System Solutions for Brand Development Bank for Foreign Trade of Essay

Framework Solutions for Brand Development Bank for Foreign Trade of Vietnam - Essay Example From this paper it is clear thatâ the bank additionally offers exchange financing and worldwide settlements to the two companies and money related establishments with the main clients being the merchants and exporters of the items and the administrations that the bank offers among its wide assortment of business goals. Residential repayment is offered through the VCB cash, and it is the main stage in e-banking and does the job of going about as an inside for freeing from outside monetary standards. The bank is the pioneer in Vietnam’s outside trade market and offers card benefits as it has a major arrangement of mechanized teller machines (ATMs) that apportion cash through cards gave by the bank.This study announces thatâ brand extension is a correspondence utility that involve a proper investigation and anticipating how a specific brand can be situated in a market, which the brand is focused at the mission to keep up an ideal answer for the specific brand. This implies the brand must attempt to build up a decent connection with people in general as a methods for its image advancement system. The support for brand improvement is as a rule to make an enthusiastic association between the market, which incorporates the clients and the constituents served by the business and the items or the administrations offered by a specific organization. A legitimate brand, hence, conveys the messages obviously along these lines affirming your believability while simultaneously associating your objective possibilities sincerely in that it inspires the client of your items or administrations.

Jazz In 1920s Essays - Jazz Genres, African-American Music

Jazz In 1920s The 1920's was a tremendous decade for the wonders known as Jazz. Due to the end of the seaport in New Orleans, artists had to go up the Mississippi to look for some kind of employment. Two of the urban areas generally influenced by this move were Chicago and New York. Chicago was home principally for New Orleans conventional music during the 1920's. From this New Orleans style came four significant kinds of jazz: Boogie-Woogie, Chicago Jazz, Urban Blues, and Society Dance Bands. Since of the ever-developing prevalence of clubs during Prohibition, these styles of jazz flourished so artists were ensured employments. The ubiquity of the phonograph likewise gave a gigantic lift to the music business during the 1920's. Boogie-Woogie was a style of ad libbed piano music played during the '20's in Chicago. It got its beginning in the mining regions of the Midwest. The rolling, redundant style was the start of the Midwestern mix style. The second kind of jazz well known during this time was Chicago Jazz. It was played for the most part by white performers. Chicago Jazz would in general be extremely forceful and normally finished suddenly. Since Chicago had a larger number of clubs than New York, it held a greater fascination for artists. It was simply after the financial exchange crash in 1929 that New York supplanted Chicago as a jazz capital. This style of jazz was more tight and the sky is the limit from there practiced than others. The following sort of jazz to develop during the 1920's was Urban Blues. This was played fundamentally in a territory known as the can of blood. This alluded to a region along the South Side of Chicago. The clubs there were known to recruit the's who of blues artists. The last significant style of jazz to rise up out of Chicago during the '20's was Society Dance Groups. These groups were generally enormous with rich plans. They were found downtown and were more slow paced and had no act of spontaneity. They were structured for the most part for moving. They had a progressively modern sound that was replicated by other groups since it was so effective. Following is a rundown of a portion of the major mover and shakers to come out of Chicago during the 1920's. Joe Oliver (1885-1938) The Ruler played the cornet and was one of the most significant unadulterated jazz artists. He is generally known for his time went through with his Creole Jazz Band. Acknowledgment ought to be given to the way that Louis Armstrong got quite a bit of his notoriety when he played with Oliver's band as a hot jazz pro. Louis Armstrong (1901-1971) Armstrong is known as the father of the jazz trumpet. He was answerable for making the trumpet famous in jazz. He is additionally viewed as the primary genuine soloist in jazz. It is felt that Armstrong's time in a reformatory gave him the social apparatuses important to endure and furthermore gave him his unpleasant jazz trumpet sound. Meade Lux Lewis (1905-1964) Lewis was one of the main boogie-woogie musicians. He was the third individual from one of the greatest jazz boogie-woogie trios ever. He functioned as a taxi driver during the day and played gigs around evening time. Pete Johnson (1904-1967) Also a boogie-woogie piano ace, Johnson lamentably experienced difficulty taking care of the business side of music. He thusly needed to frequently take day employments to support himself. Benny Goodman (1909-1986) Known as the Ruler of Swing, Goodman played the clarinet. His band was initially thought of as a move band. In any case, with the assistance of Fletcher Henderson, alongside others, Goodman's band took on the attributes of a genuine jazz symphony. Paul Whiteman (1890-1967) Whiteman is attributed for acquainting a greater number of individuals with jazz during the 1920's than some other individual. He initially played violin, yet wound up being a bandleader full time. His gigantic achievement permitted him to be one of the not many bandleaders to proceed working after the financial exchange crash. Leon Bix Beiderbecke (1903-1931) Leon is viewed as the main white trumpet player to have ever verge on catching Louis Armstrong's astonishing ubiquity. His style of playing was more European than most trumpeters of that time. Sadly, he was regularly incapable to play because of his dependence on liquor. New York was the other city significantly influenced by the end of Storyville. During the 1920's New York was known for two principle reasons: the Harlem Renaissance and the Harlem Huge Bands. Fit groups likewise got well known around there. The Harlem Renaissance was a move in the jazz business from Chicago to New York. This happened during the mid 1920's. The Harlem Piano School

World Free Essays

Board of trustees on Reforms of Criminal Justice System Government of India, Ministry of Home Affairs Report VOLUME I INDIA March 2003 Committee on Reforms of Criminal Justice System Government of India, Ministry of Home Affairs CHAIRMAN Dr. Equity V. S. We will compose a custom paper test on World or on the other hand any comparative point just for you Request Now Malimath Formerly, Chief Justice of Karnataka and Kerala High Courts Chairman, Central Administrative Tribunal Member, National Human Rights Commission Bangalore 560 052 MEMBERS S. Varadachary, IAS, (Retd. ) Bangalore 560 076 Amitabh Gupta, IPS, (Retd. ) Formerly, Director General of Police, RAjasthan Jaipur 302 015 Prof. (Dr. ) N. R. Madhava Menon Vice-Chancellor West Bengal National University Of Juridical Sciences Kolkatta 700 098 D. V. Subba Rao Advocate Chairman, Bar Council of India Vishakhapatnam MEMBER â€SECRETARY Durgadas Gupta Joint Secretary Ministry of Home Affairs, Government of India New Delhi 110 011 STAFF OF THE COMMITTEE Sri C. M. Basavarya Formerly, District Sessions Judge, Registrar Director of Training, High Court of Karnataka. Bangalore 560 094. Official Director Sri K. Girither Inspector Central Reserve Police Force Personal Assistant Smt Binnu Menon Sub Inspector Central Reserve Police Force Stenographer Sri S. M. Reddy Asst. Sub-Inspector Focal Reserve Police Force Clerk Sri V. Raja Constable Central Reserve Police Force Office Attender Sri M. K. Uthaiah Constable Central Reserve Police Force Office Attender Committee on Reforms of Criminal Justice System (Government of India, Ministry of Home Affairs) 12/A Diagonal Road Vasanthanagar Bangalore 560 052 â€Å"Everything has been said as of now, however as nobody tunes in, we should consistently start once more. † Andre Gide French mastermind and author CONTENTS PART †I FUNDAMENTAL PRINCIPLES 1. 2. 3. 4. 5. 6. Requirement for Reform of the Criminal Justice System Adversarial System Right to Silence Rights of the Accused Assumption of Innocence and Burden of Proof Justice to Victims 3 23 39 59 65 75 PART †II INVESTIGATION 7. Examination 8. 87 PROSECUTION 125 PART †III JUDICIARY 9. 10. 11. 12. 13. Courts and Judges Trial Procedure Witness and Perjury Vacation for Court Arrears Eradication Scheme 133 145 151 157 163 PART †IV CRIME PUNISHMENT 14. 15. 16. 17. 18. 19. 20. Offenses, Sentences, Sentencing Compounding Reclassification of Offenses against Women Organized Crime Federal Law and Crimes Terrorism Economic Crimes 169 181 189 195 207 213 233 PART â€V LOOKING AHEAD 21. 22. 23. Developing Role of the Legal Profession Preparing †A Strategy for Reform Vision for Better Criminal Justice System 249 253 259 PART â€VI RECOMMENDATIONS 24. Suggestions 265 Acknowledgment The country is appreciative to Sri. L. K. Advani, Deputy Prime Minister and Home Minister, for his vision for thorough changes of the whole Criminal Justice System including the crucial standards and the significant laws. Until now, endeavors were made to change just certain arrangement of laws, or one specific functionary of the framework in piecemeal. This sort of compartmental assessment missed the imperative spotlight on equity to casualties and national worry for harmony and security. The responsibility made by him and his recognized partner Sri. Arun Jaitley, Minister for Law and Justice, to execute the changes, when the Committee makes its suggestions, is a fitting response to the critics that the Report on Reforms of Criminal Justice System will be one more expansion to the few prior reports that are gathering dust in the Archives of the Government. The Committee is under obligation to the then Chief Justice of India, Dr. A. S. Anand, for calling upon all the High Courts to give all data and help the Committee needs. Our appreciative gratitude to previous Chief Justice Sri. B. N. Kirpal for guaranteeing that all the High Courts send the reports looked for by the Committee on the State of Health of Criminal Justice in their particular States. The Committee is thankful to Sri Justice V. N. Khare, the Chief Justice of India for avincing distinct fascination for the Committee’ work. s Justice P. V. Reddy, Judge Supreme Court, the then Chief Justice of Karnataka High Court, put at the removal of the Committee, the structure for lodging the Committee’ office in Bangalore. The Committee is thankful to him. s The Committee is appreciative to all the State Governments, High Courts, Officers of the Police Departments, Prosecution Department, Law Departments and Home Department. Our earnest gratitude to the Bar Association of India, New Delhi, the Indira Gandhi Institute of Development Research at Mumbai and Asian College of Journalism, The Hindu in Chennai for teaming up with our Committee in sorting out classes on various themes and to the National Law Universities at Bangalore and Kolkatta for rendering whatever help the Committee required now and again. Our gratitude to Sri. Shivcharan Mathur, previous Chief Minister Rajasthan, Sri. Equity N. L. Tibrewal, previous Chief Justice of Rajasthan, Justice Dave, Sri. Rajendrashekhar, previous Director CBI and DGP Rajasthan, Sri. K. P. S. Gill, previous DGP Punjab and Assam, Sri. Rajath Sharma, Media character and Prof. P. D. Sharma for helping the Committee in sorting out the workshop at Jaipur. Our true gratitude to Chief Ministers, Ministers, Judges†present and previous, recognized legal counselors, Police Officers, media characters, government officials, social researchers, foundations and associations and NGOs who have helped the Committee in arranging or taking an interest in workshops, bunch conversations or gatherings. An expression of exceptional appreciation to the regarded Dr. R. Venkataraman, previous President of India, Sri. Bhairon Singh Shekhawat, Vice-President of India, Former Chief Justices Ranganath Misra, Ahmadi and Kania, Justice Jagannatha Rao, Chairman, Law Commission of India, Justice Jayachandra Reddy, Chairman Press Council of India, Justice K. T. Thomas, Sri. Soli Sorabjee, Attorney General for India, Sri. Fali Nariman, President, Bar Association of India, Senior Counsel Dr. L. M. Singhvi, Sri. Venugopal, Sri. Shanti Bhushan, Sri. Dipankumar Gupta, Sri. V. R. Reddi, Sri. K. N. Bhat, Sri. C. S. Vaidyanathan, Sri Lalit Bhasin, Lord Goldsmith, Attorney General of England, Sri Badri Bahadur Karki, Attorney General of Nepal and specialists from USA, Judge Kevin Burke, Mr. Robert Litt, Mr. Ranganath Manthripragada, Ms. Dianne Post from the USA and Mme Maryvonne Callebotte, Mr. Jean Luis Nadal, Mr. Roussin, Mme. Claude Nocquet and Mr. Lothion from France. The Committee acknowledges the supportive motion of the Governments of USA, France and UK in welcoming the Committee to visit their States to familiarize the Committee with the working of their separate Criminal Justice Systems and the changes they are embraced. The Committee couldn't go to USA promotion UK for need of time. The Chairman and Sri. D. V. Subba Rao could visit France. Our appreciative gratitude to USAID for acquiring four specialists to Delhi to brief the Committee about the American System. The Committee might want to record its profound feeling of thankfulness for the magnificent die hard devotion of Sri. C. M. Basavarya rendered as Executive Director of the Committee. The Committee is appreciative to the Director General of CRPF for loaning the staff comprising of Inspector K. Girither, Sub-Inspectors Binnu Menon and G. Yamini Rekha, Asst. Sub Inspector S. M. Reddy, Constables V. Raja and M. K. Uthaiah to work for the Committee. The Committee records its gratefulness and passes on its gratitude to every last one of them for phenomenal assistance and help to the Committee to finish its undertaking on time. PART †I FUNDAMENTAL PRINCIPLES 2 3 Requirement FOR REFORM OF CRIMINAL JUSTICE SYSTEM _ â€Å"Law ought not sit flaccidly, while the individuals who oppose it go free and the individuals who look for its insurance lose hope†. (Jennison v. Dough puncher (1972) 1 All ER 997). Council AND ITS WORK 1. 1. The Committee on Reforms of the Criminal Justice System was established by the Government of India, Ministry of Home Affairs by its request dated 24 November 2000, to think about measures for redoing the Criminal Justice System. (Annexure-1). The terms of reference for the Committee are: I. ii. iii. iv. v. To look at the basic standards of criminal law, including the sacred arrangements identifying with criminal law and check whether any alterations or revisions are required thereto; To inspect in the light of discoveries on crucial standards and parts of criminal statute regarding whether there is a need to re-compose the Code of Criminal Procedure, the Indian Penal Code and the Indian Evidence Act to get them tune with the interest of the occasions and in concordance with the goals of the individuals of India; To make explicit proposals on rearranging legal methods and ractices and making the conveyance of equity to the normal man nearer, quicker, simple and reasonable; To recommend available resources of growing such collaboration among the legal executive, the Prosecution and the Police as reestablishes the certainty of the regular man in the Criminal Justice System by ensuring the honest and the person in question and by rebuffing unsparingly the liable and the crook; To recommend sound arrangement of overseeing, on proficient lines, the pendency of cases at examination and preliminary stages and making the Police, the Prosecution and the Judiciary responsible for delays in their separate spaces; vi. To analyze the possibility of presenting the idea of â€Å"Federal Crime† which can be put on List I in the Seventh Schedule to the Constitution. 1. 2. The Committee was established under the Chairmanship of Justice V. S. Malimath, previous Chief Justice of Karnataka and Kerala High Courts, Chairman, Central Administrative Tribunal and Member of the Human Rights Commission. Different individuals from the Committee are Sri S. V

Quantitative Methods for Business Essay

In January 2008, Northern Airlines converged with Southeast Airlines to make the fourth biggest U.S. transporter. The new North-South Airline acquired both a maturing armada of Boeing 727-300 airplane and Stephen Ruth. Stephen was an intense previous secretary of the naval force who stepped in as new president and administrator of the board. Stephen’s first worry in making a monetarily strong organization was upkeep costs. It was generally gathered in the carrier business that support costs ascend with the age of the airplane. He immediately saw that truly there had been a huge distinction in the revealed B727-300 upkeep costs (from ATA Form 41’s) both in the airframe and motor regions between Northern Airlines and Southeast Airlines, with Southeast having the more current armada. On February 12, 2008, Peg Jones, VP for activity and upkeep, was called into Stephen’s office and requested to contemplate the issue. In particular, Stephen needed to know whether the normal armada age was corresponded to coordinate airframe support expenses, and whether there was a connection between normal armada age and direct motor upkeep costs. Peg was to report back by February 26 with the appropriate response, alongside quantitative and graphical depictions of the relationship. Peg’s initial step was to have her staff build the normal time of Northern and Southeast B727-300 armadas, by quarter, since the acquaintance of that airplane with administration by every carrier in late 1993 and mid 1994. The normal age of each armada was determined by first duplicating the absolute number of schedule days every airplane had been in administration at the relevant point in time by the normal day by day use of the separate armada to add up to armada hours flown. The absolute armada hours flown was then separated by the quantity of airplane in administration around then, giving the age of the â€Å"average† airplane in the armada. The normal usage was found by taking the real all out armada hours flown on September 30, 2007 structure Northern and Southeast information, and partitioning by the absolute days in administration for all airplane around then. The normal usage for Southeast was 8.3 hours out of every day, and the normal use for Northern was 8.7 hours out of every day. Since the accessible cost information were determined for every yearly period finishing toward the finish of the main quarter, normal armada age was determined at similar focuses in time. The armada information are appeared in the accompanying table. Airframe cost information and motor cost information are both demonstrated combined with armada normal age in that table.

Interview with CloudOn founder - Milind Gadekar

Interview with CloudOn founder - Milind Gadekar INTRODUCTIONMartin: This time we are in  Mountain View  in Cloudon office with Milind. Milind, who are you and what do you do?Milind: Im the founder and CEO of Cloudon.Milind: Just a little bit about my background, I have been in the Valley for 25 years, Ive been here for a long time. Fortunately for me, I got my first years about my entrepreneurship about 20 years back in a company called Atom Network. Atom was the first broadband service provider in the  US. I joined the product team very early on, the company did extremely well. We were at one point looking to acquire either Yahoo or Excite. We acquired Excite. It was the right company at the right place and it gave me good taste of what does it take to be in an early stage startup and that has the potential of huge impact.Soon after that, I ended up joining a company called Epinions. Epinions was literary the first user-generated content site. This was at the peak of the bubble. And I ran product there. Once again, incredible rus h in being able to have that impact and give people a voice to be able to share their opinions. A little early for the market for that time. The company eventually did go public and did well, but I had left well before then.Then finally, my third startup was a company called P-Cube, which was an Israeli startup, in the networking space. That company ended up staying the longest, it was selling into the service providers, with the whole vision that the future of the internet was meant to be richer from the user and content stand point and how do you leverage the network to make that possible.The company was acquired by Cisco, I stayed at Cisco for 4 5 years and at some point have the itch that it was time to leave the big company and go do something myself.In all the previous 3 companies, I was always part of the management team, having a fair amount of influence, but never where I was the head of the table.At some point I realized that I still have the energy and the craziness to g o start something, I decided to start. This was in 2009. End of 2009 I left Cisco and I partnered with a couple of my co-founders who are based in Israel. We said, lets go tackle the next frontier. We wanted clearly to get away from that working.As we look at the space then, we definitely felt that the intersection of Cloud and mobile was going to generate a fair amount of disruption. We were coming at it without a lot of experience in this space, but with the believe that we know what it takes to identify the problem.The first year was very difficult, I have to say. It was to some extent, the technology looking for a problem and which is always, in one of the lessons, not the best way to start a company, but you know. But we have some good technology and we went down to a certain path. Fortunately for us, the iPad launched during that first year. So when we started the company, we had no anticipation of the tablet market. We definitely knew that the smart phones will going to becom e a default computing device in everybodys hand. But the tablet clearly change the landscape.So we jump on the tablet bandwagon fairly quickly and I have to say the rest is history because weve had phenomenal last 3 years.The goal of the company, maybe first started in kind of went down this path. We are claimed to think, initially, was very much about providing access to Microsoft Office on the iPad. So this was  January 5, 2012 when we launched. We had no anticipation, we had developed an app that provided access to Dropbox and then if you wanted to edit your office document, we gave you access to Microsoft Office.And in the first 12 hours, it became the number 1 app on App Store. Which took us by surprise because our goals were a couple of thousand people in the first month, maybe hundred thousand in one year. We did 100 thousand in the first 36 hours. So we were addressing a major pain point that users had. They wanted to use their tablets as a productivity device.Until then, th e iPad was a phenomenal consumption device. Every app was much more on gaming, or entertainment, or consumption. There really wasnt anything around productivity. I think, the closest productivity app one could consider would be email. But email was consuming email, not necessarily a productivity.We had been in a discussion with a lot of large  US  enterprises. Maybe iPad came out, they all gave us the same use case, which was we wanted this to be a great productivity device, this is a game changer device in the enterprise and we want to make it productivity. And when you asked, what do you mean by productivity, the answer was we would love to able to work with Office documents, Word files, Excel files, Power Point files.  So our first step was really about providing access to Office with Dropbox as the storage back-end.When we saw the success we had in the  US, initially, it made sense what were going after. There was a massive pain point, but we didnt know whether we just got lucky . We launched, we initiate to just launch in the  US,  and so we launched in the Canadian market and the same thing happen, which was first day, number 1 app on the App Store, no marketing, no promotion, just completely word of mouth.After that, we launched this is the  UK  and exactly the same thing happened. It was perfectly the same in the  US, Canada, the UK and in every market that we launched, within the first 12 to 48 hours, it would become the number 1 app on the App Store. And not in productivity or business, but overall App Store. So this would be us, and there would be 9 games.At that point we realized that the market or the users had spoken, they were looking to truly be productive on their iPads. And there were a lot of requests for iPhone, a lot of request for Android.So this was early 2012, we made a conscious decision as a company, saying that theres an opportunity to redefine mobile productivity. When we thought about what does mobile productivity mean, its really a bout redefining how do people create content, share content, work with content, in ways that theyve never done before.So we  were ambitious, some people think Im crazy, to literally take on the incumbents and the establishment in redefining the future of productivity. So, thats the short story of who I am and where we are in this journey.Martin: Great! Milind you said that when you entered the market, you didnt have any clue about how the market was working. How did you set your journey for learning and understanding how the market really worked?Milind: We had some clue. Ill give credit to my Head of Product, Jay was my co-founder who was adamant about serving the needs of the users. We have heard from various enterprises of what they wanted. They wanted the ability for their employees to be able to work with Office documents on the iPad. That was the problem taken that was provided.One can say that there are multiple ways to tackle this problem. The way we did it is, we decided to virtualized Microsoft Office and make it available to these users. But the insight or the point my co-founder Jay made was, nobodys buying an iPad to get a Windows experience. If theyre buying an iPad, the want an iOS experience. So the big challenge for us was, how do you take a Windows app and make it as iOS like as possible.Martin: Like Apple Beautiful.Milind: Exactly. So it was like taking that square peg and try to put it into a round hole, because its an app that was developed for a PC, for a mouse based and  a keyboard. It wasnt developed for a gesture-based experience.That was, I would say the insights that we have, which was its all about the user experience. If we get the right user experience, people will use it. I think that is what we got right. Like when we first did it, we nailed the user experience. When we try to hide as much as Windows or that traditional Microsoft Office experience from users to give them the ability to just work with their documents. Looking bac k, we did that just perfectly.Martin: Great!BUSINESS MODELMartin: Milind, lets talk about the business model. Is  it still the case that CloudOn only helps people creating, sharing Microsoft Office products on several devices or is there some other point in terms of productivity included?Milind: So for us, the focus is very much around the documents that the users have. Like there are, when we look at the productivity ecosystem in the PC generation, over a billion users are using Microsoft Office. Trillions of artifacts getting created on an annual basis around the world. These are Word files, Excel files, Power Point files. And so for us, it wasnt about lets go create a new different type of experience. It was very much about lets embrace the Office format. Fortunately for us, the European Union in 2007, forced Microsoft to open the Office format and so its an open published format.Martin: But only for the EU or?Milind: On worldwide basis. So this enabled us to recognize that Offic e is the gold standard for productivity on the PC. From that standpoint, how do we leverage that format and work with. We dont want to change peoples behavior. This is where I think many companies get it wrong.Users behavior is very difficult to change. So one really needs to embrace that and then extend from there. Were not trying to get users to say, lets go abandon all your Office documents and come learn a new tool that is mobile first.Weve always said, it is important to embrace the legacy world, but to provide a path into the future. So from the business model perspective, we are huge believers that its an end user market. Eventually, the problem that were trying to solve in productivity, its an enterprise use case. But when we think about the enterprise, we say that the enterprise is changing today. End users are deciding  which application to use, how to use it, how to pay for it.For us, we made a conscious decision very early on to follow  a freemium model. The freemium mod el is based on providing kind of a free service to bulk of our users, if we can get less than 10% to convert into paying users, that would be a really good model.But with the expectation that overtime, and this is a multiyear journey, we would want to cater to teams of users and eventually to the enterprise IT administrative. Because eventually this is an enterprise use case. But as an enterprise use case that is driven by the end user. And weve got lots of inbound request from a lot of large  US  enterprises wanting to have an enterprise version of CloudOn. So far, weve been very end user focus to say, lets build CloudOn, CloudOn Pro, which is much more end user focus, with a clear road map to eventually get to a teams product and eventually an enterprise product.Martin: Great!CORPORATE STRATEGYMartin: Milind, in terms of corporate strategy, as I perceived your business model is highly depended on Microsoft products, because youre building an additional layer on that. How do you re spond to question like what happens if Microsoft would be doing something similar?Milind: This has been the question that has been posed consistently during the initial years when we were successful is, eventually Microsoft is going to release Office on iOS or Android and what happens to CloudOn?Weve always assumed that this is going to be the case. We had never assumed that, from our perspective, if you look at the productivity market today, youve got 3 very large, well established companies, Microsoft, Google and Apple who have their own productivity suits. When we look at them, each one of them started off with their roots catering to a PC model. Looking at it very much from a PC mouse-based paradigm, theyve tried to make it mobile, theyve tried to make it gesture friendly, but its still is a PC experience. Its very much a menu driven experience.If you look at Microsoft Office on the iPad, its done extremely well, extremely well. But its still a familiar experience. And we think about the future, we say that it has to be for everybody to truly create or re-imagine or redefine the future of the document.It has to be a mobile first or even precisely a gesture first experience. The days of menus are over, it should all be based on the fingertip. You shouldnt say, if I want to insert a chart or insert an object, you pick a menu and you go down to a different menu item and pick that. You should be able to draw it with the finger.From our standpoint, weve always felt that the gesture first or mobile experience is the key.Whats the other key aspect which is important is, the ability to be compatible with Office. Office is, as I said earlier, the gold standard in enterprise for productivity. If I look at Google Docs, if I look at iWork from Apple, theyve created their own silos, which is their application, their format, their storage. We approached our strategy by saying, lets embrace the Office format. We will also embrace other formats like the ODF format from th e Document Foundation.We will embrace other formats instead of finding our own proprietary format. But really focus on the user experience and then focus on innovating in areas that non of the incumbents have innovated. Which is about how do you truly make it a social document, how do you make it a living document, how do you make it truly workable on an iPhone, or an Android phone with the 4 phone factor. We want to make people as productive on those devices as they are on their PCs. Its a non trivial problem to solve. But we are well on our way to solving it.Martin: What are your thoughts on adding other platforms, as you describe you have 3 major players currently working in this online document market. What keeps you from sticking only with Microsoft Office program, what are the thoughts on entering new markets like Google and iWork?Milind: So for us, what we are doing is, we are embracing the Office format just because theres 1 billion people in the enterprise who are currently using Office. But we are building our own native, all 3 capabilities.From our standpoint, we will integrate the  Google Drive, we will integrate with Microsofts OneDrive, we will integrate with iCloud. We are approaching this more like a  Switzerland  approach, which is we are truly storage agnostic, willing to integrate to Dropbox and Dropbox is a really strong partner of ours, with Box, which is another strong partner. So well integrate with multiple storage providers. We will try to integrate with other silos, and truly create value for the end user.Because today when we talk to our end users, they value us for our open approach, they value us for the fact that they can continue to use  Google Drive  and OneDrive  and Dropbox and Box and not have to be forced. Because if youre on Google Docs, you have to use  Google Drive,  if you are on iWork you have to use iCloud, if youre on Microsoft Office you have to use OneDrive.So we approached it saying, we want to be a truly platform agnostic or a technology agnostic from that standpoint. Similar to what Dropbox did when they built their initial cloud storage. They said, we will embrace Windows, Mac OS, Android and hence theyve been incredibly successful.MARKET DEVELOPMENTMartin: From my point of view, one of the major market trends has been from the PC device based Operating System to a now going to the Cloud. What other trends did you identify in the market?Milind: So clearly mobile is a huge tsunami thats kind of happening which were riding. The consumerization of IT, which is the true, I would say before, and Ive been around the block for all these years, where IT would tell you exactly what to use, what you cant use, they control the device. So if I had a PC from the company, they would tell me which application could run on it, how it would work. Those days are over to some extent.We call it as the  consumer enterprise, because the enterprise still exist but the end users who are consumers are making their own choice. They are deciding which applications they want. And also the enterprise is no longer confined to the borders of the enterprise. Its  truly a borderless enterprise because I could be collaborating, lets say, I’m a finance person and Im working on a spreadsheet, I could be collaborating with my auditor who is in a different company, Im working with some other services. So its becoming a much more of an open environment and anybody coming new into this, has to be able to embrace that.This is where I believe the incumbents are at the disadvantage.  Old large incumbents are catering to a world that worked 20 years ago, that world has completely changed now. The question is, are they going to be able to adapt or will new comers like Dropbox, CloudOn, Box, others, coming and grab market share.ADVICE TO ENTREPRENEURS In Mountain View (CA), we talked with entrepreneur Milind about the business model of CloudOn. Furthermore, Milind shares his learnings and advice for young entrepreneurs. The transcript of the interview is provided below.INTRODUCTIONMartin: This time we are in  Mountain View  in Cloudon office with Milind. Milind, who are you and what do you do?Milind: Im the founder and CEO of Cloudon.Milind: Just a little bit about my background, I have been in the Valley for 25 years, Ive been here for a long time. Fortunately for me, I got my first years about my entrepreneurship about 20 years back in a company called Atom Network. Atom was the first broadband service provider in the  US. I joined the product team very early on, the company did extremely well. We were at one point looking to acquire either Yahoo or Excite. We acquired Excite. It was the right company at the right place and it gave me good taste of what does it take to be in an early stage startup and that has the potential of h uge impact.Soon after that, I ended up joining a company called Epinions. Epinions was literary the first user-generated content site. This was at the peak of the bubble. And I ran product there. Once again, incredible rush in being able to have that impact and give people a voice to be able to share their opinions. A little early for the market for that time. The company eventually did go public and did well, but I had left well before then.Then finally, my third startup was a company called P-Cube, which was an Israeli startup, in the networking space. That company ended up staying the longest, it was selling into the service providers, with the whole vision that the future of the internet was meant to be richer from the user and content stand point and how do you leverage the network to make that possible.The company was acquired by Cisco, I stayed at Cisco for 4 5 years and at some point have the itch that it was time to leave the big company and go do something myself.In all t he previous 3 companies, I was always part of the management team, having a fair amount of influence, but never where I was the head of the table.At some point I realized that I still have the energy and the craziness to go start something, I decided to start. This was in 2009. End of 2009 I left Cisco and I partnered with a couple of my co-founders who are based in Israel. We said, lets go tackle the next frontier. We wanted clearly to get away from that working.As we look at the space then, we definitely felt that the intersection of Cloud and mobile was going to generate a fair amount of disruption. We were coming at it without a lot of experience in this space, but with the believe that we know what it takes to identify the problem.The first year was very difficult, I have to say. It was to some extent, the technology looking for a problem and which is always, in one of the lessons, not the best way to start a company, but you know. But we have some good technology and we went d own to a certain path. Fortunately for us, the iPad launched during that first year. So when we started the company, we had no anticipation of the tablet market. We definitely knew that the smart phones will going to become a default computing device in everybodys hand. But the tablet clearly change the landscape.So we jump on the tablet bandwagon fairly quickly and I have to say the rest is history because weve had phenomenal last 3 years.The goal of the company, maybe first started in kind of went down this path. We are claimed to think, initially, was very much about providing access to Microsoft Office on the iPad. So this was  January 5, 2012 when we launched. We had no anticipation, we had developed an app that provided access to Dropbox and then if you wanted to edit your office document, we gave you access to Microsoft Office.And in the first 12 hours, it became the number 1 app on App Store. Which took us by surprise because our goals were a couple of thousand people in the first month, maybe hundred thousand in one year. We did 100 thousand in the first 36 hours. So we were addressing a major pain point that users had. They wanted to use their tablets as a productivity device.Until then, the iPad was a phenomenal consumption device. Every app was much more on gaming, or entertainment, or consumption. There really wasnt anything around productivity. I think, the closest productivity app one could consider would be email. But email was consuming email, not necessarily a productivity.We had been in a discussion with a lot of large  US  enterprises. Maybe iPad came out, they all gave us the same use case, which was we wanted this to be a great productivity device, this is a game changer device in the enterprise and we want to make it productivity. And when you asked, what do you mean by productivity, the answer was we would love to able to work with Office documents, Word files, Excel files, Power Point files.  So our first step was really about providin g access to Office with Dropbox as the storage back-end.When we saw the success we had in the  US, initially, it made sense what were going after. There was a massive pain point, but we didnt know whether we just got lucky. We launched, we initiate to just launch in the  US,  and so we launched in the Canadian market and the same thing happen, which was first day, number 1 app on the App Store, no marketing, no promotion, just completely word of mouth.After that, we launched this is the  UK  and exactly the same thing happened. It was perfectly the same in the  US, Canada, the UK and in every market that we launched, within the first 12 to 48 hours, it would become the number 1 app on the App Store. And not in productivity or business, but overall App Store. So this would be us, and there would be 9 games.At that point we realized that the market or the users had spoken, they were looking to truly be productive on their iPads. And there were a lot of requests for iPhone, a lot of re quest for Android.So this was early 2012, we made a conscious decision as a company, saying that theres an opportunity to redefine mobile productivity. When we thought about what does mobile productivity mean, its really about redefining how do people create content, share content, work with content, in ways that theyve never done before.So we  were ambitious, some people think Im crazy, to literally take on the incumbents and the establishment in redefining the future of productivity. So, thats the short story of who I am and where we are in this journey.Martin: Great! Milind you said that when you entered the market, you didnt have any clue about how the market was working. How did you set your journey for learning and understanding how the market really worked?Milind: We had some clue. Ill give credit to my Head of Product, Jay was my co-founder who was adamant about serving the needs of the users. We have heard from various enterprises of what they wanted. They wanted the abilit y for their employees to be able to work with Office documents on the iPad. That was the problem taken that was provided.One can say that there are multiple ways to tackle this problem. The way we did it is, we decided to virtualized Microsoft Office and make it available to these users. But the insight or the point my co-founder Jay made was, nobodys buying an iPad to get a Windows experience. If theyre buying an iPad, the want an iOS experience. So the big challenge for us was, how do you take a Windows app and make it as iOS like as possible.Martin: Like Apple Beautiful.Milind: Exactly. So it was like taking that square peg and try to put it into a round hole, because its an app that was developed for a PC, for a mouse based and  a keyboard. It wasnt developed for a gesture-based experience.That was, I would say the insights that we have, which was its all about the user experience. If we get the right user experience, people will use it. I think that is what we got right. Like when we first did it, we nailed the user experience. When we try to hide as much as Windows or that traditional Microsoft Office experience from users to give them the ability to just work with their documents. Looking back, we did that just perfectly.Martin: Great!BUSINESS MODELMartin: Milind, lets talk about the business model. Is  it still the case that CloudOn only helps people creating, sharing Microsoft Office products on several devices or is there some other point in terms of productivity included?Milind: So for us, the focus is very much around the documents that the users have. Like there are, when we look at the productivity ecosystem in the PC generation, over a billion users are using Microsoft Office. Trillions of artifacts getting created on an annual basis around the world. These are Word files, Excel files, Power Point files. And so for us, it wasnt about lets go create a new different type of experience. It was very much about lets embrace the Office format. Fortun ately for us, the European Union in 2007, forced Microsoft to open the Office format and so its an open published format.Martin: But only for the EU or?Milind: On worldwide basis. So this enabled us to recognize that Office is the gold standard for productivity on the PC. From that standpoint, how do we leverage that format and work with. We dont want to change peoples behavior. This is where I think many companies get it wrong.Users behavior is very difficult to change. So one really needs to embrace that and then extend from there. Were not trying to get users to say, lets go abandon all your Office documents and come learn a new tool that is mobile first.Weve always said, it is important to embrace the legacy world, but to provide a path into the future. So from the business model perspective, we are huge believers that its an end user market. Eventually, the problem that were trying to solve in productivity, its an enterprise use case. But when we think about the enterprise, we say that the enterprise is changing today. End users are deciding  which application to use, how to use it, how to pay for it.For us, we made a conscious decision very early on to follow  a freemium model. The freemium model is based on providing kind of a free service to bulk of our users, if we can get less than 10% to convert into paying users, that would be a really good model.But with the expectation that overtime, and this is a multiyear journey, we would want to cater to teams of users and eventually to the enterprise IT administrative. Because eventually this is an enterprise use case. But as an enterprise use case that is driven by the end user. And weve got lots of inbound request from a lot of large  US  enterprises wanting to have an enterprise version of CloudOn. So far, weve been very end user focus to say, lets build CloudOn, CloudOn Pro, which is much more end user focus, with a clear road map to eventually get to a teams product and eventually an enterprise product. Martin: Great!CORPORATE STRATEGYMartin: Milind, in terms of corporate strategy, as I perceived your business model is highly depended on Microsoft products, because youre building an additional layer on that. How do you respond to question like what happens if Microsoft would be doing something similar?Milind: This has been the question that has been posed consistently during the initial years when we were successful is, eventually Microsoft is going to release Office on iOS or Android and what happens to CloudOn?Weve always assumed that this is going to be the case. We had never assumed that, from our perspective, if you look at the productivity market today, youve got 3 very large, well established companies, Microsoft, Google and Apple who have their own productivity suits. When we look at them, each one of them started off with their roots catering to a PC model. Looking at it very much from a PC mouse-based paradigm, theyve tried to make it mobile, theyve tried to make it gestu re friendly, but its still is a PC experience. Its very much a menu driven experience.If you look at Microsoft Office on the iPad, its done extremely well, extremely well. But its still a familiar experience. And we think about the future, we say that it has to be for everybody to truly create or re-imagine or redefine the future of the document.It has to be a mobile first or even precisely a gesture first experience. The days of menus are over, it should all be based on the fingertip. You shouldnt say, if I want to insert a chart or insert an object, you pick a menu and you go down to a different menu item and pick that. You should be able to draw it with the finger.From our standpoint, weve always felt that the gesture first or mobile experience is the key.Whats the other key aspect which is important is, the ability to be compatible with Office. Office is, as I said earlier, the gold standard in enterprise for productivity. If I look at Google Docs, if I look at iWork from Apple, theyve created their own silos, which is their application, their format, their storage. We approached our strategy by saying, lets embrace the Office format. We will also embrace other formats like the ODF format from the Document Foundation.We will embrace other formats instead of finding our own proprietary format. But really focus on the user experience and then focus on innovating in areas that non of the incumbents have innovated. Which is about how do you truly make it a social document, how do you make it a living document, how do you make it truly workable on an iPhone, or an Android phone with the 4 phone factor. We want to make people as productive on those devices as they are on their PCs. Its a non trivial problem to solve. But we are well on our way to solving it.Martin: What are your thoughts on adding other platforms, as you describe you have 3 major players currently working in this online document market. What keeps you from sticking only with Microsoft Office pro gram, what are the thoughts on entering new markets like Google and iWork?Milind: So for us, what we are doing is, we are embracing the Office format just because theres 1 billion people in the enterprise who are currently using Office. But we are building our own native, all 3 capabilities.From our standpoint, we will integrate the  Google Drive, we will integrate with Microsofts OneDrive, we will integrate with iCloud. We are approaching this more like a  Switzerland  approach, which is we are truly storage agnostic, willing to integrate to Dropbox and Dropbox is a really strong partner of ours, with Box, which is another strong partner. So well integrate with multiple storage providers. We will try to integrate with other silos, and truly create value for the end user.Because today when we talk to our end users, they value us for our open approach, they value us for the fact that they can continue to use  Google Drive  and OneDrive  and Dropbox and Box and not have to be forced. Because if youre on Google Docs, you have to use  Google Drive,  if you are on iWork you have to use iCloud, if youre on Microsoft Office you have to use OneDrive.So we approached it saying, we want to be a truly platform agnostic or a technology agnostic from that standpoint. Similar to what Dropbox did when they built their initial cloud storage. They said, we will embrace Windows, Mac OS, Android and hence theyve been incredibly successful.MARKET DEVELOPMENTMartin: From my point of view, one of the major market trends has been from the PC device based Operating System to a now going to the Cloud. What other trends did you identify in the market?Milind: So clearly mobile is a huge tsunami thats kind of happening which were riding. The consumerization of IT, which is the true, I would say before, and Ive been around the block for all these years, where IT would tell you exactly what to use, what you cant use, they control the device. So if I had a PC from the company, they would te ll me which application could run on it, how it would work. Those days are over to some extent.We call it as the  consumer enterprise, because the enterprise still exist but the end users who are consumers are making their own choice. They are deciding which applications they want. And also the enterprise is no longer confined to the borders of the enterprise. Its  truly a borderless enterprise because I could be collaborating, lets say, I’m a finance person and Im working on a spreadsheet, I could be collaborating with my auditor who is in a different company, Im working with some other services. So its becoming a much more of an open environment and anybody coming new into this, has to be able to embrace that.This is where I believe the incumbents are at the disadvantage.  Old large incumbents are catering to a world that worked 20 years ago, that world has completely changed now. The question is, are they going to be able to adapt or will new comers like Dropbox, CloudOn, Box, others, coming and grab market share.ADVICE TO ENTREPRENEURSMartin: Milind, you have seen so many things in your formal startups and this startup. What are your major learnings over the years that you can share with other first time entrepreneurs, so they make less errors?Milind: You know, I look back on my career, and I have learned a lot. They have the hard way, I wish I had some guidance earlier on. When we started CloudOn, it was very important to me to really define what was the goal that we were setting out as co-founders. Are we looking to go solve a problem and sell it to the first buyer, are we looking to go change the world? And there’s no right  answer, it very much depends on the entrepreneurs themselves. Theres some people, and Ive seen this, who are looking to make a quick dollar. Theyll start a company with the ability that we want to flip it. They know exactly whos the buyer. Thats great. They know exactly what is their pain point.In our situation, we were much mo re dreamers/thinkers of saying we wanted to go change the world, we want to redefine the future of productivity. So understanding the goal is critical. Because one thing that I have learned is, with how much of a planning, how much of a thinking that one does, the path is not a straight path. It is a path with gazillion of obstacles and will keep on changing on a daily basis. So if you know what the goal is, you can walk towards that goal. Thats important.I would say for any kind of first time entrepreneurs, entrepreneurship is a team sport. Its not an individual sport. People might look at individuals and say, typically theres always the face of the company but behind that face, there is a team. The team, whether its a team of co-founders, or the initial team of people that you built, is the most important. Because again, given its not a straight path, you need the versatility, you need the ability to zig-zag depending on the obstacles you come across. Having the right team that ha s the right risk profile, that’s not going to get afraid if the first obstacle comes up, that has the right dedication. Its the most difficult sport, or the most difficult work you are ever going to do, but its also the most fun.So its not for everybody. Like I sit here in the Valley and I see that because for every one successful company  sprung   hundred would be entrepreneurs and then they all realize its really difficult  to get a distribution.I always say that, if entrepreneurship is easy, you find a lot more success. Its extremely challenging and so I would say that having the right team, because this is not a sprint. Im sure youve heard this before. Its a marathon, so having the right team that can help base, that can help create the right energy, is by far the most important.Its not about the idea, and I hate saying this to people. We have zigged and zagged as a company before. You hear about these companies like Facebook, and other companies, theyve started off with one i dea and then they morphed into another idea.Whats important beyond the team I would say is, playing in the big market. For example, we are playing in the market of productivity. Productivity is a hundred billion dollar opportunity. We may not get it right the first time. But its a big enough market that if we keep on digging, we will find gold or we find kind of, we solve that problem that we are trying to solve.So, if you end up picking a very niche area, it becomes difficult to change direction because youre tied down. All depends on what the goal is. So our goal was, we wanted to change the world, we wanted to have huge impacts, so we picked a bigger market to play.And then finally, and this maybe goes to the earlier team aspect, theres a certain aspect of perseverance. All the grey hairs out here are tied to perseverance, because there are more people who will say its not possible, there are more people who will be  doubters, who will be naysayers of why something cannot be done .  You look at any example of all the successful companies that are out there today, they all face their obstacles, they all face their people who doubted that they would ever be successful, but they persevere and they eventually became successful.So thats why I say, I would come back to summarize this to say, the key is having the right team, playing in the right space thats big enough where one can change, and then just having the stamina and the perseverance.  Do not give up, its the best job that if you got the stomach for it, its absolutely the best job in the planet, but it not the easiest, its not for everybody. I would encourage you live once, you might as well may have the biggest impact you can have with your life.Martin: I think this is a very good summary and closing. Thank you very much Milind, for your time.

Race Relations and Historical Context in Guess Who’s Coming to Dinner - Literature Essay Samples

Over one hundred years ago, legendary historian and sociologist, W. E. B. DuBois said, â€Å"The problem of the Twentieth Century is the problem of the color line† (DuBois). Interracial marriage was highly controversial and rarely witnessed because of segregation and discrimination during the decade of the sixties. Southern states actually had miscegenation statutes prohibiting it. This well-scripted, award-winning film Guess Who’s Coming to Dinner tackles the subject of interracial marriage. The principal characters portray authentic â€Å"sixties society† and the difficulties that accompany interracial marriage. They deliver fascinating performances of the social customs, which wrongly regarded black people as a â€Å"problem,† and offer audiences the possibility of seeing past race-related misconceptions. Although black people were perfect as cooks, nannies, maids, butlers, bellmen and chauffeurs, socially, they were undesirable for marriage to whites. In this film, Joanna Drayton – young, cheerful and white – is the daughter of a wealthy newspaper publisher, who falls irreversibly in love with a handsome, accomplished doctor and widower, John Wade Prentice. In addition to all of his medical successes – he happens to be African-American. John is does not conform to any negative stereotypes about black people: e is a successful professional and his story is quite atypical. He has degrees, missions, activities and accomplishments to his credit. He regards himself as a man, but his father (of a different generation and philosophy) regards himself as a â€Å"colored man.† The love that John and Joanna discover is evident. Together, they are radiant, blissful and full of life and they joyfully share their elation with all. They have a bond that is not easily sev ered. Joanna’s parents, the Draytons are successful and wealthy and do not appear prejudiced or discriminatory until they’re put to the test. As the cultural norm, they intermingle and relate well with blacks until â€Å"race† comes to dinner. Although very respectful and hospitable to the Prentices, the Draytons are stunned when they learn that their daughter has fallen in love with a black man and plans to marry him in a few days. The racial atmosphere of civil rights, protests, marches, segregation, and racial unrest in the sixties taught blacks that it was best to marry within their own race as whites did theirs. John’s father, whose ancestors were slaves, reminded John that if he married Joanna, he â€Å"would be breaking the law in sixteen or seventeen states†¦Ã¢â‚¬  Both fathers consider the consequences from society and sternly disapprove of their children’s marriage. These men know their history and the way society â€Å"views† segregation. Their ideology supports the cultural climate of the time. Blacks do not marry whites and vice-versa. These men are extremely concerned about â€Å"what people will say.† They try to reason with their wives, but to no avail because their wives strongly approve of the marriage and agree that the only way the couple will be happy is if they are together. These two women recognize that the couple is excitedly in love and share a passion that is often not authentic in new relationships. Mrs. Drayton and Mrs. Prentice will not stand in the way of their children’s happiness. Tillie on the other hand will. She demonstrates what is known as â€Å"black on black† racism, which provokes her to dislike or â€Å"hate on† John. Joanna tells Tillie that she is just as black as John and she is one of the last ones that she expected to take â€Å"such a silly attitude† regarding John. Joanna questions Tillie, â€Å"How could it possibly be alright for me to love you and wrong for me to love him?† Tillie is the stereotypical Negro cook. John, quite atypically, is an accomplished Medical doctor, and is extremely kind to Tillie. During the sixties and even today, many people of the black race would rather destroy than build other members of the black race. It’s almost as if one is going too economically or intellectually be uplifted and the other is determined not to let it happen. The cultural environment of the time also dictated that Ti llie â€Å"stay in her place† and for twenty-two years, she has contentedly (or regrettably) done just that. She appears contented in her role, but considering her unwarranted outbursts to John, she could very well harbor bitterness and regret. Nevertheless, in her â€Å"place,† she is offended by John’s progress, success and affection for his rare, white beauty. The film’s director, Stanley Kramer, explicitly communicates that contrary to society; love cannot be controlled by race. When two people love each other, regardless of race, they will break laws and rules to be together. Joanna’s individuality causes her to go against the cultural environment of the time. She knows what she wants and convincingly maintains her position. Her love for John transcends the barriers of culture and race. She naively asserts, â€Å"It never occurred to me that I would fall in love with a Negro,† and confidently claims, â€Å"but I have, and nothing’s going to change that.† Kramer’s message of the right to interracial marriage and love conquering race is very well communicated to his audience. It could be said that he was fueled and inspired to take the position that he did because in the same year, history was made regarding interracial marriage. In a landmark decision on June 12, 1967, the Supreme Court ruled in Loving v. Virginia that, â€Å"Marriage is one of the ‘basic civil rights of man,’ fundamental to our very existence and survival. Under our Constitution, the freedom to marry, or not marry, a person of another race resides with the individual and cannot be infringed by the State† (Supreme Court Multimedia). Mr. Drayton, in his famous last speech, considers how deeply the couple cares for each other and realizes that preventing them from marrying is not the answer to the much deeper problem of race. He tells them, â€Å"people will be shocked, offended and appalled at the two of you† and wishes he could protect them from it all, but simply tells them to ride it out. He finally concedes to the couple by saying, â€Å"You are two wonderful people who happened to fall in love, and happen to have a â€Å"pigmentation problem.† Although love isn’t partial to pigmentation, his comm ent gives credence to W. E. B. DuBois’ foresight†¦and even he would be astounded that in the Twenty-first Century, there continues to be a â€Å"problem† with the color line.

Role of Computers in Education - Free Essay Example

Sample details Pages: 2 Words: 555 Downloads: 3 Date added: 2017/09/13 Category Advertising Essay Did you like this example? Computers have changed the way we work, be it any profession. Therefore, it is only but natural the role of computers in education has been given a lot of prominence in the recent years. Computers play a vital role in every field. Don’t waste time! Our writers will create an original "Role of Computers in Education" essay for you Create order They aid industrial processes; they find applications in medicine; they are the heart of the software industry; they play a vital role in education. The uses of computers in education are manifold. Here, we shall discuss the important facets of the role of computers in education. Role of Computers in Education The computer technology has a deep impact on education. Computer education forms a part of the school and college curricula, as it is important for every individual today, to have the basic knowledge of computers. The advantages of computers in education include an efficient storage and rendition of information, quick information processing and very importantly the saving of paper. Know more about the importance of computer education. Computer teaching plays a key role in the modern systems of education. Students find it easier to refer to the Internet than searching for information in fat reference books. The process of learning has gone beyond learning from prescribed textbooks. Today, aspirers can satiate their thirst for knowledge by means of the Internet. It is easier to store information on computers than maintaining hand-written notes. To know more on the subject, read about textbooks versus computer teaching. Online education has revolutionized the education industry. The computer technology has made the dream of distance learning, a reality. Education is no more limited to classrooms. It has reached far and wide thanks to the computer technology. Physically distant locations have come close to each other only due to computer networking. Computers facilitate an efficient storage and effective presentation of information. Presentation software like PowerPoint and animation software like Flash and others can be of great help to the teachers while delivering information. Computers can turn out being a brilliant aid in teaching. Computers facilitate an audio-visual representation of information, thus making the process of learning interactive and interesting. Computer-aided teaching adds a fun element to education. Internet can play an important role in education. As it is an enormous information base, it can be harnessed for the retrieval of information on a wide variety of subjects. The Internet can be used to refer to information on various subjects to be taught to the students. Moreover, computers facilitate an electronic format for storage of information, thereby saving paper. Homework and test assignments submitted as soft copies save paper. Electronically erasable memory devices can be used repeatedly. They offer a robust storage of data and reliable data retrieval. The computer technology thus eases the process of learning. A life without computers would seem almost unimaginable for many. The importance of computers is evident today and having the perfect know-how of computers can only propel one’s career in the right direction. Today, computers are a part of almost every industry. They are no more limited to the software industry. They are widely used in networking, information access, data storage and the processing of information. So why not introduce computers early in education? Introducing computers early in education lays the foundation of most of the major competitive careers. Computers play a significant role in one’s personal and professional life.