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FAQs
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What are some of the most interesting courses at Stanford's GSB MBA program?
I would agree with the answers given by Pierre Len and Robert Lopez related to how this is largely based upon preference. To answer the question in more detail, it is helpful to provide a bit more context on the overall path of GSB classes and how students typically differentiate in the classes they choose.As Anneke Jong wrote in a blog post (http://annekejong.blogspot.com/2...), the first year is quite challenging for a number of reasons, and few students look back on it as academically inspiring. Most complain incessantly about it, sometimes with good reason and sometimes due to lack of perspective (I count myself in the latter group). It is the year where you take the classes that any MBA would be expected to take. As I reflect on it now, I wish that I had been less negative on it in the moment, as many of the classes were quite good and / or will serve me well, particularly finance, accounting, economics, and data and decisions (i.e., statistics). Though it is painful, the administration is wise in packing these into the first year. By the end, you are done with the "required" courses and the second year is wide open. As long as you complete a grand total of 105 course units, including 93 at the GSB and 93 graded (vs. pass/fail), you can graduate. By the end of the first year, most students have ~60 units completed, so in addition to a lighter course load, the classes are completely of your choosing. During the second year, students end up splitting down a number of tracks. As would be expected, some focus on finance / investment classes, others on general management / entrepreneurship classes, others on product design / marketing classes, and others on leadership / soft skills (NOTE: this is my rough categorization for the purposes of this answer, not an official categorization of the Stanford GSB). Still others venture "across the street" whether on a one-off basis or through joint degree programs, taking classes at the law school, medical school, E-IPER program (environment and resources), design school, education school, public policy / administration program (whether Stanford or Harvard Kennedy), etc. These are rough lines, and many students take classes across several of them. From what I have seen though, you can generally see each person allocating his / her time in 1-2 tracks more than the others. I personally focused on general management / entrepreneurship and leadership / soft skills, so I can only really speak to those. I will try to reference other highly rated classes as well.The "signature" classes: While there might be some differences of opinion on these, there are a couple of classes that are notable across generations of GSB students. This is with good reason too, these classes end up being described as life and / or career changing.Interpersonal Dynamics (OB 374) -- This is probably the most famous of them all. Commonly called "touchy feely," over 90-95% of the class takes this and many (including me) describe it as transformational. The premise of the course is that communication and connection between you and others is one of, if not the most important factors related to your personal and professional success. Furthermore, most of us aren't really all that good at it. We tend to speak and respond to others, especially during times of stress, in ways that are counterproductive and prone to hurting, rather than building relationships. There is a lecture portion of the course, but the real action takes place in T-group (i.e., training group), where a group of 12 students and 2 facilitators sit in a circle for 3-4 hours at a time. There is no agenda. The group just talks, going deep on topics relevant to each student. Disagreements and conflicts arise. Real-time feedback ensues. While it sounds unstructured, it is very often a tremendously powerful experience, changing how you communicate and connect with others.Managing Growing Enterprises (STRAMGT 355) -- Another extremely useful class, this might be better titled "Managing Difficult Situations." The most famous professor is Irv Grousbeck, but all the professors (including Joel Peterson, Jim Ellis, Kevin Taweel) are experienced practitioners who engage students in challenging role plays related to common management situations involving complex decisions and tough conversations. Each class typically revolves around a real-life case study, and the protagonists are present. After about an hour and a half of role playing the various situations, the protagonists address the class about how they handled each situation, what worked well, what didn't work well, etc.The rest of the "super round" classes: Each year, first year students go through a registration process where they can "super round" classes that are typically very high in demand. The above two classes are always on this list. The classes below are as well. Typically, each student will only get two of these (including the "signature" classes above)Leadership Perspectives (OB 363) -- A relatively new class, this has become incredibly popular in recent years. It is taught by Joel Peterson (former CEO of Trammel Crow, current Chairman of JetBlue, Managing Director of Peterson Partners, etc.) and Charles O'Reilly, a really excellent research professor focused on leadership. The format of the class includes one session per week where a prominent leader addresses the full class and a second session where small groups break out to discuss and reflect on what was learned from the leader. During my class, we heard from CEOs / board members, former athletes, a city mayor, a military general, and a nonprofit leader, among others. Each gave us 15-20 minutes of background on his / her life and path, then the next 1 hour+ was open for questioning, where we could ask just about anything (and questions / responses were guaranteed confidential within the class). It is fascinating to see the similarities and differences among leaders as they honestly discuss their personal and professional successes and failures over time.Entrepreneurship and Venture Capital (STRAMGT 354) -- While I didn't take this class, it is also extremely popular. It is taught by long-time venture capitalist Peter Wendell and Eric Schmidt. The guest list is phenomenal. This class was referenced in the recent New York Times article on Stanford (http://www.newyorker.com/reporti...).Investment Management and Entrepreneurial Finance (FINANCE 321) -- While I didn't take this class, it is extremely popular among students with interest / focus on the finance / investment space. It is taught by Jack McDonald, a long-time professor and investor guru. I'll leave further description to an alum / student who has actually taken the class.Other interesting (and popular) classes that I did takeLeadership Fellows (OB 330/331) -- Each year, ~66 second year students take part in the Arbuckle Leadership Fellows program. While one purpose of the program is to help facilitate the Leadership Labs class taken by every first year student, there is also a heavy "coaching" component to the experience. Through this, the students in the class are trained by professional executive coaches to be coaches themselves. The point is not that most of us will actually become executive coaches (though some might), but rather that coaching is a critical part of managing, and something that many managers are not actually that good at. During the class, each student has ~3 first year students that he / she coaches for two quarters both to practice what is learned in class but more importantly, to help the first year student improve in whatever areas of life the student so desires. Lives of Consequence (OB 383) -- A small seminar class, this is focused on giving students time to reflect on what sort of life each student wants to lead. The class includes some study of individuals who have been thought to have led a "consequential" life. More importantly, the class asks each student to complete several exercises focused on his / her own life, including writing his / her own obituary and eulogy (though unusual, writing my own and listening to what others wrote about themselves was an amazing experience). Few people find the time for such structured reflection, which is exactly what this class allows.Becoming a Leader (GSBGEN 571) -- Many students coming out of MBA programs will become managers within a few years, and becoming a manager means working not just for those to whom you report, but those who report to you. This is often a difficult transition. This half-quarter class uses the experience of recent GSB graduates (classes 2000 and later, more or less) as a tool to expose us to common challenges faced by first time and young managers. Some of the examples are highlighted in short videos, but there are also two panel sessions.The Paths to Power (OB 377) -- Taught by Jeff Pfeffer (http://jeffreypfeffer.com/), this class is about the power and, as he says in his book, why some people have it and others don't. It is often described as a controversial class, with rationale being that it just teaches tools that allow one to accumulate power. I did not find it to be particularly controversial, but rather thought that it just highlighted a set of very basic but important considerations -- whether others know about the good work you're doing, what your network looks like and how central you are as a node within it, how you say what you say, how much social and professional capital you have, how unique you are in your organization, etc. -- that can lead to gaining and sustaining power within an organization. Throughout the course, case studies are used, and at least once a week, case protagonists and / or professionals related to the topic at hand guest teach.Formation of New Ventures (STRAMGT 353) -- This is a survey course that uses case studies to introduce challenges and considerations across the new venture lifecycle, from idea and team formulation through IPO or M&A (at which point the venture is presumably no longer new). Each class, the protagonists of the case being taught are present to comment on the discussion and what they actually did, why, how it turned out, etc. There are several sections of this class. I took a section with Andy Rachleff (Benchmark, Wealthfront) and Mark Leslie (Veritas) that was focused entirely on information technology companies. Other sections are taught by Jim Ellis (Asurion), Jeff Chambers (TA Associates), John Mortgridge (Cisco), Charles Holloway, and George Foster (Stanford).Building and Managing Professional Sales Organizations (STRAMGT 351) -- Where Formation of New Ventures is a survey course on many topics related to starting a company, this class focuses on precisely what the name implies. You're either building product or you're selling it. I knew shockingly little about the latter step before this class, and found it to be among the most practical during my whole time at the GSB. Similar to above, this class is taught with case studies, and the protagonists join each class to share their experience and learning. Additionally, there are projects and simulations used to apply the class materials. Mark Leslie, an amazing sales CEO for decades in Silicon Valley conceived of the class with James Lattin on the academic side. They are now joined in different sections by Peter Levine (A16Z), Kirk Bowman (Accel), and Mark Stevens (long time Sequoia).Conflict Management and Negotiation (OB 381) -- This is about exactly what the title suggests. Conflict and negotiation can be uncomfortable or even painful, so the course is more than 50% focused on simulations between classmates where you practice effective tools and then reflect on the outcomes. And it does get more natural with practice...Sports Business Management (GSBGEN 360), Sports Business Financing (GSBGEN 561), and Sports Marketing (GSBGEN 562) -- The GSB has a number of courses and course sequences that focus on particular topics of interest for students. I have some interest in sports and took two of the three courses above with George Foster. You do have to be interested in sports for these classes, but if you are, it is a real treat. Aside from the annual Billy Beane visit, Professor Foster manages to get the biggest names in Bay Area, and sometimes national sports, into the room discussing just about every topic related to business and sports. As you will see below, there are many other courses delving into different verticals, such as philanthropy, real estate, and entertainment.Other interesting (and popular) classes that I did not takeAligning Start-Ups with their Market (STRAMGT 359) with, Andy Rachleff, which delves deep into another topic introduced in Formation of New Ventures, product-market fitCreating a Start-Up (STRAMGT 356/366) with Haim Mendelson, whereby teams of students (often across graduate programs) create a company plan and sometimes, take the product to market during and after a two quarter course togetherBiodesign Innovation (OIT 384/385) -- some similarities in process to above, but where product is focused on healthcare technologiesEntrepreneurial Design for Extreme Affordability (OIT 333/334) -- some similarities in process to above, but where product is focused on technologies that benefit people and communities in developing countries (through Stanford SEED program)Corporate Financial Modeling (FINANCE 350) with Peter DeMarzo, who wrote our book on itMergers and Acquisitions (ACCT 332), guest taught by Safra Catz (President of Oracle)Understanding the Recent Financial Crisis (GSBGEN 340), Fiscal Policy (GSBGEN 363), and Contemporary Economic Policy (MGTECON 381) with User-13808067191255951908, former Economic Policy Advisor to President George W. Bush and Director of the US National Economic CouncilDesigning Happiness (MKTG 355) and Social Brands (MKTG 353) with Jennifer Aaker, author of The Dragonfly EffectReal Estate Investment (GSBGEN 306)Leadership in the Entertainment Industry (OB 388)Strategic Philanthropy (GSBGEN 381)
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I heard there is a time capsule buried in Disneyland and one buried at California Adventure. What might be in them and when are
California Adventure:Contained inside the capsule are park maps, photo pass cards, park passports, a construction helmet, a Duffy the Bear plush, an copy of the Orange County Register newspaper, a Cast Member name tag, a Blackberry Cell Phone, and even a piece of the Timon parking lot which is where Cars Land is now.Disneyland:A Disneyland time capsule that was buried in the area in front of the castle in 1995 to mark the 40th anniversary of Disneyland.On the occasion of Disneyland's 40th Anniversary, the following items were placed inside the "Time Castle," to be opened 40 years later in 2035:"40 Years of Adventures" Disneyland Cast Member Name Tag, with the name "Mickey"Photo of the Disneyland Ambassador Team"Inside Disneyland Today" Brochure for July 17, 199540th Anniversary Commemorative PassportIndiana Jones Adventure Opening Day Memorabilia --Commemorative PassportDecoder CardVIP Guest AmenitiesPress KitPress CredentialPhotos of Opening Day CeremonyFedoraWhipAttraction LithographSet of 40th Anniversary Cloisonné PinsCurrent pay stub: Mickey MouseDisneyland Marathon Memorabilia --MedalRace BookletRegistration BrochureRace Results Booklet"Disneyland Line" Newsletter for week of July 17, 1995Aerial Photo of Disneyland Resort & Surrounding AreaTicket Media Package - One of Each Type of Passport dated July 17, 1995Set of 40th Anniversary Trading Cards #1995Picture of Mickey Mouse and Minnie Mouse Taking Last Ride on SkywaySet of Press Releases From 1995Set of Parking Decals1995 Disney DollarsCast Photo and Cast Signature BookPhotos of Costume Documentation40th Anniversary Latex or Mylar BalloonGrooming GuidelinesGold Spirit PinSilver Spirit PinSilver Spirit Pin with SapphireDREAM Pin from Disneyland HotelCalendar of 1995 Events1995 Financial StatementOperations Sheet for July 17, 1995Video Recap (Laser Disc) of 1995 events --Indiana Jones Adventure OpeningDisneyland MarathonGreat American WorkoutEnviromentality DayUSC Trojans ParadeL.A. Fiesta Broadway"Magic Kingdom Kabaret" ShowIndiana Jones Adventure Mall TourParade of JonesTrading CardsMain Street Electrical ParadeFANTASMIC!"The Spirit of Pocahontas" Live Stage Show"The Lion King Celebration"Signature Scroll - Thought on the Past, Present and Future of Disneyland, with signatures -- Michael D. Eisner, Roy E. Disney, Judson C. Green, Marty Sklar, John Hench, Richard Nunis, Paul Pressler, Ray Van De Warker, Bob PenfieldRing, made by Leonard Russo, Disneyland Decorating Arts Group, with 40th Anniversary Logo, including 8 diamonds representing the 80th anniversary, when the time castle is opened in 203540th Anniversary Street Banner From Harbor BoulevardWalt Disney Company Telephone Director, 6/95"Mickey" Scarf, Designed by John Hench"Lion King Celebration" Costume RenderingGrad Nite '95 MemorabiliaGrad Nite Mickey PlushGrad Nite '95 ButtonGrad Nite TicketGrad Nite PosterGrad Nite Gold CoinsDisneyland and Disneyland Hotel Restaurant MenusCatalogue From Disneyana ConventionSampling of "40 Years of Adventures" Merchandise40th Anniversary Tee-Shirt40th Anniversary Sweat Shirt40th Anniversary Cup40th Anniversary Sticker40th Anniversary Leather Watch40th Anniversary HatCurrent Walt Disney Company Annual ReportVoluntEar Pins"The Spirit of Pocahontas" Stage Show RenderingAn Original Disneyland Cast Member Name Tag (1955)"Golden Ears" Name Tag"Golden Ears" Pin40th Anniversary StationeryBirthday HatCast Button for July 17, 1995Laser Disc PlayerList of Cast Members Who Submitted Ideas for the "Time Castle"The Disney Magazine"Los Angeles Times," 7/17/95 and 7/18/95"Orange County Register," 7/16/95, 7/17/95 and 7/18/95Disneyland Hotel Convention Sales Brochure1995 Disneyland Media Fact BookRadio from Disneyland Security40th Anniversary Gold Watch40th Anniversary Gold Coin40th Anniversary Silver Coin1995 Disneyland Park Map40th Anniversary Crystal Plate"Walt's Magic Kingdom" Commemorative Disney Animation Artwork"Behind-the-Scenes" Disneyland Passport
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What is the main reason of the downfall of blackberry company?
Shortly after the release of the first iPhone, Verizon asked BlackBerry to create a touchscreen “iPhone killer.” But the result was a flop, so Verizon turned to Motorola and Google instead.In 2012, one-time co-CEO Jim Balsillie quit the board and cut all ties to BlackBerry in protest after his plan to shift focus to instant-messaging software, which had been opposed by founder Mike Lazaridis, was killed by current CEO Thorsten Heins.Mr. Lazaridis opposed the launch plan for the BlackBerry 10 phones and argued strongly in favour of emphasizing keyboard devices. But Mr. Heins and his executives did not take the advice and launched the touchscreen Z10, with disastrous resultsLate last year, Research In Motion Ltd. chief executive officer Thorsten Heins sat down with the board of directors at the company’s Waterloo, Ont., headquarters to review plans for the launch of a new phone designed to turn around the company’s fortunes.His weapon was the BlackBerry Z10, a slim device with the kind of glass touchscreen that had made Apple Inc. and Samsung Electronics Co. Ltd. the dominant names in the global smartphone market.But one of RIM’s directors was frustrated by what he saw, and spoke out, according to one person who was in the room. There is a cultural problem at RIM, he told the group, and the Z10 was a glaring manifestation of it.The speaker was none other than Michael Lazaridis, the genius behind the BlackBerry, the company’s co-founder and its former co-CEO. Minutes earlier, he said, he had spoken with Mr. Heins’s newest executive recruits, chief marketing officer Frank Boulben and chief operating officer Kristian Tear.Mr. Boulben and Mr. Tear had dismissively told Mr. Lazaridis that the market for keyboard-equipped mobile phones – RIM’s signature offering – was dead.In the board meeting, Mr. Lazaridis pointed to a BlackBerry with a keyboard. “I get this,” he said. “It’s clearly differentiated.” Then he pointed to a touchscreen phone. “I don’t get this.”To turn away from a product that had always done well with corporate customers, and focus on selling yet another all-touch smartphone in a market crowded with them, was a huge mistake, Mr. Lazaridis warned his fellow directors. Some of them agreed.The boardroom confrontation was a telling moment in the downfall of Research In Motion.Once the giant of the smartphone business, RIM, which was renamed BlackBerry Ltd. in the summer, is now on its knees. The company reported a $965-million (U.S.) fiscal second-quarter loss Friday, primarily because of a massive writedown of Z10 phones that sit, unsold and unwanted, about eight months after they first hit the market. The company is cutting 4,500 jobs, 40 per cent of its work force, in a desperate bid to bring costs in line with plummeting revenue.Investors, who have lived through the destruction of more than $75-billion of the company’s market value over the past five years, are still wondering how BlackBerry managed to blow its runaway lead and became a bit player in the smartphone market it invented.An investigation by The Globe and Mail, which included interviews with two dozen past and present company insiders, exposes a series of deep rifts at the executive and boardroom levels.Those divisions hurt the company’s ability to develop products just as it faced its greatest challenge from more nimble and creative rivals – and contributed to the downfall of Canada’s biggest technology company.Once a fast-moving innovator that kept two steps ahead of the competition, RIM grew into a stumbling corporation, blinded by its own success and unable to replicate it. Several years ago, it owned the smartphone world: Even U.S. President Barack Obama was a BlackBerry addict. But after new rivals redefined the market, RIM responded with a string of devices that were late to market, missed the mark with consumers, and opened dangerous fault lines across the organization.Months before their boardroom showdown, Mr. Heins and Mr. Lazaridis found themselves in another strategic standoff in which they were pitted against Jim Balsillie, Mr. Lazaridis’s long-time business partner and co-CEO.Inside RIM, the brash Mr. Balsillie had championed a bold strategy to re-establish the company’s place at the forefront of mobile communications. The plan was to push wireless carriers to adopt RIM’s popular BlackBerry Messenger (BBM) instant messaging service as a replacement for their short text messaging system (SMS) applications – no matter what kind of phone their customers used.It was a novel plan. If RIM could get BBM onto hundreds of millions of non-BlackBerry phones, and charge fees for it, the company would have an enormous new source of profit, Mr. Balsillie believed. “It was a really big idea,” said an employee who was involved in the project.But the plan ran into stiff opposition at senior levels. Not long after Mr. Heins took over as RIM’s CEO in January, 2012, he killed it, with Mr. Lazaridis’s support.That was it for Mr. Balsillie. Weeks later, he resigned from the board and cut his ties to the company.“My reason for leaving the RIM board in March, 2012, was due to the company’s decision to cancel the BBM cross-platform strategy,” Mr. Balsillie said in a brief statement to The Globe and Mail, his first public comments on his departure. He declined a request for an interview.Mr. Lazaridis, who declined to speak about board matters, resigned as a director this past March after delaying his retirement by a year at the board's request.Now, BlackBerry’s future is in doubt. This week, Fairfax Financial Holdings Ltd., a Toronto-based investment company, announced a plan to lead a $4.7-billion takeover of the company. The offer is conditional, and requires a group of so-far uncommitted institutional investors to back Fairfax and provide financing.The company’s near-collapse is a painful situation for Mr. Lazaridis, a gifted engineer who co-founded RIM in a tiny Waterloo office above a bagel shop in 1984.“It’s really hurting me,” he said in an interview. “I can’t imagine what the employees must be thinking. Everyone is talking about the most likely scenario being that it will be broken up and sold off for parts. What will happen to the Waterloo region, or Canada? What company will take its place?”Competition risingMike Lazaridis was at home on his treadmill and watching television when he first saw the Apple iPhone in early 2007. There were a few things he didn’t understand about the product. So, that summer, he pried one open to look inside and was shocked. It was like Apple had stuffed a Mac computer into a cellphone, he thought.To Mr. Lazaridis, a life-long tinkerer who had built an oscilloscope and computer while in high school, the iPhone was a device that broke all the rules. The operating system alone took up 700 megabytes of memory, and the device used two processors. The entire BlackBerry ran on one processor and used 32 MB. Unlike the BlackBerry, the iPhone had a fully Internet-capable browser. That meant it would strain the networks of wireless companies like AT&T Inc., something those carriers hadn’t previously allowed. RIM by contrast used a rudimentary browser that limited data usage.“I said, ‘How did they get AT&T to allow [that]?’ Mr. Lazaridis recalled in the interview at his Waterloo office. “ ‘It’s going to collapse the network.’ And in fact, some time later it did.”Publicly, Mr. Lazaridis and Mr. Balsillie belittled the iPhone and its shortcomings, including its short battery life, weaker security and initial lack of e-mail. That earned them a reputation for being cocky and, eventually, out of touch. “That’s marketing,” Mr. Lazaridis explained. “You position your strengths against their weaknesses.”Internally, he had a very different message. “If that thing catches on, we’re competing with a Mac, not a Nokia,” he recalled telling his staff.RIM soon earned a chance to show up its new rival. RIM’s early smartphones had been a hit for Verizon Wireless, one of the biggest U.S. wireless players. Frozen out of the iPhone – Apple had signed an exclusive deal with AT&T – Verizon executives approached RIM in June, 2007, and asked if it could develop “an iPhone killer.” The product would need to have a touchscreen with no physical keyboard. Verizon would back the U.S. launch with a massive marketing campaign.RIM executives jumped at the chance. At one management meeting, Mr. Balsillie called it RIM’s most important strategic opportunity since the launch of its two-way e-mail pager.The product was the BlackBerry Storm. It was the most complex and ambitious project the company had ever done, but “the technology was cobbled together quickly and wasn’t quite ready,” said one former senior company insider who was involved in the project.The product was months late, hitting the market just before U.S. Thanksgiving in 2008. Many customers hated it. The touchscreen, RIM’s first, was awkward to manipulate. The product ran on a single processor and was slow and buggy. Mr. Balsillie put on a brave face, declaring the launch to be “an overwhelming success,” but sales lagged the iPhone and customer returns were high.The Storm campaign didn’t seem so disastrous at the time: RIM was in the midst of a torrid global expansion. In August, 2009, Fortune crowned it the world’s fastest-growing company. A year after the Storm launch, market research firm comScore reported that four of the top five smartphones U.S. customers intended to buy in the next three months were BlackBerrys.But the Storm had failed to give Verizon Wireless the Apple-killer it coveted, and RIM soon abandoned the product. So the carrier turned to Google Inc. and its new operating system, Android, and built a massive marketing campaign around Motorola’s Droid phone in 2009 – at the expense of marketing dollars to support BlackBerry products. Verizon’s “iDon’t” campaign highlighted all the shortcomings of the iPhone that Android addressed with its consumer-friendly user interface.Rather than hurt Apple, the Droid and other Android-powered phones began to steal share first from Palm and Microsoft, and then RIM. By December, 2010, Android’s market share in the U.S. had grown to 23.5 per cent from 5.2 per cent a year earlier, as RIM’s dropped by 10 points, to 31.6 per cent, according to comScore. By late 2011, Android commanded 47.3 per cent of the U.S. market, while RIM had just 16 per cent.A shift by smartphone usersThis post-iPhone period was an era of strategic confusion for RIM. The overall state of the industry “was a bit schizophrenic,” said Patrick Spence, RIM’s former executive vice-president of global sales, who left in 2012. “There was a time when the [wireless] carriers tried to keep data usage predictable. Then it shifted to a period of trying to drive much more usage in different packages, when the iPhone became compelling.”If there were new rules of the game, RIM would require new tools. The summer after the Storm launched, Mr. Lazaridis bought Torch Mobile, a software development firm that created Internet browsers for mobile phones.But the process of moving, or “porting,” the Torch browser onto RIM’s highly-customized system proved complex and time-consuming. RIM’s technology was based on Java computer code and an operating system built in the 1990s, while the Apple and Android systems used newer software platforms and standards that made it easier to build friendlier user interfaces. “This really meant we were not positioned for the future,” Mr. Lazaridis said. In order to survive, RIM would have to change its DNA.RIM executives figured they had time to reinvent the company. For years they had successfully fended off a host of challengers. Apple’s aggressive negotiating tactics had alienated many carriers, and the iPhone didn’t seem like a threat to RIM’s most loyal base of customers – businesses and governments. They would sustain RIM while it fixed its technology issues.But smartphone users were rapidly shifting their focus to software applications, rather than choosing devices based solely on hardware. RIM found it difficult to make the transition, said Neeraj Monga, director of research with Veritas Investment Research Corp. The company’s engineering culture had served it well when it delivered efficient, low-power devices to enterprise customers. But features that suited corporate chief information officers weren’t what appealed to the general public.“The problem wasn’t that we stopped listening to customers,” said one former RIM insider. “We believed we knew better what customers needed long term than they did. Consumers would say, ‘I want a faster browser.’ We might say, ‘You might think you want a faster browser, but you don’t want to pay overage on your bill.’ ‘Well, I want a super big very responsive touchscreen.’ ‘Well, you might think you want that, but you don’t want your phone to die at 2 p.m.’ “We would say, ‘We know better, and they’ll eventually figure it out.’ ”Trying to satisfy its two sets of customers – consumers and corporate users – could leave the company satisfying neither. When RIM executives showed off plans to add camera, game and music applications to its products to several hundred Fortune 500 chief information officers at a company event in Orlando in 2010, they weren’t prepared for the backlash that followed. Large corporate customers didn’t want personal applications on corporate phones, said a former RIM executive who attended the session.Meanwhile, it turned out consumers didn’t care so much about battery life or security features. They wanted apps. Apple’s iOs and Google’s Android systems were relatively easy for outside software developers to use, compared to BlackBerry’s technically complicated Java-based system.Blackberry’s apps looked “uglier” than those programmed in more modern languages, and the simulator used to test the apps often didn’t recreate the actual experience, said Trevor Nimegeers, a Calgary-based entrepreneur whose software company, Wmode, has developed apps for BlackBerry. Further, RIM exerted tight control over developers before it would sign off on their apps for use on BlackBerrys, stifling creativity. “Developers wanted to be embraced, not controlled,” Mr. Nimegeers said. As a result, hot apps such as Instagram and Tumblr bypassed BlackBerry.A split companyOne key to RIM’s early success was its corporate structure. It is unusual for a company to have two CEOs – Mr. Lazaridis focused on engineering, product management and supply chain, while Mr. Balsillie looked after sales, finance and other corporate functions – but for a long time, it worked. Mr. Lazaridis’s side of the shop made the phones, and Mr. Balsillie’s sold them. The two men were collegial and collaborative.Below the top executives, however, the two sides of the company didn’t always get along. And as the company grew into a leviathan with $20-billion in annual sales, the structure sometimes made it difficult to get definitive decisions or establish clear accountability. That contributed to a chronic problem for RIM: speed. “They were always slow to market, and there were always delays in launching,” said James Moorman, an analyst with S&P Capital IQ Equity Research. “It was compounded by miscalculating the speed at which the consumer market changed.”Sometimes, feedback from customers that might inspire changes would die at middle management, because senior executives didn’t want to bring it to Mr. Lazaridis, a former insider said.The split company also lost a major unifying force when chief operating officer Larry Conlee retired in 2009. Mr. Conlee was a whip-cracker who held executives to account for decisions and deadlines, establishing a project management office. Many insiders agreed that after he left, a slack attitude toward hitting targets began to permeate the company. “There was a gap” after Mr. Conlee’s departure, Adam Belsher, a former RIM vice-president, told The Globe last year. “There was no real operational executive on the product side that would really get teams to hit deadlines.”After relying on its own technology for so long, Mr. Lazaridis decided the company’s next advance would come from outside. In April, 2010, RIM announced a deal to acquire Ottawa-based QNX Software, a cutting-edge software maker that would provide the building blocks for the BlackBerry 10 operating system – the new platform Mr. Lazaridis knew the company needed.QNX was a specialist in industrial controls that used up-to-date software tools to run applications ranging from 911 call centres to wireless broadband services in vehicles. Its technology was the perfect core for smartphones and tablets, RIM’s leaders felt.Mr. Lazaridis decided to take a page from the business strategy book The Innovator’s Dilemma by Clayton Christensen. The book outlines how established organizations that succeeded against challengers often did so by allowing small, cloistered teams to develop their own disruptive products, free from the influence of the rest of the organization.Mr. Lazaridis decided he would isolate the QNX team and get them to focus solely on the new operating system, while leaving existing programmers to work on products for its existing platform, BlackBerry 7. Eventually he hoped QNX, led by its CEO Dan Dodge, would retrain his entire organization.But first, RIM had to answer a key question: If it wanted to remake the BlackBerry on the QNX system, what was the best way to do that? Should it move over some of its old Java-based applications, or rewrite them all from scratch? If the company abandoned Java altogether, what would it mean for third-party developers who used it?These were not easy decisions. Discussions among the senior leaders in Mr. Lazaridis’ organization dragged on for a year – far too long, according to several insiders.Eventually, the decision was made: BlackBerry 10 would be built from scratch. The problem with that approach was that a new team was being entrusted to recreate the BlackBerry. Those who had created the original system were still working on devices for the BlackBerry 7 platform. Once again, the company was split.“We had bought a powerful operating system and needed to move to it. But the BB7 was late,” Mr. Lazaridis said. “Every week, I was getting requests for more hires, more resources. The conundrum was, how do I pull resources off the BB7 to rewrite all the apps on top of QNX?”PlayBook painThe QNX team’s first assignment was to work on an operating system for the PlayBook, RIM’s answer to Apple’s successful iPad tablet. Mr. Lazaridis saw the work as a precursor to the BlackBerry 10 line of smartphones and was impressed by what the team brought to the product. “It helped our developers experience the power and elegance of QNX,” he said.But the QNX team was overwhelmed and needed to draw heavily on the company’s other resources to complete the PlayBook. Similar issues arose later on the BlackBerry 10. The tablet, originally slated to come out in the fall of 2010, didn’t appear until April, 2011, and it failed to sell. It was an awkward accessory to RIM’s smartphones, and lacked e-mail, contacts and apps. Once again, RIM had missed the mark: Tablets that sold well worked as standalone devices, which the PlayBook wasn’t.Some questioned the wisdom of launching the PlayBook in the first place, feeling it was a needless and costly distraction. And the decision to isolate QNX also created tensions and morale problems: Those who weren’t on the team worried about their future.“To me, the most logical thing would have been to integrate the operating system organizations into one,” said one senior executive who was caught up in the fray. “Then you’d have a whole team, not 150 people sitting around saying, ‘I don’t know what I’m going to do next,’ and another 150 people saying ‘I’m over my head.’ ”Meanwhile, RIM’s lack of an advanced smartphone meant that it continued to bleed market share to Apple and Android, especially in the United States. In December, 2010, Verizon Wireless announced it would invest in fourth generation (4G) LTE technology to accommodate the growing demands of customers who wanted to surf the Internet on their phones. It signalled to device makers that it would look to feature 4G smartphones in its marketing.RIM’s 4G phone effort was the BlackBerry 10, but it was far from ready. RIM executives tried to make an engineering argument to carriers that 4G technology was no more efficient than 3G, and that its Bold phones were just fine. Mr. Lazaridis, Mr. Heins and chief technology officer David Yach “were trying to reshape the argument because they knew our products couldn’t go there,” a former executive said. “It was a fight to stay in [promotional] programs with carriers. We lost channel support and feature ads.”The PlayBook debacle and mounting delays of the BlackBerry 10 harmed the organization in other ways.For years, Mr. Yach and Mr. Lazaridis had enjoyed a close working relationship. But as the well-regarded Mr. Yach began to question the company’s ability to hit deadlines on products, his views were dismissed and he was made to feel he wasn’t a team player, damaging their relationship, observers said. He left the company in early 2012.The PlayBook flop merely added to the sense of a company in decline; 2011 became a signNow turning point for RIM. As it became clear the brand was getting trounced in the market, and the BlackBerry 10 project was hit by signNow delays, the stock plunged, falling from $69 (Canadian) in February to less than $15 by the year’s end.The pressure mounted on Mr. Balsillie, Mr. Lazaridis and the board. In January, 2012, they stepped aside as co-CEOs and handed it over to Thorsten Heins, a German executive who had run the company’s handset division.Almost immediately, there was division about how to roll out the BlackBerry 10. The original strategy had called for the company to launch an all-touchscreen version first, because sales were still going well for the company’s BlackBerry 7 keyboard phone.But by 2012, sales of BlackBerry 7 phones had lost steam, and Mr. Lazaridis, now deputy chairman, felt the company should switch its priority to getting a keyboard version out, to meet the demand from BlackBerry die-hards.“This is our bread and butter, our iconic device,” he told an executive at the company. “The keyboard is one of the reasons they buy BlackBerrys.”Mr. Heins’s new management team held firm, sources close to the board said. “They believed everything was going to full touch” and that the QNX-designed system was clearly superior to what was available on other mobile operating systems.To Mr. Lazaridis, abandoning the company’s competitive advantage in the hopes consumers would embrace yet another touchscreen was too risky a strategy, setting up the showdown at the board last year. In the end, management agreed to continue developing the Q10 keyboard phone. But the all-touchscreen Z10 would be launched first.By the time the first BlackBerry 10 smartphones were unveiled in January of this year, market observers generally agreed that the products were two years too late – a view widely shared among many senior RIM insiders.“Buying QNX was the right play ultimately,” said Mr. Spence. “But we didn’t make the turn fast enough. Everyone underestimated the complexity” involved in building the new system.A BBM planFor 20 years, Jim Balsillie and Mike Lazaridis operated in tandem, building an increasingly successful partnership that allowed each other’s strengths to flourish.They shared an office in their early years, even possessing each other’s voice mail passwords.As RIM grew, they worked in separate buildings but spoke several times a day. “They had a relationship I wish I had with my wife,” one mid-level executive said.But they had different personalities and their lives seldom intersected outside the office. They have barely spoken since leaving the company.For Mr. Lazaridis, science was both a job and a pastime. Mr. Balsillie was brash, competitive and athletic, and wore his reputation for being aggressive, even bullying in meetings, as a badge of honour. If anything, he viewed that outward toughness as a job requirement, not unlike tech CEOs such as Steve Ballmer at Microsoft Corp. or Apple’s Steve Jobs. “Show me how else you build a $20-billion company,” he once confided to a colleague. “If I was Mr. Easy-going, they would kill BlackBerry.”The two rarely disagreed on key strategic moves – until their last year together. Mr. Lazaridis believed BlackBerry 10 would herald RIM’s renaissance. Mr. Balsillie wasn’t so sure.Mr. Balsillie was concerned that Google had commoditized the smartphone market by making its Android operating system available for free to any handset maker. By 2011, wireless carriers were warning him that they would be ordering fewer BlackBerry products unless he dropped his prices to match rival manufacturers.So Mr. Balsillie pushed an alternative plan.The idea started with Aaron Brown, the executive who oversaw the services division at RIM. By 2010, this division was earning $800-million per quarter in revenue from the monthly service access fee it charged mobile carriers for every BlackBerry subscriber. More than 90 per cent of that was profit. Carriers tried to chip away at those fees – Google and Apple didn’t charge them – but RIM always pushed back. Mr. Balsillie was particularly insistent on keeping the service fees. But the executives knew the company’s weakening position in devices would increase pressure on services revenues as well.Even after its terrible year in 2011, RIM still had several advantages, including close relationships with the world’s major carriers. It also had BlackBerry Messenger.RIM developers created the BBM app in 2005 to enable users to communicate not by e-mail but by using their devices’ “personal identification numbers” or PINs. It was the first instant messaging service built for wireless devices, and it caught on quickly. It was reliable, free, always on and users could send as many messages as they wanted at no extra cost, unlike basic text messages. PINs were random codes, not phone numbers or e-mail addresses, enhancing privacy. That made BBM extremely popular in countries where citizens didn’t enjoy as many freedoms as Western democracies, and helped drive handset sales there.BBM’s developers added a few clever elements that also made it addictive. For example, users would know when a message had been delivered and when it had been read, marked D and R. Today there are 60 million monthly active users.But BBM only worked on BlackBerrys. As Apple and Android took off, BBM knock-offs appeared that could function on those devices, including Kik Interactive Inc., founded by Ted Livingston, a former RIM co-op student. Today Kik, boasts 85 million users, more than BlackBerry (which sued Mr. Livingston for allegedly copying its program). Others, such as WhatsApp, are even larger. Instant messaging “is the killer app of the mobile era,” Mr. Livingston said. “We think there will be a Google or Facebook-sized company that comes out of this category.”RIM’s Mr. Brown believed he could tap into this unfolding trend. While working with Mr. Balsillie on other projects, around late 2010 and early 2011, he began to talk up the concept of offering BBM on other mobile platforms.Mr. Balsillie loved it. At the time, some carriers were pushing for rebates on their monthly service fees. Mr. Brown was willing to comply if the carriers would agree to open new parts of their business to RIM. He and Mr. Balsillie struck upon an idea: Why not give carriers the opportunity to offer BBM to all their customers – no matter what devices they used?Most wireless executives were not fans of instant messaging services and other “over-the-top” apps such as Skype because they eroded the carriers’ revenue from text messaging.To counter that threat, carriers banded together to develop a standardized “rich communication service” (RCS) platform that would enable their customers to exchange text messages, videos, games and other digital information. But the initiative has gained little traction; one commentator recently labelled RCS a “zombie technology.”SMS 2.0Mr. Balsillie began floating the idea that carriers could instead offer BBM as their own enhanced version of text messaging, generating revenue for carriers while providing a cut for RIM. He called it “SMS 2.0.” (SMS stands for “short message service.”) RIM would agree to reduce the fees it charged for services, in exchange for gaining access to hundreds of millions of non-BlackBerry users.He and Mr. Brown discussed several options. For example, carriers could offer BBM as part of a standard “talk and text” plan for entry-level smartphone users. Because of its extra functions, BBM would save customers from having to buy a data plan.Or, carriers could offer an expensive plan that included BBM and other offerings from BlackBerry, including one gigabyte of cloud storage on which they could keep photos or songs. The carriers could then sell extra services such as radio through BBM. It would also make the wireless companies’ customers “stickier” – less likely to defect – since they couldn’t move stored data to rival mobile carriers as easily.The SMS 2.0 plan was a throwback to RIM’s move a decade earlier to form partnerships with mobile providers and share revenues. It was a chance to make BBM the dominant chat messaging service, and would have created a new storyfor the BlackBerry brand.A few carriers responded positively to Mr. Balsillie’s initial entreaties and by mid-2011, he was calling SMS 2.0 the company’s top strategic priority.To round out the strategy, and build a suite of cross-platform services, RIM made a few acquisitions, such as instant messaging firm LiveProfile. The service had about 15 million users and worked on Apple and Android devices, giving BBM the entrée it needed to those platforms.But the plan deeply divided the company. BBM was still an important driver of BlackBerry sales. Making it widely available to competitors represented an added threat to RIM’s faltering handset business, led by Mr. Heins at the time. Many inside the company felt a cross-platform BBM made sense, but only when BlackBerry 10 was out. Mr. Balsillie and proponents of his plan felt that would be too late.“It’s fair to say [the risk to handset sales] was a shared concern of everybody I spoke to,” said former RIM executive Mr. Spence. “But it was hard to deny the fact [carriers’ text messaging] revenue was declining. These carriers were looking for a solution and this was a potential solution.”One former executive felt Mr. Balsillie was overestimating the revenue potential of his software-driven strategy. As Mr. Balsillie talked up SMS 2.0, Mr. Heins and his team increasingly cast doubt on it internally. “He was absolutely canvassing behind the scenes working to kill it,” said one company insider.As for Mr. Lazaridis, he was supportive of launching BBM for rival operating systems, but was concerned about the costs and risks involved in building out the SMS 2.0 strategy, said a source close to the board. “We weren’t in a position to be investing in free services that required massive capital expenditure [and could provide] zero payback for maybe a few years if we’re successful,” the source said. Like others, Mr. Lazaridis worried about handset sales.But Mr. Balsillie was increasingly convinced that SMS 2.0 was the way to go. After pitching the plan to CEOs of 12 of the largest wireless carriers in the world in late 2011, he believed he could sign up at least one major U.S. carrier – insiders say AT&T was interested – as well as Telefonica and one or two other European carriers. That’s all it would take, he felt, to convince others to adopt BBM en masse.But other RIM executives who were part of the growing SMS 2.0 team also encountered resistance.Mr. Balsillie was pushing to formally launch SMS 2.0 at an industry conference at the end of February, 2013. But with the company under mounting pressure to overhaul its top leadership, he and Mr. Lazaridis handed the reins to Mr. Heins in late January.A few weeks later, Mr. Heins killed the SMS 2.0 strategy, backed by Mr. Lazaridis.“We had to get the BlackBerry 10 out, and we couldn’t be distracted,” said a source close to the board. “Everything else was shelved. And if that meant getting rid of strategies that didn’t fit, or weren’t complete, or required resources, I think [Mr. Heins] did the right thing.”The Globe and Mail requested interviews with Mr. Heins and with Barbara Stymiest, the chair of the board. The company declined, but agreed to agreed to provide answers to written questions.Asked why he shelved SMS 2.0, Mr. Heins said in an e-mailed response: “There are so many [instant messaging] alternatives in the marketplace that we wanted to be careful to launch only when we felt we could clearly differentiate our offering.”Mr. Balsillie, no longer an executive but still a board member, urged directors to reconsider, but they backed the new CEO. Mr. Balsillie couldn’t abide by the decision. He resigned from the board in late March, then sold all his stock. Few people knew the reason for his departure, including his long-time co-CEO, Mr. Lazaridis.BlackBerry did launch a version of its BBM application last weekend for iPhones and Android devices, but simply as a stand-alone app. Andrew Bocking, the executive who oversees BBM, said that with built-in capabilities to have group chats, share photos, calendar items and other features, “it really takes BBM to a whole other level … I believe there is an opportunity for a dominant player in instant messaging and there will be one winner-take-all.”To those who championed the SMS 2.0 strategy, most of them now gone, RIM should have been well on its way there already.A fizzled launchFinally, close to six years after Apple unveiled the iPhone, the long-awaited BlackBerry 10 made its debut at a glitzy launch event in January, featuring singer Alicia Keys as the company’s “global creative director.” It was a minor detail in a much larger story, but the made-up title and meaningless job irked some who wondered why the company was distracting itself with celebrity endorsements while in the fight of its life.The Z10 device itself won a number of positive reviews. The New York Times’ David Pogue, who previously had predicted that the BlackBerry was doomed, began his review: “I’m sorry. I was wrong.” But eight months later, it’s hard to see the launch as anything other than a total business failure, given the sheer volume of unsold smartphones now written off.The marketing campaign was confusing and vague: An ad that ran during the Super Bowl failed to explain what made the product distinct. A source close to the board said directors weren’t shown the ad before it ran, and some didn’t understand the content or the slogan, “Keep Moving.” There were no lineups, and no buzz for the product – nothing like the frenzy of publicity that seems to surround the launch of each new version of the iPhone.Once again, the market had shifted, and there was little demand for the Z10 in an era where sophisticated operating systems were commonplace and phones were getting cheaper. The one advantage the BlackBerry may have had over its rivals – a physical keyboard – wasn’t present in the first model to hit the market.“The only people still clamouring for a new smartphone from BlackBerry were in it for the keyboard,” said S&P’s Mr. Moorman. “Then they come out with a touchscreen. Anyone who wanted a touchscreen was already gone.”As it turns out, both Mr. Balsillie and Mr. Lazaridis were proven right. It was hard enough to compete in a commoditizing smartphone market. Leading with the wrong product on top of that only made BlackBerry’s task more hopeless. Mr. Heins’s strategic errors only compounded the challenging situation he had inherited.The product was difficult to sell for other reasons. One company insider said it could take close to an hour for young sales staff to demonstrate the product in dealer stores.And many long-time BlackBerry users found that the new system was too different from the classic BlackBerry experience for their liking. Many of the little “moments of delight,” as they are called in the company, were forgotten or overlooked by the QNX developers who lacked ties to the company’s past. For example, users can’t hit “u” and look at the last unread message in their inbox, nor can they easily shift to the next or previous e-mail, as they could on older BlackBerrys. Pocket-dialling is a constant hazard.Meanwhile, the company was slow to provide service to business users – such as helping them to transfer applications they had written for the old BlackBerry system. Software developers were left with dead-end investments after learning they would have to rewrite their apps for the new system if they wanted to remain part of the BlackBerry world. Many simply didn’t bother.“The decisions we made over the last two years were made within the context of a volatile, competitive and ever-changing marketplace – and always with the goal of delivering the vital technology that our customers need,” Mr. Heins said in a written response to questions about the success of the BlackBerry 10 launch. While he called the launch “a signNow accomplishment and one that involved the reinvention of our company,” he acknowledged it “did not meet our expectations.”As for Mr. Lazaridis, he has not given up on the enterprise he founded 29 years ago.He is still a minority shareholder in BlackBerry, and continues to be the subject of rumours he may join a group to buy out his former company.Mr. Lazaridis declined to discuss any such plans, but it is clear he believes the BlackBerry story is not over.“Many companies go through cycles. Intel experienced it, IBM experienced it, Apple experienced it. Our job was to reinvent ourselves, which we all believed BB10 would do,” he said.“The fact that a Canadian company was able to compete in that space with two of the largest tech companies in the world is a big deal. People counted IBM, Apple and other companies out only to be proven wrong. I am rooting that they are wrong on BlackBerry as well.”
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Why is the payment method I want to use not available on Amazon?
Well, first of all, you did not say which payment method you want to use- so I have no choice, but to talk about the payment that is acceptable to Amazon. So first we’ll start by defining who and what is Amazon.:Description: Amazon is:[ An American multinational technology company based in Seattle, Washington that focuses on e-commerce, cloud computing, digital streaming, and artificial intelligence. It is considered one of the Big Four technology companies along with Google, Apple, and Facebook. WikipediaCEO: Jeff Bezos (May 1996–) TrendingStock price: AMZN (NASDAQ) US$1,860.63 +56.60 (+3.14%)Jun. 10, 4:00 p.m. EDT - DisclaimerCustomer service: 1 (877) 586-3230Founder: Jeff BezosFounded: July 5, 1994, Bellevue, Washington, United StatesSubsidiaries: Audible, Whole Foods Market, Souq.com, Zappos, MOREDid you know: Amazon is the world's largest internet company by revenue. wikipedia.orgAmazon.com, Inc. is an American multinational technology company based in Seattle, Washington that focuses on e-commerce, cloud computing, digital ...Operating income: US$12.421 billion (2018)Number of employees: 647,500 (2018)Headquarters: Seattle, Washington, U.SRevenue: US$232.887 billion (2018)History of Amazon · Amazon Prime · Amazon Kindle · Amazon EchoWhat is Amazon and how does it work?In the beginning, Online Shopping for Electronics, Apparel, Computers, Books, DVDs & more sold books.Today Amazon is a titan of e-commerce, logistics, payments, hardware, data storage, and media. It dabbles in plenty of more industries. It’s the go-to site for online shoppers and merchants alike, a modern necessity that independent sellers love to hate. Prime, Amazon’s signature $99-a-year membership program, has an estimated 85 million subscribers in the US, equivalent to about two-thirds of American households. To even call it an e-commerce company feels completely inadequate.Behind every Amazon, the business decision is the “flywheel” philosophy. Amazon CEO Jeff Bezos borrowed the term from business consultant Jim Collins back in the early days of Amazon. It describes a cycle in which a company cuts prices to attract customers, which increases sales and attracts more customers, which allows the company to benefit from economies of scale (bundling together logistics and other routine costs), until, ultimately, the company can cut prices again, spinning the flywheel anew.The flywheel is the best encapsulation of Amazon’s dual ambitions: to be customer-obsessed and to conquer the modern commercial world. Those ambitions were clear early on. Bezos named his company after the world’s biggest river. He also considered and purchased the web address for “relentless.com.” Type it into your browser now—it redirects to Amazon. (In another tab, please.)Bezos put customers first at the expense and sometimes to the dismay of his shareholders. Amazon went public in May 1997, bled money for the next six years, and barely eked out a profit for the decade after. To Bezos, those losses and other quarterly numbers mattered less than keeping prices low and customer service exceptional, so that the flywheel could keep on turning. Amazingly, Bezos eventually convinced Wall Street to mostly disregard his company’s lackluster quarterly earnings, too.Amazon did $136 billion in sales in 2016. This year, sales on Prime Day, Amazon’s company-branded version of Black Friday, surpassed Amazon’s sales on either Black Friday or Cyber Monday. Amazon declared it the “biggest global shopping event in Amazon history.” The stock has done phenomenally well by any standard, and even more so considering the company still barely turns a profit. An investor who put $100 into Amazon’s IPO would have turned it into $63,990 on the company’s 20th anniversary this May.Amazon is a logistics companyThe secret to Amazon’s massive success in the e-commerce is its endlessly complex logistics empire. Amazon promises two-day free shipping for all Prime customers and free two-hour “Prime Now” delivery in certain cities on more than 25,000 qualified items. It takes more than UPS and FedEx to make that happen.At last count, Amazon’s delivery infrastructure included more than 180 warehouses, 28 sorting centers, 59 local package delivery stations, and 65 hubs for its two-hour Prime Now deliveries. Investment bank Piper Jaffray estimates that 44% of the US population lives within 20 miles of an Amazon warehouse or delivery station. Amazon’s proposed $13.7 billion acquisition of Whole Foods could add another 431 distribution nodes in bougie neighborhoods to that network.In 2013, the company reportedly started a shipping project called Dragon Boat, which would slowly take over all shipping and logistics direct from manufacturers in China and India to its customers across the United States. In addition to its delivery hubs, Amazon owns a fleet of more than 4,000 trucks and has reportedly leased more than 20 airplanes to ferry its customers’ packages across the country and between fulfillment centers. The company has mastered its growing shipping empire through analyzing the data from every package it’s ever shipped—the delivery of each package is algorithmically optimized for speed and efficiency of resources. In 2015, Amazon spent $11.5 billion on shipping, nearly double what it did the year before.Of Amazon’s 382,000 employees, Amazon says more than 90,000 work in the company’s US fulfillment centers. Testimonies from workers inside the centers paint a picture of a ruthless workplace driven by the demand for productivity above all else. Workers describe a point system, where every small infraction like tardiness or checking back in late from breaks are cataloged and count against them. Bathroom breaks were discouraged because they interfered with productivity. Employees are ranked and less-performing workers are let go.The white collar jobs are similarly demanding—in 2015, the New York Times reported:At Amazon, workers are encouraged to tear apart one another’s ideas in meetings, toil long and late (emails arrive past midnight, followed by text messages asking why they were not answered), and held to standards that the company boasts are “unreasonably high.” The internal phone directory instructs colleagues on how to send secret feedback to one another’s bosses. Employees say it is frequently used to sabotage others. (The tool offers sample texts, including this: “I felt concerned about his inflexibility and openly complaining about minor tasks.)”The need for efficiency has also brought a keen interest in robotics: Amazon purchased Kiva Systems, a company that makes robots for warehouses, in 2012 for $775 million. The robots—flat, motorized squares at move in a grid—retrieve shelves from which humans pick items that people have ordered. Amazon has deployed about 100,000 of them in 25 fulfillment centers worldwide.Warehouses that use robots still need human workers. Amazon in 2017 committed to hiring an additional 120,000 part- and full-time workers in the US. But Amazon has also invested in automation efforts, such as robots that can pick items off of shelves and delivery drones, that could reduce the amount of human work that goes into its shipping processes.Amazon Prime is the heart of AmazonAmazon Prime was introduced at a hectic time for the company: it was 2005, Amazon stocks were tumbling upon each quarterly earnings report, and investors were starting to get restless waiting for the online shopping revolution.But Bezos told the world (through the New York Times) to wait it out, saying the customer-oriented plan he was putting in motion “won’t pay off for years.”“If we take care of customers, the stock will take care of itself in the long term,” Mr. Bezos said.More than 10 years later Amazon Prime is a billion-dollar business for the company, offering the original perk of two-day shipping, but having massively expanded to music streaming, a Netflix-like video service, free photo storage, free e-books, access to special portions of the e-commerce website, and discounts on other services within Bezos’ orbit like the Washington Post.“Our goal with Amazon Prime, make no mistake, is to make sure that if you are not a Prime member, you are being irresponsible,” Bezos told shareholders in May.The plan is working: 63% of US Amazon users subscribe to Prime and estimated to signNow more than half of American households by the end of the year.Prime doesn’t just lift $99 off of regular Amazon users each year—it’s proven to be a powerful customer loyalty program. The average Prime user spends $1,300 each year on the site, with 78% of Prime users still citing free 2-day shipping as the main reason for coughing up the fee.That money adds up for Amazon. Last quarter, the company reported more than $1.4 billion in revenue from its subscription services alone. The money mainly comes from Prime subscriptions, but also includes standalone audiobook, music, video, e-book, and comic services that Amazon operates. But more importantly, it shows a commitment from customers that they plan to come back to Amazon. A lot.Amazon is a cloud-services companyAmazon’s $14.6 billion cloud business, known as Amazon Web Services, now serves millions of customers and has been growing at more than 50% almost every year since launching in 2006.Yet the story of Amazon’s ascent as a major piece of the internet’s backbone is shrouded in myth. It was not built on “spare” computing capacity amid the e-commerce company’s explosive growth. Rather it was the deliberate effort of engineers Benjamin Black, Chris Pinkham and their team of developers who recognized the potential for standardized, virtual infrastructure that anyone could use. It evolved out of an internal effort starting in the 1990s to scale up and standardized tools for developers, and customers, to use Amazon’s e-commerce platform. But the teams required a set of common infrastructure instead of rebuilding expensive things like database and storage capacity every time. This thinking evolved into lean, high-performing web services that ran Amazon’s products and services, and eventually would do the same thing for customers.After the engineers explored the idea with Bezos in 2003, he later approved the service as a business unit in its own right. “Right off the bat we just thought it would be an interesting thing to do,” Black wrote in a blog post about AWS’ origins. As part of Amazon’s customer-first mindset, Black writes, the team drafted a mock press release, FAQ, and then detailed technical specifications of what would become the foundation for AWS. “It took a while to get to a point of realizing that this is actually transformative,” Black wrote. “It was not obvious at the beginning.”It soon became so. The service first signNowed customers by 2005 and was officially launched in the summer of 2006. Tom Szkutak, Amazon’s CFO at the time, said the business was “exposing the guts of Amazon,” using the knowledge gained from 11 years of building Online Shopping for Electronics, Apparel, Computers, Books, DVDs & more. Today AWS is on a tear. It’s the world’s dominant cloud computing provider, and the nearest competitors aren’t even within shouting distance: Amazon’s servers deliver 34% of the world’s public cloud services, reports Synergy Research Group, while Microsoft, IBM, and Google provide 24% combined. That may not last forever. Although Amazon maintains a big lead, as cloud services become commodified, its domination and profits may dwindle. For now, however, cloud services are raking in cash and financing a huge portion of the company’s expansion and profits.Amazon’s cloud business is now more than just file storage. The company rents out the use of its servers and software for others to use, including AI like image and voice recognition. If a startup wanted to build an app that recognized vegetables through your phone’s camera, they could pay to use Amazon’s servers to process its users’ data, rather than building its own.Not only does this make Amazon attractive to startups that might want to spend money on engineers or sales positions, rather than server racks, but it also means Amazon now has virtually unlimited computational power to develop and launch its own AI products and services.For instance, Amazon can host its virtual voice assistant, Alexa, handling the deluge of incoming requests. Amazon doesn’t release too many numbers about the number of requests the service gets per day, or even how many devices are Alexa-enabled, but analysts have estimated that the voice assistant dominates with a 70% market share of voice-controlled speakers. And if you ask Alexa to play a song—that music is hosted on Amazon’s servers as well.Amazon is a hardware company—that doesn’t really care about hardwareIn 2007, Amazon launched one of its first forays into consumer technology: the Kindle e-reader. Based on revolutionary e-paper technology, the device provided a far better approximation of reading a book than any screen before it has. Amazon has sold millions of Kindle readers, and over the years, has expanded its brand to include Kindle Fire tablets and smartphones.Although Amazon’s phone was a massive flop, the hardware division that produced it, Lab126, sort of stumbled into what has become a surprise hardware success story for Amazon. The lab had been working on an augmented-reality product that used voice activation to control it. As Bloomberg reported, that product never saw the light of day, but the voice technology was ported into the Echo, a speaker that can control internet-of-things devices, order you an Uber, or play your favorite songs on Spotify, all enacted by, Alexa, a built-in voice assistant.The Echo has likely sold millions of units and has spurred a whole range of new voice-controlled devices, including a smaller Echo Dot, the Echo Look, with built-in cameras that can be used for selfies and fashion advice, and the Echo Show, which features a small touchscreen display. With the Echo, it effectively created the smart-speaker market that it now dominates, alongside the Google Home, and likely inspired Apple to produce the forthcoming HomePod, a similar, albeit triply expensive, speaker.Alexa can now be found across an array of Amazon hardware and software, including Amazon’s main mobile app, the Fire Stick streaming device, and its low-cost Fire tablets. It’s even started selling co-branded televisions with Chinese manufacturer Element that were a big seller at Amazon’s recent Prime Day sales event.An often-overlooked piece of hardware that Amazon has started to roll out is the Dash button. It’s a device about the size of a thumb with some adhesive that sticks to nearly any surface. On the front of the device, there’s a circular button, the logo of a brand, and that’s it. Press the button, and you’ve ordered the designated item from that brand on Amazon. One-touch ordering, no logging in required.Alexa, the Dash button, Fire tablets, Fire —they all accomplish the same goal, which is always keeping Online Shopping for Electronics, Apparel, Computers, Books, DVDs & more and its affiliated services just a tap or two away. It’s totally consumer focused, a must for Amazon, but with the larger motivation of keeping that consumer more likely to shop on Amazon than anywhere else.Amazon is a moonshot factoryWhat’s a modern tech company without a few cash-burning moonshots? Operating in an industry where even the illusion of innovation is applauded—and any whiff of an innovation drought is cause for alarm—Amazon lets its imagination run wild with ideas of drastically reinventing industries. What if there was a supermarket, but with no cashiers? What if your packages dropped from the sky?Amazon can be credited with killing the physical bookstore, but could it reinvent the brick-and-mortar storefront for groceries? The company is currently running a beta test of Amazon Go, a store that uses cameras and sensors throughout the store to automatically track what a customer has picked out, and automatically charges them as they leave. It’s possible due to the drastic improvement in AI-driven object recognition, which allows Amazon software to autonomously detect and track a shopper throughout the store using multiple cameras. However, reports suggest the beta store has trouble keeping track of multiple people in the store. They’ll want to sort that one out.Amazon is also working on reducing the friction between ordering a product and having it show up on your doorstep. It’s bought robotics companies to help automate its workflow and runs competitions aiming to make robots better at sorting items for shipping. It’s also developing autonomous drones to fly smaller items to Prime customers in under 30 minutes. US regulations prohibit autonomous drones flying beyond the line of sight of a human pilot, so Amazon has been doing the bulk of its testing in the UK, and in December, delivered its first order to an actual customer in the Cambridgeshire countryside. The company hasn’t given a hard date on when it might start rolling out this service more broadly—there are air-traffic management issues to be worked out at national levels—but it has patents and plans for all sorts of self-piloting vehicles delivering your goods in the future, including self-driving trucks, hives of drones, and some sort of dirigible that can ship out packages on demand.Even if Amazon’s moonshots never come to fruition, it’s great optics for the company. A reimagined grocery store makes you think of Amazon’s dedication to getting food to you faster (maybe you’ll be inspired to try Amazon Fresh, the company’s grocery delivery service), and if Bezos is willing to invent new kinds of drones to get you a package faster, imagine how much they want you to get that toothpaste you ordered to be delivered through the standard mail.]Accepted payment methods - Amazon Payhttps://pay.amazon.com/us/help/2...Accepted payment methods. Amazon Pay accepts credit and debit cards and transfers from your available Amazon Pay account balance. Credit cards currently accepted include Visa, Mastercard, Discover, American Express, Diners Club, and JCB. An Amazon.com store card is available for use with selected merchants.Amazon offers a number of varied payment options, as well as a currency converter and Western Union option for those shopping from abroad.Here are some of the most commonly used Amazon payment methods:Credit card – Amazon accepts a wide variety of credit and debit cards, including Visa, MasterCard, EuroCard, Discover, American Express, Diner’s Club, JCB, NYCE, STAR, China Union Pay. The Amazon Rewards Visa Signature Card is also accepted and allows you to earn cash back and discounts on Amazon items.Pre-paid gift cards – Pre-paid gift cards from credit card companies like Visa, MasterCard, and American Express are also accepted.Linked bank account – You can also add a checking account to use toward Amazon payments if you wish. You’ll just need your account and routing numbers, as well as your name, address and driver’s license number.Amazon gift card – Amazon gift cards are another possible payment method with the retailer. Just upload the gift card number to your account once you’ve received it, and the balance will be available at purchase next time you shop.Amazon store card – The Amazon Prime Store Card is an Amazon-branded credit card that offers users 5 percent back on all Amazon purchases. Amazon store card payments are processed just like traditional credit card payments and have similar financing fees.Amazon Pay – Amazon Pay is a payment tool that can be used both on Amazon and across other third-party e-commerce sites. It’s a fairly new payment method and is only available at participating retailers.Amazon PayCode – PayCode is a way to pay via Western Union — mostly for shoppers using outside currencies or located outside the country. The purchase generates a PayCode, which the user then presents to Western Union in exchange for cash within 48 hours. If payment isn’t made in that time frame, the order is canceled.Wonder if you can you use PayPal on Amazon? Unfortunately, you cannot.On Amazon, PayPal is not a payment option as it is a direct competitor with Amazon Pay.So, here you are: this is Amazon, what it is, how it operates, and the payment methods that it works with. There are enough payment options for you to choose from. Hopefully, your method of payment is among the selected ones- good luck
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I watched a Science Channel special on NASA Unexplained Files and one segment was about the Mars Curiosity rover finding the ele
Chemistry that takes place in the surface material due to cosmic rays can explain why xenon isotopes are found in the Martian atmosphere.The fringe hypothesis about nuclear explosions is nonsense. It is the work of one man, John Brandenburg, who has been dismissed by the scientific community.The isotopes -- variants that have different numbers of neutrons -- are formed in the loose rocks and material that make up the regolith -- the surface layer down to solid rock. The chemistry begins when cosmic rays penetrate into the surface material. If the cosmic rays strike an atom of barium (Ba), the barium can lose one or more of its neutrons (n0). Atoms of xenon can pick up some of those neutrons -- a process called neutron capture -- to form the isotopes xenon-124 and xenon-126. In the same way, atoms of bromine (Br) can lose some of their neutrons to krypton, leading to the formation of krypton-80 and krypton-82 isotopes. These isotopes can enter the atmosphere when the regolith is disturbed by impacts and abrasion, allowing gas to escape.[1]Curiosity Finds Evidence of Mars Crust Contributing to AtmosphereNASA JPL September 29, 2016NASA's Curiosity rover has found evidence that chemistry in the surface material on Mars contributed dynamically to the makeup of its atmosphere over time. It's another clue that the history of the Red Planet's atmosphere is more complex and interesting than a simple legacy of loss.The findings come from the rover's Sample Analysis at Mars, or SAM, instrument suite, which studied the gases xenon and krypton in Mars' atmosphere. The two gases can be used as tracers to help scientists investigate the evolution and erosion of the Martian atmosphere. A lot of information about xenon and krypton in Mars' atmosphere came from analyses of Martian meteorites and measurements made by the Viking mission."What we found is that earlier studies of xenon and krypton only told part of the story," said Pamela Conrad, lead author of the report and SAM's deputy principal investigator at NASA's Goddard Space Flight Center. "SAM is now giving us the first complete in situ benchmark against which to compare meteorite measurements."Of particular interest to scientists are the ratios of certain isotopes - or chemical variants - of xenon and krypton. The SAM team ran a series of first-of-a-kind experiments to measure all the isotopes of xenon and krypton in the Martian atmosphere. The experiments are described in a paper published in Earth and Planetary Science Letters.The team's method is called static mass spectrometry, and it's good for detecting gases or isotopes that are present only in trace amounts. Although static mass spectrometry isn't a new technique, its use on the surface of another planet is something only SAM has done.Overall, the analysis agreed with earlier studies, but some isotope ratios were a bit different than expected. When working on an explanation for those subtle but important differences, the researchers realized that neutrons might have gotten transferred from one chemical element to another within the surface material on Mars. The process is called neutron capture, and it would explain why a few selected isotopes were more abundant than previously thought possible. [2]An article on Brandenburg from RationalWiki…John E. Brandenburg is a plasma physicist who went somewhat off the rails in 2012 and started proclaiming that he saw clear evidence of a thermonuclear war on Mars in the distant past. This off-beat idea attracted the attention of woo-paddlers and gave a mighty boost to sales of his books—both the non-fiction books and the science fiction books that he wrote using the nom de plume Victor Norgarde.Analyzing data from the 2001 Mars Odyssey orbiter, which carried a gamma ray spectrometer, Brandenburg observed a local concentration of radioactive uranium, thorium and potassium in two specific areas on Mars. His first idea was that there was at least one natural nuclear reactor on Mars, analogous to the one discovered in Gabon in 1972. At the 2011 Lunar and Planetary Science Conference he published a poster on these findings.Later, he proposed that the elevated ratio of 129Xenon to 132Xenon in the atmosphere of Mars could only be explained as the after signature of a nuclear weapon. He suggests that massive explosions occurred in in Mare Acidalium at approximately 50°N 30°W, near Cydonia Mensa and in Utopia Planum at approximately 50°N 120°W near Galaxias Chaos, claiming they are both locations of possible archaeological artifacts.This idea has been challenged by astronomers and other scientists who have shown that there is another more likely and more mundane explanation for the observed xenon isotope ratios.In December 2014 he also wrote: “Vitrified soil, etched with acid, has been found at the sites of both hypothetical explosions, but nowhere else on Mars. This mineral resembles "trinitite", the melt glass found at the site of nuclear explosions. So I consider my hypothesis is being supported by new data.”Brandenburg has cited a paper by Horgan & Bell from Geology 2011 but the article offers no real support for his contention. Horgan & Bell report widespread volcanic glass and do not even mention trinitite. The entire Northern hemisphere of Mars shows evidence of past volcanism—there is nothing special about the two areas Brandenburg focuses on.His submissions have not been accepted by peer-reviewed journals. [3]And from biologist and skeptic PZ Meyers…"Artifacts"? "Archeological objects"? What "artifacts"? He's talking about the Face on Mars. Seriously, it's 2014, and a physicist is still accepting that bit of pareidolia. There's no more talk of natural reactors. Instead, he's claiming the Face on Mars was targeted by an alien galactic civilization for nuking. Just the fact that he's still arguing that a lumpy eroded hill looks kinda facelike at low resolution (it doesn't in any of the subsequent clearer photos) as evidence of a humanoid civilization on Mars tells you he's a kook.It's depressing. He was a smart guy, now he's just a screwball fruitbat. [4]Footnotes[1] Isotopic Clues to Mars' Crust-Atmosphere Interactions[2] Curiosity Finds Evidence of Mars Crust Contributing to Atmosphere[3] John Brandenburg[4] The two faces of JE Brandenburg
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How do I promote my blog?
The possibilities are never ending. I say this because, one I wanted to market an e-commerce portal and I was able to traffic of 53,000 hits in 2 days. The technique I used was simple, I prized the website visit and created a competing game that force users to play – and, who don’t want to win, right? It worked! What I did was fairly simple – I advertised in Facebook, Email Advertised, SMS Advertised and word of mouth. That’s it. I'm not bragging about it - I'm only outlining that there are ways that are never discovered. It's all about trial and error. Some works and some don't. However,LIST OF PROMOTING WAYS COMMON TO MOST Social Networking – The Must Way. There are Facebook Profile.. LinkedIn Profile, Pulse, Groups, and much. Twitter profile. Pinterest Pinning. Tumblr Sharing. Quora. Blah! Blah! Search Engine Optimization – Content is the King. Write! Write! Write! But, write good and worthy content. Start with On-Page SEO and walk your path till Off-Page SEO. Social Bookmarking – Go Exclusive. Offer good stuff and start bookmarking with – Reddit, Live Journal, Stumble Upon, Slashdot, Delicious, and more. Advertise – Burn Dimes and Dollars. Promote to Google AdWords, AdSense, LinkedIn Ads, Facebook Ads, and more. Blogging – Again, content is the king. Start blog based on what you want to promote. Please search for content in Internet. Follow Article Submission with web productions like – Hub Pages, Article Base, Ezine Articles, and more. On top of that, getting published on Niche Blogs, Video Promotion on YouTube, dominating your marketing niche with affiliate, reseller, and associate programs, asking help (social engineering), and so forth. --------- These are methods, but promoting requires soamething else. Promoting has only one rule – go exclusive in Internet. If you’ve cash then you can promote on burning cash. If you’re out of budget, you need to have persistence and believe. Whichever path you follow, what matters is the Product, because Product and Marketing is equally important for traction. Marketing is all about signNowing out, and there are so many ways discovered and not discovered. But, the point is getting started – once started, we discover all domain expertise. It’s time that you start talking about your product! I write similar stuffs @ Twinkle IdeaLast Blog - Make Me a Slave Again
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#!/bin/bash # # -*- coding: utf-8 -*- # # Copyright (C) 2012 by The Gnu Free Documentation Project # # This file is part of the GNU Free Documentation Project. # # The text of this manual page is licensed under the GNU # Free Documentation License version as published by the # Free Software Foundation. If you want to use this text in your # own work, you should receive a copy of the license. # # You can obtain a copy of the GNU Free Documentation License # from # # For help, see: # man 1 # man 1 # man 1 # man 5 # man 5 # man 20 # # -*- coding: utf-8 -*- # # Introduction to gdm # # You might wonder why we use the term "gdm" for a desktop management application. The name "gdm" # doesn't fit in the generic "gnome control center" category. We can use the term "gdm" # in the same way we use "gnome-settings-daemon" in the context of our own application # of choosing what applications are launched and what are not. "gdm" is a term # that doesn't imply any particular hardware, that just stands for something like "Gnome # desktop manager". This can be the same as "gsettings" in the context # of our own application, which means we can use it for all of our own applications. # # We have chosen not to use "gconftool-2" or "gdm-update-desktop-database". These are also # generic desktop management applications, but the term "gdm" works for the application # itself, and they have their own "gdm" man page. # # The first section (...
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