Private SAT Testing Sites and Testing Closer to Home

Private SAT Testing Sites and Testing Closer to Home SAT/ACT Prep Online Guides and Tips Is it true that you are attempting to enroll for the SAT yet can't discover any testing places near where you live? What would it be advisable for you to do? School Board, the company that creates and directs the SAT, offers a path for understudies to take the SAT at an area closer to them, called â€Å"testing closer to home.†Read on to become familiar with this exceptional convenience, its advantages and disadvantages, and how to apply for it. What Is Private SAT Testing and Testing Closer to Home? Testing nearer to home is a unique settlement offered by the College Board for understudies taking the SAT or SAT subject tests.It’s accessible for understudies who don't live near an official SAT testing focus. This convenience is oftenused by universal understudies since SAT testing focuses are not as various in nations outside the US. In any case, American understudies living in provincial regions or those living in an area influenced by a catastrophic event might not have a SAT testing community close by and may likewise need to demand testing nearer to home. So as to demand testing nearer to home, yousubmit a solicitation to the College Board, and in the event that it is affirmed, the College Board will endeavor to open a testing place nearer to where you live.Your new testing community will be doled out to you; you don't get the chance to pick where you’d like to take the SAT. This testing community will in any case have a delegate and adhere to the principles of customary SAT testing. On the off chance that you need and are qualified for other unique lodging, for example, stretched out an ideal opportunity to finish the test, you should visit the College Board’s Service for Students with Disabilities site to separatelyrequest extra facilities. Your test will at present be taken on one of the official SAT test days; testing nearer to home doesn't permit you to change the date of your exam.The College Board will endeavor to have various understudies step through the examination together, yet there is a likelihood that will you take the SAT alone, with only a delegate. Who Is Eligible for Testing Closer to Home? Understudies who live in excess of 75 miles (120 kilometers) from the closest testing community are qualified to demand that College Board attempt to open another testing site close to them. This settlement is additionally accessible for test takers outside the US, in any case; it isn't accessible in India or Pakistan. For understudies stepping through the examination outside of the US, testing nearer to home is just accessible for test dates from November to March (not the October or June test dates).Testing closer to home isn't accessible for understudies enlisting late, either in the US or abroad. In the event that there aren't any test habitats close to you, you may need to apply for testing nearer to home How Do You Apply for Testing Closer to Home? On the off chance that you meet the qualification prerequisites and are keen on applying for testing nearer to home, the initial step is to round out the paper enrollment structure for the SAT. At the point when you have to enter the code for your testing community on the enrollment structure, fill in 02000 for the principal decision, and leave the subsequent option blank.You additionally should join a letter depicting your circumstance and why you are mentioning a closer testing place. This letter doesn’t should be protracted, simply state where you are, the place your nearest testing focus is, the way far it is from you, and why it would be troublesome or incomprehensible for you to go there to take the SAT. At that point express that you’d like to have the option to step through the exam at an area closer to where you live. Next,mail in the enlistment structure and the letter to the street number recorded on the enrollment structure instructions.These archives must be sent early!If you are stepping through the exam in the US, the letter must be sent by the stamp cutoff time date for customary enlistment, which happens about a month prior to the test date. On the off chance that you are stepping through the exam in a global area, at that point the letter must be sent early enough with the goal that it will be gotten by the early enlistment cutoff time date.The early enrollment cutoff time is around five weeks before the test date, so you will need to mail your letter around two months before your ideal SAT test date. Inside a little while, the College Board will tell you of whether your solicitation has been approved.If affirmed, you will be sent an Admission Ticket demonstrating your test community task half a month prior to you take the SAT. What Are the Benefits of Testing Closer to Home? For what reason would an understudy need to apply for testing nearer to home? There are a few advantages: Closer Testing Center This is clearly the greatest bit of leeway. Applying to take the SAT nearer to where you live can make it a lot simpler to step through the exam or even make it feasible for understudies who wouldn’t typically have the option to get to a testing place due to the separation. Your Availabilityto Take the SAT may Increase In the event that your nearest ordinary testing community is far away, there may possibly be a sure testing date when you can go there. This date may not facilitate well with your calendar, it might be too soon for you to have done what's necessary examining, or it might be past the point where it is possible to send the scores to some colleges.Having a testing place nearer to you may give you more alternatives for when to take the SAT. Remember however that, even with testing nearer to home, you will at present just have the option to take the SAT on legitimate testing daysand that, for global understudies, this convenience is just accessible from November to March. Can Reduce Anxiety Having a testing place nearer to where you live can likewise diminish a portion of the pressure and uneasiness encompassing the SAT. You will probably be increasingly acquainted with the territory where you will be stepping through the exam and can stress less over voyaging. Knowing where your test place is can assist you with being progressively certain for the SAT. Picture Source: clipartzebraz What Are Potential Downsides to Testing Closer to Home? You Must Apply Early You should know when you’d like to take the SAT at any rate 1-2 months before the testing date so as to present your solicitation on schedule. In this manner, testing nearer to home isn’t a decent choice for understudies attempting to take the SAT without prior warning. More Paperwork So as to apply for testing nearer to home, you should present the paper registrationform through the mail; you can't present the structure on the web. You should likewise compose a letter to the College Board clarifying why you need a testing community closer to where you live. Applying for testing nearer to home will take additional time than enrolling for the SAT at a previously assigned testing place since rounding out a paper variant of the enlistment structure frequently takes additional time than rounding it out on the web, and you should likewise compose a letter clarifying your circumstance and why you fit the bill for testing nearer to home. Deferred Response More often than not, when you register for the SAT, you will know basically quickly on the off chance that you will have the option to step through the exam on a specific date and where you will be taking it.When you apply for testing nearer to home, you should hold up half a month to hear over from the College Board to learn on the off chance that they acknowledged your solicitation and, assuming this is, where your testing community will be. This postponement can be upsetting, and it can likewise make arranging different pieces of your calendar troublesome until you get affirmation from the College Board. May Not Make Traveling to the Test Center Easier On the off chance that they support your solicitation, the College Board will pick where your new testing place will be. This area will be nearer to you, however that doesn't consequently mean it will be simpler to get to. Regardless of whether it’s closer, your new testing place might be in a zone without open transportation, experience the ill effects of terrible traffic, or have other transportation difficulties.Closer doesn't consequently mean simpler to get to! Things being what they are, Should You Apply for Testing Closer to Home? As you currently know, there are both positive and negative advantages to applying for the College Board’s testing nearer to home settlement. So how would you know whether it’s directly for you? Ask yourself the accompanying inquiries to enable you to choose: Do You Meet the Eligibility Requirements? The initial phase in deciding if you ought to apply for testing nearer to home is to ensure you are eligible.Is your nearest testing focus in excess of 75 miles/120 kilometers from where you live? Is it true that you are living in a nation other than India or Pakistan? In the event that stepping through the examination globally, would you say you are applying for a test date among November and March? In the event that you meet every one of these prerequisites, read on to help settle on your choice. Do You Have Enough Time to Apply? In the event that stepping through the examination in the United States, you should apply at any rate a month prior to the date you’d like to take the SAT.If stepping through the examination abroad, you should apply in any event two months ahead of time. Before you begin applying for testing nearer to home, ensure your solicitation will show up by the cutoff time. Do you have sufficient opportunity to demand testing nearer to home? How Difficult Will It Be to Get to YourCurrent Test Center? This is the most significant consideration.The testing nearer to home convenience requires extra time and exertion to apply, and you need to ensure this additional work is worth it.Find where you nearest current testing place would beand ask yourself: How far is this trying focus from me? Do I realize how to arrive or know somebody who does? Would I have the option to arrive on test day? How? Is carpooling a choice? (Possibly you have a companion taking the SAT who can drive you) On the off chance that you’re not certain how troublesome it would be for you to get to the current nearest test focus, you can have a training run where you pick a day to go there and perceive how troublesome and tedious it would be. What is Your opinion About Taking the Test With Fewer Students? There is no assurance with respect to what number of individuals

Sustainable Communities Aerotropolis on Urban Growth

Question: Examine about theSustainable Communitiesfor Aerotropolis on Urban Growth. Answer: Since the time of 1980, decency has risen to be a significant idea that discloses the degree to which a particular spot is reasonable for the occupants to lead a sound, typical life. In like manner, as an internal suburb of Brisbane, Toowang has an assortment of markers that do upgrade its decency factor, for example, all around fabricated foundation, excellent training, and tree spread. In any case, it is imperative to evaluate the bearableness of the suburb as far as the nearness of open, green space. Note that probably the most bearable urban areas of the world, for example, the Hyde Park in London, or Central Park of New York, are known for open, green space as much as their very much created foundation. Late research reports have asserted that there is a nearby relationship between the structure and plan of the urban areas, and the general prosperity of its occupants (Charles et al., 2015). The reports asserted that open green space is related with decreased degree of sorrow, feeling of anxiety and nervousness among the occupants, and improved strength of the occupants. Henceforth, open green space is profoundly significant in Toowang. Green space alludes to having an extraordinary outside including open spaces just as characteristic scenes that can advance the wellbeing and generally speaking prosperity of the inhabitants. The kids are required to live in zones which have available green spaces, as these green spaces help in their general mental and social turn of events. Addi tionally, the green space is likewise exceptionally significant as it helps in guaranteeing the general wellbeing and prosperity of a bigger gathering of individuals the more established individuals, the kids, and rich just as needy individuals (Woodside et al., 2015). In addition, look into additionally expresses that green space is likewise significant in territories, for example, Toowang, as it can enable the suburb to create enormous salary also. It has been seen that different parks, situated in the USA, France, and China highlight bistros, eateries just as rental offices that mean the income of the administration, and thus help it to continue subsidizing the progressing support and upkeep. The legislature of Queensland, thinking about the significance of open green space, has as of now take activities to grow national parks, set up different marine parks, just as execute plans to shield the green space from the never-ending suburbia. Truth be told it is essential to note here that the quality here is that the Queensland government since 1990 had expanded the aggregate sum of land designated to the national park homes from 3.8 million hectares to 8.1 million hectares (Callanan, 2016). Considering the deficiency in the urban green space in Toowang, the administration is likewise intending to set up an assortment of new stops, for example, the Kangaroo Points Cliff Park (Kozlowski Yusof, 2014). Truth be told, it is beneficial to specify that Toowang as of now appreciates an assorted cluster of green spaces, for example, environment parks, streets, botanic gardens just as network gardens. In any case, the shortcoming is that the zone is steadily getting increasingly blocke d, with the ascent in populace, and henceforth the legislature must put resources into setting up new open spaces to wipe out the opportunity of awkwardness among nature and urban turn of events. The urban green space can subsequently generally profit the Toowang region. Being a suburb, it has not yet accomplished a lot of acknowledgment, however the green space activities can help it in boosting its acknowledgment and economy, while additionally helping it in the insurance of environments and safeguarding of biodiversity. Reference List: CALLANAN, J. (2016). Effect of aerotropolis on urban development and related business movement. InPRRES 2016(pp. 1-6). Pacific Rim Real Estate Society. Charles-Edwards, E., Bell, M., Corcoran, J. (2015). Greening the Commute: Assessing the Impact of the Eleanor Schonell GreenBridge on Travel to the University of Queensland, Australia.Urban Policy and Research,33(1), 61-78. Kozlowski, M., Yusof, Y. M. (2016). The job of urban arranging and configuration in reacting to environmental change: the Brisbane experience.International Journal of Climate Change Strategies and Management,8(1), 80-95. Woodside, A. G., Correia, A., Gnoth, J., Kozak, M., Fyall, A. (2015).Marketing Places and Spaces. Emerald Group Publishing.

CP8 Podcast with Wayne Citrin from JNBridge about Java and .Net Interoperability

CP8 Podcast with Wayne Citrin from JNBridge about Java and .Net Interoperability INTRODUCTIONMartin: Hi. This time well have a very technical entrepreneur on our site. Hi Wayne! Who are you and what do you do?Wayne: Hi Martin, thanks! My name is Wayne Citrin, I’m the co-founder and CTO of JNBridge.Martin: Cool. What is JNBridge?Wayne: JNBridge is a company that creates Java and .Net interoperability tools â€" it’s the ability to closely integrate code on both the Java and .Net sides so that developers can call .Net code from Java and can call Java code from .Net. We have three products; one is flagship â€" a general purpose Java/.Net interoperability tool called JNBridge Pro, and we also have two more funereal-focus products, one is a Microsoft Biztalk server adaptor for JMS â€" Java Message Service , and the other is a more general purpose .Net adaptor for JMS.Martin: How did you come up with this business idea?Wayne: The answer is that, at some point, when I was looking for an idea â€" I had just finished up with another start-up that I was working with. I had a number of conversations with people that were unrelated but in several ways seem to all come together with the related idea.In the previous things that I had done, I had already done a lot of work with Java and the Java language and the enterprise Java technologies, and a friend of mine here in the University of Colorado had just come back from a faculty trip to Microsoft Research and suggested that I might be interested in looking into this new .Net platform that they demonstrated â€" this was around the summer of 2001 when .Net was brand new. A little later, another friend who had a start-up of his own asked me whether his enterprise Java beans would work with .Net. This got me into wondering whether or not there was a viable market for interoperability between the two technologies.Martin: And Wayne, what is your background that prepared you for this kind of opportunity?Wayne: Before I became an entrepreneur, I was an academic. I did a Computer Science major at Cornel Univer sity and I wanted to get a PhD and develop e-expertise in the field and I wanted to be a professor. I like the idea of teaching and doing research. So I went to graduate school at the University of California at Berkeley in Computer Science and I studied programming languages and compilers and in particular, my research was on compiling and executing a language called Prolog, I don’t know if you remember this but it was a very popular language back at the time, very cool, well, it’s called logic programming. It’s still used a little bit but technology has moved on.In any case, there was not a big start up culture there at the time â€" which was the early 1980s, what start-up culture there was, was mostly concerned with hardware, this was the beginning of the PC revolution. Some students went to work for companies like Sun, you know, PhD students at Berkeley like Bill Joy, others went to work for Apple. But there wasn’t a big start-up culture â€" software start-up culture alt hough I did work for my adviser’s start-up for a while. It was in his garage, with other grad students and I worked on the software for a special processor that he was designing that was suited for running Prolog. The customer, I believe, was Westinghouse and I think they wanted to put these Prolog processors on submarines which was kind of interesting.But at one point, my adviser had to tell us grad students â€" let them go from the start-up. The University decided that it was a conflict of interest that we could either be his advisees or we could be a start-up enterprise but not both. I really wonder whether this could be an issue today â€" clearly start-up culture wasn’t the focus at the time but it is now. After the received the PhD, I did a post-doc at IBM’s research laboratory in Zurich, in programming languages and compilations and also network and visualization which were all lot of the focus of the research groups of the lab at the time. Then I got interested in that, I eventually took a faculty position here in the University of Colorado in Boulder and continued the research on programming languages and compilers and the focus was on visual programming languages â€" graphical ones, it’s a continuation of the work that I was doing at IBM.After a while, I learned that my passion was really developing software and there was not a lot of opportunity to do that as a faculty member â€" there was too many other calls on your time: teaching, advising, and administration, so I decided to start a company. It was 1997, the height of the first dotcom boom, and the company was called Lumeo â€" it was an early website analysis product with an emphasis on visualization and detection of usability issues. I co-founded it with my wife, who has no technical background and has experience in operations, she ran the operational side. We saw a funding and we got a term sheet but at the time, it didn’t make sense to take it. So, what we ended up doing was selling the intellectual property and we used that as the seed money for our next start-up which, you know, I think is the way that things are often done. Closing down the company was a very hard decision to make but it was definitely the right one.In the meantime, after that I worked in a number of other start-ups in the Boulder area. Boulder, by this time, had become something of a hotbed of start-ups and still is. The strengths here are storage, because IBM had a big plant that manufactured disk drives and there were a number of spin-offs from that but also software connected with IBM also but also the university and some of the other companies that are around here. I think that Boulder is â€" it is not hard finding people who want to move to Boulder, I mean, between the surroundings and the scenery and the lifestyle, it’s a strong attraction, it really is quite easy, I think, for people to come to Boulder. And right now, like I said, there’s a start-up community, there’s a venture capital community, and so there’re infrastructures there for starting growing companies.I worked with a bunch of other start-ups after we shut down Lumeo â€" sold the IP and I learned a lot about what to do and what not to do in starting a company. I worked for a company that was funded with cool technology but had no idea on how to sell it. I worked with a company that was unfunded with no technology and no customers and seeing how they could find something and essentially develop their model. I worked for a very highly funded company that had a business model that was undermined by the Dot-Com Collapse and they flailed around for Plan B and a Plan C and a Plan D, before they finally found something that stuck but they had much reduced the ambitions at that point. At that point, I decided that that company, the highly funded company ended up not doing the things that I was interested in doing so I went off and that point, like I said, it was the summer of 2001, things came toget her and we came up with the idea for JNBridge.Martin: And when you started out, how many products have you been working on? Because today, you have a product portfolio of three products but I guess in the beginning you did not start out with all of them.Wayne: We started out with one product, the flagship product â€" JNBridge Pro, which was the general purpose Java/.Net interoperability product. But it’s interesting, when we started out with it, I think one of the things that I’ve learned is you come up with the minimum viable feature set for a new product. So currently our product is very powerful but working both directions, you can call from .Net to Java, from Java to .Net. Java to .Net can be running in a same process or in different processes communicating over a network. But at the time, when we started out with was we figured that Java at the time, this is summer of 2001, was a legacy technology so it was more likely you would have existing libraries within Java, and .Net was the next technology where new development was. A scenario we saw as being most common at first would be people developing .Net code and wanting to call existing Java libraries that they already had so our product was simply supported calling from .Net to Java.Later on, in the second major release, we had a by-directional product â€" it could call from Java to .Net or actually do both in the same project, also at the time, we decided to make it a socket-based project whereas the Java and the .Net would run in separate processes and communicate through sockets even though I think we really, ultimately wanted to actually have them running the same process because it was so much faster but that was a little bit more complicated and we had to figure out how to best do that.So we got â€" with the first version, we actually got a lot of good traction with it because I think we guessed right, you know, people wanted Java to .Net or .Net to Java interoperability and they were happy with the socket-based approach. At the time, I remember we started this project, you know, I went around and I spoke to people who were doing Java and who were doing .Net, and I actually went to Microsoft and the reaction was very different from what we were seeing in developer forums â€" everybody was asking, you know, “Can I use my Java with my .Net?” and this and that. But when I went to Microsoft and at the time Microsoft had no interest really in interoperability â€" I would bump to people and they would say: “Oh, why would you want to do that? You would just throw away all your Java and replace with .Net” and I said “Yes, right.” And Microsoft actually I think changed their tune within a year or two because I think most of the market didn’t agree with them. Other people said: “Oh, Microsoft has these migration plans or you could use web services” or things like that but none of these where really good solutions because they weren’t fast enough, they weren’t f ine-grained enough. And I think what happened was the market bears this out, those solutions either faded away or they did not cover the whole market and so we were happy with the way that turned out.BUSINESS MODEL OF JNBRIDGEMartin: Wayne, let’s talk about the business model of JNBridge. When I look at the product portfolio, is your flagship product still the main revenue driver?Wayne: That’s interesting. The answer is yes, I believe it does cover the largest portion of the revenue. But the business model is actually in terms of that, had evolved over the years. For one thing when we started it was mainly project-based deals where customers would come and say: “We have a project that we were working on.” and, you know, it’s usually an internal project â€" they had some in-house library or service that they wanted to integrate. And what’s happened more and more over the years with JNBridge Pro is that OEM deals have become much more important to the business model in the sense that some of them would come and say: “We have a product that requires both Java and .Net and we want to sell this product and we want to embed JNBridge Pro technology in the product either to make it work or to expose features to our users”.For example, one of our earliest OEM deals actually was with Adobe, they’re called fusion product which is a Java-based product for the last, I believe, it’s probably almost ten years now, has had the ability to access .Net libraries from their Java-based fusion applications and what’s happening is that inside the product, there’s JNBridge technology which they’ve licensed, they’ve embedded in the product.Other customers want a product where their   end users don’t know about JNBridge Pro because it’s very deeply enough that the features aren’t exposed but if you looked deeply in the product you might see that there’s both Java and .Net and we happen to be the glue that binds them together.Martin: How is your go to market strategy changed given the change in your customer portfolio so going to more OEMs?Wayne: I think what happened was that our director of sales actually prioritized this when he found that there was more interest coming in in OEM deals that originally what we did early on, and the customers were happy with this, was that their end users wanted to use features that used our capability or technology, their end users would come to us and buy licenses just to enable those features. But managing that was a little cumbersome and we also had the issues of supporting their end users. Their end users would come to us for support and the problem was that since we didn’t understand the product that it was being embedded in, there were some confusions in making that happen and what we did was we essentially codified this and created arrangements for support where our customers will do the original support and then come to us and plus, we created attractive licensing for OEM deals. I th ink the market was there from early on but I think we probably started making it friendlier for the users and making it clearer than when this was an option.Martin: Wayne, when I’m thinking of value propositions, I’m thinking about: “Okay, what are the product or the product portfolio and associated features?”, “What is the gain that you’re delivering to the customer and what is the pain that you are relieving?” And then the next question from me is: “How do you defend this kind of value proposition against competitors? Can you explain â€" for example, to a non-technical person, what’s so hard about making a service which bridges the Java and the .Net environment?”Wayne: Well, that’s a great question. At the very simplest, if you’re not really interested in accessing really fine-grained details of the remote service or you’re not interested in high performance, you can probably get away with web services and things like that; there are infrastructures for d oing that. But if you want to do things that are very tightly integrated, that access really the entire object-oriented API â€" application programming interface, of whatever the other platform is, if you want to run the Java and the .Net in the same process. These things actually get pretty complicated. There are a lot of details in managing processes, in managing memory, their various APIs that are involved and are very specialized. And most customers, this is not their expertise, and they don’t want it to be their expertise.Our main competitor is the idea of building your own. And our customers â€" some of them actually tried this first and then came to us because they can’t get it to work as seamlessly as they want. Most of the customers, they come to us already have the pain and know that they have the pain, we don’t have to convince them of that. Because if they were able to solve the problem either through fairly simple web service or rolling their own which again would be fairly simple and limited in its capabilities, we wouldn’t see them at that point but once they’ve come to us, I think they’ve already become aware that they have this problem.Martin: What do you think? How big is the market for the problem that you are trying to solve in bridging this Java and .Net?Wayne: We’ve looked at surveys by companies like Gartner and Forester. I can’t bring the numbers up in my head or hand but I think that the notions that between 70-80% of enterprises have or 70-80% have .Net, there’s a very large overlap in terms of enterprises that have both, by far the majority of enterprises have both Java and .Net. This could happen for all sorts of reasons: it could happen because they’ve invested in a particular technology or particular proprietary library and one platform but now they want to use another platform; they may have some sort of business logic or financial package written in Java but now they want to have the front-end written in .Net because the UI, the windowing, and the tooling and the graphics are probably better and easier to code in .Net. We’ve had a lot of customers doing a lot in the financial services sector that have that problem.There are others companies that are highly divided in terms of their IT administration and different parts of the company may be centered on different technologies and they need to integrate. We have customers that face this problem because of mergers and acquisitions; they buy a company and they need to integrate their technologies. It’s a big market, I think.Martin: For these MA purposes, are you using, for example, channel partners like consulting companies?Wayne: Well, we don’t have a formalized partnership program but what happens is that we do deal with a lot of global system integrators. That’s particularly an issue with our Biztalk JMS adaptor, that a lot of projects that involved integrating with Biztalk server are done with consulting organizations. And they will essentially come to us when they have to project or they will actually put together a proposal. They will include our product in their proposal because they know it’s necessary to do the integration. But yes, we do work with a lot of integrators.Martin: Wayne, can you remember back then when you started out and you wanted to acquire the first customers? How did you attract and especially work with those first customers?Wayne: Ah, that’s great. What happened was around the time we put our alpha product made available, what we did to start was we essentially took part in developer forums where developers were asking about integration problems and essentially posted announcements that we had this new product that did this particular thing. And, you know, I think there were a lot of people who were kind of sensitive about doing advertising in forums but if you’re providing good information and being helpful and making it clear that you’re with a particular company, I think it shouldn’t be a problem. And what we did was we put those out â€" that was our initial marketing.And around January of 2002, we got our first alpha customer. So, it was actually another start-up, I think they were doing something about content management, and it’s been a while so I don’t remember exactly what their technical problem was but it was a developer at the company and I actually applaud his courage in coming to us and taking a chance on us when he had his own brand new piece of software that he was working with.   But what happened was we worked closely with him, we covered most of his technical requirements and his feedback was invaluable on what our 1.0 product was. And of course they got a very good deal from us in return for all the feedback, and in return for being able to talk about this. So that was really what happened.Like I said, I remember the first customer well, the second couple of customers showed up through the same, sort of, marketing through devel oper forums, mainly small start-ups and universities. But probably within the first year we were starting to get larger companies and at the time, particularly a financial services. There’s been some interesting questions in terms of our customer base is: a lot in financial services, quite a few in media, broadcast and television-abled companies, there had been quite a few in the oil industry and geographical information systems industry. And in all cases I ask it has to do with the particular requirements of those industries and where the legacy code happened to be written in and I think integrating a lot of that backend code which was probably in Java when you’ve created new front-ends either using ASP dot net or windows forms or things like that.Martin: Wayne, you started out with this forum marketing. At what point in time did you change your marketing channels and I assume that there was some kind of cap in terms of how many people you could acquired via these forums?Wayne: Exactly. So relatively quickly, what we did was we concentrated on web-based marketing search engine optimization and placement Google Adwords and those continued to be our main marketing. But there are other things we â€" that happened fairly quickly, early on in that first year.Another thing that happened which actually I think worked out quite well was connected with the forum-based marketing, a couple of people at Microsoft were working on interoperability issues contacted us and one of them, a guy named Simon Guess, who is no longer in Microsoft but at the time was, started creating internal interoperability, sort of, seminars. He conducted a couple of seminars at Microsoft and invited people who were working on this issue to present, that actually helped us create more awareness in the Microsoft organization. And similar things happened at Sun although it was a little bit slower. Simon also started writing a book about interoperability and published in Microsoft press and we participated in that. And again, within a year or two, Sun wrote a book too and I think some of that added a large contribution to spreading the word.Other things that we’ve done over the years: we published articles and provided briefings and interviews to journalists and analysts and created sponsored content and these definitely have contributed but I think the real way people found out about us is they type in Java/.Net integration or Java/.Net procedure calls or Java/.Net interoperability into Google, and our name comes up high in that list both on our own website and in articles that have been written about the topic.We also used to exhibit trade shows and conferences but we don’t do that anymore because, you know, I think there’s not enough bang for the buck in doing that â€" we did get some good publicity but I think at this point we have the critical mass that we can do without that.Martin: Yes, great.ADVICE TO ENTREPRENEURS FROM WAYNE CITRINMartin: Wayne, you have st arted several companies and over the, let’s say, 10-15 years, what are your major learnings that you can share with other people interested in starting a company, especially the do’s and don’ts or failures that you’ve made?Wayne: The first thing that I would want to say is that: if you can, self-fund your company, if it all possible â€" raising money can become all-consuming. It’s much better to spend the time building and selling your product. And also taking money, in some ways, make you less agile, there’s certain otherwise viable opportunities that you might want to enter or engage in and they might be too small to please the investors, in some ways if you’re not answerable to investors that actually can help in starting your company.I mean there’s this one story I remember reading that was written by Paul Gram where he talked about this company that eventually became Yahoo stores, he said that when he heard that his competitor had taken a big investment, he knew that he had won because at that point his competitor was hamstrung and really couldn’t profitably engage in the kind of opportunities that Paul Gram’s company could because the competitor had to grow faster and he tried to engage in bigger opportunities.So what happens is that if you do sell fund, it will affect the kind of company that you can become because of course, your business model can’t be too infrastructure-intensive. Clearly, you know, if you wanted to build data centers or build out consumer hardware, things like that, you may need much more of an investment but for enterprise software that like what we’re engaging in, that was not the case.Use lots of cloud services, it’s another thing that self-funding will force you to do. Everything from your email to your VPNs.Don’t do it yourself if you can help it. Also, it forces you to stay lean for a long time; you don’t ramp up your staffing ahead of revenue unlike a company that takes up VC investment.Virtual o ffices. We run on a virtual office, I think that’s actually saved us a lot on in terms of worrying about real estate and being a tenant, our company is kind of scattered in various places, we let people arrange their own work environment and that worked just fine for us. But all these essentially add up to limiting your fixed cost, so I think that, but again self-funding is probably the most important decision that we made in starting up.Another thing that I think I’ve learned is that starting a company is more than a full-time job and you need to get used to that. You think this is obvious but I met a lot of people who think they can start a company on the side while they’re doing something else to pay the bills. In my experience, this really can’t be done at least not well â€" you get distracted, you work on, you know, what’s bringing you the money, and you know, things just don’t happen with a company you really don’t start-up so.When we started out, we thought that maybe we would with JNBridge, we thought that we would do what it takes. If there was consulting, we would do that, but it turned out that once we got the opportunity to do some consulting, not necessarily related to the product we were developing, we decided to turn it down because it was too much of a distraction â€" I think that was the right decision to make.If you need to hedge your bets, I think you should try to arrange this with your life partner or your spouse can provide financial support well while the company gets off the ground but I have to admit that we did not follow that advice ourselves â€" we put all our chickens in one basket and my wife is the co-founder and betted up in non-development aspects and I think that worked because we believed in what we were doing and we really felt that there was a good â€" a much better than even better chance to succeed.I also think that you really ought to know the field you’re working in, inside out and love working on it. Yo u don’t have to give a lot of time to get your product out the door, and you can’t spend it learning too much new stuff but when you are learning, you really have to enjoy learning. And when we started developing our first product in July of 2001 and I guess the alpha was available in December of 2001, January of 2002, data by March, 1.0 by June. You really have to be in a hurry which means you have to know what you’re doing and also means you have to focus and I guess that goes back to the idea of not being able to just do this on the side or â€" it has to be your focus and what you really want to do every morning.We’ve been doing this for almost 15 years, at this point, of course, we can enjoy life more than we had but even back then I think we were having a lot of fun but were really concentrated a huge amount on getting the company started.Martin: Great. Wayne, thank you so much for sharing your knowledge.Wayne: Well, thank you Martin.Martin: Welcome. If you’re thinkin g about optimizing your code interoperability, check out JNBridge.Wayne: Thanks.THANKS FOR LISTENING! Welcome to the 8th episode of our podcast!You can download the podcast to your computer or listen to it here on the blog. Click here to subscribe in iTunes. INTRODUCTIONMartin: Hi. This time well have a very technical entrepreneur on our site. Hi Wayne! Who are you and what do you do?Wayne: Hi Martin, thanks! My name is Wayne Citrin, I’m the co-founder and CTO of JNBridge.Martin: Cool. What is JNBridge?Wayne: JNBridge is a company that creates Java and .Net interoperability tools â€" it’s the ability to closely integrate code on both the Java and .Net sides so that developers can call .Net code from Java and can call Java code from .Net. We have three products; one is flagship â€" a general purpose Java/.Net interoperability tool called JNBridge Pro, and we also have two more funereal-focus products, one is a Microsoft Biztalk server adaptor for JMS â€" Java Message Service , and the other is a more general purpose .Net adaptor for JMS.Martin: How did you come up with this business idea?Wayne: The answer is that, at some point, when I was looking for an idea â€" I had just finished up with another start-up that I was working with. I had a number of conversations with people that were unrelated but in several ways seem to all come together with the related idea.In the previous things that I had done, I had already done a lot of work with Java and the Java language and the enterprise Java technologies, and a friend of mine here in the University of Colorado had just come back from a faculty trip to Microsoft Research and suggested that I might be interested in looking into this new .Net platform that they demonstrated â€" this was around the summer of 2001 when .Net was brand new. A little later, another friend who had a start-up of his own asked me whether his enterprise Java beans would work with .Net. This got me into wondering whether or not there was a viable market for interoperability between the two technologies.Martin: And Wayne, what is your background that prepared you for this kind of opportunity?Wayne: Before I became an entrepreneur, I was an academic. I did a Computer Science major at Cornel Univer sity and I wanted to get a PhD and develop e-expertise in the field and I wanted to be a professor. I like the idea of teaching and doing research. So I went to graduate school at the University of California at Berkeley in Computer Science and I studied programming languages and compilers and in particular, my research was on compiling and executing a language called Prolog, I don’t know if you remember this but it was a very popular language back at the time, very cool, well, it’s called logic programming. It’s still used a little bit but technology has moved on.In any case, there was not a big start up culture there at the time â€" which was the early 1980s, what start-up culture there was, was mostly concerned with hardware, this was the beginning of the PC revolution. Some students went to work for companies like Sun, you know, PhD students at Berkeley like Bill Joy, others went to work for Apple. But there wasn’t a big start-up culture â€" software start-up culture alt hough I did work for my adviser’s start-up for a while. It was in his garage, with other grad students and I worked on the software for a special processor that he was designing that was suited for running Prolog. The customer, I believe, was Westinghouse and I think they wanted to put these Prolog processors on submarines which was kind of interesting.But at one point, my adviser had to tell us grad students â€" let them go from the start-up. The University decided that it was a conflict of interest that we could either be his advisees or we could be a start-up enterprise but not both. I really wonder whether this could be an issue today â€" clearly start-up culture wasn’t the focus at the time but it is now. After the received the PhD, I did a post-doc at IBM’s research laboratory in Zurich, in programming languages and compilations and also network and visualization which were all lot of the focus of the research groups of the lab at the time. Then I got interested in that, I eventually took a faculty position here in the University of Colorado in Boulder and continued the research on programming languages and compilers and the focus was on visual programming languages â€" graphical ones, it’s a continuation of the work that I was doing at IBM.After a while, I learned that my passion was really developing software and there was not a lot of opportunity to do that as a faculty member â€" there was too many other calls on your time: teaching, advising, and administration, so I decided to start a company. It was 1997, the height of the first dotcom boom, and the company was called Lumeo â€" it was an early website analysis product with an emphasis on visualization and detection of usability issues. I co-founded it with my wife, who has no technical background and has experience in operations, she ran the operational side. We saw a funding and we got a term sheet but at the time, it didn’t make sense to take it. So, what we ended up doing was selling the intellectual property and we used that as the seed money for our next start-up which, you know, I think is the way that things are often done. Closing down the company was a very hard decision to make but it was definitely the right one.In the meantime, after that I worked in a number of other start-ups in the Boulder area. Boulder, by this time, had become something of a hotbed of start-ups and still is. The strengths here are storage, because IBM had a big plant that manufactured disk drives and there were a number of spin-offs from that but also software connected with IBM also but also the university and some of the other companies that are around here. I think that Boulder is â€" it is not hard finding people who want to move to Boulder, I mean, between the surroundings and the scenery and the lifestyle, it’s a strong attraction, it really is quite easy, I think, for people to come to Boulder. And right now, like I said, there’s a start-up community, there’s a venture capital community, and so there’re infrastructures there for starting growing companies.I worked with a bunch of other start-ups after we shut down Lumeo â€" sold the IP and I learned a lot about what to do and what not to do in starting a company. I worked for a company that was funded with cool technology but had no idea on how to sell it. I worked with a company that was unfunded with no technology and no customers and seeing how they could find something and essentially develop their model. I worked for a very highly funded company that had a business model that was undermined by the Dot-Com Collapse and they flailed around for Plan B and a Plan C and a Plan D, before they finally found something that stuck but they had much reduced the ambitions at that point. At that point, I decided that that company, the highly funded company ended up not doing the things that I was interested in doing so I went off and that point, like I said, it was the summer of 2001, things came toget her and we came up with the idea for JNBridge.Martin: And when you started out, how many products have you been working on? Because today, you have a product portfolio of three products but I guess in the beginning you did not start out with all of them.Wayne: We started out with one product, the flagship product â€" JNBridge Pro, which was the general purpose Java/.Net interoperability product. But it’s interesting, when we started out with it, I think one of the things that I’ve learned is you come up with the minimum viable feature set for a new product. So currently our product is very powerful but working both directions, you can call from .Net to Java, from Java to .Net. Java to .Net can be running in a same process or in different processes communicating over a network. But at the time, when we started out with was we figured that Java at the time, this is summer of 2001, was a legacy technology so it was more likely you would have existing libraries within Java, and .Net was the next technology where new development was. A scenario we saw as being most common at first would be people developing .Net code and wanting to call existing Java libraries that they already had so our product was simply supported calling from .Net to Java.Later on, in the second major release, we had a by-directional product â€" it could call from Java to .Net or actually do both in the same project, also at the time, we decided to make it a socket-based project whereas the Java and the .Net would run in separate processes and communicate through sockets even though I think we really, ultimately wanted to actually have them running the same process because it was so much faster but that was a little bit more complicated and we had to figure out how to best do that.So we got â€" with the first version, we actually got a lot of good traction with it because I think we guessed right, you know, people wanted Java to .Net or .Net to Java interoperability and they were happy with the socket-based approach. At the time, I remember we started this project, you know, I went around and I spoke to people who were doing Java and who were doing .Net, and I actually went to Microsoft and the reaction was very different from what we were seeing in developer forums â€" everybody was asking, you know, “Can I use my Java with my .Net?” and this and that. But when I went to Microsoft and at the time Microsoft had no interest really in interoperability â€" I would bump to people and they would say: “Oh, why would you want to do that? You would just throw away all your Java and replace with .Net” and I said “Yes, right.” And Microsoft actually I think changed their tune within a year or two because I think most of the market didn’t agree with them. Other people said: “Oh, Microsoft has these migration plans or you could use web services” or things like that but none of these where really good solutions because they weren’t fast enough, they weren’t f ine-grained enough. And I think what happened was the market bears this out, those solutions either faded away or they did not cover the whole market and so we were happy with the way that turned out.BUSINESS MODEL OF JNBRIDGEMartin: Wayne, let’s talk about the business model of JNBridge. When I look at the product portfolio, is your flagship product still the main revenue driver?Wayne: That’s interesting. The answer is yes, I believe it does cover the largest portion of the revenue. But the business model is actually in terms of that, had evolved over the years. For one thing when we started it was mainly project-based deals where customers would come and say: “We have a project that we were working on.” and, you know, it’s usually an internal project â€" they had some in-house library or service that they wanted to integrate. And what’s happened more and more over the years with JNBridge Pro is that OEM deals have become much more important to the business model in the sense that some of them would come and say: “We have a product that requires both Java and .Net and we want to sell this product and we want to embed JNBridge Pro technology in the product either to make it work or to expose features to our users”.For example, one of our earliest OEM deals actually was with Adobe, they’re called fusion product which is a Java-based product for the last, I believe, it’s probably almost ten years now, has had the ability to access .Net libraries from their Java-based fusion applications and what’s happening is that inside the product, there’s JNBridge technology which they’ve licensed, they’ve embedded in the product.Other customers want a product where their   end users don’t know about JNBridge Pro because it’s very deeply enough that the features aren’t exposed but if you looked deeply in the product you might see that there’s both Java and .Net and we happen to be the glue that binds them together.Martin: How is your go to market strategy changed given the change in your customer portfolio so going to more OEMs?Wayne: I think what happened was that our director of sales actually prioritized this when he found that there was more interest coming in in OEM deals that originally what we did early on, and the customers were happy with this, was that their end users wanted to use features that used our capability or technology, their end users would come to us and buy licenses just to enable those features. But managing that was a little cumbersome and we also had the issues of supporting their end users. Their end users would come to us for support and the problem was that since we didn’t understand the product that it was being embedded in, there were some confusions in making that happen and what we did was we essentially codified this and created arrangements for support where our customers will do the original support and then come to us and plus, we created attractive licensing for OEM deals. I th ink the market was there from early on but I think we probably started making it friendlier for the users and making it clearer than when this was an option.Martin: Wayne, when I’m thinking of value propositions, I’m thinking about: “Okay, what are the product or the product portfolio and associated features?”, “What is the gain that you’re delivering to the customer and what is the pain that you are relieving?” And then the next question from me is: “How do you defend this kind of value proposition against competitors? Can you explain â€" for example, to a non-technical person, what’s so hard about making a service which bridges the Java and the .Net environment?”Wayne: Well, that’s a great question. At the very simplest, if you’re not really interested in accessing really fine-grained details of the remote service or you’re not interested in high performance, you can probably get away with web services and things like that; there are infrastructures for d oing that. But if you want to do things that are very tightly integrated, that access really the entire object-oriented API â€" application programming interface, of whatever the other platform is, if you want to run the Java and the .Net in the same process. These things actually get pretty complicated. There are a lot of details in managing processes, in managing memory, their various APIs that are involved and are very specialized. And most customers, this is not their expertise, and they don’t want it to be their expertise.Our main competitor is the idea of building your own. And our customers â€" some of them actually tried this first and then came to us because they can’t get it to work as seamlessly as they want. Most of the customers, they come to us already have the pain and know that they have the pain, we don’t have to convince them of that. Because if they were able to solve the problem either through fairly simple web service or rolling their own which again would be fairly simple and limited in its capabilities, we wouldn’t see them at that point but once they’ve come to us, I think they’ve already become aware that they have this problem.Martin: What do you think? How big is the market for the problem that you are trying to solve in bridging this Java and .Net?Wayne: We’ve looked at surveys by companies like Gartner and Forester. I can’t bring the numbers up in my head or hand but I think that the notions that between 70-80% of enterprises have or 70-80% have .Net, there’s a very large overlap in terms of enterprises that have both, by far the majority of enterprises have both Java and .Net. This could happen for all sorts of reasons: it could happen because they’ve invested in a particular technology or particular proprietary library and one platform but now they want to use another platform; they may have some sort of business logic or financial package written in Java but now they want to have the front-end written in .Net because the UI, the windowing, and the tooling and the graphics are probably better and easier to code in .Net. We’ve had a lot of customers doing a lot in the financial services sector that have that problem.There are others companies that are highly divided in terms of their IT administration and different parts of the company may be centered on different technologies and they need to integrate. We have customers that face this problem because of mergers and acquisitions; they buy a company and they need to integrate their technologies. It’s a big market, I think.Martin: For these MA purposes, are you using, for example, channel partners like consulting companies?Wayne: Well, we don’t have a formalized partnership program but what happens is that we do deal with a lot of global system integrators. That’s particularly an issue with our Biztalk JMS adaptor, that a lot of projects that involved integrating with Biztalk server are done with consulting organizations. And they will essentially come to us when they have to project or they will actually put together a proposal. They will include our product in their proposal because they know it’s necessary to do the integration. But yes, we do work with a lot of integrators.Martin: Wayne, can you remember back then when you started out and you wanted to acquire the first customers? How did you attract and especially work with those first customers?Wayne: Ah, that’s great. What happened was around the time we put our alpha product made available, what we did to start was we essentially took part in developer forums where developers were asking about integration problems and essentially posted announcements that we had this new product that did this particular thing. And, you know, I think there were a lot of people who were kind of sensitive about doing advertising in forums but if you’re providing good information and being helpful and making it clear that you’re with a particular company, I think it shouldn’t be a problem. And what we did was we put those out â€" that was our initial marketing.And around January of 2002, we got our first alpha customer. So, it was actually another start-up, I think they were doing something about content management, and it’s been a while so I don’t remember exactly what their technical problem was but it was a developer at the company and I actually applaud his courage in coming to us and taking a chance on us when he had his own brand new piece of software that he was working with.   But what happened was we worked closely with him, we covered most of his technical requirements and his feedback was invaluable on what our 1.0 product was. And of course they got a very good deal from us in return for all the feedback, and in return for being able to talk about this. So that was really what happened.Like I said, I remember the first customer well, the second couple of customers showed up through the same, sort of, marketing through devel oper forums, mainly small start-ups and universities. But probably within the first year we were starting to get larger companies and at the time, particularly a financial services. There’s been some interesting questions in terms of our customer base is: a lot in financial services, quite a few in media, broadcast and television-abled companies, there had been quite a few in the oil industry and geographical information systems industry. And in all cases I ask it has to do with the particular requirements of those industries and where the legacy code happened to be written in and I think integrating a lot of that backend code which was probably in Java when you’ve created new front-ends either using ASP dot net or windows forms or things like that.Martin: Wayne, you started out with this forum marketing. At what point in time did you change your marketing channels and I assume that there was some kind of cap in terms of how many people you could acquired via these forums?Wayne: Exactly. So relatively quickly, what we did was we concentrated on web-based marketing search engine optimization and placement Google Adwords and those continued to be our main marketing. But there are other things we â€" that happened fairly quickly, early on in that first year.Another thing that happened which actually I think worked out quite well was connected with the forum-based marketing, a couple of people at Microsoft were working on interoperability issues contacted us and one of them, a guy named Simon Guess, who is no longer in Microsoft but at the time was, started creating internal interoperability, sort of, seminars. He conducted a couple of seminars at Microsoft and invited people who were working on this issue to present, that actually helped us create more awareness in the Microsoft organization. And similar things happened at Sun although it was a little bit slower. Simon also started writing a book about interoperability and published in Microsoft press and we participated in that. And again, within a year or two, Sun wrote a book too and I think some of that added a large contribution to spreading the word.Other things that we’ve done over the years: we published articles and provided briefings and interviews to journalists and analysts and created sponsored content and these definitely have contributed but I think the real way people found out about us is they type in Java/.Net integration or Java/.Net procedure calls or Java/.Net interoperability into Google, and our name comes up high in that list both on our own website and in articles that have been written about the topic.We also used to exhibit trade shows and conferences but we don’t do that anymore because, you know, I think there’s not enough bang for the buck in doing that â€" we did get some good publicity but I think at this point we have the critical mass that we can do without that.Martin: Yes, great.ADVICE TO ENTREPRENEURS FROM WAYNE CITRINMartin: Wayne, you have st arted several companies and over the, let’s say, 10-15 years, what are your major learnings that you can share with other people interested in starting a company, especially the do’s and don’ts or failures that you’ve made?Wayne: The first thing that I would want to say is that: if you can, self-fund your company, if it all possible â€" raising money can become all-consuming. It’s much better to spend the time building and selling your product. And also taking money, in some ways, make you less agile, there’s certain otherwise viable opportunities that you might want to enter or engage in and they might be too small to please the investors, in some ways if you’re not answerable to investors that actually can help in starting your company.I mean there’s this one story I remember reading that was written by Paul Gram where he talked about this company that eventually became Yahoo stores, he said that when he heard that his competitor had taken a big investment, he knew that he had won because at that point his competitor was hamstrung and really couldn’t profitably engage in the kind of opportunities that Paul Gram’s company could because the competitor had to grow faster and he tried to engage in bigger opportunities.So what happens is that if you do sell fund, it will affect the kind of company that you can become because of course, your business model can’t be too infrastructure-intensive. Clearly, you know, if you wanted to build data centers or build out consumer hardware, things like that, you may need much more of an investment but for enterprise software that like what we’re engaging in, that was not the case.Use lots of cloud services, it’s another thing that self-funding will force you to do. Everything from your email to your VPNs.Don’t do it yourself if you can help it. Also, it forces you to stay lean for a long time; you don’t ramp up your staffing ahead of revenue unlike a company that takes up VC investment.Virtual o ffices. We run on a virtual office, I think that’s actually saved us a lot on in terms of worrying about real estate and being a tenant, our company is kind of scattered in various places, we let people arrange their own work environment and that worked just fine for us. But all these essentially add up to limiting your fixed cost, so I think that, but again self-funding is probably the most important decision that we made in starting up.Another thing that I think I’ve learned is that starting a company is more than a full-time job and you need to get used to that. You think this is obvious but I met a lot of people who think they can start a company on the side while they’re doing something else to pay the bills. In my experience, this really can’t be done at least not well â€" you get distracted, you work on, you know, what’s bringing you the money, and you know, things just don’t happen with a company you really don’t start-up so.When we started out, we thought that maybe we would with JNBridge, we thought that we would do what it takes. If there was consulting, we would do that, but it turned out that once we got the opportunity to do some consulting, not necessarily related to the product we were developing, we decided to turn it down because it was too much of a distraction â€" I think that was the right decision to make.If you need to hedge your bets, I think you should try to arrange this with your life partner or your spouse can provide financial support well while the company gets off the ground but I have to admit that we did not follow that advice ourselves â€" we put all our chickens in one basket and my wife is the co-founder and betted up in non-development aspects and I think that worked because we believed in what we were doing and we really felt that there was a good â€" a much better than even better chance to succeed.I also think that you really ought to know the field you’re working in, inside out and love working on it. Yo u don’t have to give a lot of time to get your product out the door, and you can’t spend it learning too much new stuff but when you are learning, you really have to enjoy learning. And when we started developing our first product in July of 2001 and I guess the alpha was available in December of 2001, January of 2002, data by March, 1.0 by June. You really have to be in a hurry which means you have to know what you’re doing and also means you have to focus and I guess that goes back to the idea of not being able to just do this on the side or â€" it has to be your focus and what you really want to do every morning.We’ve been doing this for almost 15 years, at this point, of course, we can enjoy life more than we had but even back then I think we were having a lot of fun but were really concentrated a huge amount on getting the company started.Martin: Great. Wayne, thank you so much for sharing your knowledge.Wayne: Well, thank you Martin.Martin: Welcome. If you’re thinkin g about optimizing your code interoperability, check out JNBridge.Wayne: Thanks.THANKS FOR LISTENING!Thanks so much for joining our 8th podcast episode!Have some feedback you’d like to share?  Leave  a note in the comment section below! If you enjoyed this episode, please  share  it using the social media buttons you see at the bottom of the post.Also,  please leave an honest review for The Cleverism Podcast on iTunes or on SoundCloud. Ratings and reviews  are  extremely  helpful  and greatly appreciated! They do matter in the rankings of the show, and we read each and every one of them.Special thanks  to Wayne for joining me this week. Until  next time!

Relationship Between Art And The Growing Body Of Science

In this essay we would try to comprehend and understand how renaissance and post-renaissance artistic movements excelled hand in hand with the increasingly accumulating body of scientific knowledge and how the artists of the relevant periods utilized the scientific understanding in creating their artistic works and productions. Relationship between Art and the Growing Body of Science The renaissance was not just a rebirth of the classical ideals of antiquity of Greco Roman world but it inspired an unrelenting quest into the scientific realm which would ultimately lead towards the greater scientific revolution in the times to come. The artists endeavored to understand, during this time, the nature and scientific basis of things and the phenomena in order to compose vivid and realistic works that would appeal to the general masses and involve their interpretational processes in a spontaneous and natural manner. Eskridge (n.d., para. 2) rightly put it as: â€Å"Leonardo observed the world closely, studying physiology and anatomy in order to create convincing images of the human form†. The painting dynamics and proportions of linear perspective discovered through the utilization of mathematical inputs, the discovery of the printing press by Gutenberg, the leverage of the oil based organic paints in the production of art works by northern renaissance artists, the wonderful adventures of Galileo and Copernicus , the unraveled enthusiasm to discover the new worlds by Columbus, and theShow MoreRelatedRelationship Between Art And Art763 Words   |  4 Pagesperiods not only for the art flourishment but also, for the scientific knowledge growth. So, in those periods, the relationship between art and science was so clear and attractive. This essay will discuss the relationship between the arts and the growing body of scientific knowledge during the three major stylistic periods. 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Vital Pieces of Appic Psychology Internship Essay 4 Samples

Vital Pieces of Appic Psychology Internship Essay 4 Samples The Foolproof Appic Psychology Internship Essay 4 Samples Strategy Think about techniques you are able to link your activities beyond academia to psychology. Choosing to make a degree in Psychology provides many distinct possibilities for future regions of employment that could fit nearly every form of person. Then again, there are a few approaches that may be utilised so as to help educators as soon as it comes to reading instructions. Plagiarism of any sort isn't acceptable. What You Should Do About Appic Psychology Internship Essay 4 Samples Beginning in the Next 4 Minutes Make certain the essays convey an awareness of who you are as an exceptional psychology trainee and capture your personal objectives. The same is relevant for top essay writers. You still ought to start the essay with some sort of anecdote that captures this, and work from that point. You're able to write those essays, and we're going to read them. This can help you accurately identify the appropriate essay set when you're e-submitting your applications. We are going to be reading those essays. Furthermore, this may result in an extremely compelling essay. However, you can concentrate your efforts on what you could control. Great we're here to assist! Practice the interview portion a great deal. Many various characteristics of an upcoming career field are evaluated to help the person in deciding on the very best career path for them. As a consequence of this experience, I have discovered that an expert recruiter also needs to be innovative as he or she might frequently encounter unpredictable problems that may call for innovative resolutions. My mentor also assigned me to take part in this recruiting practice. Type of Appic Psychology Internship Essay 4 Samples Fit is an essential part of matching, experts agreed. The main point isyou can accomplish this. This page gives news and data about the AAPI Onlin e service. As new training materials are released, you'll discover links to them within this section. The Battle Over Appic Psychology Internship Essay 4 Samples and How to Win It Put simply, the applicant can settle on which letters of reference are submitted to every internship website. This list is going to be updated regularly. Make certain you read each website's brochure before the interview. That said, if you find yourself with a couple typos in your complete gigantic application, don't panic. This isn't to be sneaky, but it's to remove any chance which they would track your application. When an applicant wants to rank a program that does not seem in the list, the applicant ought to contact the website's Training Director to specify the program's status. This is NOT true for the great majority of training directors but there's no need to disclose identifying information before submitting an application. Make a schedule of when you wish to finish various parts of th e program, and adhere to the deadlines. But a wonderful application can only get you up to now. Undoubtedly, it is essential for scoring an interview. Gossip, Lies and Appic Psychology Internship Essay 4 Samples My very first internship experience has been quite helpful in increasing my career abilities. Four interns are selected annually. For that reason, it will become safe to conclude this internship may sufficiently assist me in becoming a suitable expert in the human resource field later on. The program is intended to provide interns with diverse clinical knowledge in the treatment of a broad selection of psychiatric disorders.

Office Star Usefull for Market Research Free Essays

Background OfficeStar, a regional chain of office supply stores, has decided to launch its own ink cartridge line of products. The goal of the company is to compete with the usual actors in the market by offering a lower-priced product to its core customers, with which it hopes to capture significant market share in that business. The key figures for this market are as follows: . We will write a custom essay sample on Office Star Usefull for Market Research or any similar topic only for you Order Now . The market for ink cartridges in the region is approximately 2. 3 million units sold every quarter (to simplify, we assume 2. 3 million customers buy one ink cartridge each). .. The production cost of an ink cartridge is $6. 50; it is sold at a price of $19. 95 in stores, leading to a gross margin of $13. 45. .. OfficeStar has a house list of 500,000 identified potential customers, to whom the company could send samples if that were deemed profitable. .. Sending a sample costs $3 in shipping and handling. Just before launching the product line, OfficeStar hired a market research company to perform simulations and forecast the future market share of the product. Results were disappointing. The market research company has identified two key issues: .. Prospective customers are unwilling to try this product, and most appear likely to remain loyal to their current provider (usually, the printer manufacturer). .. Even for those customers willing to try the product, market research pretests show a low level of repeat sales. Exercise As the new product manager of the OfficeStar ink cartridge product line, you wanted to identify the opportunities and ways to penetrate stronghold of OEMs. Data from 40 respondents was captured and is available in OfficeStar Data. xls file. Carry out segmentation study and report your findings in the form of 1 page memo. How to cite Office Star Usefull for Market Research, Essays

Maximizing Crescent Pure Returns

Introduction Portland Drake Beverages (PDB) is a manufacturing company that produces natural organic juices and sparkling water. The company intends to launch a new non-alcoholic, organic, energizing and a hydrating drink called Crescent Pure (Crescent) into three U.S states.Advertising We will write a custom case study sample on Maximizing Crescent Pure Returns specifically for you for only $16.05 $11/page Learn More The management team found that the beverage could be introduced to the market through several positioning strategies. This study aims at identifying which of the proposed positioning strategies would be most viable in maximizing Crescent’s returns. Positioning Alternatives The suggested strategies were the introduction of Crescent as an energy drink, soft drink, and as a healthy organic drink across California, Oregon, and Washington. The non-alcoholic beverage market in the U.S was approximately $131 billion in 2013 and is estimated to increase to $164 billion by 2018; thus indicating an increase in demand for non-alcoholic drinks. An increase in demand suggests that there is a room for the introduction of additional products across the country. Moreover, the economic recovery from the economic recession shall increase the customers spending power and would further expand the beverage market. As an energy drink, Crescent out-classes the two leading energy beverages, Fright and Razor, in several aspects which place it in a strong marketing position. The main customer base for energy drinks is men aged between 18 and 34 years, which is the age group that Crescent found to be the most popular. Moreover, Crescent’s customer base in Oregon would remain loyal to the brand since it is the product’s birthplace. The herbal stimulants used in Crescent deliver 80 milligrams of caffeine, which is about half of the amount contained in Fright and Razor. Crescent’s low caffeine level, combined with its lower sugar content, makes it more attractive to the customers as a healthier alternative. Considering the current retail market price range of energy drinks, which is anything between $2 and 5$ (based on the can size). The current price for an 8-ounce can of Crescent is $2.76, which is $2.99 less. The lower prices could make it the most affordable, healthy energy drink available in the market. There are several challenges that could hinder the success of Crescent as an energy drink.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More One shortcoming of positioning Crescent as an energy drink is the negative media they get. Within a span of 6 months, 11% of the main consumers of energy drinks reduced their consumption due to health risks. Negative media on energy drinks could, over time, reduce customer confidence. The projected market figure of $13.5 billion in 2018 could go down. Anoth er shortcoming is the stiff competition the product would face in the market. The four major companies (Fright, Razor, Torque and, Stellar) hold 85% of the current market share while thirty independent companies share the remaining 15%. As a sports drink, Crescent could have access to a market of approximately $9.58 billion by 2017. In addition to the expanding market, there are several advantages that can be associated with placing it as a sports drink. Considering that nearly half of the people who consume sports drinks consume them outside their exercise hours, the size of the market seems to be larger than that of energy drinkers. People between the ages of 12 and 24 years are the main consumers of sports drink. This age group responds positively to Crescent as an energy drink and has given it a high rating. Most sports drinks in the market were found to be mostly composed of water, salt and sugar. Crescent’s ability to hydrate, increase mental focus, reduce fatigue, an d create energy boost that would attract athletes. Its fatigue reduction and energy boosting properties would also encourage consumers to drink the beverage after working hours, or any time of the day, as regular consumers. Its organic nature would also attract customers who are health conscious. There has been an increasing demand for sports drinks that are low in sugar, and are healthier, since their introduction in 2009. Positioning Crescent as a sports drink exposes it to several disadvantages due to various market forces. The main shortcoming of positioning crescent as a sports drink would be its pricing. The current market price stands between 2 and 3 dollars per 12 to18 ounces sized cans, while Crescent goes for $2.75 per 8 ounces can. Although the sports drink market experiences lower competition than the energy drink market, there is a lower market share per company, since the two main competitors, Gleam and Drip share 73% and 21% if the total market. The natural organic nature of Crescent allows it to enter the healthy non-alcoholic market. The guarana seed used in making Crescent makes the beverage deliver the same energizing effect as a cup of coffee. Its caffeine content allows it to compete with beverages such as coffee’s substitute and even attract the younger demographic as a breakfast beverage. The sugar content in Crescent comes from processed raw sugar cane; thus, making it entirely natural. These aspects of the drink allow it to compete with similar beverages in the market as a healthy non-alcoholic drink. In addition, the beverage does not have the crash effect that other similar high fructose drinks cause. The nutritional information indicated on each can of Crescent accompanied by the label that states that the ingredients are organic, increases confidence of healthy customers. Moreover, ginseng, which is one of the herbs used in making the beverage, increases mental focus and reduces fatigue. On the downside, Crescent was fou nd to be less sweet than most of the beverages available in the market. Its low sugar content would place it at a disadvantage with the younger demographic in the market, since they prefer sweet beverages. Marketing Mix The product’s name is Crescent, and it’s a low-sugar, organic, clear colored liquid packed in a tall silver 8-ounce can. The management team set price at $2.75 per 8-ounce can for retailers and $29.76 per case when sold to distributors. The launch of the product is limited to California, Oregon, and Washington. In addition, the marketing strategy has been set at $750,000. These decisions have placed a constraint as to which positioning strategy can be chosen. The organic nature of the product means that the positioning strategy chosen must target natural foods markets. The pricing of the product does not allow room for any adjustment. The inflexibility of the set price and packaging may end up being either higher or lower than the market price. The lau nch is limited to three states and could create a bias towards the position taken. The bias may come out as a result of customer preferences rather than marketing advantage.Advertising We will write a custom case study sample on Maximizing Crescent Pure Returns specifically for you for only $16.05 $11/page Learn More Break-even Analysis For PDB to break-even the returns it makes from selling, crescent must be able to cover the costs incurred in both production and advertising. The production cost for each can of crescent stands at $1.02 and the selling price per can is $1.24. Each case holds 24 cans, and the cost per case of crescent is $24.48 and the price at $29.76. The expected profit per case sold is $5.28. Since the cost of production is covered, the profits will have to cater for the 750,000 advertisement cost. It would take 142,046 cases of Crescent to cover that cost and an additional 6,440 cases per month to cover each distribution’s cos t. Recommendations From the findings, it would be the most profitable for PDB to market Crescent as a sports drink. The market for wholly organic sports beverages is a relatively new segment that started in 2009 and has yet to develop to its fullest. Between 2010 and 2012, the market for healthy, low-sugar sports drinks increased by 33%. The expected increase in low-sugar sports drinks is apprehended to increase from $1.4 billion in 2012 to $2.97 billion 2017. This market offers potential growth, and the government’s decision to regulate the high sugar and cholesterol drinks, will further expand this portion of the market. This case study on Maximizing Crescent Pure Returns was written and submitted by user Angelica Pennington to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.