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FAQs
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Can Kotlin Native replace Swift as the official programming language of iOS?
The Mobius 2018 conference held in Saint Petersburg earlier this year featured a talk by the guys from Revolut – Roman Yatsina and Ivan Vazhnov, called Multiplatform architecture with Kotlin for iOS and Android.After watching the live talk, I wanted to try out how Kotlin/Native handles multiplatform code that can be used on both iOS and Android. I decided to rewrite the demo project from the talk a little bit so it could load the list of user’s public repositories from GitHub with all the branches to each repository.Project structuremultiplatform ├─ android ├─ common ├─ ios ├─ platform-android └─ platform-ios Common modulecommon is the shared module that only contains Kotlin with no platform-specific dependencies. It can also contain interfaces and class/function declarations without implementations relying on a certain platform. Such declarations allow using the platform-dependent code in the common module.In my project, this module encompasses the business logic of the app – data models, presenters, interactors, UIs for GitHub access with no implementations.Some examples of the classesUIs for GitHub access:expect class ReposRepository { suspend fun getRepositories(): List
suspend fun getBranches(repo: GithubRepo): List } Take a look at the expect keyword. It is a part of the expected and actual declarations. The common module can declare the expected declaration that has the actual realization in the platform modules. By the expect keyword we can also understand that the project uses coroutines which we’ll talk about later.Interactor:class ReposInteractor( private val repository: ReposRepository, private val context: CoroutineContext ) { suspend fun getRepos(): List { return async(context) { repository.getRepositories() } .await() .map { repo -> repo to async(context) { repository.getBranches(repo) } } .map { (repo, task) -> repo.branches = task.await() repo } } } The interactor contains the logic of asynchronous operations interactions. First, it loads the list of repositories with the help of getRepositories() and then, for each repository it loads the list of branches getBranches(repo). The async/await mechanism is used to build the chain of asynchronous calls.ReposView interface for UI:interface ReposView: BaseView { fun showRepoList(repoList: List ) fun showLoading(loading: Boolean) fun showError(errorMessage: String) } The presenterThe logic of UI usage is specified equally for both the platforms.class ReposPresenter( private val uiContext: CoroutineContext, private val interactor: ReposInteractor ) : BasePresenter () { override fun onViewAttached() { super.onViewAttached() refresh() } fun refresh() { launch(uiContext) { view?.showLoading(true) try { val repoList = interactor.getRepos() view?.showRepoList(repoList) } catch (e: Throwable) { view?.showError(e.message ?: "Can't load repositories") } view?.showLoading(false) } } } What else could be included in the common moduleAmong all the rest, the JSON parsing logic could be included into the common module. Most of the projects contain this logic in a complicated form. Implementing it in the common module could guarantee similar treatment of the server incoming data for iOS and Android.Unfortunately, in the kotlinx.serialization serialization library the support of Kotlin/Native is not yet implemented.A possible solution could be writing your own or porting one of the simpler Java-based libraries for Kotlin. Without using reflections or any other third-party dependencies. However, this type of work goes beyond just a test project ♂️Platform modulesThe platform-android and platform-ios platform modules contain both the platform-dependent implementation of UIs and classes declared in the common module, and any other platform-specific code. Those modules are also written with Kotlin.Let’s look at the ReposRepository class implementation declared in the common module.platform-androidactual class ReposRepository( private val baseUrl: String, private val userName: String ) { private val api: GithubApi by lazy { Retrofit.Builder() .addConverterFactory(GsonConverterFactory.create()) .addCallAdapterFactory(CoroutineCallAdapterFactory()) .baseUrl(baseUrl) .build() .create(GithubApi::class.java) } actual suspend fun getRepositories() = api.getRepositories(userName) .await() .map { apiRepo -> apiRepo.toGithubRepo() } actual suspend fun getBranches(repo: GithubRepo) = api.getBranches(userName, repo.name) .await() .map { apiBranch -> apiBranch.toGithubBranch() } } In the Android implementation, we use the Retrofit library with an adaptor converting the calls into a coroutine-compatible format. Note the actual keyword we’ve mentioned above.platform-iosactual open class ReposRepository { actual suspend fun getRepositories(): List { return suspendCoroutineOrReturn { continuation -> getRepositories(continuation) COROUTINE_SUSPENDED } } actual suspend fun getBranches(repo: GithubRepo): List { return suspendCoroutineOrReturn { continuation -> getBranches(repo, continuation) COROUTINE_SUSPENDED } } open fun getRepositories(callback: Continuation - >) {
throw NotImplementedError("iOS project should implement this")
}
open fun getBranches(repo: GithubRepo, callback: Continuation
- >) {
throw NotImplementedError("iOS project should implement this")
}
}
You can see the actual implementation of the ReposRepository class for iOS in the platform module does not contain the specific implementation of server interactions. Instead of this, the suspendCoroutineOrReturn code is called from the standard Kotlin library and allows us to interrupt the execution and get the continuation callback which has to be called upon the completion of the background process. This callback is then passed to the function which will be re-specified in the Xcode project where all the server interaction will be implemented (in Swift or Objective-C). The COROUTINE_SUSPENDED value signifies the suspended state and the result will not be returned immediately.iOS appThe following is an Xcode project that uses the platform-ios module as a generic Objective-C framework.To assemble platform-ios into a framework, use the konan Gradle plugin. Its settings are in the platform-ios/build.gradle file:apply plugin: 'konan'
konanArtifacts {
framework('KMulti', targets: ['iphone_sim']) {
...
KMulti is a prefix for the framework. All the Kotlin classes from the common and platform-iosmodules in the Xcode project will have this prefix.After the following command,./gradlew :platform-ios:compileKonanKMultiIphone_sim
the framework can be found under:/kotlin_multiplatform/platform-ios/build/konan/bin/ios_x64
It has to be added to the Xcode project.This is how a specific implementation of the ReposRepository class looks like. The interaction with a server is done by means of the Alamofire library.class ReposRepository: KMultiReposRepository {
...
override func getRepositories(callback: KMultiStdlibContinuation) {
let url = baseUrl.appendingPathComponent("users/\(githubUser)/repos")
Alamofire.request(url)
.responseJSON { response in
if let result = self.reposParser.parse(response: response) {
callback.resume(value: result)
} else {
callback.resumeWithException(exception: KMultiStdlibThrowable(message: "Can't parse github repositories"))
}
}
}
override func getBranches(repo: KMultiGithubRepo, callback: KMultiStdlibContinuation) {
let url = baseUrl.appendingPathComponent("repos/\(githubUser)/\(repo.name)/branches")
Alamofire.request(url)
.responseJSON { response in
if let result = self.branchesParser.parse(response: response) {
callback.resume(value: result)
} else {
callback.resumeWithException(exception: KMultiStdlibThrowable(message: "Can't parse github branches"))
}
}
}
}
Android appWith an Android project it is all fairly simple. We use a conventional app with a dependency on the platform-android module.dependencies {
implementation project(':platform-android')
Essentially, it consists of one ReposActivity which implements the ReposView interface.override fun showRepoList(repoList: List
) { adapter.items = repoList adapter.notifyDataSetChanged() } override fun showLoading(loading: Boolean) { loadingProgress.visibility = if (loading) VISIBLE else GONE } override fun showError(errorMessage: String) { Toast.makeText(this, errorMessage, Toast.LENGTH_LONG).show() } Coroutines, apples, and magicSpeaking of coroutines and magic, in fact, at the moment coroutines are not yet supported by Kotlin/Native. The work in this direction is ongoing. So how on Earth do we use the async/awaitcoroutines and functions in the common module? Let alone in the platform module for iOS.As a matter of fact, the async and launch expect functions, as well as the Deferred class, are specified in the common module. These signatures are copied from kotlinx.coroutines.import kotlin.coroutines.experimental.Continuation import kotlin.coroutines.experimental.CoroutineContext expect fun async(context: CoroutineContext, block: suspend () -> T): Deferred expect fun launch(context: CoroutineContext, block: suspend () -> T) expect suspend fun withContext(context: CoroutineContext, block: suspend () -> T): T expect class Deferred { suspend fun await(): T } Android coroutinesIn the platform-android platform module, declarations are mapped into their implementations from kotlinx.coroutines:actual fun async(context: CoroutineContext, block: suspend () -> T): Deferred { return Deferred(async { kotlinx.coroutines.experimental.withContext(context, block = block) }) } iOS coroutinesWith iOS things are a little more complicated. As mentioned above, we pass the continuation(KMultiStdlibContinuation) callback to the functions that have to work asynchronously. Upon the completion of the work, the appropriate resume or resumeWithExceptionmethod will be requested from the callback: override func getBranches(repo: KMultiGithubRepo, callback: KMultiStdlibContinuation) { let url = baseUrl.appendingPathComponent("repos/\(githubUser)/\(repo.name)/branches") Alamofire.request(url) .responseJSON { response in if let result = self.branchesParser.parse(response: response) { callback.resume(value: result) } else { callback.resumeWithException(exception: KMultiStdlibThrowable(message: "Can't parse github branches")) } } } In order for the result to return from the suspend function, we need to implement the ContinuationInterceptor interface. This interface is responsible for how the callback is being processed, specifically which thread the result (if any) will be returned in. For this, the interceptContinuation function is used.abstract class ContinuationDispatcher : AbstractCoroutineContextElement(ContinuationInterceptor), ContinuationInterceptor { override fun interceptContinuation(continuation: Continuation ): Continuation { return DispatchedContinuation(this, continuation) } abstract fun dispatchResume(value: T, continuation: Continuation ): Boolean abstract fun dispatchResumeWithException(exception: Throwable, continuation: Continuation<*>): Boolean } internal class DispatchedContinuation ( private val dispatcher: ContinuationDispatcher, private val continuation: Continuation ) : Continuation { override val context: CoroutineContext = continuation.context override fun resume(value: T) { if (dispatcher.dispatchResume(value, continuation).not()) { continuation.resume(value) } } override fun resumeWithException(exception: Throwable) { if (dispatcher.dispatchResumeWithException(exception, continuation).not()) { continuation.resumeWithException(exception) } } } In ContinuationDispatcher there are abstract methods implementation of which will depend on the thread where the executions will be happening.Implementation for UI threadsimport platform.darwin.* class MainQueueDispatcher : ContinuationDispatcher() { override fun dispatchResume(value: T, continuation: Continuation ): Boolean { dispatch_async(dispatch_get_main_queue()) { continuation.resume(value) } return true } override fun dispatchResumeWithException(exception: Throwable, continuation: Continuation<*>): Boolean { dispatch_async(dispatch_get_main_queue()) { continuation.resumeWithException(exception) } return true } } Implementation for background threadsimport konan.worker.* class DataObject (val value: T, val continuation: Continuation ) class ErrorObject (val exception: Throwable, val continuation: Continuation ) class AsyncDispatcher : ContinuationDispatcher() { val worker = startWorker() override fun dispatchResume(value: T, continuation: Continuation ): Boolean { worker.schedule(TransferMode.UNCHECKED, {DataObject(value, continuation)}) { it.continuation.resume(it.value) } return true } override fun dispatchResumeWithException(exception: Throwable, continuation: Continuation<*>): Boolean { worker.schedule(TransferMode.UNCHECKED, {ErrorObjeвыct(exception, continuation)}) { it.continuation.resumeWithException(it.exception) } return false } } Now we can use the asynchronous manager in the interactor:let interactor = KMultiReposInteractor( repository: repository, context: KMultiAsyncDispatcher() ) And the main thread manager in the presenter:let presenter = KMultiReposPresenter( uiContext: KMultiMainQueueDispatcher(), interactor: interactor ) Key takeawaysThe pros:The developers implemented a rather complicated (asynchronous) business logic and common module data depiction logic.You can develop native apps using native libraries and instruments (Android Studio, Xcode). All of the native platforms’ capabilities are available through Kotlin/Native.It goddamn works!The cons:All the Kotlin/Native solutions in the project are yet in the experimental status. Using features like this in the production code is not a good idea.No support for coroutines for Kotlin/Native out of the box. Hopefully, this issue will be solved in the near future. This would allow developers to signNowly speed up the process of multiplatform projects creation while also simplifying it.An iOS project will only work on the arm64 devices (models starting from iPhone 5S). -
Which is a cross-platform programming language for developing apps both for Android and iOS?
There are lots of cross-platform development tools which will more-or-less let you write a single program which runs on both platforms.But if you haven’t written programs for Android and iOS before, there is a substantial learning curve. The language is the least of your problems. The language sits in some “framework” which provides functionality like drawing buttons and navigating pages, and these are complex. And you still need to know a fair bit about Android and iOS.The two most popular cross development tools are React Native and Xamarin. React Native code is written in Javascript using the React framework. Xamarin code is written in C# and has its own framework.If you are new to programming, don’t start with iOS and Android cross platform development tools.
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What are the services provided by the Real estate agents?
What A Realtor Does For YouThe Critical Role Of The Realtor In The Real Estate TransactionMany home buyers and sellers are not aware of the true value that a Realtor provides during the course of a real estate transaction. Many people, in fact, are not cognizant of the expertise, professional knowledge, and just plain hard work that go into bringing about a successful real estate transaction.A multitude of important services and steps required in a real estate transaction are carried out by the Realtor or the brokerage staff. Most of these steps have traditionally been viewed simply as part of a Realtor's professional responsibilities to the client. But, without them, the transaction could be placed in jeopardy.Listed below are nearly 200 typical actions, research steps, processes, and review stages necessary for a successful residential real estate transaction that are normally provided by a full service real estate brokerage in exchange for their sales commission. Depending on the transaction, some of these steps may take minutes, hours, or even days to complete, while some may not be needed.ComprehensivenessThe list is by no means an attempt to set forth a complete list of services, as these can vary within each brokerage and each market. Many Realtors routinely provide a wide variety of additional services that are as varied as the nature of each transaction.By the same token, some transactions may not require every step listed. However, given the unexpected complications that can arise, it's far better to know about a step and make an intelligent, informed decision to skip it, than to not know the possibility even exists.The Realtor CommitmentThe professional commitment of a Realtor is to ensure that a seller and a buyer are brought together in an agreement that provides each with a transaction that is fair and equitable. The motivation is easy to understand. For most full-service brokerages, they receive no compensation whatsoever unless and until the sale closes.By contrast, there are firms that offer limited services in exchange for an up-front flat fee, or offer a menu of pay-as-you-go or a la' carte options. Other real estate firms may offer a sliding scale ranging from limited to full service. In these cases, the compensation of the Realtor is based on the reduced services provided, with the seller bearing full responsibility for all of the other steps and procedures (which are normally conducted by a full service real estate firm) in the selling process.Variety Of ChoicesThe variety of brokerage business models in today's real estate industry - full service, limited service, fee for service or other -- affords consumers with a greater range of options than ever before. No matter which option they choose, homeowners should understand exactly what services will, or will not, be provided by their choice of Realtor/brokerage firm before signing a Listing Agreement or otherwise engaging the services of a Realtor and agreeing to compensation.Why Use A RealtorNot every real estate agent or broker is a Realtor. That term and the familiar block "R" logo are trademarked by the National Association of Realtors can legally be used only by those that are Realtor members through their local association of Realtors.While all Realtors are also state-issued licensees as agents or brokers, a major difference between a real estate licensee and a Realtor is that Realtors have taken an oath to subscribe to a stringent, enforceable Code of Ethics with Standards of Practice that promote the fair, ethical and honest treatment of all parties in a transaction. Real estate licensees (those that have a state-issued license but are not members of a Realtor association) are not bound to the ethical practices and principles set forth in the Realtor Code.In addition, Realtor associations offer a wealth of training courses to their member Realtors, to help assure that Realtors serve their customers with the level of skill, knowledge and attention to detail required in today's real estate transaction. The continual training provided to Realtors underscores the importance of having help and guidance from someone who fully understands the process - a Realtor.For peace of mind, ensure that the individual seeking to represent you in a real estate transaction is not just a real estate licensee, but also a Realtor.Pre-Listing Activities1. Make appointment with seller for listing presentation.2. Send seller a written or e-mail confirmation of listing appointment and call to confirm.3. Review pre-appointment questions.4. Research all comparable currently listed properties.5. Research sales activity for past 18 months through the Multiple Listing Service (MLS) and/or public records databases.6. Research "Average Days on Market" for this property of this type, price range and location.7. Download and review property tax roll information.8. Prepare "Comparable Market Analysis" (CMA) to establish fair market value.9. Obtain copy of subdivision plat/complex lay-out.10. Research property's ownership and deed type.11. Research property's public record information for lot size and dimensions.12. Research and verify legal description.13. Research property's land use coding and deed restrictions.14. Research property's current use and zoning.15. Verify legal names of owner(s) in county's public property records.16. Prepare listing presentation package with above materials.17. Perform exterior Curb Appeal Assessment of subject property.18. Compile and assemble formal file on property.19. Confirm current public schools and explain impact of schools on market value.20. Review listing appointment checklist to ensure all steps and actions have been completed.Listing Appointment Presentation21. Give seller an overview of current market conditions and projections.22. Review agent's and company's credentials and accomplishments in the market.23. Present company's profile and position or niche in the marketplace.24. Present CMA Results To Seller, including Comparables, Solds, Current Listings and Expireds.25. Offer pricing strategy based on professional judgment and interpretation of current market conditions.26. Discuss goals with seller to market effectively.27. Explain market power and benefits of Multiple Listing Service.28. Explain market power of web marketing, Internet Data Display and Find Real Estate, Homes for Sale, Apartments & Houses for Rent.29. Explain the work the brokerage and agent do behind the scenes and agent's availability onweekends.30. Explain agent's role in taking calls to screen for qualified buyers and protect seller from curiosity seekers.31. Present and discuss strategic master marketing plan.32. Explain different agency relationships and determine seller's preference.33. Review and explain all clauses in Listing Contract and Addendum and obtain seller's signature.Once Property Is Under Listing Agreement34. Review current title information.35. Measure overall and heated/air conditioned square footage.36. Measure interior room sizes.37. Confirm lot size via owner's copy of certified survey, if available.38. Note any and all unrecorded property lines, agreements, easements.39. Obtain house plans, if applicable and available.40. Review house plans and make copy.41. Order plat map for retention in property's listing file.42. Prepare showing instructions for buyers' agents and agree on showing time window with seller.43. Obtain current mortgage loan(s) information: companies and loan account numbers.44. Verify current loan information with lender(s).45. Check assumability of loan(s) and any special requirements.46. Discuss possible buyer financing alternatives and options with seller.47. Review current appraisal if available.48. Identify Home Owner Association manager if applicable.49. Verify Home Owner Association Fees with manager - mandatory or optional and current annual fee.50. Order copy of Homeowner Association bylaws, if applicable.51. Research electricity availability and supplier's name and telephone number.52. Calculate average utility usage from last 12 months of bills.53. Research and verify city sewer/septic tank system.54. Water System: Calculate average water fees or rates from last 12 months of bills.55. Well water: Confirm well status, depth and output from Well Report.56. Natural gas: Research/verify availability and supplier's name and telephone number.57. Verify security system, current term of service and whether owned or leased.58. Verify if seller has transferable Termite Bond.59. Ascertain need for lead-based paint disclosure.60. Prepare detailed list of property amenities and assess market impact.61. Prepare detailed list of property's "Inclusions & Conveyances with Sale."62. Compile list of completed repairs and maintenance items.63. Send "Vacancy Checklist" to seller if property is vacant.64. Explain benefits of Home Owner Warranty to seller.65. Assist sellers with completion and submission of Home Owner Warranty Application.66. When received, place Home Owner Warranty in property file for conveyance at time of sale.67. Have extra key made for lockbox.68. Verify if property has rental units involved. If so:69. - Make copies of all leases for retention in listing file.70. - Verify all rents and deposits.71. - Inform tenants of listing and discuss how showings will be handled.72. Arrange for installation of yard sign(s).73. Assist seller with completion of Seller's Disclosure form.74. Complete "New Listing Checklist."75. Review results of Curb Appeal Assessment with seller and provide suggestions to improve salability.76. Review results of Interior Décor Assessment and suggest changes to shorten time on market.77. Load listing into transaction management software program.Entering Property in Multiple Listing Service Database78. Prepare MLS Profile Sheet - Realtor is responsible for quality control and accuracy of listing data.79. Enter property data from Profile Sheet into MLS Listing Database.80. Proofread MLS database listing for accuracy - including proper placement in mapping function.81. Add property to company's Active Listings list.82. Provide seller with signed copies of Listing Agreement and MLS Profile Sheet Data Form within 48 hours.83. Take additional photos for upload into MLS and use in flyers. Discuss efficacy of panoramic/virtual tour photography.Marketing The Listing84. Create print and Internet ads with seller's input.85. Coordinate showings with owners, tenants, and other Realtors. Return all calls - weekends included.86. Install electronic lockbox if authorized by owner. Program lockbox with agreed-upon showing time windows.87. Prepare mailing and contact list.88. Generate mail-merge letters to contact list.89. Order "Just Listed" labels and reports.90. Prepare flyers and feedback faxes.91. Review comparable MLS listings regularly to ensure property remains competitive in price, terms, conditions and availability.92. Prepare property marketing brochure for seller's review.93. Arrange for printing or copying of supply of marketing brochures or flyers.94. Place marketing brochures in all company agent mail boxes.95. Upload listing to company and agent Internet site, if applicable.96. Mail Out “Just Listed” notice to all neighborhood residents.97. Advise Network Referral Program of listing.98. Provide marketing data to buyers coming through international relocation networks.99. Provide marketing data to buyers coming from referral network.100. Provide “Special Feature” cards for marketing, if applicable.101. Submit ads to company’s participating Internet real estate sites.102. Price changes conveyed promptly to all Internet groups.103. Reprint/supply brochures promptly as needed.104. Loan information reviewed and updated in MLS as required.105. Feedback e-mails/faxes sent to buyers’ agents after showings.106. Review weekly Market Study.107. Review lockbox reports to study home showing traffic.108. Discuss lockbox showing reports and feedback from showing agents with seller to determine if changes will accelerate the sale.109. Place regular weekly update calls to seller to discuss marketing and pricing.110. Promptly enter price changes in MLS listing database.The Offer And Contract111. Receive and review all Offer to Purchase contracts submitted by buyers or buyers’ agents.112. Evaluate offer(s) and prepare a “net sheet” on each for the owner for comparison purposes.113. Counsel seller on offers. Explain merits and weakness of each component of each offer.114. Contact buyers’ agents to review buyer’s qualifications and discuss offer.115 Fax/deliver Seller’s Disclosure to buyer’s agent or buyer upon request and prior to offer if possible.116. Confirm buyer is pre-qualified by calling loan officer.117. Obtain pre-qualification letter on buyer from loan officer.118. Negotiate all offers on seller’s behalf, setting time limit for loan approval and closing date.119. Prepare and convey any counter offers, acceptance or amendments to buyer’s agent.120. Fax copies of contract and all addendums to closing attorney or title company.121. When Offer to Purchase Contract is accepted and signed by seller, deliver to buyer’s agent.122. Record and promptly deposit buyer’s earnest money in escrow account.123. Disseminate “Under-Contract Showing Restrictions” as seller requests.124. Deliver copies of fully signed Offer to Purchase contract to seller.125. Fax/deliver copies of Offer to Purchase contract to Selling Agent.126. Fax copies of Offer to Purchase contract to lender.127. Provide copies of signed Offer to Purchase contract for office file.128. Advise seller in handling additional offers to purchase submitted between contract and closing.129. Change status in MLS to “Sale Pending.”130. Update MLS and transaction management program to show “Sale Pending.”131. Review buyer’s credit report results -- advise seller of worst and best case scenarios.132. Provide credit report information to seller if property will be seller-financed.133. Assist buyer with obtaining financing, if applicable and follow-up as necessary.134. Coordinate with lender on discount points being locked in with dates.135. Deliver unrecorded property information to buyer.136. Order septic system inspection, if applicable.137. Receive and review septic system report and assess any possible impact on sale.138. Deliver copy of septic system inspection report lender and buyer.139. Deliver Well Flow Test Report copies to lender and buyer and property listing file.140. Verify termite inspection ordered.141. Verify mold inspection ordered, if required.Tracking The Loan Process142. Confirm verifications of deposit and buyer’s employment have been returned.143. Follow loan processing through to the underwriter.144. Add lender and other vendors to transaction management program so agents, buyer and seller can track progress of sale.145. Contact lender weekly to ensure processing is on track.146. Relay final approval of buyer’s loan application to seller.Home Inspection147. Coordinate buyer’s professional home inspection with seller.148. Review home inspector’s report.149. Enter completion into transaction management tracking software program.150. Explain seller’s responsibilities with respect to loan limits and interpret any clauses in the contract.151. Ensure seller’s compliance with Home Inspection Clause requirements.152. Recommend or assist seller with identifying and negotiating with trustworthy contractors to perform any required repairs.153. Negotiate payment and oversee completion of all required repairs on seller’s behalf, if needed.The Appraisal154. Schedule appraisal.155. Provide comparable sales used in market pricing to appraiser.156. Follow-Up on appraisal.157. Enter completion into transaction management program.158. Assist seller in questioning appraisal report, if questions arise.Closing Preparations And Duties159. Contract is signed by all parties.160. Coordinate closing process with buyer’s agent and lender.161. Update closing forms and files.162. Ensure all parties have all forms and information needed to close the sale.163. Select location where closing will be held.164. Confirm closing date and time and notify all parties.165. Assist in solving any title problems (boundary disputes, easements, etc) or in obtaining Death Certificates.166. Work with buyer’s agent in scheduling and conducting buyer’s final walk-through prior to closing.167. Research all tax, Home Owner Association, utility and other applicable prorations.168. Request final closing figures from closing agent (attorney or title company).169. Receive and carefully review closing figures to ensure accuracy of preparation.170. Forward verified closing figures to buyer’s agent.171. Request copy of closing documents from closing agent.172. Confirm buyer and buyer’s agent have received title insurance commitment.173. Provide Home Owners Warranty for availability at closing.174. Review all closing documents carefully for errors.175. Forward closing documents to absentee seller as requested.176. Review documents with closing agent (attorney).177. Provide earnest money deposit check from escrow account to closing agent.178. Coordinate this closing with seller’s next purchase and resolve any timing problems.179. Have a “no surprises” closing so that seller receives a net proceeds check at closing.180. Refer sellers to a Realtor at their destination, if applicable.181. Change MLS status to Sold. Enter sale date, price, selling broker and agent’s ID numbers, etc.182. Close out listing in transaction management program.Follow Up After Closing183. Answer questions about filing claims with Home Owner Warranty company, if requested.184. Attempt to clarify and resolve any conflicts about repairs if buyer is not satisfied.185. Respond to any follow-on calls and provide any additional information required from office files.Are You looking for Property?Check Your Property Rates on Oyeok AppAndroid: OYEOK-Real Estate Prices-Rates - Android Apps on Google PlayiOS: OYEOK-Real Estate Prices-Rates - Android Apps on Google Play
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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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How can I call my lost phone by its IMEI number?
In Case You Lost Your Mobile But u know your IMEI number You Have To Follow These Steps:Step by Step Procedures to get your stolen phone backStep 1. Gather the Required InformationCertain information is required in the process of finding your phone back. You are advised to gather these following details of your phone beforehand by looking up the packaging/invoice/warranty card/other documents relating to your mobile phone:Make and model of the mobileIMEI /PUC numberYour phone numberThe description of when and where you lost itYour suspicions (if any) of anyone who could have stolen it.Step 2. Get your SIM deactivatedThis is a step which can be taken after filing the FIR or it can be done immediately. The advantage of waiting for a while before you deactivate your phone is that in case your phone is in the hand of an honest person, they may try to contact someone from your phone list to inform you that they have your phone.And if you are suspicious about the finder of your phone and want to ignore any case of mishappenings or in case you have waited for a reasonable time, you may initiate the process of deactivating your number by contacting your respective service provider so that anyone who has stolen it will not be able to use to make calls. It is a simple process in which the customer representative of your service provider will ask certain details of yours which will assure him about your identity as the user. And you can also check if there are any calls been made, this may help you in tracking down the whereabouts of your phone.Step 3. Protect your dataIf In case your mobile phone has data synced with online applications like Gmail, Google Contacts, Google Calendar etc., it is wise to change your password immediately so that your data which can contain your private photographs, contacts, bank details, browsing history, personal emails, phone logs and other personal information.Step 4. Report to PoliceIt is very important to report the matter to the Police as your mobile can be misused by someone else and can lead to serious consequences. So one can follow the following procedures when you realize that you don’t have your mobile phone :In case of TheftIf you think that your mobile phone has been stolen by someone then you must go to the police station nearest to the place where the phone was stolen and get an FIR registered to report the theft.How to file an FIRYou need to go to any nearby police station where you had your phone with you last time.Tell the police officer to register the FIR for a stolen mobile phone under Section 154 of CrPC.Tell the details of your phone like the color and model of the phone, IMEI number of the phone.The names of the witnesses, if there were any witnesses present at the place where you lost your phone.After filing the FIR, you should not forget to take the copy of FIR so that you can track the position of the FIR afterwards.How to keep track on the progress of your ComplainAs per the advisory issued by Ministry of Home Affairs on Mandatory Registration of FIR for Stolen Mobile Phones on 23-July-2014, these steps needed to be followed by the investigating officer during the process of investigation. One can keep a track on the implementation of these steps. The Guidelines are:The Investigating Officer should make necessary efforts to track and recover the stolen mobile phones.He should contact the service providers for ascertaining the user details of the number on which the handset is activated subsequent to this theft.Should visit the address mentioned in the subscriber form.As the technical know-how pertaining to IMEI number of a stolen mobile phone which is available only with the service providers and the concerned officer should initiate necessary follow-up of a painstaking kind with the service providers to scan and work upon the IMEI numbers of stolen phones in order to trace them.Zonal Integrated Police Network (ZIPNET) has been provided which contains the details (IMEI numbers) of lost/stolen mobile handsets. The police need to register the details on the ZIPNET platform in order to stop the purchasing of the pre-owned mobile phone.What to do when the police refuse to file F.I.RAs per an advisory issued by the center to the states and union territories on 5 Feb 2014, registration of FIR for a stolen mobile phone is compulsory under Section 154 of CrPC. When the police refuses to register the information or FIR of the stolen mobile phone, any person aggrieved by such refusal may send in writing and by post, the substance of such information disclosing a cognizable offence, to the Superintendent of Police under section 154(3) or to the Magistrate concerned under section 156(3) of the CrPC.In case of misplaced or lost phoneIf you think that your mobile phone was lost or misplaced you should go to the police station nearest to the place where the phone was misplaced or lost, and get a Daily Diary Report (DDR) registered. An FIR is filed in cases of cognizable offenses, i.e. crimes of serious nature while in cases of non-cognizable offenses a DDR can be registered. The DDR can act as proof of your bona fides (good intention) in case the lost phone is misused.Here is the Sample Complaint Letter to the Police Officer Incharge:Fromabc… (Applicant Name)xyz …(your contact address)123456…(your contact mobile number/Phone number)Abc@your.mail…(your e-mail id.)Date.______To,The Police Officer In chargeAddress ( Local Police station)Respected Sir,Sub. : Loss of my _____________(mention your lost phone and Number)While travelling from _______(place) to __________(place) by bus/ train/ walk I have lost my phone __________ bearing No.____________ along with (name other documents if any) some where. (If you have any idea or chance of loss at an approximate area, you can mention the same in your application). Sir, to avoid any misuse of my above ___________ I seek your help and request you to kindly register my F.I.R in the subject matter.For your ready reference I enclose herewith(a) details of phone, IMEI number of phone ____________(b) copy of ______________ as I.D proof.Hope you will do the needful favorably at the earliest.Thanks and regardsYours Sincerely____________(your signature)____________(your Name)Register Online Police ComplaintNowadays many States provide the facilities for online complaint where you need to register your FIR online which requires the details like your IMEI number, your email id, active mobile number, address and other related information required in the process of investigation. This process is developed to ease the process and to build the trust of the citizens in the police and it also makes the whole process efficient. One can simply go to their respective official websites of the Police Department and they need to get themselves register there and after the registration is done, one can file the complaint. Below are some of the different states and cities where online registration of complaint is available, one can easily lodge an online complaint with them:Andhra PradeshAssamBiharGoaUttar PradeshHaryanaJharkhandMadhya PradeshPunjabRajasthanGujaratBangaloreKeralaMaharashtraNow, let us see the complete detailed procedure of how one can register an online complaint in Delhi.How to Register Online Complaint in DelhiStep 1: Go to Delhi Police Official website.Step 2: Click on ‘Lost & Found’ options- Multiple options will appear at the homepage like helpline no., lost report, Women safety app, Police clearance certificate, Character verification report. For online FIR registration click on ‘Lost & Found’ option, in the middle of the page.Step 3: Go for registration- After going in the ‘Lost Article Report’, four options will appear – 1. Retrieve 2. Register 3. Search found articles 4. FAQ. Select the second option ‘Register’.Step 4: Fill the registration form- A new page will open, where you have to fill up the blanks with your personal details as well as your lost article’s details. The following options will be there-Complainant’s Name- Fill the name of the person who wants to lodge the E-FIR.Father’s/Mother’s Name- Fill the complainant’s parents name.Complainant’s Address- Where the complainant is residing (Required full address).Complainant’s Mobile number- Complainant’s working mobile number.Complainant’s email ID– it will be needed because a copy of your e-FIR will be sent to you via email for verification.Place of Loss in Delhi- Fill the particular details about where your article was lost in Delhi.Date of Loss- Fill the date on which you lost your phone.Time of Loss- If you remembered the time of loss then fill it. However, it is not mandatory.Lost Articles- Fill the name of the article you have lost.Description- The basic details of the lost article.ADD- by clicking on ADD the details will be attached to the file.Any Other Details- Any other specific detail you want to highlight then fill it in this blank.Enter captcha code- Fill the Code given after all the above details.Step 5: Submit the details- Recheck all the details and then click ‘Submit’ button.Step 6: Receive the hard copy- Now check your email ID, where you will receive a copy of your e-FIR in PDF form. Take the print out of that report.How to get the phone back after it is recovered by the policeAfter recovering the stolen property, police submit the property to the court. The object in custody of court is called as “MUDDEMAL” and in order to recover your Phone, you need to file an Application for Return of Property under Section 451 of the CRPC before the Magistrate Court under which the concerned Police Station is reported to. You will have to furnish the required documents like the Bill of the Phone and you will be required to appear before the court for identification and once your identification is over then the Magistrate will pass an order directing the return of the Mobile phone to you and you will have to show the order copy to the Police Station and then that they will return your phone to you.Necessary measures for mobile phone usersIt is always said that “Prevention is better than cure” so, we must ensure certain things if we own a mobile phone in order to reduce the risk or consequences of the stolen phone:Install Tracking Apps– One can easily find plenty of apps which can help to locate your lost mobile phone. These apps like Android Device Manager for Android devices, and for iOS devices, one can install “Find my iPhone” service.Remember your IMEI Number– All mobile phone contains a unique tamper-proof identification number called IMEI (International Mobile Equipment Identity). This IMEI number can be located on the back panel of your mobile phone just below the battery or it is mentioned on your Phone Purchase bill. You can also know the IMEI number by dialing *#06# on your mobile phone.Keep the Bill of your phone at a safe place– It is a general tendency among the people to keep the mobile phone purchase bill/invoice for the sole purpose of claiming warranty but one should keep it safe after the expiration of warranty period also as it helps in proving the ownership of the phone and is required in the process of claiming it after the mobile is recovered by the police.Sync your data online– It is always advised to sync your data on online applications like Gmail, Google Contacts, Google Calendar etc., as it serves many purposes like keeping the data safe, protection from data loss etc,.It is wise to change your password immediately after the theft.Source:-https://blog.ipleaders.in/lost-p...
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Can I use my CBSE 10th class mark sheet for an identity card issued by a recognized educational institution for a PAN card?
Digital Documents Now Valid. Here's All You Need To Know About DigiLockerDigiLocker is a platform for issuance and verification of documents and certificates in a digital format, thereby eliminating the use of physical documents. Indian citizens who sign up for a DigiLocker account get a dedicated cloud storage space that is linked to their Aadhaar or UIDAI number.DigiLocker is a cloud-based digital locker to save documents online. They are now be officially acceptedNew Delhi:The government, on Thursday, issued an advisory to all states to accept documents in electronic form. With the idea of paperless governance, and an aim to make life simpler for citizens, the government announced that documents such as driving license, car registration, voter ID, PAN card, school and college certificates, and many other documents issued by the government will now be accepted, when presented in digital form. These documents can even be used for photo ID purposes at airports and railway stations.DigiLocker, as the name suggests, is a 'digital locker' for citizens to securely save copies of all their documents.DigiLocker is a platform for issuance and verification of documents and certificates in a digital format, thereby eliminating the use of physical documents. Indian citizens who sign up for a DigiLocker account get a dedicated cloud storage space that is linked to their Aadhaar or UIDAI number.Government departments and organisations which are registered with DigiLocker can push electronic copies of documents and certificates issued by them, directly into the citizens lockers. Citizens can also upload scanned copies of their documents in their accounts. These documents can be electronically signed as well, using the eSign facility.Here is all you need to know about DigiLocker, and how to use it:Q) What is DigiLocker, and how does it work?A) DigiLocker is a digital locker facility provided by the government. It allows all Indian citizens to store scanned or digital formats of their documents. The technology used by DigiLocker is Cloud computing, where all citizens are given 1 GB (gigabyte) of storage space on a secure and private cloud account. DigiLocker is part of the government's Digital India initiative.The project was launched by PM Modi in 2015, when it had a beta version. It is now completely ready, with the government telling all states to start officially recognising it. It is aimed at reducing the need to carry physical documents, while also aiding in paperless governance.How the DigiLocker system worksQ) What are the benefits of DigiLocker?A) Some of the benefits offered by DigiLocker include:Citizens can access their digital documents anytime, anywhere and share it online for their ease and convenience. This helps in saving time, paperwork, and helps people get their work done on the move.It reduces the administrative overhead of government departments by minimising the use of paper, thereby making it a hassle-free and more environment-friendly way of getting things done.DigiLocker makes it easier to validate the authenticity of documents as they are issued directly by the registered issuers. Since documents are verified by the concerned departments, it helps a user get many other tasks done, for eg: documents required for various banking purposes, or at airports and railway stations, where IDs are needed.Self-uploaded documents can be digitally signed using the eSign facility (which is similar to the process of self-attestation of documents). Documents can thereby be shared as and when required, without it having to be manually delivered or collected.All physical documents can then be kept in the safety of ones home, minimising the chance of ever losing them, or damaging them.Here is a video showing how DigiLocker helps in our daily lives:Q) How can I open a DigiLocker account? What do I need?A) The DigiLocker facility is available only for Indian citizens. To open a DigiLocker account, you must have an Aadhaar card (Aadhaar number). To activate the account, it is mandatory to link your DigiLocker account to your Aadhaar (UIDAI) number.Q) Is my data (certificates and documents) safe in DigiLocker?A) The government assures that DigiLocker is completely safe, with some of the best security features available on date. DigiLocker allows only the user to access their data and documents. The user gets a secure and private cloud account, which is password-protected. Security measures also include a 256 Bit SSL encryption and mobile authentication based sign up process (with OTP facility). DigiLocker also comes with a 'timed logout', which means it logs the user out if the individual leaves it open and idle.DigiLocker follows the best industry practices, and keeps data 100 per cent private, allowing only the user to share details and documents with others. DigiLocker is ISO certified, and has an ISO-27001 certified data centre.Some of the main security features include:Standard Practices: DigiLocker follows standard software development practices of uniform coding standards, guidelines and reviews. Every release is reviewed and tested internally for security and penetration vulnerabilities before getting deployed on our servers.256 Bit SSL Encryption: DigiLocker uses 256 bit secure socket layer (SSL) Encryption for information transmitted during any activity.Mobile Authentication based Sign Up: DigiLocker uses mobile authentication based signup via OTP (one time password) for authenticating users and allowing access to the platform.Aadhaar Authentication based Issued Document Access: To receive issued documents from registered issuers, citizens need to authenticate themselves using Aadhaar's Biometric or Mobile OTP authentication service.ISO 27001 certified Data Centre: The application is hosted in a ISO 27001 security certified data centre.Data Redundancy: Data is backed up in secure environment with proper redundancy.Timed Log Out: To protect citizen's account from unauthorized access, our system is designed to terminate session automatically if extended inactivity is detected.Security Audit: The DigiLocker application has been security audited by a recognized audit agency and the application security audit certificate has been obtained.User Consent Based System: The data from DigiLocker is shared only with the citizen's explicit consent. All sharing and access activities are logged and conveyed to the citizen. Organizations that need access to citizens' certificates need to register on DigiLocker and seek explicit consent from the citizen.To know full details about the technical specifications of DigiLocker, please click here.Q) Who are the key stakeholders in the DigiLocker system?A) DigiLocker has three stakeholders. They are:Issuer: Entity issuing e-documents to individuals in a standard format and making them electronically available eg: CBSE, Registrar Office, Income Tax department, RTO (transport office), etc.Requester: Entity requesting secure access to a particular e-document stored within a repository (eg: University, Passport Office, Regional Transport Office, etc.)Resident: An individual who uses the Digital Locker service based on their Aadhaar number.Q) What are the main technology components of the DigiLocker system?A) The main technology components of the DigiLocker system include:Repository: Collection of e-documents that is exposed via standard APIs for secure, real-time access.Access Gateway: Secure online mechanism for requesters to access e-documents from various repositories in real-time using URI (Uniform Resource Indicator).DigiLocker Portal: Dedicated cloud based personal storage space, linked to each resident's Aadhaar for storing e-documents, or URIs of e-documents.To know full details about the technical specifications of DigiLocker, please click here.Q) What is the sign-up and sign-in procedure for DigiLocker? Can I link my Google or Facebook to DigiLocker?A) While signing up for a DigiLocker account, it is mandatory for a user to have an Aadhaar (UIDAI) number. A one-time password or OTP is sent to the users Aadhaar-linked mobile number, which they need to sign-up.For log-ins thereafter, a user can set a password of their choice, or link the account to their Facebook or Google logins. The choice of linking DigiLocker with Google or Facebook is given to every user, and is left to their discretion. It is not necessary to link them.Here is video explaining the sign-in and sign-up processes:Q) Can an NRI (Non Resident Indian) sign up using a foreign mobile number?A) No, it is not possible. You can register in DigiLocker using an Indian mobile number only.Q) Once I sign-up for DigiLocker, How can I get my eAadhaar linked with my account?A) Here are the steps to get eAadhaar in DigiLocker:Login to DigiLocker with your credentials.After logging into DigiLocker, you will see a dialog box with a message to get your eAadhaar.Click on "Click here" link.An OTP box will appear in the dialog.You will receive an OTP on your mobile number linked to Aadhaar.Enter this OTP in the OTP box and click "Verify OTP" button.On successful validation of the OTP you will be redirected to "Issued Document" page where URI for eAadhaar will be listed.Click on "Save" icon next to Aadhaar Card on "Issued Document" page. Your eAadhaar will be saved to "Uploaded Document" section.Q) Is DigiLocker only accessible through a web browser? Does DigiLocker have a Mobile App? What platforms is it available on?A) DigiLocker is available both for the web, as well as mobile. This means, a user can access their DigiLocker account both, from a web or mobile browser, as well as the DigiLocker Mobile App.The DigiLocker Mobile App (mobile application) is available on Google Play Store and iOS App Store. Click on the links in this answer, while on your mobile phone, to download the DigiLocker App.Q) What are the rules and amendments to use DigiLocker?A) To know all about the rules and amendments of DigiLocker, please click here. The first 8 pages are in Hindi. For English, please go straight to page 9.Q) How do I upload and e-sign documents on DigiLocker?A) Here is a video explaining the entire process of uploading and e-signing documents on DigiLocker:Q) How do I get documents issued on DigiLocker?A) Here is a video explaining the entire process of getting documents issued on DigiLocker:Q) What is DigiLocker integration with Ministry of Road Transport and Highways (MoRTH). What are the benefits of this integration for citizens?A) DigiLocker has partnered with the Ministry of Road Transport and Highways for making available digital driving license and vehicle registration certificates to Indian citizens. Under this partnership, DigiLocker is now directly integrated with the National Register, which is the national database of driving license and vehicle registration data across the country. Henceforth, DigiLocker users will be able to access their digital RC and DL both on desktop computers and on mobile devices.Here are the benefits of this integration:Paperless Services: Digital driving license and vehicle registration will minimize the use of physical documents.Authentic Records: Citizens can share the authentic digital certificates directly from the data source with other departments as identity and address proof resulting in reduction of administrative overhead.Spot Verification: The digital RC and DL in a DigiLocker account can be spot verified for authenticity either by validating the Digital Signature of MoRTH on the PDF copy of the document or by scanning the QR code on digital documents by using the QR scan facility on DigiLocker mobile app.Q) What is the process of getting my digital DL (driving license) and RC (registration certificate) in DigiLocker?A) For getting the digital RC and DL, users should ensure their Aadhaar number is linked with their DigiLocker account. Once this is done, they can go to the "Pull Partner Documents" section, select the issuer and document type and enter the document details asked for. This will allow them to fetch their document from the transport ministry database. Once the document is fetched, users can save a permanent link (URI) to this digital document in their "Issued Documents" section for later reuse.While fetching the transport ministry digital records in DigiLocker, your name in your Aadhaar card should match your name in the RC and DL database of the National Register. This ensures that only the rightful owner of the documents is able to fetch the digital DL and RC.Please click here to get a step by step demo for the process of getting the digital RC and DL.Citizens can get their Digital RC and DL on both desktop and on mobile devices (Android only at present, iOS coming soon.)Q) How can I be sure that the Digital RC and DL in DigiLocker is indeed coming from the transport ministry database? Are these digital records authentic and legally valid under Indian laws?A) The digital RC and DL in DigiLocker is digitally signed by Ministry of Road Transport and Highways. It is fetched in real-time directly from the National Register database and has a timestamp for record keeping purposes. This digital document is a legally valid document under the Indian IT Act 2000.Q) How can a CBSE Class XII student get access to their digital mark sheet on DigiLocker?A) DigiLocker has partnered with CBSE for issuing digital mark sheets to 2016 Class XII students. Students who have registered their mobile number with CBSE would receive their DigiLocker account credentials through SMS, while those who don't have their mobiles registered with CBSE would need to create a DigiLocker account with their mobile number, sync with their Aadhaar number and then pull their mark sheet from the CBSE databases.For step by step instructions on how to do this, please click here.Q) What are issued documents and what are uploaded documents?A) Issued documents are e-documents issued by various government agencies in electronic format directly from the original data source and the URI (link) of these documents is available in the issued documents section of DigiLocker. Whereas uploaded documents are those e-documents uploaded directly by the DigiLocker user.Q) What is the maximum allowed file size that can be uploaded?A) Maximum allowed file size is 10MB.Q) What type of files can be uploaded?A) File types that can be uploaded - pdf, jpeg & png.Q) What is the meaning of URI?A) A URI is a Uniform Resource Identifier generated by the issuer department, which is mandatory for every e-document of the DigiLocker system. This unique URI can be resolved to a full URL (Uniform Resource Locator) to access the actual document in its appropriate repository.Q) What departments under the government have linked themselves to DigiLocker so far? What advisory has the government given to the states to officially recognise soft copies (on DigiLocker)?A) Here is the letter or advisory that the government has issued to all the states to officially recognise documents of citizens uploaded or fetched on DigiLocker. The letter also lists all the government departments that have linked themselves to DigiLocker.
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