Riding a Roller Coaster Essay Example for Free

Riding a Roller Coaster Essay A thrill ride contains numerous circles and curves consistently. From the start, the ride looks startling. I never figured I would see myself ride one until one day my niece constrained me to jump on one. She was just 13 years of age around then, and I was 20 years of age. Being more youthful than me, I would not like to give her how frightened I was, so I dropped my pride and rode it. Subsequent to finding the energy of riding the crazy ride, I got dependent on it and continued riding it again and again. During the special seasons, my family and I went to Enchanted Kingdom in the Philippines. My little niece, Mai, needed to ride the thrill ride called The Space Shuttle. Being the most established, I needed to follow her despite the fact that I was frightened to ride it. While sitting tight in line for our turn, I saw numerous individuals were on edge to jump on, however for me I was anxious like a young man. The sun was consuming onto my skin and made me sweat more as the line became shorter. I looked up to the exciting ride, and I saw that it accelerated a few occasions such as a plane. By then, I began to get butterflies in my stomach. When I was going to pivot, it was at that point past the point of no return. â€Å"It’s our turn,† my niece hollered with fervor. I turned out to be peaceful and gave my ticket remnant to the individual accountable for the ride. We boarded and locked ourselves in as firmly as possible. In the wake of locking in, I told my niece that I was frightened and I would be shutting my eyes during the entire ride. She essentially answered by saying, â€Å"Don’t close your eyes or it’ll be considerably more unnerving; lift your hands up so it’ll be increasingly fun! † The ride was going to begin, and my legs were Tumaneng 2 shuddering and my fingers couldn't keep still. There was a commencement board before us with lights that were red, yellow, and afterward green. When we hit the green light, the ride shot forward. I was unable to accept how quick the ride was going, and all the contort and makes lifted me feel sick. I recalled what my niece stated, and I adhered to her guidelines. After the ride arrived at its quickest speed, it out of nowhere eased back down and before us was a slope, so we began to climb. I could hear the chain pulling up the truck, and everybody around me was grinning and having a fabulous time. I was at that point having a fabulous time from the earliest starting point of the ride, and I needed more. It resembled a medication that I was unable to quit having. We arrived at the top when my niece shouted, â€Å"This is the thing that I’ve been sitting tight for! † I put my hands up, and I could perceive how excellent the entertainment mecca was. At that point, we plunged and I shouted my lungs out. As we dropped, we went into an immense circle that caused us to go topsy turvy. I was unable to have envisioned how much fun I was having. I adored the adrenaline surge that was coursing through my body. This ride alone made my blood siphon quicker than any time in recent memory, and I needed more. To my failure, the ride stopped in light of the fact that it was finished. We unfastened ourselves and began to stroll down the steps, with my legs despite everything shuddering, except not from in dread however from energy. I adored the ride! It was quick and had a wide range of exciting bends in the road. In that day alone, I rode the ride very nearly multiple times with Mai. Riding the Space Shuttle turned into my fixation. Each time I return to the Philippines, I need to get onto that ride. My niece and I had an awesome time that day, and it is something that I can't ever overlook. The excitement of riding a thrill ride just because made me adores it for eternity.

Importances of shipping on indian economy

Significances of delivery on indian economy Presentation Delivery has assumed an immense job in the Indian economy. Topographically, practically 50% of Indias outskirt is secured with ocean. Talking as far as worldwide exchange, the measure of exchange done via land and air is extremely restricted. 90% of Indias regarding volume and seventy seven percent as far as worth are conveyed via ocean. This shows the measure of Indias reliance on transportation. The underlying situation where Indias parity of exchange for the most part indicated higher imports when contrasted with the fares is presently evolving. Indias sends out when contrasted with imports have expanded to eight six percent in 2001-02 when contrasted with seventy five percent in 1990-91. In the year 2002 as indicated by the reports of the WTO, India accomplished fifteen percent development rate in fares of product merchandise which made it second most elevated on the planet. Over 90% of world exchange is conveyed by the universal transportation industry. Without delivery the impo rt and fare of merchandise on the scale essential for the cutting edge world would not be conceivable. There are around 50,000 dealer ships exchanging globally, moving each sort of freight. The world armada is enlisted in more than 150 countries, and kept an eye on by over a million sailors of for all intents and purposes each nationality. Boats are in fact modern, high worth resources (bigger greetings tech vessels can cost over US$150 million to manufacture), and the activity of vendor ships produces an expected yearly pay of over US$380 billion in cargo rates, speaking to about 5% of the all out worldwide economy. For a countrys economy, the transportation part is frequently seen as a significant indicator of development. As more products are devoured inside a nation, the transportation part should become as needs be so as to suit the vehicle of extra merchandise. What's more, as the wheels of business turn with ever more noteworthy speed, so does the volume of traveler traffic. As a culmination, the area of assembling offices and circulation focuses can majorly affect the development of a countrys transportation division and transportation foundation. The general area of these assembling offices and dispersion focuses can direct whether the nation turns into a center point inside a coordinations organize or a spoke in the wheel, serving in actuality as a travel passage. Such issues are of specific significance to rising economies where transport and coordinations foundation is in procedure of fast turn of events. On the off chance that we take a gander at the fundamental drivers of Global Trade, they are Profitability for example value distinction among different markets, Risk Spread which decreases the conditions on one market, Uneven circulation of common assets, Difference in level of advancements wherein a few nations have more significant level of innovation and some have low, Difference in cost of creation on the grounds that at different spots different modern information sources are similarly less expensive for example work, power, innovation, and so on. In the event that we intently take a gander at sends out, a nation trades a specific thing which it might have normally, for example oil, or which it creates a great deal for example wheat, and so on. However, the more a nation sends out, the more outside salary it gains particularly on account of creating nations which expands its remote stores and at last coming about in the countrys all the more purchasing force and along these lines helping it to create. Along these lines sends out end up being a shelter for a nation. On the off chance that we talk about the complete overall fares from the year 1980 to 2006, overall fares were esteemed at Year 1980 1990 2002 2004 2006 Worth (Bn.$) 1,271 3,303 4,071 8,567 12,083 Nations need to depend on different nations for certain merchandise which it doesn't have. So to import these products, a nation needs to have outside trade and for that a nation depends on its fares. For the most part a nations equalization of exchange should consistently be sure, for example its fares ought to be more than its imports. Consequently transportation assuming an enormous job, the progression of freights in the ports are colossal. All the imports and fares of the entire nation are being finished by 12 significant ports. In this way the development of freight in these ports is immense. To add on to this, imports and fares need to experience exhaustive checks and a ton of documentation. All freight products brought into the nation or sent out of the nation via ocean, air, land or rail courses are represented by the arrangements of the Customs Act, 1962 and different laws of the nation identified with passage/exit from the nation. Customs guarantees that the import and fare of merchandise are in consistence with the Customs Act and different laws in power. As needs be, customs strategies are expected to give positive, unsurprising techniques by which the merchandise can enter the nation and get cleared on installment of pertinent import obligations, satisfying the prerequisites of the tradition that must b e adhered to. Altogether experiencing all products that are to be imported or sent out requires extraordinary arrangement of time and this outcomes into clog at ports coming about into sluggish development of the load and ships. These bottlenecks end up being hurtful for the countrys absolute universal exchange. To help evacuate blockage at ports, Government underpins offices, for example, C.F.S (Container Freight Stations) which end up being drastically valuable in expelling clog at ports. The C.F.S enables a ton in lessening the aggregate to stay time of load and its related expenses. CFS is where compartments are full, de-stuffed and accumulation/isolation of fare/import load happens. With the developing volume of worldwide exchange, the requirement for quick leeway of products at the port inside the base conceivable time has been picking up significance. This is all the more so when the ports are confronting clog at their premises. Further, for ideal usage of existing framework, space, hardware, merchandise that are arrived at ports should be emptied straight away with no loss of time. In like manner the idea of Container Freight Stations (CFS) has developed in significance alongside the turn of events and development of ports. A C.F.S ends up being helpful for the merchant, exporter, the port, and the nation itself. It is useful for the merchant in wording that when merchandise show up, the shipper can legitimately take his products to the C.F.S and do all the documentation while hello there products are the C.F.S. This causes him in sparing taking care of punishments regarding demrage if the freedom of products takes additional time than expected. It enables the exporter in wording that an exporter to can stuff his holder at the C.F.S premises and therefore the compartment gets prepared to send when it arrives at the port. This can spare him from taking care of additional punishments if the ordinary stuffing took additional time when being full at the port itself. It is useful for the port since it goes about as an all-encompassing arm of the port and the normal exercises like stuffing and destuffing of compartments should be possible at the C.F.S. The freedom of products should be possible while the merc handise are at the C.F.S and this outcomes into extremely low blockage at the port which makes the port capacities smooth and simple. The vessels can be stacked and emptied quicker, which builds the all out turnaround of the port. At present, when Indias all out worldwide exchange is on blast, on the off chance that the port can build its proficiency, at that point it the absolute exchange can significantly expand which thus benefits the nation all in all. Innovation assumes a tremendous job. Job of EDI. Fares presently represent over 10% of Indias $ 661 billion economy and the rate it developing persistently. C.F.S The Import Export Procedure. A C.F.S is a typical client office with open position status furnished with fixed establishments and offering administrations for taking care of and transitory capacity of import/send out loaded and void compartments conveyed under traditions control and with Customs and different organizations able to clear merchandise for home use, warehousing, brief affirmations, re-trade, impermanent capacity for forward travel and altogether trade. Transshipment of freight can likewise happen from such stations. A CFS is an all-inclusive arm of Port/ICD Complex, where import/send out merchandise are kept till fulfillment of their assessment and leeway. The imported products can be quickly moved from the port to CFS which likewise helps in the decrease of port clog. All the exercises identified with leeway of products for home utilization, warehousing, impermanent confirmations, re-send out, transitory capacity for ahead travel and inside and out fare and transshipments happen from such stations. Along these lines, freedom of products from CFS is a significant purpose of thought for exchange regard of fare/import Cargo as it is the last Customs contact point. The Main capacity of CFS is receipt, dispatch and leeway of Containerized Cargo, exceptional stock control and following framework to find compartments/load. The products got at ports are brought to CFS and stacked in CFS after check of the seal by Customs Officers. C.F.S are reinforced and secure zones, deliberately found near holder po rts, where numerous worth included exercises can be completed at all phases of the flexibly chain coordinations of containerized cargo. These incorporate compartment stuffing and de-stuffing, re-gathering in processing plant units apparatus and vehicles which have been stalled into pack parts for transportation, merchandise naming and bundling, full holder taking care of and capacity, temperature controlled capacity, fortified capacity, long haul warehousing, street and rail transport administrations, cross docking and load dealing with consultancy. C.F.S I.C.D There is a distinction between Container Freight Stations (CFS) and Inland Container Depots (ICD). In both the spots, the imported merchandise or fare products are customarily kept before freedom by the Customs and where recording of Customs shows, a similar system is followed for the bills of passage, dispatching bills and different revelations, evaluation and all the exercises identified with leeway of products for home utilization, warehousing, transitory confirmations, re-send out,

Nitro

Nitro INTRODUCTIONMartin: Hi, today we are in San Francisco with Nitro and Sam. Sam, who are you and what do you do?Sam: Sam Chandler, Im the founder and CEO here at Nitro.Martin: What did you do before you started this company?Sam: Before this company other companies. Ive been doing this a long time now, it feels like, 16+ years. Started my first company when I was 16 and still in high school in Tasmania, Australia, which is a long way from San Francisco, but, anyway. My second company I started in Melbourne in Australia a few years after that, when I moved from Tasmania to mainland Australia to go to University. And then we founded Nitro in 2005. My first company was a web services company, my second company was an email marketing startup, and here we are with a document productivity company.Martin: And what is the link between those three startups? Because most startup founders I talk to are having some kind of theme, some people like communities, some people like maybe SaaS. What is t he link between your three startups?Sam: I think people would be the first one. So, I brought across from my second startup to Nitro my technical co-founder and one thing thats kind of being a constant across that company and this company is that we try and build a team that wants to work together for the long run. So, people would be the constant theme, if not the specific technology. From a technology or product point of view, the same thing about Nitro applies to our previous company, which is were trying to make it easier for businesses to do business. So, the email marketing company was all about giving much rich and more powerful email marketing tools to marketing teams, and with Nitro were trying to make it easier for businesses to work with documents.BUSINESS MODELMartin: How did you identify the problem that Nitro is trying to solve?Sam: We observed, the founding team observed in 2004 that most businesses were working with documents very inefficiently. And they werent using digital documents to their fullest potential or they werent using digital documents at all. So, big part of our mission has been helping businesses transition from paper to digital and then to transition to more and more powerful ways of working with digital, or working with electronic documents. So, when we founded Nitro in 2005, we actually started by releasing what was at the time the first alternative to Adobe Acrobat on the desktop. Today we are the leading alternative to Adobe Acrobat, nine years later. And thats a big step out from working in very inefficient paperwork flows, for example. When it comes to kind of a next generation, or the next chapter for Nitro, its actually about smart documents in the browser or on mobile. So, were taking that original idea of trying to make businesses more productive with the things that they typically do with documents every day, and were just bringing the solution forward into a new era, one in which we work, increasingly on mobile devi ces and in a web browser.Martin: And can you briefly describe the process for big corporation or maybe SME, and how your product fits in into this?Sam: We have two key products. We have Nitro Pro, which is the Adobe Acrobat alternative and we have nearly 500.000 businesses worldwide running on Nitro, more than half the Fortune 500. And Nitro Pro is sold every single month into nearly 200 countries worldwide. So, Nitro Pro is a very established, mature product with significant adoption across the world in businesses of all sizes. Youll typically find Nitro Pro deployed as part of the standard operating equipment inside of a team of department or across the organization. So, we find most often that Nitro Pro is bundled with Microsoft Office, so if youre looking at what your classic knowledge worker toolkit on the desktop includes, it usually includes Microsoft Office and it should include Nitro Pro. Our second product is Nitro Cloud, which is all about document sharing and collaborati on in the browser and on mobile. When you look at how Nitro Cloud is deployed, we are starting mainly with a SMB, or mid market focused with Nitro Cloud, so most of our customers have 10s or 100s of users, and theyre using Nitro Clouds for some of the things that they used to use PDF for. Instead of using Nitro Pro to stamp a signature, for example, to a PDF document, theyre actually using Nitro Cloud to initiate and capture any signing workflow. But we do more than that, we do collaboration things as well. So, when you look at the kind of the double deployment inside of lot of our customers, theyre using Nitro Pro on the desktop for all their first generation document sharing and collaboration needs, and then Nitro Cloud for their second generation document sharing and collaboration needs.Martin: And how do you acquire those customers? Are you only acquiring them directly or do you use some kind of distribution of partnerships? I could imagine as you said, if youve got most of the time bundling them with Microsoft products, entering into distribution partnership with Microsoft or somebody who is selling a lot of Microsoft products?Sam: We do actually do have such a partnership. We signed a deal with Lenovo a couple of years ago, and today we are pre-loaded on Lenovo machines worldwide. So, the vast majority of Lenovo machines in most of the major countries that Lenovo operates in, we are preloaded, Nitro Pro is preloaded as the default PDF solution.Martin: And Nitro Pro is for free or is it divided into free and paid version?Sam: Both. So, we have, in the case of Lenovo partnership, all Lenovo customers get a fully functional 30 day trial at Nitro Pro, after which time it goes to free mode. So, the free mode actually has a bunch of features, its still very useful. You can still create PDFs, you can still do basic annotations, you can still stamp a signature, many of the things that we would want to offer for free. But, once that trial period has expired, if y ou need features beyond what we offer for free, than you would simply upgrade and convert to a paid user.Martin: A lot of startups, from my perspective, should start partnering with distributional partners. What would be your advice for them to just find the right partners and then convince them that they should partner with you?Sam: Even though partnerships can be great, they can be hard. I think in the early days what most startups struggle with is the credibility that is required to land very big and important partnerships. If youre a startup thats six months old and, you, guys are in a room, the chances of you closing a multimillion dollar deal with a very big, Fortune 500 company or something like that, are very slim. If we had tried to close the deal with Lenovo many years ago we wouldnt have had a chance. I think partnerships work when youve got enough scale and credibility, enough of a reputation and brand and the market, that you can offer something very interesting to a bi g partner. And those kinds of big partnerships can be quite transformational. But at the same time, you want to be careful with partnerships. Its very tempting for some small companies to go out there and lend big partnerships, but you can imagine a situation where a small company lends a very big partnership and all of a sudden, that partnership becomes most of its revenue, and so the company is at risk of not having a business anymore if it loses just one partnership. So, weve been quite careful over the years. We never wanted to have really significant partnerships until we felt we were at scale, where we could take them on board and they would only represent a small percentage of our revenue. I think the strategy, when I think about the distribution that I would recommend to most software startups its the strategy that we pursue for the last, certainly since 2008, which is freemium. I think freemium is a wonderful model, I think its applicable in all different kinds of software businesses. There are some where it doesnt work, if youre selling very high value, enterprise great solutions with very long sales cycles, and very big dollar value deals, freemium perhaps isnt the way to go. But, for everything else, for small business to the mid market, even someone in the enterprise space, freemium actually works really, really well.CORPORATE STRATEGYMartin: Sam, lets talk about corporate strategy. What has been you market entry strategy? When you launched the product, did you just offered everything for free or did you use some kind of online marketing or did you use some other platforms, or how did you get the first 50.000 downloads of your Nitro PDF?Sam: We actually started, for the first two years, we werent freemium. And we tried more conventional methods of advertising. We tried all the stuff that, if youve done it before, you realized that it doesnt work like traditional advertising, buying advertising, buying print, buying banners. We had some success ear ly on with SEO, search engine optimization, so we were getting quite a bit of organic traffic just because we were the first alternative to Adobe Acrobat. So, when people searched for Adobe Acrobat alternative, they found us. We were quite strong from an organic point of view, SEO point of view, we did SEM, of course, early on. And that actually, experience with SEO really informed of few, about the value in freemium, we realized that if we can get quite a lot traffic, and therefore prospects through having the right kind of content, imagine how much more popular we could be if we gave certain features and functionality away for free. And that was a real light bulb moment for us, and we generated significantly more traffic under a freemium model than we were able to generate with content.Martin: You started with this kind of freemium model. How easy was it to convert those free members to paying members?Sam: You get better at that over time. I think good freemium businesses are the result of, and I say this quite a bit to our team, a thousand optimizations. Very few freemium businesses hit the market and then have conversion rates that really amaze people. You start somewhere, and then you tweak, and you tweak, and you tweak, and you tweak and eventually it looks ok. We started of being essentially exclusively an online company, where we actually got to millions of dollars in revenue, between 5 and 10 million dollars in revenue before we ever had sales people. So, we were selling entirely online, we were an e-commerce platform, and it was a very successful and actually extremely high margin way to sell, of course. It doesnt really require any human interaction. But, there was a limit at how big you can get, I think, with that model, in certain markets, not everywhere. Some markets can go quite big with zero touch. But we, a few years in, made the decision that we would also create an inside sales team. So, we worked very hard at optimizing the funnel, for our online customers and prospects, and when it comes to those who want a deployment of Nitro Pro or Nitro Cloud that is team sized or department sized, or wall to wall, in a company, those customers come inside sales team. So we have inside sales team here in San Francisco, we have one in Dublin, servicing European market, we have one in Australia, as well, serving Australia and New Zealand.Martin: I would assume that you would serve or sell to SMEs online and to big corporation via inside sales. Is this assumption correct or not?Sam: It is, absolutely. We sell very efficiently to SMEs, worldwide, both online and through our sales team. Clearly, for our bigger accounts thats more of a consultative sales process, when the deal size is, would typically be often 10 or 20 times the size of the average SME sale.Martin: You have a lot off international offices for your company and you are sitting here in San Francisco. How do you manage those teams over there? From a whole company perspectiv e.Sam: Its actually really tough. San Francisco on the Bay Area is a very competitive place and the talent market is here, I would say, the most competitive anywhere on Earth, certainly right now. That might even flow but right now and for the perceivable future, this is a really tough place to build and sustain teams. Its obviously a very expensive place to do that. But theres a reason for that, its the innovation capital of the world and all those good things. When you scale, you probably want to have additional locations to scale into and weve been lucky in that we were Australian company initially, so we always had kind of a global view of the world. We had engineering in Central Europe from day 1; we have an operation in Russia, as well. Weve got this distributed team and that gives us some flexibility now as were getting bigger and bigger, were 160 people today and well probably grow to over 250 in the next 12 months. And so, when we look at how we scale, we look at scaling in all these locations because it makes sense. Some are higher cost, some are lower cost, some bring certain skill set, some bring other skill set, and so you want to kind of take a very global view, I think, if youre building a global company, and thats really important. But managing global teams is hard. You have to spend the time and the money, because it isnt free, to make it work. You want to have people rotating between the offices as often as it makes sense. You want to spend money on very fancy video conference systems that you see here, with multiple cameras and surround sound audio, and big presentation screens and all those things, and you want to install expensive video conferencing solution, so you can make everyone feel a bit closer together. I would say that we have not, weve not always been good or successful at that, and, so that the office were sitting in is a new expression, we recently took the rest of this floor and this is only a couple of weeks old. We made a po int with our new all-hands area, of having very expensive, wonderful video conferencing solutions in place, throughout this new space, because we want to bring those other offices closer.MARKET DEVELOPMENTMartin: Lets talk about market development. You talked about this smart document movement. Can you a little bit elaborate the shifting from the old status to the new status and where your company would fit in all this ecosystem?Sam: Sure. Its a really topical thing for us. We spend a lot of time thinking about and with Nitro Cloud just starting to take off now, we only released it last year, in beta, and were kind of about to launch the product formally. And were super excited about that. Our basic view of the world, the easiest way to describe, is that, for the last 20 or 30 years, weve been sharing documents the same way. Particularly when it comes to what we would call heavy weight sharing. Heavy weight sharing is when youre sharing outside the four walls of your organization, t ypically, maybe internally as well. But this is sharing thats workflow driven, sharing where there are security concerns or permission concerns around what the recipients can do with that content. These are sharing scenarios where you might want to get something signed. These are sharing scenarios where you might want to have an order trail. In these scenarios, whats really interesting is that there are few companies that are sharing in what we would call the smart way, which is on smart platforms like Nitro Cloud; and there are lots of companies who are not. And what that means is that their business workflows and processes are far more inefficient than those companies that are doing it the more modern way. And so, when we look at the world, we talk about kind of the last 20 or 30 years being first generation document sharing, which is PDF, what weve done, which is great, but we actually think theres a better way to sit alongside PDF and we call that smart documents. Our first chap ter on the first generation of document sharing really was PDFs attached to emails. Youre sharing a sales proposal with a customer, you share via email. You get some feedback back, you might send that for signature, they print it out and sign it and then they scan it and then they email it back and none of this is stored in one central place, they dont have version control, its a bit of a nightmare. So, we were trying to solve that problem with Nitro Pro in one era, and now were trying to solve that with the combination of Nitro Pro and Nitro Cloud in this new era. Our view is that were still sharing documents like its 1999. If you think about it, most of us is still attaching PDFs to emails, most of the time when we do this heavy weight sharing. We want to change that and we thing that sharing documents on a smart platform like Nitro Cloud makes a lot of sense. That would include sending a document, having document analytics around when you share something, so how its viewed, what is done to the document after its been shared, the ability to turn features on and off, to lock it down, to secure content, to open back up again, all this kinds of things are possible on a smart documents platform. We think that the world is increasingly going this way, and its motivated by or driven by a number of things. Like the first, kind of obvious thing it that were now doing more and more productivity on our mobile devices and in our web browsers. So, being able to work with documents in those environments is really key. Its also really difficult to do. To make some of these formats that have huge legacies, like PDF, work in these new environments. So, we solve for that. And another reasons that its a really big deal increasingly, I think, is that people want to have access to the documents that they work on and the solutions that they might need to integrate with wherever they are. Its become more than an ecosystem world, where you cant really have just unconnected applica tions that exist in a vacuum, you have to have applications and solutions that all your employees use, that are connected to all the other systems that they use, whether its Salesforce, or Google docs, or whatever.Martin: When you started, how did you analyze the market before deciding that you want to enter it? And, if you analyzed it, how did you estimate the market size and whether it makes sense for you to enter this market?Sam: Ive got kind of two views on market sizing. I believe its either worthwhile, or I believe its a complete waste of time. In market, when youre going after unknown opportunity, it makes sense. So, when we looked at the Nitro Pro market opportunity, we looked at the size of the Acrobat market and back then, in 2004-2005 it was in the 600 million dollar a year range.Martin: Worldwide?Sam: Worldwide, correct. And we said look, thats a big market, we think we can get a chunk of it, and we were able to size it quite realistically. When it comes to our Nitro Clo ud opportunity, we believe its in the 10s of billions of dollars, and how you size it, even putting together a number of different existing markets, so forecast markets, is one way to kind of sum it up. We consider to take office productivity and then we can sort of do online collaboration, we can do enterprise content management, we can do e-signing, and kind of put them all together and come up with some total number. But, even that doesnt really do the total market opportunity justice, because what you do when you create new solutions that have no precedence, is you create new markets that are not yet being sized. So, I think if you compare our Nitro Pro and Nitro Cloud businesses, one has quite a defined, kind of billion dollar a year market opportunity today, thats about the size of the desktop PDF editing market and collaboration document sharing market today, about a billion a year, and if you look at Nitro Cloud opportunity, its actually in the 10s of billions, as a rough es timate.ADVICE TO ENTREPRENEURS In San Francisco (CA), we meet the founder and CEO of Nitro, Sam Chandler. He shares his story how he came up with the idea and founded his company, how the current business model works, as well as Sam provides some advice for young entrepreneurs.The transcript of the interview is provided below.INTRODUCTIONMartin: Hi, today we are in San Francisco with Nitro and Sam. Sam, who are you and what do you do?Sam: Sam Chandler, Im the founder and CEO here at Nitro.Martin: What did you do before you started this company?Sam: Before this company other companies. Ive been doing this a long time now, it feels like, 16+ years. Started my first company when I was 16 and still in high school in Tasmania, Australia, which is a long way from San Francisco, but, anyway. My second company I started in Melbourne in Australia a few years after that, when I moved from Tasmania to mainland Australia to go to University. And then we founded Nitro in 2005. My first company was a web services company, my s econd company was an email marketing startup, and here we are with a document productivity company.Martin: And what is the link between those three startups? Because most startup founders I talk to are having some kind of theme, some people like communities, some people like maybe SaaS. What is the link between your three startups?Sam: I think people would be the first one. So, I brought across from my second startup to Nitro my technical co-founder and one thing thats kind of being a constant across that company and this company is that we try and build a team that wants to work together for the long run. So, people would be the constant theme, if not the specific technology. From a technology or product point of view, the same thing about Nitro applies to our previous company, which is were trying to make it easier for businesses to do business. So, the email marketing company was all about giving much rich and more powerful email marketing tools to marketing teams, and with Nitro were trying to make it easier for businesses to work with documents.BUSINESS MODELMartin: How did you identify the problem that Nitro is trying to solve?Sam: We observed, the founding team observed in 2004 that most businesses were working with documents very inefficiently. And they werent using digital documents to their fullest potential or they werent using digital documents at all. So, big part of our mission has been helping businesses transition from paper to digital and then to transition to more and more powerful ways of working with digital, or working with electronic documents. So, when we founded Nitro in 2005, we actually started by releasing what was at the time the first alternative to Adobe Acrobat on the desktop. Today we are the leading alternative to Adobe Acrobat, nine years later. And thats a big step out from working in very inefficient paperwork flows, for example. When it comes to kind of a next generation, or the next chapter for Nitro, its actually about sm art documents in the browser or on mobile. So, were taking that original idea of trying to make businesses more productive with the things that they typically do with documents every day, and were just bringing the solution forward into a new era, one in which we work, increasingly on mobile devices and in a web browser.Martin: And can you briefly describe the process for big corporation or maybe SME, and how your product fits in into this?Sam: We have two key products. We have Nitro Pro, which is the Adobe Acrobat alternative and we have nearly 500.000 businesses worldwide running on Nitro, more than half the Fortune 500. And Nitro Pro is sold every single month into nearly 200 countries worldwide. So, Nitro Pro is a very established, mature product with significant adoption across the world in businesses of all sizes. Youll typically find Nitro Pro deployed as part of the standard operating equipment inside of a team of department or across the organization. So, we find most often that Nitro Pro is bundled with Microsoft Office, so if youre looking at what your classic knowledge worker toolkit on the desktop includes, it usually includes Microsoft Office and it should include Nitro Pro. Our second product is Nitro Cloud, which is all about document sharing and collaboration in the browser and on mobile. When you look at how Nitro Cloud is deployed, we are starting mainly with a SMB, or mid market focused with Nitro Cloud, so most of our customers have 10s or 100s of users, and theyre using Nitro Clouds for some of the things that they used to use PDF for. Instead of using Nitro Pro to stamp a signature, for example, to a PDF document, theyre actually using Nitro Cloud to initiate and capture any signing workflow. But we do more than that, we do collaboration things as well. So, when you look at the kind of the double deployment inside of lot of our customers, theyre using Nitro Pro on the desktop for all their first generation document sharing and collaborat ion needs, and then Nitro Cloud for their second generation document sharing and collaboration needs.Martin: And how do you acquire those customers? Are you only acquiring them directly or do you use some kind of distribution of partnerships? I could imagine as you said, if youve got most of the time bundling them with Microsoft products, entering into distribution partnership with Microsoft or somebody who is selling a lot of Microsoft products?Sam: We do actually do have such a partnership. We signed a deal with Lenovo a couple of years ago, and today we are pre-loaded on Lenovo machines worldwide. So, the vast majority of Lenovo machines in most of the major countries that Lenovo operates in, we are preloaded, Nitro Pro is preloaded as the default PDF solution.Martin: And Nitro Pro is for free or is it divided into free and paid version?Sam: Both. So, we have, in the case of Lenovo partnership, all Lenovo customers get a fully functional 30 day trial at Nitro Pro, after which tim e it goes to free mode. So, the free mode actually has a bunch of features, its still very useful. You can still create PDFs, you can still do basic annotations, you can still stamp a signature, many of the things that we would want to offer for free. But, once that trial period has expired, if you need features beyond what we offer for free, than you would simply upgrade and convert to a paid user.Martin: A lot of startups, from my perspective, should start partnering with distributional partners. What would be your advice for them to just find the right partners and then convince them that they should partner with you?Sam: Even though partnerships can be great, they can be hard. I think in the early days what most startups struggle with is the credibility that is required to land very big and important partnerships. If youre a startup thats six months old and, you, guys are in a room, the chances of you closing a multimillion dollar deal with a very big, Fortune 500 company or som ething like that, are very slim. If we had tried to close the deal with Lenovo many years ago we wouldnt have had a chance. I think partnerships work when youve got enough scale and credibility, enough of a reputation and brand and the market, that you can offer something very interesting to a big partner. And those kinds of big partnerships can be quite transformational. But at the same time, you want to be careful with partnerships. Its very tempting for some small companies to go out there and lend big partnerships, but you can imagine a situation where a small company lends a very big partnership and all of a sudden, that partnership becomes most of its revenue, and so the company is at risk of not having a business anymore if it loses just one partnership. So, weve been quite careful over the years. We never wanted to have really significant partnerships until we felt we were at scale, where we could take them on board and they would only represent a small percentage of our rev enue. I think the strategy, when I think about the distribution that I would recommend to most software startups its the strategy that we pursue for the last, certainly since 2008, which is freemium. I think freemium is a wonderful model, I think its applicable in all different kinds of software businesses. There are some where it doesnt work, if youre selling very high value, enterprise great solutions with very long sales cycles, and very big dollar value deals, freemium perhaps isnt the way to go. But, for everything else, for small business to the mid market, even someone in the enterprise space, freemium actually works really, really well.CORPORATE STRATEGYMartin: Sam, lets talk about corporate strategy. What has been you market entry strategy? When you launched the product, did you just offered everything for free or did you use some kind of online marketing or did you use some other platforms, or how did you get the first 50.000 downloads of your Nitro PDF?Sam: We actually st arted, for the first two years, we werent freemium. And we tried more conventional methods of advertising. We tried all the stuff that, if youve done it before, you realized that it doesnt work like traditional advertising, buying advertising, buying print, buying banners. We had some success early on with SEO, search engine optimization, so we were getting quite a bit of organic traffic just because we were the first alternative to Adobe Acrobat. So, when people searched for Adobe Acrobat alternative, they found us. We were quite strong from an organic point of view, SEO point of view, we did SEM, of course, early on. And that actually, experience with SEO really informed of few, about the value in freemium, we realized that if we can get quite a lot traffic, and therefore prospects through having the right kind of content, imagine how much more popular we could be if we gave certain features and functionality away for free. And that was a real light bulb moment for us, and we gene rated significantly more traffic under a freemium model than we were able to generate with content.Martin: You started with this kind of freemium model. How easy was it to convert those free members to paying members?Sam: You get better at that over time. I think good freemium businesses are the result of, and I say this quite a bit to our team, a thousand optimizations. Very few freemium businesses hit the market and then have conversion rates that really amaze people. You start somewhere, and then you tweak, and you tweak, and you tweak, and you tweak and eventually it looks ok. We started of being essentially exclusively an online company, where we actually got to millions of dollars in revenue, between 5 and 10 million dollars in revenue before we ever had sales people. So, we were selling entirely online, we were an e-commerce platform, and it was a very successful and actually extremely high margin way to sell, of course. It doesnt really require any human interaction. But, th ere was a limit at how big you can get, I think, with that model, in certain markets, not everywhere. Some markets can go quite big with zero touch. But we, a few years in, made the decision that we would also create an inside sales team. So, we worked very hard at optimizing the funnel, for our online customers and prospects, and when it comes to those who want a deployment of Nitro Pro or Nitro Cloud that is team sized or department sized, or wall to wall, in a company, those customers come inside sales team. So we have inside sales team here in San Francisco, we have one in Dublin, servicing European market, we have one in Australia, as well, serving Australia and New Zealand.Martin: I would assume that you would serve or sell to SMEs online and to big corporation via inside sales. Is this assumption correct or not?Sam: It is, absolutely. We sell very efficiently to SMEs, worldwide, both online and through our sales team. Clearly, for our bigger accounts thats more of a consultat ive sales process, when the deal size is, would typically be often 10 or 20 times the size of the average SME sale.Martin: You have a lot off international offices for your company and you are sitting here in San Francisco. How do you manage those teams over there? From a whole company perspective.Sam: Its actually really tough. San Francisco on the Bay Area is a very competitive place and the talent market is here, I would say, the most competitive anywhere on Earth, certainly right now. That might even flow but right now and for the perceivable future, this is a really tough place to build and sustain teams. Its obviously a very expensive place to do that. But theres a reason for that, its the innovation capital of the world and all those good things. When you scale, you probably want to have additional locations to scale into and weve been lucky in that we were Australian company initially, so we always had kind of a global view of the world. We had engineering in Central Europe from day 1; we have an operation in Russia, as well. Weve got this distributed team and that gives us some flexibility now as were getting bigger and bigger, were 160 people today and well probably grow to over 250 in the next 12 months. And so, when we look at how we scale, we look at scaling in all these locations because it makes sense. Some are higher cost, some are lower cost, some bring certain skill set, some bring other skill set, and so you want to kind of take a very global view, I think, if youre building a global company, and thats really important. But managing global teams is hard. You have to spend the time and the money, because it isnt free, to make it work. You want to have people rotating between the offices as often as it makes sense. You want to spend money on very fancy video conference systems that you see here, with multiple cameras and surround sound audio, and big presentation screens and all those things, and you want to install expensive video conferencin g solution, so you can make everyone feel a bit closer together. I would say that we have not, weve not always been good or successful at that, and, so that the office were sitting in is a new expression, we recently took the rest of this floor and this is only a couple of weeks old. We made a point with our new all-hands area, of having very expensive, wonderful video conferencing solutions in place, throughout this new space, because we want to bring those other offices closer.MARKET DEVELOPMENTMartin: Lets talk about market development. You talked about this smart document movement. Can you a little bit elaborate the shifting from the old status to the new status and where your company would fit in all this ecosystem?Sam: Sure. Its a really topical thing for us. We spend a lot of time thinking about and with Nitro Cloud just starting to take off now, we only released it last year, in beta, and were kind of about to launch the product formally. And were super excited about that. O ur basic view of the world, the easiest way to describe, is that, for the last 20 or 30 years, weve been sharing documents the same way. Particularly when it comes to what we would call heavy weight sharing. Heavy weight sharing is when youre sharing outside the four walls of your organization, typically, maybe internally as well. But this is sharing thats workflow driven, sharing where there are security concerns or permission concerns around what the recipients can do with that content. These are sharing scenarios where you might want to get something signed. These are sharing scenarios where you might want to have an order trail. In these scenarios, whats really interesting is that there are few companies that are sharing in what we would call the smart way, which is on smart platforms like Nitro Cloud; and there are lots of companies who are not. And what that means is that their business workflows and processes are far more inefficient than those companies that are doing it the more modern way. And so, when we look at the world, we talk about kind of the last 20 or 30 years being first generation document sharing, which is PDF, what weve done, which is great, but we actually think theres a better way to sit alongside PDF and we call that smart documents. Our first chapter on the first generation of document sharing really was PDFs attached to emails. Youre sharing a sales proposal with a customer, you share via email. You get some feedback back, you might send that for signature, they print it out and sign it and then they scan it and then they email it back and none of this is stored in one central place, they dont have version control, its a bit of a nightmare. So, we were trying to solve that problem with Nitro Pro in one era, and now were trying to solve that with the combination of Nitro Pro and Nitro Cloud in this new era. Our view is that were still sharing documents like its 1999. If you think about it, most of us is still attaching PDFs to emails , most of the time when we do this heavy weight sharing. We want to change that and we thing that sharing documents on a smart platform like Nitro Cloud makes a lot of sense. That would include sending a document, having document analytics around when you share something, so how its viewed, what is done to the document after its been shared, the ability to turn features on and off, to lock it down, to secure content, to open back up again, all this kinds of things are possible on a smart documents platform. We think that the world is increasingly going this way, and its motivated by or driven by a number of things. Like the first, kind of obvious thing it that were now doing more and more productivity on our mobile devices and in our web browsers. So, being able to work with documents in those environments is really key. Its also really difficult to do. To make some of these formats that have huge legacies, like PDF, work in these new environments. So, we solve for that. And another reasons that its a really big deal increasingly, I think, is that people want to have access to the documents that they work on and the solutions that they might need to integrate with wherever they are. Its become more than an ecosystem world, where you cant really have just unconnected applications that exist in a vacuum, you have to have applications and solutions that all your employees use, that are connected to all the other systems that they use, whether its Salesforce, or Google docs, or whatever.Martin: When you started, how did you analyze the market before deciding that you want to enter it? And, if you analyzed it, how did you estimate the market size and whether it makes sense for you to enter this market?Sam: Ive got kind of two views on market sizing. I believe its either worthwhile, or I believe its a complete waste of time. In market, when youre going after unknown opportunity, it makes sense. So, when we looked at the Nitro Pro market opportunity, we looked at the size of the Acrobat market and back then, in 2004-2005 it was in the 600 million dollar a year range.Martin: Worldwide?Sam: Worldwide, correct. And we said look, thats a big market, we think we can get a chunk of it, and we were able to size it quite realistically. When it comes to our Nitro Cloud opportunity, we believe its in the 10s of billions of dollars, and how you size it, even putting together a number of different existing markets, so forecast markets, is one way to kind of sum it up. We consider to take office productivity and then we can sort of do online collaboration, we can do enterprise content management, we can do e-signing, and kind of put them all together and come up with some total number. But, even that doesnt really do the total market opportunity justice, because what you do when you create new solutions that have no precedence, is you create new markets that are not yet being sized. So, I think if you compare our Nitro Pro and Nitro Cloud businesses, one ha s quite a defined, kind of billion dollar a year market opportunity today, thats about the size of the desktop PDF editing market and collaboration document sharing market today, about a billion a year, and if you look at Nitro Cloud opportunity, its actually in the 10s of billions, as a rough estimate.ADVICE TO ENTREPRENEURSMartin: Sam, we always try to share some knowledge and advice with our readers and you have a very interesting story to tell, also about bootstrapping and raising money, from my perspective. What type of advice can you give first time entrepreneurs for how long to bootstrap and when to make the decision to raise some external money?Sam: Its a good question, and theres no right or wrong answer. We chose to bootstrap or raise very little money for a long time. So, here we are, nine years in and profitable with 160 people, without disclosing revenue, that what people can roughly figure it out, its in the tens of millions. We got here with a total of 6.5 million of venture invested. Now, thats something that were proud of, but it is the hard way to build the business. It takes longer, its harder, you live very much on the edge, for most of that time, because the only way you can grow is with cash flow and so, every single month youre spending effectively every incremental dollar on growth. Of course, in that scenario, if you ever have a bad month or a bad quarter, than youre toast. So, the thing about bootstrapping is you have to be uber-disciplined. You just got to run a very tight ship, you got to have your hands on the controls and youve got to be watching cash, youve got to be watching the market, youve got to be very in touch with every part of the business. Because if you lose concentration for the moment, than you might lose the whole thing. I think, for us, bootstrapping was probably a good decision, given where we came from, we started the company in Melbourne, Australia, the venture capital markets down there were not very big at tha t time, theyre still not very big today, and so we didnt really had many options. We were partly forced to do it and we partly chose to do it. I think now, I cant really talk about it, but we are probably very close to having some big news around our funding situation. And our view, at this time, is different to our view nine years ago when we began, and even five years ago. And its really driven by market opportunity. I think the simplest way to consider whether or not you need venture capital is do you have a massive market opportunity right in front of you, that is at such a scale that you need a decent balance sheet to go after before that opportunity is gone. In our case, we looked at this second generation document sharing opportunity, and we think its in the 10s of billions, we think its worth potentially raising a bunch of money to go after that. And I think for most entrepreneurs there is a point at which you are thinking about raising money, and if you have enough traction to demonstrate and you can connect that with big market opportunity, I think you should seriously consider it. It will really accelerate your execution, it will enable you to hire rapidly, it will enable you to go after big market opportunities that you might have otherwise have to wait year to attack. I think for most entrepreneurs today, you compare to when we started Nitro, its a very rich capitally ecosystem. So you dont have to decide to raise a lot of money soon, thats the great thing, you can basically choose to kind of bootstrap it for 3 or 6 months and try and prove out the idea with your founding team, go and raise the small amount of seed money to give you 12 months of runway, to kind of prove out that experiments even further and maybe get them really prototyped and in the market and get some beta customers. Then, if you think youve got a big market opportunity and you think you need to move fast, I would probably recommend raising money if you can. If I was to go and d o another startup again today, I think that Ill probably follow that more traditional model, acknowledging that it is a model that has become more the norm, particularly in the last 5 or 6 years.Martin: You said that, on the one end side, you have to find a pretty big market, understood, how we can do this. On the other end side, you say if the window of opportunity is closing very soon and those market meaning that a lot of people are trying to get a chunk of this big market. How do you define that? How long the window of opportunity will be open? Theres some gut feeling, definitely, but whether its one year, or three, or five years makes total difference.Sam: I think theres a few considerations there. I think theres, in every market it comes down to having a few leading players. You can establish dominant positions in a number of different ways, and its all about your go-to market strategy, sitting alongside your product strategy. So, if youve got the best product, if youve got th e biggest brand, if youve got the best distribution strategy, those three things are really the three killer things to have. Very few businesses have all three of them. Even some leading players in categories were all familiar with may have one of two of those things, not all three. I think for entrepreneurs, you should think about your unique product differentiation, what is it about your product that is genuinely differentiated and sustainably differentiated. Whats something you think youre going to be good at for a long time. I think you need to look at the brand and try and figure out if theres a branding opportunity in that space to own, a part of a category in your buyers mind. Then, I think you can look at distribution as well, because there are a lot of companies that have got maybe one of the first two things but maybe distribution piece isnt nailed. For us, we kind of think about the market opportunity in terms of, when we look at the competitive environment, all the space s that were to or near or whatever, do we think that there are brand and product and distribution opportunities still out there for us in the next few years, and then we try and size them, even if thats just in very broad terms, even if its as broad as saying 10s of billions of dollars, and then, if we figure that we can build a competitive, sustainable differentiation, across product and brand and distribution, in the markets we want to go after, thats what were going to do.Martin: At what point in time should a startup think about creating market enter barriers?Sam: You mean market enter barriers forMartin: So that fewer competitors come to the space and they can earn more margins.Sam: I think every business is trying to do that. Like, at the end of the day, as a great new book by Peter Thiel, Im not sure if youve read it, called Zero to One, and in it he talks about kind of the inherent tension between sort of markets and capitalism. He talks about how monopolies can potentially be wonderful things, because you can throw off lots of cash and you can use that cash to innovate. The unfortunate reality is that very few companies have monopoly-like characteristics. You are kind of fighting competition all the time. I think every company should look to focus and double down on the things that are genuinely believes will make a difference. And those things do create the barriers. These days its very hard to lock out distribution, although you can try. Its very hard to have a faultless, flawless brand, but you can try. Probably the main area where you can develop true monopolistic competitive differentiation, heres couple of key areas I can think of, mainly around:Number 1 product, like if you take Google as an example, they just have fast, superior search product thing in the market. Thats why they dominate as they do.Another area of kind of key differentiation might be around distribution strategy, something that can be really contained.There are these opportuni ties for businesses as they scale, I think for most early stage businesses, the chances of you creating genuine barriers to entry early on are pretty slim. As you scale, though, probably another really key competitive advantage thats monopolistic but you can sustain is the network effect. If you can get a good network effect going than youre in really good shape.Martin: Sam, in terms of recruiting, what advice would you give a first time entrepreneur?Sam: This is probably, I think the single most important topic for entrepreneurs, and, unfortunately, its also one that cant really be tought. Its a discipline that you will have to learn your way through, because pattern recognition and learning from your mistakes only comes trough experience. So, at the end of the day, if youve interviewed thousands of people and hired 100s of thousands of people you are probably going to get more of your hires right than somebody who has hired less than that. But there are some things that you can do , irrespective of how many times youve done it before, to give you a better shot of success. My first major piece of advice would be to be extremely disciplined about your process. So, as an example, we hired, I think we hired about 60 people last year, we would have had over 6.000 applicants, I think actually it may have had been closer to 7.000 applicants at the top of that funnel to get those 60 hires. So, were hiring only 1% of the total. And we run a really rigorous process to interview every Nitronal. So, to get in the door at Nitro, is a multi-step challenging process. And I think my advice is be extremely disciplined about that, establish a process, stick to it, allow no shortcuts. The only time you ever compromise on a process, you will come to regret it, I think in every single occasion we can think of where weve elected to take a shortcut, it has come back to bite us. So, have that process, have candidates prove to you that they can do what it is youre hiring them to do. That can take many forms. It can be a paid programming exercise, if youre hiring an engineer, it could be them white boarding something, if its an executive have them do a presentation, I think thats really, really critical. Weve learnt that the hard way over the years. People can talk a good game but might not actually be able to do what they say. So, have the candidate do something is a big tip I would give. Have as many people involved in hiring process as makes sense. Empower your whole team to have a view in hiring process, in other words, even if that person is, if the candidate, for example is not on the same team as that person of whom youre asking for an opinion, that persons opinion should matter and they should know that it matters. Cultural fit is critical. I think you should be hiring people who you want to work with. We sort of call it the beer test here, as we are Australian and we like beer. And youre German so you like beer as well, so you could also have the beer t est. But basically, if somebody is the kind of guy of girl you would want to have a beer with, they’re probably going to be a decent addition to the team. Thats assuming, of course, that they meet the criteria that youve established for the skills and experience components of the role. But we spend a lot of time and energy on making sure our process is tight, were very disciplined, we have the right hiring comities in place, we have a dedicated talent function, and its the only way that youll be able to bring great talent in the door.Once youve done all that, probably my last piece of advice would be, if youre really serious about winning in the long run, than the most important thing is the culture that will produce sustained success. So, if you take Nitro as an example, we had our first chapter, and were moving into the second chapter. We have a culture that allows us to kind of move from one thing onto the next thing, and onto the next thing, and onto the next thing. I think ev ery company should strive to have a culture that is able to evolve, as the companys needs evolve. So, creating a great place to work is really important. We are very big on what we call that Nitro culture and our values and, obviously those things up on the wall, around the office, and we really hold people to them. And if you can create environment where people will be successful, whether youre selling software or selling cars, it gives the business enormous flexibility. And I think thats our competitive differentiation. We will be successful over the next decade like weve been over the first decade if were lucky enough to be successful because this team and this culture is really strong.Martin: Great. Thank you very much, Sam, for your time. And like Sam said in this recruiting part, dont talk, just do. Now its your time to start your company. Thanks.Sam: Thank you.

Essay about The Poor Law Amendment Act and Tackling Poverty

The Poor Law Amendment Act and Tackling Poverty The Poor Law of 1601 was the first to codify the idea of the state to provide for the welfare of its citizens. It distinguished between the deserving and the undeserving poor; relief was local and community controlled.1 The 1834 Poor Law Act Amendment Act was an amendment to the Act for the relief of The English Poor Law of 1601. The Speenhamland System The Speenhamland System first saw light of day in 1795. It was introduced by the magistrates in the Berkshire village of Speenhamland in an effort to relieve the extreme poverty, which existed and was adopted widely. It offered any one, or several forms of relief including: (a) Allowances to supplement earned wages. (b)†¦show more content†¦It was a direct violation of the poor persons right to pursue the principle of pleasure; to exercise mans right to freedom and liberty. The Act was too narrow and far too severe in its remedies. 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A Common Problem Today For Adolescent Christians - 1573 Words

A common problem today for adolescent Christians is the lack of intimacy with God, and not fully experiencing Christ in their lives. The solution to this problem can be found in the spiritual disciplines. Spiritual disciplines are practices that aid in transforming believers into the image of Christ, and help them to develop a more intimate relationship with Christ. They help to bring a Christian into the presence of God, and to bring them a â€Å"portion of heaven.† According to Isaac Ambrose, an English Puritan minister from the seventeenth century, spiritual disciplines are the vehicles to God. He said: â€Å"...the saints look upon duties (the Word, Sacraments, Prayers, etc.) as bridges to give them a passage to God, as boats to carry them into the bosom of Christ, as means to bring them into more intimate communion with their heavenly Father, and therefore are they so much taken with them (Schwanda 1).† Ambrose argued that through spiritual disciplines, one could e xperience an intimate relationship with God. The spiritual disciplines are broken into three categories, inward, outward, and corporate. From these three categories, the three main focuses are meditation, service, and worship. Through the application of these three spiritual disciplines, the main goal is to enter a deeper, more intimate relation with Christ and to be shaped into the image of Christ. The first spiritual discipline is meditation. 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Resort World Sentosa Free Essays

Resorts World Sentosa Private Limited is the leisure and gaming company that owns and operates Singapore’s biggest Integrated Resort, a 49-hectare development called Resorts World Sentosa. The mega resort is located on Singapore’s holiday island of Sentosa. The S$6. We will write a custom essay sample on Resort World Sentosa or any similar topic only for you Order Now 59 billion must-see destination welcomed its first visitors at its soft opening in early 2010. Resorts World Sentosa started operations with the four hotels in January, the Resorts World Casino in February and  Universal Studios Singapore ® family theme park in March, along with  MICE facilities that include one of Asia’s largest Grand Ballrooms. It offers a wide range of entertainment and shows, as well as celebrity chef restaurants, brand-name boutiques and a half-kilometer long shopping and dining Strip named FestiveWalk. Two more hotels, the Marine Life Park and the Maritime Experiential Museum will be added in subsequent phases of the resort’s growth. Resorts World Sentosa is a wholly-owned subsidiary of Genting Singapore Public Limited Company (PLC), a leisure and gaming company listed on the mainboard of the Singapore Exchange. Genting Singapore PLC is part of the Genting Group that is listed in Malaysia. Dining can be a fun experience at Universal Studios Singapore. For some classic American fare, grab a gourmet sandwich at Celebrity Cafe and Bakery or sink your teeth into savory cheese burgers at Mel’s Drive-In. You might just be entertained by dancing and singing servers. Craving for some oriental flavour? Taste authentic Cantonese cuisine at Hollywood China Bistro or go for South East Asian favourites like noodles and curries at Casa Del Wild. Be it fine-dining or a quick casual lunch you’re after, it’ll be full-filling and fabulous! 3. 2. Service Quality This problem may occur every time even from professional staff, especially, untrained or unqualified staff. For example, when guests want to know some products such as wine list details, they can ask every staff, current F;amp;B staff, rotated staff, or casual staff, because they assume all staff are trained with basic of service knowledge. If a staff gives haphazard information, they will not judge only the staff but also the hotel. 3. 2. 2 Negative brand image When guests are unhappy with poor service, they love to complain to the staff. Dissatisfied guest may never return to use your service again because they do not believe that the service is not worth for their expense. Moreover, dissatisfied guests often tell about bad experience to their friends. This is call negative word of mouth. Negative word of mouth is the most powerful to make the business goes down because people like to ask other people for recommendation ; furthermore, it is the easiest way to find in internet. Most people love to know the bad experience more than good one. So the brand image is used very long time for recovery 1. Personal Benefits ;amp; experiences Having internship in Universal Studio Singapore was a great opportunity for me. In there, I worked in fine dining restaurant for 3 months, another 3 months was fast food restaurant. Honestly, I have gained many experiences from them. In fine dining restaurant KT’s Grill and fast food restaurant Celebrity Cafe ;amp;Bakery are totally different, no matter atmosphere, service standard. Western outlet it focuses on the service quality and cafe more concentrate at the service efficiency. So the internship not only shows me that what theoretical knowledge I have to study or learn more but also shows me as the career pathway. Additionally the wok experience will also help build an excellent resume (including relevant work experience) for when I’m out of the classroom and getting a job. 1. 1 F;amp;B operating knowledge Six months working experiences in 2 restaurant, gives me a better understanding about the nature of F;amp;B industry. In western restaurant KT’s Grill, the most important part is the table service â€Å"Table Service† is a restaurant industry term that can mean either the presentation of food to patrons by waiters, or the place settings present on each table. Restaurants without either are usually referred to as â€Å"counter service† establishments. Most fast-food chains fall within this category, as patrons must place their orders, collect their food, and pick up any needed utensils at a centrally located counter, just like my second outlet, celebrity cafe. Table service establishments are usually more expensive, but more work is involved on the restaurant’s part both to set and clear tables and to present food to order. When taken to mean place settings, service typically consists of utensils, a napkin, and a water glass or goblet. After customers order food, a filled dish is added to complete the place setting. Depending on the type of meal typically served, much more may also be included. Traditional Western table service has several types and sizes of spoons, forks, and knives. Larger spoons are for soup, while smaller ones are used for eating dessert or stirring coffee. All place settings have a standard-sized dinner fork, while smaller forks are used for salad and dessert. Steak knives as well as duller, butter-type knives for bread may also be included. Talking about the table delivery, it can create challenges. It is not always easy for me to hold a food and drink-packed tray upright while weaving through dining tables and watching out for other guests at first. Waiters must often spend a lot of time practicing in order to ensure flawless delivery. Many restaurants spend a great deal of time thinking about the message their table service sends. Preparing dishes directly in front of the customer typically takes more time per dish, and is costly in terms of staff attention. If it helps promote a certain ambiance, however, it is usually worth it. Like our restaurant, it is an open kitchen which the guests can see the process how the chef cooking the food. The same is true with staff appearance. Servers who are dressed well, in formal wear, female staff wear white blouse and black skirt, and male staff wear black pant. It often projects a certain image that is lost when they come to the table in jeans. Usually, restaurants design all aspects of their table service to reflect the sort of ambiance they want to create. Fine dining restaurant may have well worn cutlery as its table service, while expensive eateries tend to have more elegant tableware. The decor in restaurants is also crucial as patrons are often eating not just for the food, but also for the overall experience. Everything from the quality and color of the tablecloth to the presence of flowers and overall durability of flatware and goblets plays a part in projecting the image and feel of the establishment. When comes to the menu, it is difficult for us to understand the English menu, because not familiar with the name of food, especially in English version, like striplion, banger;amp;mash, and some desserts as well. Moreover, we have to know what kind of sauce in it, the ingredients†¦ It is a huge challenge for me at first, I have to go through the menu everyday, this practice slowly established a basic knowledge in my mind about the food and beverage that we usually served. And after a week, I can take order everyday, which quickly deepen my understanding all the items in the menu. We must be knowledgeable about the food and beverage so that we will able to answer and handle any question or problems the guest may have. While after I transfer to Celebrity Cafe, 1. 2 Service Sequence Seat the guest ;amp; pass them the menu ;amp;unfold the napkin for them -After order, offer the bread before Appetizer? -Sever the appetizer first – When theoretical experience meets real work experience, it shows many benefits between a management trainee who has knowledge and staff who has work experience and knowledge. The benefits can be knowledge sharing because the trainee will use his/her knowledge to solve the problem, on the other hand, the staff will use his/her experience. For other benefits, the trainee can be realized that the selected position or department is suitable for them for choosing career pathway in the future. How to cite Resort World Sentosa, Papers

Resort World Sentosa Free Essays

Resorts World Sentosa Private Limited is the leisure and gaming company that owns and operates Singapore’s biggest Integrated Resort, a 49-hectare development called Resorts World Sentosa. The mega resort is located on Singapore’s holiday island of Sentosa. The S$6. We will write a custom essay sample on Resort World Sentosa or any similar topic only for you Order Now 59 billion must-see destination welcomed its first visitors at its soft opening in early 2010. Resorts World Sentosa started operations with the four hotels in January, the Resorts World Casino in February and  Universal Studios Singapore ® family theme park in March, along with  MICE facilities that include one of Asia’s largest Grand Ballrooms. It offers a wide range of entertainment and shows, as well as celebrity chef restaurants, brand-name boutiques and a half-kilometer long shopping and dining Strip named FestiveWalk. Two more hotels, the Marine Life Park and the Maritime Experiential Museum will be added in subsequent phases of the resort’s growth. Resorts World Sentosa is a wholly-owned subsidiary of Genting Singapore Public Limited Company (PLC), a leisure and gaming company listed on the mainboard of the Singapore Exchange. Genting Singapore PLC is part of the Genting Group that is listed in Malaysia. Dining can be a fun experience at Universal Studios Singapore. For some classic American fare, grab a gourmet sandwich at Celebrity Cafe and Bakery or sink your teeth into savory cheese burgers at Mel’s Drive-In. You might just be entertained by dancing and singing servers. Craving for some oriental flavour? Taste authentic Cantonese cuisine at Hollywood China Bistro or go for South East Asian favourites like noodles and curries at Casa Del Wild. Be it fine-dining or a quick casual lunch you’re after, it’ll be full-filling and fabulous! 3. 2. Service Quality This problem may occur every time even from professional staff, especially, untrained or unqualified staff. For example, when guests want to know some products such as wine list details, they can ask every staff, current F;amp;B staff, rotated staff, or casual staff, because they assume all staff are trained with basic of service knowledge. If a staff gives haphazard information, they will not judge only the staff but also the hotel. 3. 2. 2 Negative brand image When guests are unhappy with poor service, they love to complain to the staff. Dissatisfied guest may never return to use your service again because they do not believe that the service is not worth for their expense. Moreover, dissatisfied guests often tell about bad experience to their friends. This is call negative word of mouth. Negative word of mouth is the most powerful to make the business goes down because people like to ask other people for recommendation ; furthermore, it is the easiest way to find in internet. Most people love to know the bad experience more than good one. So the brand image is used very long time for recovery 1. Personal Benefits ;amp; experiences Having internship in Universal Studio Singapore was a great opportunity for me. In there, I worked in fine dining restaurant for 3 months, another 3 months was fast food restaurant. Honestly, I have gained many experiences from them. In fine dining restaurant KT’s Grill and fast food restaurant Celebrity Cafe ;amp;Bakery are totally different, no matter atmosphere, service standard. Western outlet it focuses on the service quality and cafe more concentrate at the service efficiency. So the internship not only shows me that what theoretical knowledge I have to study or learn more but also shows me as the career pathway. Additionally the wok experience will also help build an excellent resume (including relevant work experience) for when I’m out of the classroom and getting a job. 1. 1 F;amp;B operating knowledge Six months working experiences in 2 restaurant, gives me a better understanding about the nature of F;amp;B industry. In western restaurant KT’s Grill, the most important part is the table service â€Å"Table Service† is a restaurant industry term that can mean either the presentation of food to patrons by waiters, or the place settings present on each table. Restaurants without either are usually referred to as â€Å"counter service† establishments. Most fast-food chains fall within this category, as patrons must place their orders, collect their food, and pick up any needed utensils at a centrally located counter, just like my second outlet, celebrity cafe. Table service establishments are usually more expensive, but more work is involved on the restaurant’s part both to set and clear tables and to present food to order. When taken to mean place settings, service typically consists of utensils, a napkin, and a water glass or goblet. After customers order food, a filled dish is added to complete the place setting. Depending on the type of meal typically served, much more may also be included. Traditional Western table service has several types and sizes of spoons, forks, and knives. Larger spoons are for soup, while smaller ones are used for eating dessert or stirring coffee. All place settings have a standard-sized dinner fork, while smaller forks are used for salad and dessert. Steak knives as well as duller, butter-type knives for bread may also be included. Talking about the table delivery, it can create challenges. It is not always easy for me to hold a food and drink-packed tray upright while weaving through dining tables and watching out for other guests at first. Waiters must often spend a lot of time practicing in order to ensure flawless delivery. Many restaurants spend a great deal of time thinking about the message their table service sends. Preparing dishes directly in front of the customer typically takes more time per dish, and is costly in terms of staff attention. If it helps promote a certain ambiance, however, it is usually worth it. Like our restaurant, it is an open kitchen which the guests can see the process how the chef cooking the food. The same is true with staff appearance. Servers who are dressed well, in formal wear, female staff wear white blouse and black skirt, and male staff wear black pant. It often projects a certain image that is lost when they come to the table in jeans. Usually, restaurants design all aspects of their table service to reflect the sort of ambiance they want to create. Fine dining restaurant may have well worn cutlery as its table service, while expensive eateries tend to have more elegant tableware. The decor in restaurants is also crucial as patrons are often eating not just for the food, but also for the overall experience. Everything from the quality and color of the tablecloth to the presence of flowers and overall durability of flatware and goblets plays a part in projecting the image and feel of the establishment. When comes to the menu, it is difficult for us to understand the English menu, because not familiar with the name of food, especially in English version, like striplion, banger;amp;mash, and some desserts as well. Moreover, we have to know what kind of sauce in it, the ingredients†¦ It is a huge challenge for me at first, I have to go through the menu everyday, this practice slowly established a basic knowledge in my mind about the food and beverage that we usually served. And after a week, I can take order everyday, which quickly deepen my understanding all the items in the menu. We must be knowledgeable about the food and beverage so that we will able to answer and handle any question or problems the guest may have. While after I transfer to Celebrity Cafe, 1. 2 Service Sequence Seat the guest ;amp; pass them the menu ;amp;unfold the napkin for them -After order, offer the bread before Appetizer? -Sever the appetizer first – When theoretical experience meets real work experience, it shows many benefits between a management trainee who has knowledge and staff who has work experience and knowledge. The benefits can be knowledge sharing because the trainee will use his/her knowledge to solve the problem, on the other hand, the staff will use his/her experience. For other benefits, the trainee can be realized that the selected position or department is suitable for them for choosing career pathway in the future. How to cite Resort World Sentosa, Papers