Scott Joplin Essays - Rags, Music, Ragtime, American Music

Presley essays

Presley papers At that point, nobody understood that The universe of music and amusement would for eternity change. It was early afternoon, on January 8, 1935, when Gladys Smith Presley, a poor Mississippi God-dreading sewing machine administrator and spouse of ranch hand Vernon Elvis Presley, brought forth twin children Elvis Aron and Jesse Garon Presley. Covered in a plain Priceville, Mississippi grave, Jesse Garon passed on inside six hours of birth. Jesses twin, Elvis Aron, was to turn into the most compelling power in the historical backdrop of well known music and a merging power between societies. As the universes generally charming and fruitful performer of his age, Elvis sold more than 300,000,000 records, and made Today, Elvis is referred to worldwide as The King of Rock n Roll. The down and out with his affable and respectful ways, designed his celebrated squirm and early singing style structure the gospel restoration ministers he grew up with at the familys First Assembly of God Church. We were poor, man, broke, and we left Tupelo short-term, Elvis stated, a statement which epitomizes his initial life, following his folks from employment to work. In 1939 the complete joined Presley compensation was $35 every week, when youthful Elvis was joined up with L.C. Humes High School in Memphis, Tennessee. After graduation from Humes Secondary School in 1953, while driving a truck for an electric organization, Elvis passed a sign that would lead him to distinction. The sign read, Memphis Recording Service-Make your own records...Four dollars for two tunes. This is the place Sam Phillips of Sun Records discovered his man. In August 1954, WHBQ radio in Memphis discharged the introduction of a Rock n Roll legend with, Thats All Right, Mama. After an ineffective Grand Ol Opry spell, 1955 brought Good Rockin Tonite and Milk Cow Blues Boogie. The flashy individual oversee ... <!

Centrify

Centrify INTRODUCTIONMartin: Hi, today we are in Santa Clara in the Centrify office. Hi, Tom, who are you and what do you do?Tom: Who am I? I ask that myself all the time so I am the CEO of Centrify corporation and we are a enterprise security company and we are specifically focused on the top attack factor that bad guys use to hack companies which is compromised credentials. So we are all about identity, users and their identity and making sure people are safe in a business setting in terms of accessing applications.Martin: How do frauds compromise credentials?Tom: Ok, that is a good question. The bad guys, what they do is they either phish you with a ‘ph’ not an ‘f’ right there by fooling you to go to a website to type in your username and password or they try to guess your password also known as cracking your password and there are other ways they go about stealing your password. Once they get your username and password they can access the applications you have access to or in a co rporate setting then can VPN into the corporate network and then they try to get additional usernames and passwords including privileged accounts that have the keys to the kingdom. That is how the bad guys, they start with regular end users and then they eventually get into privileged users like IT accounts and then they like completely strip mine databases, servers with all the corporate information. It is a really big problem and that is what we are solving.Martin: Great, so is it possible if I would be a hacker to hack a computer, you know basically Facebook account or so, try whether on the computer there is a corporate account, hack this and then hack into the corporate network become a privileged user and then hack the whole company?Tom: That happens all the time. In fact, if you look at all the data breaches that have made the headlines, Ashley Maddison, not that we’re anticipating that but the office personnel management, Anthem, a lot of these big corporations both here i n the US as well as Europe. What happens is often times users have the same passwords for their Facebook account that they have for the work account. So If I can steal your Facebook account, there is a good chance you are using the same password and then I can get into your work account and then that is kind of like the initial opening or crack. Then they just kind of pour in water, they freeze it and the crack expands and expands but by going out and stealing additional passwords within the organization as well, so it just starts with a single password and then people get into the corporate network and then steal additional ones.Martin: Tom, what did you do before you started the company? Basically how did you come up with the business idea?Tom: I was very fortunate to work with a great team prior to Centrify. The company was called NetIQ and I was one of the founders of that company and that company also sold to enterprises. We did more infrastructure management like monitoring se rvers and applications etc. And that was a great success. We went public in July 1999 and I was there for eight years and had a lot of executive positions there as well. But after eight years I wanted to take some time off. This was a couple of years after 9/11 so it was kind of tough going just being a public company in the early 2000.So I took a little time off which I highly recommend, it is always good to recharge the batteries right there. Then I hooked up with a venture capital firm to be an entrepreneur in residence. The VC firm is called Mayfield, one of the top venture firms here in SiliconValley. And I just had some ideas and one of the ideas I had was as the world from an IT perspective becomes more heterogeneous in terms of different types of systems and applications from different vendors. The world was moving away from kind of the monolithic Microsoft centered environment. Ten, eleven years ago it was about Linux and now we have SaaS, we have mobile so it is a very div erse set of vendors. In that environment that introduced complexity and so each system, each application forces the user to have a new username and password in IT is very difficult for them to control who can access what.So the idea was can we make a heterogeneous environment look and feel and smell like it is homogeneous from authentication, log in perspective, from authorization. So that was the genesis of the idea and I got that idea just from what I had done previously and just kind of my observations of what was happening on the market at the time.Martin: Tom, give us some insights on how is such a EIR program running.Tom: You know it is interesting that entrepreneurs in residence are very popular here in Silicon Valley and so typically this is an opportunity for the VCs to bring some executives or people with good ideas and just have them hang out at the firm and be able to think through their ideas, interview people, just take time. So there isn’t a pressure for the individ ual like you have to immediately start a company. It is more an opportunity for a would-be entrepreneur just to germinate some ideas It goes back to the value of taking some time off, getting a fresh set of perspectives as well. Probably good chunk of the EIRs â€" entrepreneurs in residence actually don’t go form companies. They may join in an existing company or they may have an idea they may pursue for a couple of months. In the end after they talk to some investors etc. they throw it away and they go onto a new one.So the good news is that the VC, the venture capitalist does provide an opportunity for entrepreneur in residence to have an office, have access to smart people etc. There is one drawback that if you do have an idea and you form a company and that venture capitalist that want you as an entrepreneur in residence does not fund you then the other VCs will say “There must be something wrong” as well. So an entrepreneur in residence can be a great time but it does hav e some risks that if you are not able to get funding from the VC firm that sponsored you then it may look very negative on you and your idea as well. So there are both pros and cons, but the key thing to be an EIR is is you have to have a prior relationship or be well respected by the firm to bring you on board.Martin: Tom, what was the process? Once you identified this kind of idea, what did you do? Did you build a product or did you raise the money first?Tom: Typically, what you do is you just put the idea in a power point. Often times people say “Oh, you have to write a big business plan. You have to write 50-page document” and all that stuff. Typically, it is more if you can kind of consolidate it or condense it into 10 to 15 slides. In a lot of cases, especially if you are a known commodity which I was having had a successful previous start up that was able to go public, that can be enough to get funding there. But in other cases if you are an entrepreneur that may not have a prior track record of starting companies and making investors’ money then it is probably more important for you to go out there and build a product and build the technology, get some initial customer adoption. At least have a proof of concept as well. At the time I didn’t have to do that and that was good enough for me to go out at the time, this is ten years ago, to raise money. And then the biggest challenge then was to build the team because it was myself with the idea. I was very fortunate to hook up with two additional, my co-founders Paul and Adam and once we got the money then it is all about the team. First it is the idea and it is the market and be able to get funding, then from there it is building the team and see if you can execute.Martin: Did you find your co-founders via the venture capital firm or did you know them before.?Tom: No, it was interesting that I had actually Adam met a few times from my prior venture NetIQ and actually at one point he was trying to sell the company he was with to us so I got to know him but not really that well and then it was as an entrepreneur in residence you go to a lot of conferences, you meet a lot of people. It is a lot about networking, it is just about get ideas and I bumped into him and I hadn’t seen Adam in a year or two and we went out to lunch and he said “What are you doing?”, I said “What are you doing?” and I told him “Hey, I have this idea” and he was like “That is a great idea. I would like to be a part of that idea.” Which was great.And it turned out that Paul who is our CTO, Adam is our VP of engineering, Paul had worked with Adam in Adam’s prior startup and then once I go Adam I was able to get Paul. Even though it was my idea, initial idea kind of it at a 20  000-foot view level that we really needed Adam and Paul to come in and really flush it out.Again, I think it really emphasizes the point that it is so important to have a team around you because not one individual can do everything. You need to have other people that can contribute and then once is you get the initial team you are able to go out there and raise initial funding, then you have got to build the next set of people and that is also just as critical as well so you have to get the initial set but then the first ten or 15 people are really key to actually get it to a prototype stage and deliver version one of your product.Martin: Tom, what made you think that you three are a great founding team?Tom: I think we all had confidence in each other. I think the thing is that it is not until you actually deliver and then you get customer adoption and that is the validation that you have a good team. Clearly here in Silicon Valley you can hook up with people that may have done and had success in the past. Although there is a lot of entrepreneurs especially ones in college or just out of college that don’t have a track record but are just super smart and have a great idea etc. At the end o f the day, it doesn’t matter if you are super experienced and there are three or four guys that have done this things, done incomparable things for ten or 15 years or you are three or four guys, right out of college or even in college right now. At the end of the day the way you get judged is the initial results in terms of whether or not you have built a team and that there is customer adoption. All the stuff up until getting customer adoption is kind of noise and there are a lot of people that have high “Woohoo we have raised money” and all that stuff. But are the dogs eating the dog food? Are you getting customer adoption? That is the most important thing in the end that allows you to then judge and say “Hey, we do have a good team”.Martin: How long did it take you to acquire the first customer? How did you convince him to buy or try your product?Tom: It was interesting. So we formed the company in March and then we had an initial early beta in like February, March. It took us about a year with a small team to build the technology and then we decided to go public with this in terms of announcing what we had. Through my prior contacts and networking with people we had a set of beta customers.But ironically there was a company in Canada that just read the article and just said “Hey, I like what It does let me just go ahead and buy it.” And we were like “Is this a joke?” Someone picked up the phone and said yeah I just want to buy your product and you are like “Who is this?”Martin: Do you know the price?Tom: Exactly. It was like kind of out of the blue but often times if you have a good idea, a good product etc. people will just say “Yes, actually that scratch is an itch.” So I think one thing that an entrepreneur should know is that do they really solve First of all, you have to have a great idea and you have to hopefully have a large market, then it is about the team. But fundamental thing is, especially if you sell to enterprises, do you solve a real point of pain. You have probably heard that form a lot of people. Do you solve a serious disease or are you a band aid etc.And it turned out with that initial customer it was like “I really have this pain and so I am willing to kind of try it out, so I am just going to buy it.” And subsequently that spring about a year, a year and a half we started getting more and more customers including the beta sites and then started building a pipeline, started hiring our sales organization as well.Martin: Tom, how did you collaborate with those beta customers in order to really find this product market fit?Tom: That is a great question. You have got to find the right people, especially the ones that are willing to be patient, to experiment. You don’t want to lean on them too much because then it is like “Hey, you are the guys developing the product. I am not the one”. You just have to get them excited about selling the vision maybe they are experiencing the real p ain point in their business and so they are willing to collaborate with you and also maybe it is an opportunity for them to get exposed to a startup or to help other companies well so they may feel kind of a philanthropic bent to themselves as while willing to help you out. But it is critical. You really need to listen to these customers out of the gate and try to convert some of them into paying customers as well.Having a set of beta customers is really important. I think a lot of times a lot of entrepreneurs they go ahead and ship it and they don’t realize that you need to have a period of time in which you are more listening and having the product be tested.Another thing I find really interesting is, you know I have been on board some other companies, the people will say “Our beta will be out on August 1st and we will ship it three weeks later.” But that is not a real beta process because there is no way that the customer will get in, install the product on August 1st, give you the feedback, allow you to fix it and then you can do the quality assurance as well. So especially with the version 1 you need kind of at least a couple of months’ beta process so you can get the feedback, you can fix and iterate then, etc.Martin: What was the most valuable feedback that you got from the beta customers which you did not expect?Tom: The most valuable feedback that we go was not necessarily on the product side of things. It was how they saw the product. What pain points that it solves for them. So I did have an expectation that I thought that our product would be used to address certain points of pain and then in talking with them in our particular case I didn’t realize the extent that they were looking for our product to address regulatory compliance issues. I just didn’t think as much about that. What I thought was like “They would want it for improvements of productivity. They would want to use it to reduce cost, etc.” It was really an education to s ay that especially with larger organizations that are more well regulated that it turns out that the regulators or the auditors can really drive things and so it turned out that in talking with them they were saying “Yes, I appreciate all those, the way that you are positioning our product but in reality the reason I want to buy it is to check off these boxes right here.” And I was like “Gees, I didn’t really think about it. When I was initially formulating I kind of thought that was more of a tier 2, tier 3 thing.A week later, I switched the bullet points and put those on top for the next set of potential customers. So again it is not only important to have early customers to help test the product and iterate and give you product feedback but it is also very important for the early customers to validate your messaging and your positioning, etc. You can have a great product but if it doesn’t resonate and it is not clearly grasped then it can just languish on the shelf.BUSI NESS MODEL OF CENRIFYMartin: Tom, let’s talk about the business model of Centrify. What are the target customers in terms of company size, industry and what type of roles you are really targeting for pitching?Tom: So we are an enterprise security company and it turns out the enterprises with the largest budgets, bigger companies, are well regulated and that are the targets of hackers out there. So the core of our market is the Global 2000. So our go to market is a mix of direct sales, some system integrators, etc. But we are fortunate that we are in a space called identity management where the pain point is also with small size and medium organizations that they have their users drowning in a sea of passwords as they adopt SaaS applications as well. So it turns out that we can also appeal to smaller medium sized organizations.The problem is that you can’t use the same model, sales model to sell to large enterprises that you sell to small or medium. So we are very fortunate that our product is elastic enough that we can sell to almost all size organizations but you need to have the right mix and balance of how you go about selling it because otherwise why have an expensive outside sales guy calling on a 1500 to 2000-person small business, etc.So for the large organizations as I mentioned earlier we do have more of an enterprise centric. We work with some system integrators, etc. But for more of the small and medium we rely more on inside sales people that are not out on the field, that are not as well paid, that tend to be based in your headquarters on the phone and we work with a lot of channel partners as well.Another thing that a lot of startups need to figure out is “Hey, you have got the idea, you have got the team, you have got the product, you have got the messaging, then what is the go to market?” Obviously with version 1 you just want to get customers but when you did the version 2 by that time you really need to figure out what is the proper w ay of going to market with your product that eventually will be cost effective. Do you sell online, do you sell to the channel, do you sell through inside sales, is it more of a big customer enterprise and you need a lot of very expensive guys or gals that are making 250,000 dollars a year, etc. So you need to find the right balance to make it eventually economical for you as a company. In our case because our product can be sold to anyone and everyone and from a business perspective we have a hybrid model of both direct and indirect; both outside reps and inside reps.Martin: Normally when you start a company you want to get very often feedbacks to use the feedback cycle to improve the proper market fit and the sales proposition and so forth. You said that basically you have two customer segments like the large caps and SMEs for example, and the large caps are mainly served by integrators so which are basically third parties to you. Then the question will be: did you start up outrig ht with these smaller companies to get the higher feedback cycle? And second question is: how do you get customer feedback via third parties who are then serving customers?Tom: Yes, a little bit of clarification so we do work a lot with large system integrators but we still even though we may fulfill through the channel of system integrators we do have a sales person involved and. For the larger ones they are on the outside for the smaller ones they are on the inside. So even though the purchase may happen through a third party we still have some direct touch to help motivate people as well.But that is a good thing is that again you have to figure out what is the most efficient way of going to market and if you leverage the channel then you are right. You need to make sure that you don’t lose the feedback loop. That you are not disaggregated from the actual customer as well. And so the cool thing is that with technology today, because most of the technology is increasingly becomin g cloud based that you can ask, even though the product may be sold by someone else you can actually get feedback directly inside the product itself with feedback buttons or things of that nature as well. You can make sure that you have your ears to the ground so to speak and listening the customers by putting things into the product to make sure that you actually have that info.We always focused on trying to always make sure that we are on top of what customers were saying and so that is a big focus of what we always had as a company as well and we have added things to the product to give us the feedback loop even in the cases when the product is being sold or distributed by a third party.Martin: Tom, what have been the major obstacles over the last years that you needed to overcome and how did you overcome them?Tom: Yes, the technology space is dramatically changing. And so when we first formed the company we were more of an on premises software based approach selling into the ent erprise. But the adoption of cloud and mobile is dramatic. Like four or five years ago we made a big decision to go whole hog into the cloud. I think that was a big obstacle for us which was how do we build our company, our technology to be optimized for the cloud. But then at the same time that we had a good product and customer relationships with us on premise so what we did is that we, actually four or five years ago, we were profitable etc. and we knew that we had to go out and raise some additional money to address the cloud so we raised another round of financing to fund that and we basically created a parallel development organization to work on the cloud as well.So that a very big challenge for us which was that we could have either just incrementally done some cloud stuff, ignore the cloud and still carve out a nice business or decide to go whole hog in and embrace the cloud and basically offer to the customers the ability to not only use our software but our cloud based se rvice. And so when you move to the cloud then the product through the cloud are mainly bought through a subscription, for example. And so you have to like reset the sales organization in terms of what their expectation should be for deals sizes. Also a lot of the adoption of cloud products first start with small and medium sized enterprises as well. So that may emphasize having more of an inside sales team as well.So the second that you jump out of paradigm shift then it is just not about the technology it’s about you go to market, how to compensate people, etc. I think we have done a good job of migrating and moving to the cloud and you know recent competitive reviews in like Network World said, “Hey, Centrify is the number one for SaaS single sign on” for example. So I think we can clearly point to the fact that we have industry leading product and some technologies and we have successfully gone through that transition but it wasn’t easy and we had to really evolve as tech nology.The thing is I have been doing this in a technology I have first moved out to California right out of college to start at Oracle and just the pace of evolution is just amazing. There was just a way for the first 15 to 20 years a way of building companies, building products, marketing them etc. It was kind of the same. And just over the last 5, 6 years it is just completely different in terms of how people go about building products and obviously having technology like Amazon can really facilitate things. The amount of money that some companies are raising is just like “Oh my god, they are raising hundreds of millions of dollars”. This is just insane. When ten, fifteen years ago like people would raise 5 â€" 10 million dollars. The way that you market to people is completely changed as well so I think everyone is going through a challenge in the technology industry in terms of just trying to keep up with the rapid adoption.Martin: Tom, what made you go to the cloud anyway? Was it more of a vision that you though “Well long terms will want to have this” or that you got some customer feedback where said “Guys I want you on premise, don’t you offer something on the cloud” or was it more of another thought?Tom: You know like 5-6 years ago when we made that decision actually most of our customers were not saying that but we wanted to go where the puck would be. There is a saying skate to where the puck is going to be as opposed to where it is right now. So we made that decision to do that and we are glad we did it. It is definitely a different model from our premise.So today we sell mobile software and we sell both cloud services. The one thing that works to our advantage which is that the software and the cloud capabilities they don’t overlap. Oftentimes a lot of companies when they start off as a software company and they move to the cloud they are basically re-implementing the same technology in the cloud. And so now they are in a situation where the sales people say,“I used to make more money selling this stuff but I am going to make less money” or “This product is not yet fully functional” whatever.The cool thing is that when we went out and built identity services in the cloud it was completely complimentary to what we currently we did provide from an on premises perspective. So the cloud products were net additive to what we were doing as well. But it was clearly at the time it was like we felt that more and more of peoples’ infrastructure will move to the cloud but the key philosophy we have which differentiates ourselves from a lot of startups that a lot of startups are saying “Well the world is going to be 100 percent cloud” and that is not going to be the case. If you sell to enterprises that even I 5 â€" 10 years it still is going to be a hybrid, they are still going to have some on premises systems, they are going to have some cloud systems. So from our perspective if you want to provide a comp rehensive security solution you need to address both data centered cloud and mobile as well with integrated solution. That is what we are trying to do.Martin: Great.ADVICE TO ENTREPRENEURS FROM TOM KEMP In Santa Clara (CA), we meet CEO and Founder of Centrify, Tom Kemp. Tom talks about his story how he came up with the idea and founded Centrify, how the current business model works, as well as he provides some advice for young entrepreneurs.INTRODUCTIONMartin: Hi, today we are in Santa Clara in the Centrify office. Hi, Tom, who are you and what do you do?Tom: Who am I? I ask that myself all the time so I am the CEO of Centrify corporation and we are a enterprise security company and we are specifically focused on the top attack factor that bad guys use to hack companies which is compromised credentials. So we are all about identity, users and their identity and making sure people are safe in a business setting in terms of accessing applications.Martin: How do frauds compromise credentials?Tom: Ok, that is a good question. The bad guys, what they do is they either phish you with a ‘ph’ not an ‘f’ right there by fooling you to go to a website to type in your username and passw ord or they try to guess your password also known as cracking your password and there are other ways they go about stealing your password. Once they get your username and password they can access the applications you have access to or in a corporate setting then can VPN into the corporate network and then they try to get additional usernames and passwords including privileged accounts that have the keys to the kingdom. That is how the bad guys, they start with regular end users and then they eventually get into privileged users like IT accounts and then they like completely strip mine databases, servers with all the corporate information. It is a really big problem and that is what we are solving.Martin: Great, so is it possible if I would be a hacker to hack a computer, you know basically Facebook account or so, try whether on the computer there is a corporate account, hack this and then hack into the corporate network become a privileged user and then hack the whole company?Tom: T hat happens all the time. In fact, if you look at all the data breaches that have made the headlines, Ashley Maddison, not that we’re anticipating that but the office personnel management, Anthem, a lot of these big corporations both here in the US as well as Europe. What happens is often times users have the same passwords for their Facebook account that they have for the work account. So If I can steal your Facebook account, there is a good chance you are using the same password and then I can get into your work account and then that is kind of like the initial opening or crack. Then they just kind of pour in water, they freeze it and the crack expands and expands but by going out and stealing additional passwords within the organization as well, so it just starts with a single password and then people get into the corporate network and then steal additional ones.Martin: Tom, what did you do before you started the company? Basically how did you come up with the business idea?Tom : I was very fortunate to work with a great team prior to Centrify. The company was called NetIQ and I was one of the founders of that company and that company also sold to enterprises. We did more infrastructure management like monitoring servers and applications etc. And that was a great success. We went public in July 1999 and I was there for eight years and had a lot of executive positions there as well. But after eight years I wanted to take some time off. This was a couple of years after 9/11 so it was kind of tough going just being a public company in the early 2000.So I took a little time off which I highly recommend, it is always good to recharge the batteries right there. Then I hooked up with a venture capital firm to be an entrepreneur in residence. The VC firm is called Mayfield, one of the top venture firms here in SiliconValley. And I just had some ideas and one of the ideas I had was as the world from an IT perspective becomes more heterogeneous in terms of different types of systems and applications from different vendors. The world was moving away from kind of the monolithic Microsoft centered environment. Ten, eleven years ago it was about Linux and now we have SaaS, we have mobile so it is a very diverse set of vendors. In that environment that introduced complexity and so each system, each application forces the user to have a new username and password in IT is very difficult for them to control who can access what.So the idea was can we make a heterogeneous environment look and feel and smell like it is homogeneous from authentication, log in perspective, from authorization. So that was the genesis of the idea and I got that idea just from what I had done previously and just kind of my observations of what was happening on the market at the time.Martin: Tom, give us some insights on how is such a EIR program running.Tom: You know it is interesting that entrepreneurs in residence are very popular here in Silicon Valley and so typically thi s is an opportunity for the VCs to bring some executives or people with good ideas and just have them hang out at the firm and be able to think through their ideas, interview people, just take time. So there isn’t a pressure for the individual like you have to immediately start a company. It is more an opportunity for a would-be entrepreneur just to germinate some ideas It goes back to the value of taking some time off, getting a fresh set of perspectives as well. Probably good chunk of the EIRs â€" entrepreneurs in residence actually don’t go form companies. They may join in an existing company or they may have an idea they may pursue for a couple of months. In the end after they talk to some investors etc. they throw it away and they go onto a new one.So the good news is that the VC, the venture capitalist does provide an opportunity for entrepreneur in residence to have an office, have access to smart people etc. There is one drawback that if you do have an idea and you form a company and that venture capitalist that want you as an entrepreneur in residence does not fund you then the other VCs will say “There must be something wrong” as well. So an entrepreneur in residence can be a great time but it does have some risks that if you are not able to get funding from the VC firm that sponsored you then it may look very negative on you and your idea as well. So there are both pros and cons, but the key thing to be an EIR is is you have to have a prior relationship or be well respected by the firm to bring you on board.Martin: Tom, what was the process? Once you identified this kind of idea, what did you do? Did you build a product or did you raise the money first?Tom: Typically, what you do is you just put the idea in a power point. Often times people say “Oh, you have to write a big business plan. You have to write 50-page document” and all that stuff. Typically, it is more if you can kind of consolidate it or condense it into 10 to 15 slides. In a lot of cases, especially if you are a known commodity which I was having had a successful previous start up that was able to go public, that can be enough to get funding there. But in other cases if you are an entrepreneur that may not have a prior track record of starting companies and making investors’ money then it is probably more important for you to go out there and build a product and build the technology, get some initial customer adoption. At least have a proof of concept as well. At the time I didn’t have to do that and that was good enough for me to go out at the time, this is ten years ago, to raise money. And then the biggest challenge then was to build the team because it was myself with the idea. I was very fortunate to hook up with two additional, my co-founders Paul and Adam and once we got the money then it is all about the team. First it is the idea and it is the market and be able to get funding, then from there it is building the team and see if you can ex ecute.Martin: Did you find your co-founders via the venture capital firm or did you know them before.?Tom: No, it was interesting that I had actually Adam met a few times from my prior venture NetIQ and actually at one point he was trying to sell the company he was with to us so I got to know him but not really that well and then it was as an entrepreneur in residence you go to a lot of conferences, you meet a lot of people. It is a lot about networking, it is just about get ideas and I bumped into him and I hadn’t seen Adam in a year or two and we went out to lunch and he said “What are you doing?”, I said “What are you doing?” and I told him “Hey, I have this idea” and he was like “That is a great idea. I would like to be a part of that idea.” Which was great.And it turned out that Paul who is our CTO, Adam is our VP of engineering, Paul had worked with Adam in Adam’s prior startup and then once I go Adam I was able to get Paul. Even though it was my idea, init ial idea kind of it at a 20  000-foot view level that we really needed Adam and Paul to come in and really flush it out.Again, I think it really emphasizes the point that it is so important to have a team around you because not one individual can do everything. You need to have other people that can contribute and then once is you get the initial team you are able to go out there and raise initial funding, then you have got to build the next set of people and that is also just as critical as well so you have to get the initial set but then the first ten or 15 people are really key to actually get it to a prototype stage and deliver version one of your product.Martin: Tom, what made you think that you three are a great founding team?Tom: I think we all had confidence in each other. I think the thing is that it is not until you actually deliver and then you get customer adoption and that is the validation that you have a good team. Clearly here in Silicon Valley you can hook up with p eople that may have done and had success in the past. Although there is a lot of entrepreneurs especially ones in college or just out of college that don’t have a track record but are just super smart and have a great idea etc. At the end of the day, it doesn’t matter if you are super experienced and there are three or four guys that have done this things, done incomparable things for ten or 15 years or you are three or four guys, right out of college or even in college right now. At the end of the day the way you get judged is the initial results in terms of whether or not you have built a team and that there is customer adoption. All the stuff up until getting customer adoption is kind of noise and there are a lot of people that have high “Woohoo we have raised money” and all that stuff. But are the dogs eating the dog food? Are you getting customer adoption? That is the most important thing in the end that allows you to then judge and say “Hey, we do have a good team” .Martin: How long did it take you to acquire the first customer? How did you convince him to buy or try your product?Tom: It was interesting. So we formed the company in March and then we had an initial early beta in like February, March. It took us about a year with a small team to build the technology and then we decided to go public with this in terms of announcing what we had. Through my prior contacts and networking with people we had a set of beta customers.But ironically there was a company in Canada that just read the article and just said “Hey, I like what It does let me just go ahead and buy it.” And we were like “Is this a joke?” Someone picked up the phone and said yeah I just want to buy your product and you are like “Who is this?”Martin: Do you know the price?Tom: Exactly. It was like kind of out of the blue but often times if you have a good idea, a good product etc. people will just say “Yes, actually that scratch is an itch.” So I think one thing tha t an entrepreneur should know is that do they really solve First of all, you have to have a great idea and you have to hopefully have a large market, then it is about the team. But fundamental thing is, especially if you sell to enterprises, do you solve a real point of pain. You have probably heard that form a lot of people. Do you solve a serious disease or are you a band aid etc.And it turned out with that initial customer it was like “I really have this pain and so I am willing to kind of try it out, so I am just going to buy it.” And subsequently that spring about a year, a year and a half we started getting more and more customers including the beta sites and then started building a pipeline, started hiring our sales organization as well.Martin: Tom, how did you collaborate with those beta customers in order to really find this product market fit?Tom: That is a great question. You have got to find the right people, especially the ones that are willing to be patient, to exp eriment. You don’t want to lean on them too much because then it is like “Hey, you are the guys developing the product. I am not the one”. You just have to get them excited about selling the vision maybe they are experiencing the real pain point in their business and so they are willing to collaborate with you and also maybe it is an opportunity for them to get exposed to a startup or to help other companies well so they may feel kind of a philanthropic bent to themselves as while willing to help you out. But it is critical. You really need to listen to these customers out of the gate and try to convert some of them into paying customers as well.Having a set of beta customers is really important. I think a lot of times a lot of entrepreneurs they go ahead and ship it and they don’t realize that you need to have a period of time in which you are more listening and having the product be tested.Another thing I find really interesting is, you know I have been on board some other companies, the people will say “Our beta will be out on August 1st and we will ship it three weeks later.” But that is not a real beta process because there is no way that the customer will get in, install the product on August 1st, give you the feedback, allow you to fix it and then you can do the quality assurance as well. So especially with the version 1 you need kind of at least a couple of months’ beta process so you can get the feedback, you can fix and iterate then, etc.Martin: What was the most valuable feedback that you got from the beta customers which you did not expect?Tom: The most valuable feedback that we go was not necessarily on the product side of things. It was how they saw the product. What pain points that it solves for them. So I did have an expectation that I thought that our product would be used to address certain points of pain and then in talking with them in our particular case I didn’t realize the extent that they were looking for our product to address regulatory compliance issues. I just didn’t think as much about that. What I thought was like “They would want it for improvements of productivity. They would want to use it to reduce cost, etc.” It was really an education to say that especially with larger organizations that are more well regulated that it turns out that the regulators or the auditors can really drive things and so it turned out that in talking with them they were saying “Yes, I appreciate all those, the way that you are positioning our product but in reality the reason I want to buy it is to check off these boxes right here.” And I was like “Gees, I didn’t really think about it. When I was initially formulating I kind of thought that was more of a tier 2, tier 3 thing.A week later, I switched the bullet points and put those on top for the next set of potential customers. So again it is not only important to have early customers to help test the product and iterate and give you product feedba ck but it is also very important for the early customers to validate your messaging and your positioning, etc. You can have a great product but if it doesn’t resonate and it is not clearly grasped then it can just languish on the shelf.BUSINESS MODEL OF CENRIFYMartin: Tom, let’s talk about the business model of Centrify. What are the target customers in terms of company size, industry and what type of roles you are really targeting for pitching?Tom: So we are an enterprise security company and it turns out the enterprises with the largest budgets, bigger companies, are well regulated and that are the targets of hackers out there. So the core of our market is the Global 2000. So our go to market is a mix of direct sales, some system integrators, etc. But we are fortunate that we are in a space called identity management where the pain point is also with small size and medium organizations that they have their users drowning in a sea of passwords as they adopt SaaS applications as well. So it turns out that we can also appeal to smaller medium sized organizations.The problem is that you can’t use the same model, sales model to sell to large enterprises that you sell to small or medium. So we are very fortunate that our product is elastic enough that we can sell to almost all size organizations but you need to have the right mix and balance of how you go about selling it because otherwise why have an expensive outside sales guy calling on a 1500 to 2000-person small business, etc.So for the large organizations as I mentioned earlier we do have more of an enterprise centric. We work with some system integrators, etc. But for more of the small and medium we rely more on inside sales people that are not out on the field, that are not as well paid, that tend to be based in your headquarters on the phone and we work with a lot of channel partners as well.Another thing that a lot of startups need to figure out is “Hey, you have got the idea, you have got the te am, you have got the product, you have got the messaging, then what is the go to market?” Obviously with version 1 you just want to get customers but when you did the version 2 by that time you really need to figure out what is the proper way of going to market with your product that eventually will be cost effective. Do you sell online, do you sell to the channel, do you sell through inside sales, is it more of a big customer enterprise and you need a lot of very expensive guys or gals that are making 250,000 dollars a year, etc. So you need to find the right balance to make it eventually economical for you as a company. In our case because our product can be sold to anyone and everyone and from a business perspective we have a hybrid model of both direct and indirect; both outside reps and inside reps.Martin: Normally when you start a company you want to get very often feedbacks to use the feedback cycle to improve the proper market fit and the sales proposition and so forth. Yo u said that basically you have two customer segments like the large caps and SMEs for example, and the large caps are mainly served by integrators so which are basically third parties to you. Then the question will be: did you start up outright with these smaller companies to get the higher feedback cycle? And second question is: how do you get customer feedback via third parties who are then serving customers?Tom: Yes, a little bit of clarification so we do work a lot with large system integrators but we still even though we may fulfill through the channel of system integrators we do have a sales person involved and. For the larger ones they are on the outside for the smaller ones they are on the inside. So even though the purchase may happen through a third party we still have some direct touch to help motivate people as well.But that is a good thing is that again you have to figure out what is the most efficient way of going to market and if you leverage the channel then you are right. You need to make sure that you don’t lose the feedback loop. That you are not disaggregated from the actual customer as well. And so the cool thing is that with technology today, because most of the technology is increasingly becoming cloud based that you can ask, even though the product may be sold by someone else you can actually get feedback directly inside the product itself with feedback buttons or things of that nature as well. You can make sure that you have your ears to the ground so to speak and listening the customers by putting things into the product to make sure that you actually have that info.We always focused on trying to always make sure that we are on top of what customers were saying and so that is a big focus of what we always had as a company as well and we have added things to the product to give us the feedback loop even in the cases when the product is being sold or distributed by a third party.Martin: Tom, what have been the major obstacles over the last years that you needed to overcome and how did you overcome them?Tom: Yes, the technology space is dramatically changing. And so when we first formed the company we were more of an on premises software based approach selling into the enterprise. But the adoption of cloud and mobile is dramatic. Like four or five years ago we made a big decision to go whole hog into the cloud. I think that was a big obstacle for us which was how do we build our company, our technology to be optimized for the cloud. But then at the same time that we had a good product and customer relationships with us on premise so what we did is that we, actually four or five years ago, we were profitable etc. and we knew that we had to go out and raise some additional money to address the cloud so we raised another round of financing to fund that and we basically created a parallel development organization to work on the cloud as well.So that a very big challenge for us which was that we could have either just incrementally done some cloud stuff, ignore the cloud and still carve out a nice business or decide to go whole hog in and embrace the cloud and basically offer to the customers the ability to not only use our software but our cloud based service. And so when you move to the cloud then the product through the cloud are mainly bought through a subscription, for example. And so you have to like reset the sales organization in terms of what their expectation should be for deals sizes. Also a lot of the adoption of cloud products first start with small and medium sized enterprises as well. So that may emphasize having more of an inside sales team as well.So the second that you jump out of paradigm shift then it is just not about the technology it’s about you go to market, how to compensate people, etc. I think we have done a good job of migrating and moving to the cloud and you know recent competitive reviews in like Network World said, “Hey, Centrify is the number one for SaaS sin gle sign on” for example. So I think we can clearly point to the fact that we have industry leading product and some technologies and we have successfully gone through that transition but it wasn’t easy and we had to really evolve as technology.The thing is I have been doing this in a technology I have first moved out to California right out of college to start at Oracle and just the pace of evolution is just amazing. There was just a way for the first 15 to 20 years a way of building companies, building products, marketing them etc. It was kind of the same. And just over the last 5, 6 years it is just completely different in terms of how people go about building products and obviously having technology like Amazon can really facilitate things. The amount of money that some companies are raising is just like “Oh my god, they are raising hundreds of millions of dollars”. This is just insane. When ten, fifteen years ago like people would raise 5 â€" 10 million dollars. The way that you market to people is completely changed as well so I think everyone is going through a challenge in the technology industry in terms of just trying to keep up with the rapid adoption.Martin: Tom, what made you go to the cloud anyway? Was it more of a vision that you though “Well long terms will want to have this” or that you got some customer feedback where said “Guys I want you on premise, don’t you offer something on the cloud” or was it more of another thought?Tom: You know like 5-6 years ago when we made that decision actually most of our customers were not saying that but we wanted to go where the puck would be. There is a saying skate to where the puck is going to be as opposed to where it is right now. So we made that decision to do that and we are glad we did it. It is definitely a different model from our premise.So today we sell mobile software and we sell both cloud services. The one thing that works to our advantage which is that the software and the c loud capabilities they don’t overlap. Oftentimes a lot of companies when they start off as a software company and they move to the cloud they are basically re-implementing the same technology in the cloud. And so now they are in a situation where the sales people say,“I used to make more money selling this stuff but I am going to make less money” or “This product is not yet fully functional” whatever.The cool thing is that when we went out and built identity services in the cloud it was completely complimentary to what we currently we did provide from an on premises perspective. So the cloud products were net additive to what we were doing as well. But it was clearly at the time it was like we felt that more and more of peoples’ infrastructure will move to the cloud but the key philosophy we have which differentiates ourselves from a lot of startups that a lot of startups are saying “Well the world is going to be 100 percent cloud” and that is not going to be the cas e. If you sell to enterprises that even I 5 â€" 10 years it still is going to be a hybrid, they are still going to have some on premises systems, they are going to have some cloud systems. So from our perspective if you want to provide a comprehensive security solution you need to address both data centered cloud and mobile as well with integrated solution. That is what we are trying to do.Martin: Great.ADVICE TO ENTREPRENEURS FROM TOM KEMPMartin: Tom, you have started several companies what kind of big learnings that you have generated over the years which can help people starting a company?Tom: Well I think the key thing is that definitely pick large markets to go after because if you don’t 100 percent execute then you still have enough room to be successful as well. I think often times people are like get obsessed with an idea and it turns out that the market is not that big. If you want to start a business from a lifestyle perspective, like if you want to open up a restaurant that serves a certain type of food and then yes, maybe you can make a nice living just with that one restaurant. But if your goal is to create a technology business that you can sell product and technology throughout the world it’s preferable to build something that you think that could have a large total address full market.The second thing is that the importance of the team. Getting really good people. That is one thing I have learned that sometimes throughout my career that when you have made bad hiring decisions it may take you six months to a year to realize that this person is not the right person. Then it may take another 3 to six months to get this person out and you have lost a year as well. One thing I always say is don’t cut corners when it comes to hiring. That is so critical. And get people that have also from a hiring perspective, get people that are in sync with you form a cultural perspective as well. That you can communicate very clearly as opposed to potentiall y having like a third party kind of active mediators as well. At the end of the day you don’t necessarily have to have beers with your co-workers because other people may have lives and have other things. But you want to be in this situation when you are in a room with those people you need to feel comfortable, you need to respect them in terms of, not only as individuals but also respect their intellect as well. And you don’t want to be sitting and thinking to yourself “Well, that person is a Bozo”. You want to know Bozo zone. Bozo is a clown. But you want people that you respect.It is about the market, it is about the team and then just the passion, desire just to be out there and execute and knock down some walls. So these are the important things. But again the key lessons I have learned throughout the years is be in a good market and sometimes you don’t know it is a good market but you have to have that fundamental gut feeling that you do and especially in the early d ays you have got to get a good team.Martin: Thank you so much for your time, Tom.Tom: Thank you very much!Martin: It was a pleasure, thank you for sharing your knowledge. So if you have a business and you think you might have a threat of being attacked by fraudsters, check out Centrify. Thank you!

Arundel Partners Case Analysis Essay - 1499 Words

Arundel Partners Case Analysis Executive Summary: A group of investors (Arundel group) is looking into the idea of purchasing the sequel rights associated with films produced by one or more major movie studios. Movie rights are to be purchased prior to films being made. Arundel wants to come up with a decision to either purchase all the sequel rights for a studios entire production during a specified period of time or purchase a specified number of major films. Arundels profitability is dependent upon the price it pays for a portfolio of sequel rights. Our analysis of Arundels proposal includes a net present value calculation of each movie production company. In order to decide whether Arundel can make money buying movie†¦show more content†¦In addition, once production started, the studio would inevitably form an opinion about the movie and the likeliness that a sequel would be possible. This would put Arundel at a disadvantage, because they would then have to negotiate the price for sequel rights o n each film produced, while knowing much less than the production studio about the film. What are primary advantages and disadvantages of the approach that was taken by us in valuing the sequel rights? Our analysis of Arundels proposal includes a net present value calculation of each movie production company. Arundel feels that waiting to purchase sequel rights until after the movie goes into production will make it more difficult and costly to purchase the rights. Below are advantages and disadvantages of our approach. ADVANTAGES: - Simplicity - Because all available data was used, there is a greater sample in our analysis. 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Global Warming And Climate Change - 900 Words

The Earth’s geography is always shift and changing its malleable form through various processes. Whether it is through Earths natural erosion process or a natural disaster such as an earthquake or a tsunami. Everyone knows about these type of disasters when they happen, but do they know why they happen or what causes them to happen? This can be better explained by what is called Climate Change. There are people today that actually do not believe in climate change. However, one can argue that something is truly happening to our planet as a whole. If you think global warming and climate change mean the same thing then you would be wrong. This is simply because global warming refers to the long-term trend of the warming of the planet. On the other hand, climate change â€Å"†¦encompasses global warming, but refers to the broader range of changes that are happening to our planet. These include rising sea levels, shrinking mountain glaciers, accelerating ice melt in Greenland, Antarctica and the Arctic, and shifts in flower/plant blooming times†¦Ã¢â‚¬  (Tenenbaum, 2016). The rising of sea levels, the shrinking of mountain glaciers, and the blooming times of plants are all consequences of the earth warming. The warming of the planet is caused by the burning of fossil fuels which releases carbon emissions into the air creating a greenhouse effect on literally a global scale. Within the political realm of things, â€Å"global warming and climate change are sometimes used interchangeably, butShow MoreRelatedGlobal Warmin g And Climate Change974 Words   |  4 Pagesabout global warming, whether it is true or false. Is there evidence to prove that global warming has impacted the climate due to the rise in the earth’s temperature? Climate change is a problem that is worldwide that should be reviewed. The rise in the earth’s temperature has caused some impact to the weather and climate changes to many places worldwide. This rise in temperature has the potential of causing drastic changes to the earth in many ways. It is time to view the global warming concernsRead MoreClimate Change Of Global Warming924 Words   |  4 Pages Figure 0.1 shows the different effects of global warming. Global warming is the warming of our planet at an extreme rate. The Earth’s climate has warmed by 7.8OC since 1880. (Quick facts about science, 2015). What causes global warming? The cause of global warming is the carbon dioxide. This acts like a blanket. Protecting the earth, and heating the earth. Sun rays would normally bounce around the earth, but with the blanket, the sun rays heat the blanket which heats the earth. (Petersen ScienceRead MoreGlobal Warming And Climate Change1398 Words   |  6 Pages Global warming and climate change have been frequent topics of discussion over the past several years. 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FutureCola Free Essays

The reports answers five questions elated to the case of cola in China. These questions include; 1 How effective is the positioning of Future Cola? ; 2 What are the factors that have contributed to Future Cola’s growth so far? ; 3 How might Coca Cola and Pepsi Co. Respond to Wahoo in the carbonated drinks category? ; 4 What should Wahoo do to anticipate and respond to the next level of competition? ; 5 what other strategies and tactics could Future Cola employ to continue to grow its market share? The author has used different tools to answer these questions including SOOT, PEST, Five Forces Model, Anions Matrix, Core Competencies and Competitive Advantages. We will write a custom essay sample on FutureCola or any similar topic only for you Order Now To measure the effectiveness of Strategic Positioning of Future Cola the author first analyzed its strategic positions using competitive advantage theory followed by SOOT and PEST analysis as well as porter’s five forces model which helped to explore the strengths, weaknesses, opportunities and threats for the business. Also the political, social, economic and technological factors that are contributing to the success of Future cola have been discussed. Also the business environment was analyzed by identifying threats of substitute products, threat of new products, intense rivalries among existing players, bargaining power of appliers and bargaining power of buyers. It was found that Future Cola has become a successful brand and is competing with international brands in China because it has been advertised as a patriotic brand Intelligent. Further Wahoo Group holds vast wholesale and retail network. Also the prices of Future Cola are low as compared to other brand. Pepsi and Coca Cola can meet the rising demand and success of future bola by adopting a localized marketing strategy, lowering prices and introducing new flavors that are close to the taste that Chinese people like. 4 Report also offers recommendation to Future Cola for becoming leader in China and or succeeding globally. These recommendations include; target developing nations, medium calorie drinks as well as drinks with natural ingredients Q-1. How effective is the positioning of Future Cola? Strategic Positioning â€Å"Pretax profit last year at Hangout Wahoo, the Chinese beverage giant controlled by the country richest man Gong Singing, climbed by 18% to 10. 1 billion Yuan, or $1. 6 billion, amid a fall in raw material costs, a company spokesman told Forbes†. (Forbes, 2013) The Company started its operations in 1987 as a milk factory that was run by a School with the goal of providing children with nutrient drinks. The company is among top five global beverage producers. Future Cola was introduced by Wahoo Group of China in 1998 at the time when carbonated drinks had become popular and this category was covering half of the volume of the soft drink industry. In 1997 the output of cola in China was 1. 36 million with 80% combined market share of Pepsi and Coca Cola. Currently on number three in China and Number five in the world among soft drink manufacturers Wahoo has successfully achieved and maintained its position. (Nancy Dad, 2004) Competitive Advantage The competitive advantage of Future Cola lays in its generic business strategy that fermentation strategy. The Future Cola gained success because the CEO was prepared on how multinationals will respond to this new brand and prepared to compete with response as well increase its market share in the future. (Nancy Dad, 2004) The outward evidence of competitive advantage for Future Cola can be seen in its success in China as third major soft drink in China and high growth in sales. Future Cola is enjoying superior delivered cost position due to low costs 6 international brands and close to the Chinese taste and culture. Positional advantage has many benefits and cannot be exploited In theory, the competitive advantage is described from two perspectives; 1 . Resource 2. Capabilities As regards resources Future cola has competitive advantage that because it has vast distribution network, financial capacity, its manufacturing and distribution network in low cost, has production capacity, it purchases raw material. Capabilities include focused knowledge, orientation of customer service, expertise in design, experience as a food and beverage company, holds trade relationship in China, is able to utilize relevant technologies, capability to design system as well as to response capability. SOOT Analysts Strengths Weaknesses ;Brand name resembling to Coca Cola ;Fifth biggest brand in the world ;Third Major Brand in China ;China’ National Brand ;Vast network of wholesale ;Cheaper than its competitors ;Attractive Marketing Strategies ;Brand Management Skills ;Not an international brand like Pepsi and Coca Cola ;Focusing less on Threats Opportunities ;Great Competition ;Changing consumption trends ;Restriction on carbonated drinks ;Can expand its network to emerging markets and developing nations to ;Can introduce different flavors to grow sales ;Can acquire major players in China Figure I-SOOT Analysis Future Cola Brand name resembling to Coca Cola which is already familiar One among the five biggest brands in the world Third Major Brand in China Established as China’ National Brand Vast network of wholesale Cheaper than its competitors Attractive Marketing Strategies and Brand Management Skills Weaknesses 8 Not an international brand like Pepsi and Coca Cola Can expand its network to emerging markets and developing nations to increase sales and profits Can introduce different flavors to grow sales Can acquire major players in China Great Competition with presence of major brands Changing consumption trends How to cite FutureCola, Papers

Short Biography Tupac Amaru Shakur free essay sample

Muar Shaker immersed In the culture of the African American urban class at an early age surrounded by economic struggle, political influence and Incarceration. Outpace was born In 1971 and raised In poor Inner-city neighborhoods In New York. Tapes parents Affine Shaker and Billy Garland were prominent members of the Black Panther party. Affine was acquitted on more than 150 charges of conspiracy against the U. S. Overspent but later became addicted to crack cocaine. His godfather was a high ranking Black Panther who was convicted of murder during a robbery and his stepfather spent four years at large on the Bis Ten Misted Wanted sit for having helped his sister escape from a New Jersey penitentiary. Tubas mother encouraged him to develop his creative and expressive capableness by enrolling him in drama school at the age of twelve.Thus, from early on Outpace was taught to succeed in two different worlds by learning the language of the hood, its religiosity, and its culture of survival and struggle along with the intellect verse from formal schooling in the creative arts and print poetry which were the norms. We will write a custom essay sample on Short Biography: Tupac Amaru Shakur or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page In 1985, his mother moved him to Baltimore, Maryland to escape the poverty and difficulties f New York and enrolled him In the Baltimore School for the Performing Arts, where he continued the performance education he began In New York.Tubas outlook was affected by the increasing hopelessness and worsening conditions in Americas inner cities and learned to believe that racism and economic discrimination against the blacks contributed to the poverty. He learned to blame the white race along with the police for these conditions thus developing a leading voice for the urban poor with concerns such as gang violence and challenges single mothers face. He later Ovid to California and articulated these strong feelings and emotions Into words of poetry and black protest music Impacting rap music. IP-hop and black culture A high school dropout, Shaker was an avid reader, familiarizing himself with the work of many social theorists, surprising many who knew him only as a rapper. In the early asss, Shaker became self-destructive and was arrested a number of times for assault and various shootings. On the evening before Shaker was convicted of sexual abuse, he was shot in the lobby In a recording studio in Manhattan blaming it on east coast recording artist Biggie Smalls believing that he had prior knowledge of the shooting and didnt warn him.Following the shooting, Shaker was released from prison early after an appeal financed by record l abel Death Row Records in exchange to release three albums under that label helped spark the East Coast-West Coast rivalry. Six months later Smalls was shot and killed. White and black Americans viewed Shaker differently. Some whites as any people viewed him as a thug gangster due to his legal issues along with some of his lyrics displaying his hate toward white people and the killing of white people. However, these lyrics were directed to racist white people.Half his fans were white and he loved them because he knew that they were not racists. All blacks loved him because he was all about empowerment and recognition for black people. Outpace hated anyone who disliked blacks because he was fighting for equality. He loved every race as long as they were respectful of each other. Outpace Shaker was not a victim of society. He turned himself into a thug . He choose and the consequences for the wrong choices. Your life is what you make of it. Wouldnt we all like to use that excuse? Could Outpace Shakers death have been prevented? I am uncertain that he is in fact dead.It is possible as many have asked that he faked his own death such as the Witness Protection Program would do for his safety after several attempts made on his life. For example, he had no life insurance policies as possibly not to engage in insurance fraud and no will. He had the connections through his mothers political influences to receive plastic surgeries. . In addition, Shaker replaced words in his writings with symbols. He always rapped about dying and being reincarnated as a bigger and better improvement. Maybe he really is reborn again right now among us unrecognizable as Outpace?

buy custom Nurses Associate Certification essay

buy custom Nurses Associate Certification essay Nurses associate certification with pay increase, better-paying jobs, respect and improved self-image. However, not all benefits of certification are real. Some people may question the rationale of a nurse having to incur additional expenses in terms of time, money and energy merely to put additional initials in front of his name. This, though, is not where the main problem lies. The main problem is with the perceptions associated with certification. The state of affairs in nursing profession is far from settled and the certification designs to be adopted in future certifications remain uncertain. Tenney, Demoucell and Wians (1992). Woods (2009) notes that in the year 2001, 341,000 certifications were made, spanning in 134 specialties. The certifications were made by 67 different certifying organizations. The main reason for this high number of certifications was the marketing potential that nurses believed, and continue to believe certification has. However, these figures are an indication of a reduction in the number of nurses who have been seeking certification since the early 1990s. According to recent research, specialty nurse training and education can improve the quality of care given to patients. Specialty nurse certification can also improve the job satisfaction of nurses, leading to a sense of empowerment. Additionally, it may result in positive effect collaboration among team members in the healthcare system. Despite the potential for these rewards to accrue to nurses, there is lack of extrinsic value to people who are in the nursing profession, making it unlikely that a higher number of nurses will be attracted into certification programs unless opportunities for recognition and greater compensation are put in place by administrators. Certification brings about intrinsic value to nurses. Intrinsic values are non-tangible benefits such as indication of professional growth, validation of knowledge, personal satisfaction, indication of attainment of a practice standard and a feeling of personal accomplishment. It fails to bring about extrinsic benefits. Although intrinsic rewards by far outnumber intrinsic rewards, extrinsic rewards appear to be the main driving force that motivates nurses into deciding whether to become certified or not. Some of the most referred to extrinsic rewards include increased knowledge, enhanced collaboration between member of the medical profession and improved skills. This research sets out to find out whether nurses are motivated by extrinsic or intrinsic rewards with the basis of investigation being the perceptions that dominate the nurses understanding of extrinsic and intrinsic rewards. This research will be beneficial to all stakeholders of health care, especially those involved in setting up of policy frameworks in the nursing profession. For nurses, this research will shed light on the real benefits of getting specialty certification. For employers, the findings of this research will be useful in setting up frameworks that ensure that the needs of nurses are met, the most important of which is recognition of those nurses who have dedicated their time, money and energy into efforts to get specialty certification. Significance of the Problem. Certification, in most cases, is a matter of a nurses individual efforts. Even in cases where reimbursements and additional payments are made for nurses who pursue certification, this scenario is more of an exception rather than a rule. When nurses register for certification, this results in shortage of nurses, increased call duty on nurses days off and limited time spent on oneself and family. There is need for an assessment to be made on the true cost of certification and whether the accruing benefits are worth the efforts made. Against this backdrop, this research may be a good reference point for policymakers in the healthcare sector. Through proper policies, some fundamental stressors that nurses encounter can be eliminated and nurses may get better rewards for their efforts at certification. Wade (2009) notes that a better understanding of the enticements and interventions that would make more nurses seek certification certified can prove beneficial to the health care industry, patients and the nursing profession. For the nursing profession, the findings of this research have very far-reaching implications. Wade (2009) reports fears that there are too many nurses leaving the profession and at the same time, there are too few nurses entering the profession. However, he expresses the hope implied by recent researches, which indicate that nurses who feel empowered in their work environments, and who are recognized for their contributions are likely to stick to their profession. Certification is one of the ways through which the experience, cmpetence, knowledge and contribution of nurses to the healthcare sector is recognized. Therefore, argues Wade (2009), it has the potential to bring about retention of nurses in the profession. By addressing the issue of perception towards intrinsic and extrinsic rewards of certification, this research highlights the true meaning of this process, what it takes to become certified, the policy implications and most importantly, the potential of certification to bring about satisfaction and retention of nurses. This research has far-reaching theoretical implications on Benners theoretical model, which ranks proficiency from the level of a novice to that of an expert (Benner, 1984 cited in Wade, 2009). According to this model, nurses gain knowledge and develop skills of nursing practice by passing through five levels: novice, advanced beginner, competent nurse, proficient nurse, and expert nursing professional. When nurses opt out of the nursing career on account of lack of satisfaction, Benners model may be seen to be an ineffective tool for explaining this scenario. When there is a proper assessment of the certification factor in a research such as this one, Benners theoretical framework becomes a credible tool of explaining career progression in the nursing profession. Purpose of the Study The aim of this study is to find out whether nurses are motivated to seek certification by extrinsic benefits or extrinsic rewards. The case study method of inquiry will be used will be used to gather qualitative data for purposes of identifying the reasons that motivate nurses into seeking certification. The analysis of these findings will be done in such a way that perceptions about the rewards of certification will be highlighted. Perceptions that nurses have concerning certification determine how motivated the feel to undertake a certification education and exam. For this reason, any study of intrinsic and extrinsic benefits of nursing, whether perceived or real, has to focus on what nurses perceptions about certification really are. The main units of analysis will include The nature of perceptions of empowerment among nationally certified nurses Relationship between professional characteristics and clinical nursing expertise: focus on the role of certification. Perceptions on the value of specialty nursing certification In each unit of analysis, focus will be on the motives that drive nurses into seeking specialty certification and these professions perceive the relationship between empowerment through certification and career progression as described in Benners theoretical model. An assessment will be made on the likelihood of a perceived intrinsic or extrinsic reward driving a nurse into seeking specialty certification. Different relevant case studies will be analyzed based on the gaps in knowledge indicated in the literature review section. Does specialty certification give intrinsic and extrinsic rewards that are necessary for build-up of proficiency from the level of novice to expert among nurses? Definition of Terms Extrinsic benefits-these are the benefits that accrue as extra rewards upon compliance by professionals. They include increased pay, free food at the hospitals cafeteria, free long-distance calls over the hospitals cyber caf, transport, remuneration packages for overtime-hour schedules and so on. Intrinsic benefits Intrinsic values are non-tangible benefits such as indication of professional growth, validation of knowledge, personal satisfaction, indication of attainment of a practice standard and a feeling of personal accomplishment. Intrinsic benefits are very integral sources of job satisfaction. Specialty certificationthis is the mechanism through which the nurses are recognized for their professional qualifications, practice and experience, mainly for purposes of validating clinical competency and bringing about professional growth. Theoretical Framework. Benners theoretical model that involves ranking proficiency from the level of a novice to that of an expert will guide this study. According to this model, as nurses continue to develop skills as well as to gain knowledge through nursing practice, they pass through five levels of proficiency. This theory is based on the proposition that each level is always built heavily upon the experiences that have been generated at lower levels (Benner, 1984). The different levels of nursing described by Benner include novice, advanced beginner, competent nurse, proficient nurse and expert level. These levels are a reflection of a nursses movement from the reliance on abstract principles to repeated use of past education and experience (Benner, 1984) Without a proper understanding of the complexities of acute situations that tend to be very perplexing, a novice nurse is very limited to routine task performance that requires little analysis. A step up from the level of a novice, advanced beginners may have the ability to perform simple emergency tasks within a department such as triaging very simple, straightforward cases as well as recognizing and identifying normal variability in vital signs that are common in clinical scenarios. However, practitioners at the level of an advanced beginner may still be mislead by atypical scenarios, so competent nurses apply critical thinking and analytical skills while assessing multiple relevant elements present in patients condition in order to devise treatment plans encompassing both short-term and long-term goals (Benner, 1984). In Benners theory, emphasis is on education and experience as key factors of helping a nurse move from the level of a novice to that of an expert nurse. In the first unit of analysis entitled The nature of perceptions of empowerment among nationally certified nurses, all the levels of professional development that Benner outlines will be the main reference point. Instances where notions of empowerment do not coincide with the needs of professional growth as outlined by Benner, then such notions will be considered to be perceptions. From this point, it will be easy to refer to these perceptions as the basis of determining their influence on nurses decision to seek specialty certification. Benners theoretical framework will also be used to research the second unit of analysis entitled, Relationship between professional characteristics and clinical nursing expertise: focus on the role of certification. The role of certification in each of Benners stages of professional growth will be succinctly defined. A qualitative analysis of different case studies will make it easy for various points at which nurses start to perceive the need for specialty certification to be identified. In the third unit of analysis, Perceptions on the value of specialty nursing certification, focus will be on the effect of certification towards nurses attitude towards challenges in the process of becoming experts. Although the relationship between specialty certification and competence is yet to be examined by researchers in the medical field (Kendall-Gallagher 2009), there are many case studies from which analysis can be made on these relationships. This research will make use of such secondary data in order to derive analyses and arrive at findings. Moreover, the relationship between competence and safety of patients in the hands of caregivers, which in recent years has attracted a large body of research information, will also be explored. Assumptions and Limitations. The most fundamental assumption in this research is that the research findings of all the research studies where secondary data will be gathered will be accurate. It is impossible for abstract notions used by novice nurses to be quantified, which is why the qualitative method suits this research best. Moreover, at the level of a novice, a nurse may lack exposure to the understanding of the notions of empowerment as they apply to more experienced nurses who are seeking specialty certification. They may also follow the crowd when registering for specialty certification exams. The accuracy of analyses derived from this groups information may be contested. In the first unit of analysis, perceptions will be derived from lack of congruency between notions of empowerment and the need for professional growth. In this case, the respective nurses will be considered to be making moves towards certification using the wrong arguments. However, there could be other underlying motivating factors that may which lie outside the scope of this research. Summary Paragraph. The need to create a work environment that is conducive to nurses is an important issue in healthcare. Nurses, like all other professionals, love opportunities and if they believe that certification brings them closer to where professional opportunities are, they should be encouraged to seek certification. This goes a long way in analyzing researches that have been done before relating to the nursing professional environment, with and without certification. Within this environment, an analysis of nurses perception s towards specialty certification is made. Although it is a nurses sole discretion to decide why to get certification and why not to do so, this professional decision is of national significance, something that this research seeks to exemplify. Buy custom Nurses Associate Certification essay

Biography of Pedro de Alvarado, Conquistador

Biography of Pedro de Alvarado, Conquistador Pedro de Alvarado (1485-1541) was a Spanish conquistador who participated in the Conquest of the Aztecs in Central Mexico in 1519 and led the Conquest of the Maya in 1523. Referred to as Tonatiuh or Sun God by the Aztecs because of his blonde hair and white skin, Alvarado was violent, cruel and ruthless, even for a conquistador for whom such traits were practically a given. After the Conquest of Guatemala, he served as governor of the region, although he continued to campaign until his death in 1541. Fast Facts: Pedro de Alvarado Known For: Conquest and enslavement of indigenous people of Mexico and Latin AmericaBorn: c. 1485, Badajoz, Castile, SpainParents: Gà ³mez de Alvarado, Leonor de ContrerasDied: 1541, in or near Guadalajara, New Spain (Mexico)Spouse(s): Francisca de la Cueva, Beatriz de la CuevaChildren: Leonor de Alvarado y Xicotenga Tecubalsi, Pedro de Alvarado, Diego de Alvarado, Gà ³mez de Alvarado, Ana (Anita) de Alvarado (all illegitimate) Early Life Pedros exact year of birth is unknown: it was probably sometime between 1485 and 1495. Like many conquistadores, he was from the province of Extremadura- the city of Badajoz, in his case. Like many younger sons of minor nobility, Pedro and his brothers could not expect much in the way of an inheritance. They were expected to become priests or soldiers, as working the land was considered beneath them. In about 1510 he went to the New World with several brothers and an uncle. They soon found work as soldiers in the various expeditions of conquest that originated on Hispaniola, including the brutal conquest of Cuba. Personal Life and Appearance Alvarado was blond and fair, with blue eyes and pale skin that fascinated the natives of the New World. He was considered affable by his fellow Spaniards and the other conquistadores trusted him. He married twice: first to Spanish noblewoman Francisca de la Cueva, who was related to the powerful Duke of Albuquerque, and then later, after her death, to Beatriz de la Cueva, who survived him and briefly became governor in 1541. His longtime native companion, Doà ±a Luisa Xicotencatl, was a Tlaxcalan Princess given to him by the lords of Tlaxcala when they made an alliance with the Spanish. He had no legitimate children but did father several illegitimate ones. Alvarado and the Conquest of the Aztecs In 1518, Hernn Cortà ©s mounted an expedition to explore and conquer the mainland, and Alvarado and his brothers quickly signed on. Alvarados leadership was recognized early on by Cortà ©s, who put him in charge of ships and men. He would eventually become Cortà ©s right-hand man. As the conquistadores moved into central Mexico and a showdown with the Aztecs, Alvarado proved himself time and again as a brave, capable soldier, even if he did have a noticeable cruel streak. Cortà ©s often entrusted Alvarado with important missions and reconnaissance. After the conquest of Tenochtitln, Cortà ©s was forced to head back to the coast to face Pnfilo de Narvez, who had brought soldiers from Cuba to take him into custody. Cortà ©s left Alvarado in charge while he was gone. The Temple Massacre In Tenochtitln (Mexico City), tensions were high between the indigenous people and the Spanish. The noble class of Aztecs seethed at the audacious invaders, who were laying claim to their wealth, property, and women. On May 20, 1520, the nobles gathered for their traditional celebration of Toxcatl. They had already asked Alvarado for permission, which he had granted. Alvarado heard rumors that the Mexica were going to rise up and slaughter the intruders during the festival, so he ordered a pre-emptive attack. His men slaughtered hundreds of unarmed nobles at the Festival. According to the Spanish, they slaughtered the nobles because they had proof that the festivities were a prelude to an attack designed to kill all of the Spanish in the city. The Aztecs, however, claimed the Spanish only wanted the golden ornaments many of the nobility were wearing. No matter what the cause, the Spanish fell on the unarmed nobles, slaughtering thousands. The Noche Triste Cortà ©s returned to Mexico and quickly tried to restore order, but the effort was in vain. The Spanish were under a state of siege for several days before they sent Emperor Moctezuma to speak to the crowd. According to the Spanish account, he was killed by stones thrown by his own people. With Moctezuma dead, the attacks increased until the night of June 30, when the Spanish tried to sneak out of the city under cover of darkness. They were discovered and attacked; dozens were killed as they attempted to escape, laden down with treasures. During the escape, Alvarado allegedly made a mighty leap from one of the bridges. For a long time afterward, the bridge was known as Alvarados Leap. Guatemala and the Maya Cortà ©s, with the help of Alvarado, was able to regroup and retake the city, setting himself up as governor. More Spanish arrived to help colonize, govern, and rule the remnants of the  Aztec Empire. Among the loot discovered were ledgers of sorts detailing tribute payments from neighboring tribes and cultures, including several considerable payments from a culture known as the Kiche far to the south. A message was sent to the effect that there had been a change in management in Mexico City but the payments should continue. Predictably, the fiercely independent Kiche ignored it. Cortà ©s selected  Pedro de Alvarado  to head south and investigate, and in 1523 he gathered up 400 men, many of whom had horses, and several thousand indigenous allies. The Conquest of Utatln Cortà ©s had been successful because of his ability to turn Mexican ethnic groups against one another, and Alvarado had learned his lessons well. The Kiche Kingdom, located in the city of Utatln near present-day Quetzaltenango in Guatwasa, was by far the strongest of the kingdoms in the lands that had once been home to the Mayan Empire. Cortà ©s quickly made an alliance with the Kaqchikel, traditional bitter enemies of the Kiche. All of Central America had been devastated by disease in the previous years, but the Kiche were still able to put 10,000 warriors into the field, led by Kiche warlord Tecà ºn Umn.  The Spanish routed the Kiche  in February 1524 at the battle of El Pinal, ending the greatest hope of large-scale native resistance in Central America. Conquest of the Maya With the mighty Kiche defeated and their capital city of Utatln in ruins, Alvarado was able to pick off the remaining kingdoms one by one. By 1532 all of the major kingdoms had fallen, and their people had been given by Alvarado to his men as virtual slaves. Even the Kaqchikels were rewarded with slavery. Alvarado was named  the governor  of Guatemala and established a city there, near the site of present-day  Antigua. He served for 17 years. Further Adventures Alvarado was not content to sit idly in Guatemala counting his newfound wealth. He would abandon his duties as governor from time to time in search of more conquest and adventure. Hearing of the great wealth in the Andes, he set out with ships and men to conquer  Quito. By the time he arrived, it had already been captured by  Sebastian de Benalcazar  on behalf of  the Pizarro brothers. Alvarado considered fighting the other Spaniards for it, but he ultimately allowed them to buy him off. He was named the governor of Honduras and occasionally went there to enforce his claim. Alvarados Cruelty as Described by Las Casas All of the conquistadores were ruthless, cruel and bloodthirsty, but Pedro de Alvarado was in a class by himself. He ordered massacres of women and children, razed entire villages, enslaved thousands, and threw indigenous people to his dogs when they displeased him. When he decided to go to the Andes, he took with him thousands of Central Americans to work and fight for him; most of them died en route or once they got there. Alvarados singular inhumanity drew the attention of  Fray Bartolomà © de Las Casas, the enlightened Dominican who was the Great Defender of the Indians. In 1542, Las Casas wrote A Short History of the Destruction of the Indies, in which he railed against the abuses committed by the conquistadores. Although he did not mention Alvarado by name, Las Casas clearly referred to him: This man in the space of fifteen years, which was from the year 1525 to 1540, together with his associates, massacred no less then five millions of men, and do daily destroy those that are yet remaining. It was the custom of this Tyrant, when he made war upon any Town or Country, to carry along with him as many as he could of the subdued Indians, compelling them to make war upon their Countrymen, and when he had ten or twenty thousand men in his service, because he could not give them provision, he permitted them to eat the flesh of those Indians that they had taken in war: for which cause he had a kind of shambles in his Army for the ordering and dressing of mans flesh, suffering Children to be killed and boiled in his presence. The men they killed only for their hands and feet, for those they accounted dainties. Death Alvarado returned to Mexico to campaign in the Mexican northwest around 1540. In 1541, he died in present-day Michoacn when a horse rolled over on him during a battle. Legacy Alvarado is best remembered in Guatemala, where he is even more reviled than is Hernn Cortà ©s in Mexico. His Kiche opponent Tecà ºn Umn is a national hero whose likeness appears on the 1/2 Quetzal note. Even today, Alvarados cruelty is legendary: Guatemalans who do not know much about their history will recoil at his name. In short, he is remembered as the most vicious of the conquistadores- if he is remembered at all. Still, there is no denying that Alvarado had a profound effect on the history of Guatemala and  Central America  in general, even if most of it was negative. The villages and towns he gave away to his conquistadores formed the basis for  some current  municipal divisions and his experiments with moving conquered people around resulted in some cultural exchange among the Maya. Sources: Dà ­az del Castillo, Bernal.  The Conquest of New Spain.  New York: Penguin, 1963 (original  written circa 1575).Herring, Hubert.  A History of Latin America From the Beginnings to the Present.  New York: Alfred A. Knopf, 1962.Foster, Lynn V. New York: Checkmark Books, 2007.de las Casas, Bartolomà ©. An Account, Much Abbreviated, of the Destruction of the Indies, with Related Texts, ed. Franklin W. Knight, tr. Andrew Hurley (Hackett Publ. Co., 2003), pp. 2-3, 6-8.  National Humanities Center, 2006.