be adopted by the investor such as fundamental analysis, which could help in identifying the overall financial capability of the organisation providing the relevant returns in future. Construction and representation of the recommended investment portfolio: Appendix 1 mainly represents constructed investment portfolio, which could be used by the investor to increase its overall return from investments. The constructed portfolio mainly consists of all the requirements that is portrayed by the investor and complies with all the restrictions for formulating the portfolio. Furthermore, portfolio is divided into 5 sections, which comprises of Australian equities, us equity fund, International investment, cash and hedging. The 5 sections mainly help in getting the overall return from investments. However, the use of hedging section could eventually allow the investments in portfolio to be protected from adverse capital market movement. Moreover, Appendix 1 adequately depicts the investments in Australian equities, which could allow the investor to invest in the Australian market. The proportion of investment value is mainly restricted to 10% of the allocated portfolio value of 800,000 to the Australian equity. Therefore, 10 Australian Equity stocks were chosen that was used in creating the overall portfolio Australian stocks. However, due to the restrictions of capital asset allocations only 80,000 values was granted for it stocks. In this context, Bodie, Kane and Marcus (2014) stated that diversified portfolio mainly allows investors to reduce the risk from investment and increase its return. On the other hand, Fitzgibbons et al. (2016) argued that investors with vast diversified portfolio are not able to provide the returns provided from a particular investment, as losses and profits are being conducted simultaneously. In addition, the second division of the portfolio mainly consists of US equities, which comprises 10% of the overall portfolio. This mainly indicates that investment in US securities is conducted with an overall value of 200,000. However there is no segregation or restriction that is imposed on investing in US equities.Therefore, 40% of segregated value is mainly transferred to 'BetShares SP 500, while 10% of the value is transferred to 'BetShares US Dollar and the rest 50% is transferred to iShares SP 500. According to Houweling and Van Zundert (2017), US economy after selection of Donald Trump as President has relatively boosted due to his views on capitalism and growth in business sector. International investment section is also conducted in a Portfolio, which comprises of 20% of the overall portfolio value that is 400,000. However the restrictions on the oval investments that could be conducted on shares with international linkage, which is why the highest return provider is mainly chosen from them slot. Therefore, with the use of appendix 1 relevant share that needs to be evaluated can be identified. McCann (2014) stated that investments conducted based on technical analysis allows investors to predict the trend and make adequate returns from investment. On the contrary, Meade and Beasley (2014) argued that investment conducted without adequate hedging procedures or measures could hamper the investment capital. The second last portfolio section comprises of the hedging measure, which is only conducted due to the requirements portrayed by the investor. Moreover, 21% of the total portfolio value is contributed towards the hedging processes, which are 424,725. The hedging process is mainly conducted on SPI 200 Futures Contract, which is mainly used to hedge shares of the Australian share market. This could eventually help in reducing the risk that might affect capability of the portfolio to generate adequate returns from investment. In this context, Nofsinger (2016) stated that the use of hedging process allows investors to reduce the risk from capital market volatility, which could hamper returns of the portfolio. On the other hand, Pappas and Dickson (2015) argued that without adequate research investing further in risky investments could increase losses of the investor. The last section of the portfolio mainly consists of cash reserve balance, which needs to be maintained by investor for smoothly conducting investments in different sectors. The section also consists of two subdivisions, which are AMP Cash Manager Cash Management Account and Margin movements of Hedges. Therefore, investments in AMP Cash Manager Cash Management Account are conducted, where a return of 1.50% per annum is fixed. The cash management is relevantly adequate, as investors need to understand the trend and meet adequate investment decisions which could hedge their exposure in the market. Stoll and Whaley (2015) stated that cash reserves mainly allow investors to comprehend the changing investment environment and make adequate decisions, which could protect them from volatile condition. Explanation and justification for the various components in the investment portfolio: The overall components that is been used in drafting the portfolio mainly allowed the investor to generate adequate returns from its investment. According to appendix to 2, returns provided from each of the portfolio stock is recorded, which helps in identifying the total returns that is generated from the investment. Total of 1.67% return is mainly generated from an investment period of 10-07-17 to 10-08-17. This specified time interval mainly helps in identifying significance of the overall portfolio that has been created for the investor. Investor being bullish on US stocks faces the maximum loss on that investment.Nevertheless, the other loss on investment mainly came from the hedging procedure, which was conducted for the Australian shares. However, after the evaluation it is understood that the overall value of the portfolio mainly rose from 2,000,000 to 2,002,790.04 in the brief period of 1 month. This only indicates the overall viability of the portfolio and the measures that were taken to adequately formulate portfolio creation. Therefore, the components used in the formation of the portfolio are mainly justified, which adequately allowed investor to increase its return from investment. Furthermore, the use of technical analysis in the creation of the portfolio also allows the investor to adequately identify stocks that might provide highest return from investment. However, there are certain problems regarding investments conducted in US and international equities, as they are not hedged and the risk from those capital markets could hamper overall portfolio value. Hence, adequate measures need to be conducted on each of the investments, which are depicted in the portfolio. Reference: Barton, D., 2017. Refocusing capitalism on the long term: ownership and trust across the investment value chain.Oxford Review of Economic Policy,33(2), pp.188-200. Berndt, T., Bilolo, C. and Meynhardt, T., 2015. Investing in Legitimacy: A Performance Analysis of Public Value Stock Portfolios. Betermier, S., Calvet, L.E. and Sodini, P., 2017. Investors striking migration from growth to value investing over their life cycle.LSE Business Review. Blume, M.E. and Keim, D.B., 2014. The changing nature of institutional stock investing.Critical Finance Review,7. Bodie, Z., Kane, A. and Marcus, A.J., 2014.Investments, 10e. McGraw-Hill Education. Fitzgibbons, S., Friedman, J., Pomorski, L. and Serban, L., 2016. Long-Only Style Investing: Don't Just Mix, Integrate. Houweling, P. and Van Zundert, J., 2017. Factor investing in the corporate bond market.Financial Analysts Journal,73(2), pp.100-115. McCann, B., 2014.Tactical Portfolios: Strategies and Tactics for Investing in Hedge Funds and Liquid Alternatives. John Wiley Sons. Meade, N. and Beasley, J.E., 2014. Consistency Regions and Frontiers: Using Density Forecasting to Find Consistent Portfolios. Nofsinger, J., 2016.The psychology of investing. Routledge. Pappas, S.N. and Dickson, J.M., 2015. Factor-based investing.Valley Forge, Pa.: The Vanguard Group. Stoll, H.R. and Whaley, R.E., 2015. Commodity index investing and commodity futures prices.