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Clouds, big data, and smart assets: Ten tech-enabled business trends to watch
- John Newman
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1 Angus Greig Clouds, big data, and smart assets: Ten tech-enabled business trends to watch Advancing technologies and their swift adoption are upending traditional business models. Senior executives need to think strategically about how to prepare their organizations for the challenging new environment. Jacques Bughin, Michael Chui, and James Manyika 1 James M. Manyika, Roger P. Roberts, and Kara L. Sprague, Eight business technology trends to watch, mckinseyquarterly.com, December Two of the original eight trends merged to form a megatrend around distributed cocreation. We also identified three additional trends centered on the relationship between technology and emerging markets, environmental sustainability, and public goods. Two-and-a-half years ago, we described eight technology-enabled business trends that were profoundly reshaping strategy across a wide swath of industries. 1 We showed how the combined effects of emerging Internet technologies, increased computing power, and fast, pervasive digital communications were spawning new ways to manage talent and assets as well as new thinking about organizational structures. Since then, the technology landscape has continued to evolve rapidly. Facebook, in just over two short years, has quintupled in size to a network that touches more than 500 million users. More than 4 billion people around the world now use cell phones, and for 450 million of those people the Web is a fully mobile experience. The ways information technologies are deployed are changing too, as new developments such as virtualization and cloud computing reallocate technology costs and usage patterns while creating new ways for individuals to consume goods and services and for entrepreneurs and enterprises to dream up viable business models. The dizzying pace of change has affected our original eight trends, which have continued to spread (though often at a more rapid pace than we anticipated), morph in unexpected ways, and grow in number to an even ten. 2 The rapidly shifting technology environment raises serious questions for executives about how to help their companies capitalize on the transformation under way. Exploiting these trends typically doesn t fall to any one executive and as change
2 2 Takeaways By disrupting traditional business models, technology is changing apace in areas such as wireless communications, sensors, and social networks. New technologies could extend the reach of organizations, improve management decisions, and speed the development of new products and services. To guide strategies, leaders should be tracking the evolution of new technologies and be alert to adoption rates among competitors in both established and emerging markets. To avoid disruptions that may result from the excessively rapid adoption of technologies, companies should use test and learn methods when implementing them. accelerates, the odds of missing a beat rise significantly. For senior executives, therefore, merely understanding the ten trends outlined here isn t enough. They also need to think strategically about how to adapt management and organizational structures to meet these new demands. For the first six trends, which can be applied across an enterprise, it will be important to assign the responsibility for identifying the specific implications of each issue to functional groups and business units. The impact of these six trends distributed cocreation, networks as organizations, deeper collaboration, the Internet of Things, experimentation with big data, and wiring for a sustainable world often will vary considerably in different parts of the organization and should be managed accordingly. But local accountability won t be sufficient. Because some of the most powerful applications of these trends will cut across traditional organizational boundaries, senior leaders should catalyze regular collisions among teams in different corners of the company that are wrestling with similar issues. Three of the trends anything-as-a-service, multisided business models, and innovation from the bottom of the pyramid augur far-reaching changes in the business environment that could require radical shifts in strategy. CEOs and their immediate senior teams need to grapple with these issues; otherwise it will be too difficult to generate the interdisciplinary, enterprise-wide insights needed to exploit these trends fully. Once opportunities start emerging, senior executives also need to turn their organizations into laboratories capable of quickly testing and learning on a small scale and then expand successes quickly. And finally the tenth trend, using technology to improve communities and generate societal benefits by linking citizens, requires action by not just senior business executives but also leaders in government, nongovernmental organizations, and citizens. Across the board, the stakes are high. Consider the results of a recent McKinsey Quarterly survey of global executives 3 on the impact of participatory Web 2.0 technologies (such as social networks, wikis, and microblogs) on management and performance. The survey found that deploying these technologies to create networked organizations that foster innovative collaboration among employees, customers, and business partners is highly correlated with market share gains. That s just one example of how these trends transcend technology and provide a map of the terrain for creating value and competing effectively in these challenging and uncertain times. 1Distributed cocreation moves into the mainstream 3 A full summary of survey results will be available on mckinseyquarterly.com in September How companies are benefiting from Web 2.0: McKinsey Global Survey Results, mckinseyquarterly.com, September In the past few years, the ability to organize communities of Web participants to develop, market, and support products and services has moved from the margins of business practice to the mainstream. Wikipedia and a handful of opensource software developers were the pioneers. But in signs of the steady march forward, 70 percent of the executives we recently surveyed 4 said that their companies regularly created value through Web communities. Similarly, more than 68 million bloggers post reviews and recommendations about products and services.
3 3 McKinsey Quarterly August 2010 Intuit is among the companies that use the Web to extend their reach and lower the cost of serving customers. For example, it hosts customer support communities for its financial and tax return products, where more experienced customers give advice and support to those who need help. The most significant contributors become visible to the community by showing the number of questions they have answered and the number of thanks they have received from other users. By our estimates, when customer communities handle an issue, the per-contact cost can be as low as 10 percent of the cost to resolve the issue through traditional call centers. Other companies are extending their reach by using the Web for word-of-mouth marketing. P&G s Vocalpoint network of influential mothers is a leading example. Mothers share their experiences using P&G s new products with members of their social circle, typically 20 to 25 moms. In markets where Vocalpoint influencers are active, product revenues have reached twice those without a Vocalpoint network. Facebook has marshaled its community for product development. The leading social network recently recruited 300,000 users to translate its site into 70 languages the translation for its Frenchlanguage site took just one day. The community continues to translate updates and new modules. Yet for every success in tapping communities to create value, there are still many failures. Some companies neglect the up-front research needed to identify potential participants who have the right skill sets and will be motivated to participate over the longer term. Since cocreation is a two-way process, companies must also provide feedback to stimulate continuing participation and commitment. Getting incentives right is important as well: cocreators often value reputation more than money. Finally, an organization must gain a high level of trust within a Web community to earn the engagement of top participants. Jacques Bughin, Michael Chui, and Brad Johnson, The next step in open innovation, mckinseyquarterly.com, June Michael Chui, Andy Miller, and Roger P. Roberts, Six ways to make Web 2.0 work, mckinseyquarterly.com, February Josh Bernoff and Charlene Li, Groundswell: Winning in a World Transformed by Social Technologies, first edition, Cambridge, MA: Harvard Business School Press, Clay Shirky, Here Comes Everybody: The Power of Organizing Without Organizations, reprint edition, New York, NY: Penguin, Since cocreation is a two-way process, companies must also provide feedback to stimulate continuing participation and commitment.
4 Clouds, big data, and smart assets: Ten tech-enabled business trends to watch 4 2 Making the network the organization In earlier research, we noted that the Web was has even extended the network to include former starting to force open the boundaries of organizations, allowing nonemployees to offer their exper- are using networks to tap external talent pools. employees, such as retirees. Other companies tise in novel ways. We called this phenomenon These networks include online labor markets (such tapping into a world of talent. Now many companies are pushing substantially beyond that starting services (such as Innocentive and Zooppa) that as Amazon.com s Mechanical Turk) and contest point, building and managing flexible networks help solve business problems. that extend across internal and often even external borders. The recession underscored the value of Management orthodoxies still prevent most companies from leveraging talent beyond full-time such flexibility in managing volatility. We believe that the more porous, networked organizations employees who are tied to existing organizational of the future will need to organize work around structures. But adhering to these orthodoxies critical tasks rather than molding it to constraints limits a company s ability to tackle increasingly imposed by corporate structures. complex challenges. Pilot programs that connect individuals across organizational boundaries are At one global energy services company, geographic a good way to experiment with new models, but and business unit boundaries prevented managers incentive structures must be overhauled and role from accessing the best talent across the models established to make these programs succeed. In the longer term, networked organizations organization to solve clients technical problems. Help desks supported engineers, for example, but will focus on the orchestration of tasks rather than rarely provided creative solutions for the most the ownership of workers. difficult issues. Using social-network analysis, the company mapped information flows and knowledge resources among its worldwide staff. The analysis Thomas W. Malone, The Future of Work: How the New Order of Business Will Shape Your Organization, Your identified several bottlenecks but also pointed to a Management Style, and Your Life, illustrated edition, set of solutions. Using Web technologies to expand Cambridge, MA: Harvard Business Press, access to experts around the world, the company set up new innovation communities across siloed Lowell L. Bryan and Claudia I. Joyce, Mobilizing Minds: business units. These networks have helped Creating Wealth from Talent in the 21st-Century Organization, New York, NY: McGraw-Hill, speed up service delivery while improving quality by 48 percent, according to company surveys. Albert-Laszlo Barabasi, Linked: How Everything is Connected to Everything Else and What It Means for Dow Chemical set up its own social network to Business, Science, and Everyday Life, New York, help managers identify the talent they need to NY: Plume, execute projects across different business units and functions. To broaden the pool of talent, Dow
5 5 McKinsey Quarterly August Collaboration at scale Across many economies, the number of people who undertake knowledge work has grown much more quickly than the number of production or transactions workers. Knowledge workers typically are paid more than others, so increasing their productivity is critical. As a result, there is broad interest in collaboration technologies that promise to improve these workers efficiency and effectiveness. While the body of knowledge around the best use of such technologies is still developing, a number of companies have conducted experiments, as we see in the rapid growth rates of video and Web conferencing, expected to top 20 percent annually during the next few years. database of design and engineering information to support global projects. Engineers starting new ones found that the database, which contained up to 25 percent of the material they needed, lowered launch costs and sped up times to completion. Despite such successes, many companies err in the belief that technology by itself will foster increased collaboration. For technology to be effective, organizations first need a better understanding of how knowledge work actually takes place. A good starting point is to map the informal pathways through which information travels, how employees interact, and where wasteful bottlenecks lie. 5 Erik Brynjolfsson, and Adam Saunders, Wired for Innovation: How Information Technology is Reshaping the Economy, Cambridge, MA: The MIT Press, At one high-tech enterprise, the sales force became a crucible for testing collaboration tools. The company s sales model relied on extensive travel, which had led to high costs, burned-out employees, and difficulty in scaling operations. The leadership therefore decided to deploy collaboration tools (including video conferencing and shared electronic workspaces, which allow people in different locations to work with the same document simultaneously), and it reinforced the changes with a sharp reduction in travel budgets. The savings on travel were four times the company s technology investment. Customer contacts per salesperson rose by 45 percent, while 80 percent of the sales staff reported higher productivity and a better lifestyle. In another instance, the US intelligence community made wikis, documents, and blogs available to analysts across agencies (with appropriate security controls, of course). The result was a greater exchange of information within and among agencies and faster access to expertise in the intelligence community. Engineering company Bechtel established a centralized, open-collaboration In the longer term, collaboration will be a vital component of what has been termed organizational capital. 5 The next leap forward in the productivity of knowledge workers will come from interactive technologies combined with complementary investments in process innovations and training. Strategic choices, such as whether to extend collaboration networks to customers and suppliers, will be important. Andrew McAfee, Enterprise 2.0: New Collaborative Tools for Your Organization s Toughest Challenges, first edition, Cambridge, MA: Harvard Business School Press, Erik Brynjolfsson and Adam Saunders, Wired for Innovation: How Information Technology is Reshaping the Economy, Cambridge, MA: The MIT Press, James Manyika, Kara Sprague, and Lareina Yee, Using technology to improve workforce collaboration, What Matters, October 27, Wolf Richter, David Bray, and William Dutton, Cultivating the value of networked individuals, in Jonathan Foster, Collaborative Information Behavior: User Engagement and Communication Sharing, Hershey, PA: IGI Global.
6 Clouds, big data, and smart assets: Ten tech-enabled business trends to watch 6 4The growing Internet of Things The adoption of RFID (radio-frequency identification) and related technologies was the basis of a trend we first recognized as expanding the frontiers of automation. But these methods are rudimentary compared with what emerges when assets themselves become elements of an information system, with the ability to capture, compute, communicate, and collaborate around information something that has come to be known as the Internet of Things. Embedded with sensors, actuators, and communications capabilities, such objects will soon be able to absorb and transmit information on a massive scale and, in some cases, to adapt and react to changes in the environment automatically. These smart assets can make processes more efficient, give products new capabilities, and spark novel business models. 6 on process conditions and automatically make adjustments to reduce waste, downtime, and costly human interventions. As standards for safety and interoperability begin to emerge, some core technologies for the Internet of Things are becoming more widely available. The range of possible applications and their business impact have yet to be fully explored, however. Applications that improve process and energy efficiency (see trend number six, Wiring for a sustainable world, later in this article) may be good starting points for trials, since the number of successful installations in these areas is growing. For more complex applications, however, laboratory experiments, small-scale pilots, and partnerships with early technology adopters may be more fruitful, less risky approaches. 6 Hal Varian explores some of these themes, along with the effects associated with experimentation and big data (described later in this article), in his 2010 American Economics Association lecture cited in this section s. Auto insurers in Europe and the United States are testing these waters with offers to install sensors in customers vehicles. The result is new pricing models that base charges for risk on driving behavior rather than on a driver s demographic characteristics. Luxury-auto manufacturers are equipping vehicles with networked sensors that can automatically take evasive action when accidents are about to happen. In medicine, sensors embedded in or worn by patients continuously report changes in health conditions to physicians, who can adjust treatments when necessary. Sensors in manufacturing lines for products as diverse as computer chips and pulp and paper take detailed readings Michael Chui, Markus Löffler, and Roger Roberts, The Internet of Things, mckinseyquarterly.com, March Hal R. Varian, Computer Mediated Transactions, Ely Lecture to the American Economics Association, Atlanta, GA, January 3, Bernhard Boser, Joe Kahn, and Kris Pister, Smart dust: Wireless networks of millimeter-scale sensor nodes, Electronics Research Laboratory Research Summary, Peter Lucas, The trillion-node network, Maya Design, March 1999.
7 7 McKinsey Quarterly August Experimentation and big data Could the enterprise become a full-time laboratory? What if you could analyze every transaction, capture insights from every customer interaction, and didn t have to wait for months to get data from the field? What if...? Data are flooding in at rates never seen before doubling every 18 months as a result of greater access to customer data from public, proprietary, and purchased sources, as well as new information gathered from Web communities and newly deployed smart assets. These trends are broadly known as big data. Technology for capturing and analyzing information is widely available at ever-lower price points. But many companies are taking data use to new levels, using IT to support rigorous, constant business experimentation that guides decisions and to test new products, business models, and innovations in customer experience. In some cases, the new approaches help companies make decisions in real time. This trend has the potential to drive a radical transformation in research, innovation, and marketing. Web-based companies, such as Amazon.com, ebay, and Google, have been early leaders, testing factors that drive performance from where to place buttons on a Web page to the sequence of content displayed to determine what will increase sales and user engagement. Financial institutions are active experimenters as well. Capital One, which was early to the game, continues to refine its methods for segmenting credit card customers and for tailoring products to individual risk profiles. According to Nigel Morris, one of Capital One s cofounders, the company s multifunctional teams of financial analysts, IT specialists, and marketers conduct more than 65,000 tests each year, experimenting with combinations of market segments and new products. Companies selling physical products are also using big data for rigorous experimentation. The ability to marshal customer data has kept Tesco, for example, in the ranks of leading UK grocers. This
8 Clouds, big data, and smart assets: Ten tech-enabled business trends to watch 8 brick-and-mortar retailer gathers transaction data on its ten million customers through a loyalty card program. It then uses the information to analyze new business opportunities for example, how to create the most effective promotions for specific customer segments and to inform decisions on pricing, promotions, and shelf allocation. The online grocer Fresh Direct shrinks reaction times even further: it adjusts prices and promotions daily or even more frequently, based on data feeds from online transactions, visits by consumers to its Web site, and customer service interactions. Other companies too are mining data from social networks in real time. Ford Motor, PepsiCo, and Southwest Airlines, for instance, analyze consumer postings about them on social-media sites such as Facebook and Twitter to gauge the immediate impact of their marketing campaigns and to understand how consumer sentiment about their brands is changing. Using experimentation and big data as essential components of management decision making requires new capabilities, as well as organizational and cultural change. Most companies are far from accessing all the available data. Some haven t even mastered the technologies needed to capture and analyze the valuable information they can access. More commonly, they don t have the right talent and processes to design experiments and extract business value from big data, which require changes in the way many executives now make decisions: trusting instincts and experience over experimentation and rigorous analysis. To get managers at all echelons to accept the value of experimentation, senior leaders must buy into a test and learn mind-set and then serve as role models for their teams. Stefan Thomke, Enlightened experimentation: The new imperative for innovation, Harvard Business Review, February 2001, Volume 79, Number 2, pp Stephen Baker, The Numerati, reprint edition, New York, NY: Mariner Books, Thomas H. Davenport, Jeanne G. Harris, and Robert Morison, Analytics at Work: Smarter Decisions, Better Results, Cambridge, MA: Harvard Business Press, David Bollier, The Promise and Peril of Big Data, The Aspen Institute, Janaki Akella, Timo Kubach, Markus Löffler, and Uwe Schmid, Data-driven management: Bringing more science into management, McKinsey Technology Initiative white paper. Economist special report: The data deluge, the Economist, February 25, 2010.
9 9 McKinsey Quarterly August Wiring for a sustainable world Even as regulatory frameworks continue to evolve, environmental stewardship and sustainability clearly are C-level agenda topics. What s more, sustainability is fast becoming an important corporate-performance metric one that stakeholders, outside influencers, and even financial markets have begun to track. Information technology plays a dual role in this debate: it is both a significant source of environmental emissions and a key enabler of many strategies to mitigate environmental damage. At present, information technology s share of the world s environmental footprint is growing because of the ever-increasing demand for IT capacity and services. Electricity produced to power the world s data centers generates greenhouse gases on the scale of countries such as Argentina or the Netherlands, and these emissions could increase fourfold by McKinsey research has shown, however, that the use of IT in areas such as smart power grids, efficient buildings, and better logistics planning could eliminate five times the carbon emissions that the IT industry produces. Companies are now taking the first steps to reduce the environmental impact of their IT. For instance, businesses are adopting green data center technologies to reduce sharply the energy demand of the ever-multiplying numbers of servers needed to cope with data generated by trends such as distributed cocreation and the Internet of Things (described earlier in this article). Such technologies include virtualization software (which enables the more efficient allocation of software across servers) to decrease the number of servers needed for operations, the cooling of data centers with ambient air to cut energy consumption, and inexpensive, renewable hydroelectric power (which of course requires locating data centers in places where it is available). Meanwhile, IT manufacturers are organizing programs to collect and recycle hazardous electronics, diverting them from the waste stream. IT s bigger role, however, lies in its ability to reduce environmental stress from broader corporate and economic activities. In a significant push, for example, utilities around the world are deploying smart meters that can help customers shift electricity usage away from peak periods and thereby reduce the amount of power generated by inefficient and costly peak-load facilities. Smart grids can also improve the efficiency of the transmission and distribution of energy and, when coupled with energy storage facilities, could store electricity generated by renewable-energy technologies, such as solar and wind. Likewise, smart buildings embedded with IT that monitors and optimizes energy use could be one of the most important ways of reducing energy consumption in developed economies. And powerful analytic software that improves logistics and routing for planes, trains, and trucks is already reducing the transportation industry s environmental footprint. Information tech nology is both a significant source of environmental emissions and a key enabler of many strategies to mitigate environmental damage.
10 Clouds, big data, and smart assets: Ten tech-enabled business trends to watch 10 Within the enterprise, both leaders and key functional players must understand sustainability s growing importance to broader goals. Management systems that build the constant improvement of resource use into an organization s processes and strategies will raise its standing with external stakeholders while also helping the bottom line. Smart 2020: Enabling the low carbon economy in the information age, The Climate Group, Giulio Boccaletti, Markus Löffler, and Jeremy M. Oppenheim, How IT can cut carbon emissions, mckinseyquarterly.com, October William Forrest, James M. Kaplan, and Noah Kindler, Data centers: How to cut carbon emissions and costs, mckinseyquarterly.com, November Imagining anything as a service Technology now enables companies to monitor, measure, customize, and bill for asset use at a much more fine-grained level than ever before. Asset owners can therefore create services around what have traditionally been sold as products. Business-to-business (B2B) customers like these service offerings because they allow companies to purchase units of a service and to account for them as a variable cost rather than undertake large capital investments. Consumers also like this paying only for what you use model, which helps them avoid large expenditures, as well as the hassles of buying and maintaining a product. In the IT industry, the growth of cloud computing (accessing computer resources provided through networks rather than running software or storing data on a local computer) exemplifies this shift. Consumer acceptance of Web-based cloud services for everything from to video is of course becoming universal, and companies are following suit. Software as a service (SaaS), which enables organizations to access services such as customer relationship management, is growing at a 17 percent annual rate. The biotechnology company Genentech, for example, uses Google Apps for and to create documents and spreadsheets, bypassing capital investments in servers and software licenses. This development has created a wave of computing capabilities delivered as a service, including infrastructure, platform, applications, and content. And vendors are competing, with innovation and new business models, to match the needs of different customers. Beyond the IT industry, many urban consumers are drawn to the idea of buying transportation services by the hour rather than purchasing autos. City CarShare and ZipCar were first movers in this market, but established car rental companies, spurred by annual growth rates of 25 percent, are also entering it. Similarly, jet engine manufacturers have made physical assets a platform for delivering units of thrust billed as a service. A number of companies are employing technology to market salable services from business capabilities they first developed for their own purposes. That s a trend we previously described as unbundled production. More deals are unfolding as companies move to disaggregate and make money from corporate value chains.
11 11 McKinsey Quarterly August 2010 British Airways and GE, for instance, have spun off their successful business-processoutsourcing businesses, based in India, as separate corporations. Nicholas Carr, The Big Switch: Rewiring the World, from Edison to Google, reprint edition, New York, NY: W. W. Norton & Company, IBM and University of Cambridge, Succeeding through Business leaders should be alert to opportunities service innovation: A service perspective for education, for transforming product offerings into services, research, business and government, Cambridge Service because their competitors will undoubtedly be Science, Management, and Engineering Symposium, exploring these avenues. In this disruptive view of Cambridge, July 14 15, assets, physical and intellectual capital combine to create platforms for a new array of service offerings. But innovating in services, where the end Peter Mell and Tim Grance, The NIST definition of cloud computing, Version 15, October 7, user is an integral part of the system, requires a mind-set fundamentally different from the one 8 The involved in designing products. age of the multisided business model Multisided business models create value through information businesses, for example, data gathered from one set of users generate revenue when interactions among multiple players rather than traditional one-on-one transactions or information exchanges. In the media industry, advertis- for information services based on that data. Take the business charges a separate set of customers ing is a classic example of how these models work. Sermo, an online community of physicians who join Newspapers, magazines, and television stations (free of charge) to pose questions to other members, offer content to their audiences while generating participate in discussion groups, and read medical articles. Third parties such as pharmaceutical a significant portion of their revenues from third parties: advertisers. Other revenue, often through companies, health care organizations, financial subscriptions, comes directly from consumers. institutions, and government bodies pay for access More recently, this advertising-supported model to the anonymous interactions and polls of Sermo s has proliferated on the Internet, underwriting Web members. content sites, as well as services such as search and (see trend number seven, Imagining As more people migrate to online activities, network effects can magnify the value of multisided anything as a service, earlier in this article). It is now spreading to new markets, such as enterprise business models. The freemium model is a case in software: Spiceworks offers IT-management applications to 950,000 users at no cost, while it collects ported by those who pay a premium for special use. point: a group of customers gets free services sup- advertising from B2B companies that want access Flickr (online storage of photos), Pandora (online to IT professionals. music), and Skype (online communication) not only use this kind of cross-subsidization but also Technology is propagating new, equally powerful forms of multisided business models. In some greater the number of free users, the more demonstrate the leveraging effect of networks the valuable
12 Clouds, big data, and smart assets: Ten tech-enabled business trends to watch 12 the service becomes for all customers. Pandora harnesses the massive amounts of data from its free users to refine its music recommendations. All Flickr users benefit from a larger photo-posting community, all Skype members from an expanded universe of people with whom to connect. Other companies find that when their core business is part of a network, valuable data (sometimes called exhaust data ) are generated as a by-product. MasterCard, for instance, has built an advisory unit based on data the company gathers from its core credit card business: it analyzes consumer purchasing patterns and sells aggregated findings to merchants and others that want a better reading on buying trends. CHEP, a logistics-services provider, captures data on a significant portion of the transportation volume of the fastest-moving consumer goods and is now building a transportation-management business to take advantage of this visibility. Not all companies, of course, could benefit from multisided models. But for those that can, a good starting point for testing them is to take inventory of all the data in a company s businesses (including data flowing from customer interactions) and then ask, Who might find this information valuable? Another provocative thought: What would happen if we provided our product or service free of charge? or more important, perhaps What if a competitor did so? The responses should provide indications of the opportunities for disruption, as well as of vulnerabilities. Chris Anderson, Free: How Today s Smartest Businesses Profit by Giving Something for Nothing, New York, NY: Hyperion, Annabelle Gawer ed., Platforms, Markets and Innovation, Cheltenham, UK: Edward Elgar Publishing, David S. Evans, Andrei Hagiu, and Richard Schmalensee, Invisible Engines: How Software Platforms Drive Innovation and Transform Industries, Cambridge, MA: The MIT Press, Innovating from the bottom of the pyramid The adoption of technology is a global phenomenon, and the intensity of its usage is particularly impressive in emerging markets. Our research has shown that disruptive business models arise when technology combines with extreme market conditions, such as customer demand for very low price points, poor infrastructure, hard-to-access suppliers, and low cost curves for talent. With an economic recovery beginning to take hold in some parts of the world, high rates of growth have resumed in many developing nations, and we re seeing companies built around the new models emerging as global players. Many multinationals, meanwhile, are only starting to think about developing markets as wellsprings of technologyenabled innovation rather than as traditional manufacturing hubs. In parts of rural Africa, for instance, traditional retail-banking models have difficulty taking root. Consumers have low incomes and often lack the standard documentation (such as ID cards or even addresses) required to open bank accounts. But Safaricom, a telecom provider, offers banking services to eight million Africans through its M-PESA mobile-phone service (M stands for mobile, pesa is Swahili for money ). Safaricom allows a network of shops and gas stations that sell
13 13 McKinsey Quarterly August 2010 telecommunications airtime to load virtual cash onto cell phones as well. In China, another technology-based model brings order to the vast, highly dispersed strata of smaller manufacturing facilities. Many small businesses around the world have difficulty finding Chinese manufacturers to meet specific needs. Some of these manufacturers are located in remote areas, and their capabilities can vary widely. Alibaba, China s leading B2B exchange, with more than 30 million members, helps members share data on their manufacturing services with potential customers and handles online payments and other transactions. Its network, in effect, offers Chinese manufacturing capacity as a service, enabling small businesses anywhere in the world to identify suppliers quickly and scale up rapidly to meet demand. Hundreds of companies are now appearing on the global scene from emerging markets, with offerings ranging from a low-cost bespoke tutoring service to the remote monitoring of sophisticated air-conditioning systems around the world. For most global incumbents, these represent a new type of competitor: they are not only challenging the dominant players growth plans in developing markets but also exporting their extreme models to developed ones. To respond, global players must plug into the local networks of entrepreneurs, fast-growing businesses, suppliers, investors, and influencers spawning such disruptions. Some global companies, such as GE, are locating research centers in these cauldrons of creativity to spur their own innovations there. Others, such as Philips and SAP, are now investing in local companies to nurture new, innovative products for export that complement their core businesses. Jeffrey R. Immelt, Vijay Govindarajan, and Chris Trimble, How GE is disrupting itself, Harvard Business Review, October 2009, Volume 87, Number 10, pp Special report on innovation in emerging markets: The world turned upside down, the Economist, April 15, C. K. Prahalad, The Fortune at the Bottom of the Pyramid: Eradicating Poverty Through Profits, fifth edition, Philadelphia, PA: Wharton School Publishing, July Producing public good on the grid 7 Peter Bisson, Elizabeth Stephenson, and S. Patrick Viguerie, Global forces: An introduction, mckinseyquarterly.com, June The role of governments in shaping global economic policy will expand in coming years. 7 Technology will be an important factor in this evolution by facilitating the creation of new types of public goods while helping to manage them more effectively. This last trend is broad in scope and draws upon many of the other trends described above. Take the challenges of rising urbanization. About half of the world s people now live in urban areas, and that share is projected to rise to 70 percent by Creative public policies that incorporate new technologies could help ease the economic and social strains of population density. Wired cities might be one approach. London, Singapore, and Stockholm have used smart assets to manage traffic congestion in their urban cores, and many cities throughout the world are deploying these technologies to improve the reliability and predictability of mass-transit systems. Sensors in buses and trains provide transportation planners with real-time status reports to optimize routing and give riders tools to adjust their commuting plans.
14 Clouds, big data, and smart assets: Ten tech-enabled business trends to watch 14 8 Peter Bisson, Elizabeth Stephenson, and S. Patrick Viguerie, Pricing the planet, mckinseyquarterly.com, June Similarly, networked smart water grids will be critical to address the need for clean water. Embedded sensors can not only ensure that the water flowing through systems is uncontaminated and safe to drink but also sense leaks. And effective metering and billing for water ensures that the appropriate incentives are in place for efficient usage. 8 Technology can also improve the delivery and effectiveness of many public services. Lawenforcement agencies are using smart assets video cameras and data analytics to create maps that define high-crime zones and direct additional police resources to them. Cloud computing and collaboration technologies can improve educational services, giving young and adult students alike access to low-cost content, online instructors, and communities of fellow learners. Through the Web, governments are improving access to many other services, such as tax filing, vehicle registration, benefits administration, and employment services. Public policy also stands to become more transparent and effective thanks to a number of new open-data initiatives. At the UK Web site FixMyStreet.com, for example, citizens report, view, and discuss local problems, such as graffiti and the illegal dumping of waste, and interact with local officials who provide updates on actions to solve them. Exploiting technology s full potential in the public sphere means reimagining the way public goods are created, delivered, and managed. Setting out a bold vision for what a wired, smart community could accomplish is a starting point for setting strategy. Putting that vision in place requires forward-thinking yet prudent leadership that sets milestones, adopts flexible test-and-learn methods, and measures success. Inertia hobbles many public organizations, so leaders must craft incentives tailored to public projects and embrace novel, unfamiliar collaborations among governments, technology providers, other businesses, nongovernmental organizations, and citizens. Jason Baumgarten and Michael Chui, E-government 2.0, mckinseyquarterly.com, July Bas Boorsma and Wolfgang Wagner, Connected urban development: Innovation for sustainability, NATOA Journal, Winter 2007, Volume 15, Number 4, pp O Reilly Radar Government 2.0 (radar.oreilly.com/gov2) Connected Urban Development (connectedurbandevelopment.org) Building a smarter planet (asmarterplanet.com) The pace of technology and business change will only accelerate, and the impact of the trends above will broaden and deepen. For some organizations, they will unlock significant competitive advantages; for others, dealing with the disruption they bring will be a major challenge. Our broad message is that organizations should incorporate an understanding of the trends into their strategic thinking to help identify new market opportunities, invent new ways of doing business, and compete with an ever-growing number of innovative rivals. The authors wish to acknowledge the important contributions of our colleague Angela Hung Byers. Jacques Bughin is a director in McKinsey s Brussels office; Michael Chui is a senior fellow of the McKinsey Global Institute; James Manyika McKinsey.com) is a director in the San Francisco office and a director of the McKinsey Global Institute. Copyright 2010 McKinsey & Company. All rights reserved.
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Curator Crispin Jacket
Curator Crispin Jacket
The Crispin jacket is a derby style jacket that has an elastic waistband and cuffs, banded collar, and comes in a medium-weight silky modal/poly blend fabric. Great for cool Spring and Fall layering. Cat is 5'3" and wears a size small. Curator is a design duo based in San Francisco, focused on creating flattering go-to wardrobe staples and using organic materials when possible. Their line is manufactured in California. Care Instructions: Machine wash cold, hang to dry.
A pioneer of Seattle's independent designer boutique scene, Velouria has set up shop in the up and coming Pioneer Square neighborhood. With white walls and a gallery feel, it's the perfect spot for their ever-changing and vast selection of small production, independent and local designer wares. You'll find designers such as Dusen Dusen, Feral Childe, Jennifer Glasgow and more.
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Best Of :: Shopping & Services
It would be fair to describe Nest as a "lifestyle store." The showroom on McKinney Avenue is casual enough to make you believe your home could look like it if you just spent a little bit more money, but extravagant enough to remind you that you don't actually need anything it's selling. But you'll want it all ... oh, how you'll want it. A Missoni rug? Yes, please. Designer coasters? Must have for coffee table. A golden wishbone ring-holder? Spoil yourself with jewelry and then spoil the jewelry. That's the kind of place you've walked into. You'll leave with empty pockets but a really chic set of silicone place mats. Your duplex in Old East Dallas will never have looked so cool.
Beverage Depot is the size of a grocery store, but the food groups here are "vodka," "whiskey" and "Scotch." Checkout lines are long and aisles crowded on Friday nights as customers load up on bargain booze from the well organized selection of wines, beers and spirits. Imported wines at low prices are a specialty. Looking for a fine Australian vintage? They have more than 25. We'll drink to that, mate.
Occupying prime retail space in Deep Ellum, Epocha boutique and art gallery specializes in men's hard-to-find sneakers. Rare editions of Pumas and Asics are there, along with lesser-known brands. Steps from the colorful shoe rack hang a large selection of men's vintage coats. Shop here for unique streetwear and hip-hop looks and quality goods from the recent past. Epocha sometimes hosts events, serving drinks to Dallas' most fashionably offbeat folk. If you can't afford the footwear, you can at least enjoy the free people-watching.
Oliver Peck is the local ink star who founded the Friday the 13th tattoo marathons. On those nights on the calendar, Peck and his coworkers at Elm Street Tattoo put on a show. With lines snaking out the door, people wait to get a tattoo for just $13 — on the condition that it must have the number "13" somewhere in the design. (The store also asks for a $7 tip, so it's a $20 deal). The bargain night has become a rite of passage for body art enthusiasts. Peck's the top talent but his assistants are masters, too. You're lucky to get ink from any of them.
One Saturday a month, the back room of the independently owned Pet Supplies Plus on Lower Greenville offers discount vaccines, drawing lots of dog owners and yapping, furry friends who sense that something's up. Be assured that the vets here work with sensitivity, patience and care. This store is open every day of the week and often holds adoption events.
Jewel Ybarra is a Dallas cyclist who taught herself to sew. She is the creator of Ellum Bag Works, selling handmade, locally sourced gear and apparel to local bike shops and from her Etsy page. Her specialty is cycling caps — light, breezy caps that absorb the sweat under a helmet. No corporate logos on these, just Ybarra's unique fabrics (batiks, tweeds, moleskins) and designs that appeal to all sorts of riders. Good stuff for getting your head straight and keeping it dry for a long ride.Transit Bicycle Co., 1915 Greenville Ave., 214-219-2453 (and other dealers), ellumbagworks.com


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Settings.EnableCacheVisualization Property
Gets or sets a value that indicates whether to use a non-production analysis visualization mode, which shows areas of a page that are not being GPU accelerated with a colored overlay. Do not use in production code.
Namespace: System.Windows.Interop
Assembly: System.Windows (in System.Windows.dll)
Property ValueType: System.Boolean
true if cache visualization is enabled; otherwise, false.
During profiling and performance tuning phases of application development, you can set EnableCacheVisualization to true to produce an overlay visualization of the areas in your UI that are being hardware accelerated. You can also set this property in the host HTML on the plug-in level. For more information, see EnableCacheVisualization (Silverlight Plug-in Object).
|Important Note:
Do not enable cache visualization in production code.
To visualize areas in your UI that are GPU accelerated, you must also enable GPU acceleration and set the cache mode for specific objects. Set EnableGPUAcceleration to true in the host HTML to enable GPU acceleration. For more information, see EnableGPUAcceleration (Silverlight Plug-in Object). You can also set the OutOfBrowserSettings.EnableGPUAcceleration property for out-of-browser applications. For more information, see How to: Configure an Application for Out-of-Browser Support.
To set the cache mode, set the UIElement.CacheMode property on specific objects that might invoke the GPU acceleration path for rendering.
Version Notes
Silverlight for Windows PhoneColored regions show textures that are passed to the GPU for acceleration in Silverlight for Windows Phone. In the Silverlight browser plug-in for Silverlight for the desktop, colored regions show textures that are not accelerated by the GPU.
For a list of the operating systems and browsers that are supported by Silverlight, see Supported Operating Systems and Browsers.


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2.Psique - Thomas Parr (Prod.Zabaz). MP3
Tom Parr - Chronic Gin N' Tonic MP3
Great track, cut from Cally Gage's mix on Bang Up For It 2.
ANDY WHITBY HARDKAST 001 (FULL MIX & DL) - Tom Parr guestmix, Showtek, D-Block & S.t.e. Fan + more MP3
DOWNLOAD LINK - http://bit.ly/VjzcIK ITUNES LINK - http://bit.ly/QGsz22 Every month a new episode of Andy Whitby's 'Hardkast' on my YouTube Channel ...
Tom Parr 'Ladyboys' MP3
Download from iTunes: http://bit.ly/Frantic07 www.nukleuz.com Taken from Frantic Resident 07 TRACKLIST CD1 -- Mixed LIVE by Proteus 1) Beati Mortui 'Let ...
1.Lejos - Thomas Parr. MP3
3.Todo menos eso - Thomas Parr Ft.Nieto. MP3
Thomas Parr- Escarpelo (Videoclip) MP3
AWSUM 014 :: Tom Parr - Missing You - ON SALE NOW MP3
SUBSCRIBE @ WWW.AWSUM.TV Tom Parr's debut release on AWsum, showing his funkier groovier sound for this vocal anthem! AWSM014 - Tom Parr ...
Cortesía de la casa-Thomas Parr-Video Clip MP3
Old Thomas Parr - the house now called Jennies Cottages part 2 MP3
Old Parr's is a privately owned property and has been in the same family since 1950. Jennie became the owner in 1972 and has been responsible for restoring ...
Marla Singer - Thomas Parr ( VIDEOCLIP SEEDZONE) MP3
Titulo: Marla Singer. Artista: Thomas Parr. Direccion : Teo Gaitan. Actuacion : Tatiana Vargas - Tomas Gaitan (TMS). SEEDZONE Medios audiovisuales.
Thomas Parr - Puntos de sutura (Videoclip) - OldTomParr MP3
Tom parr - Ladyboys MP3
Tom Parr - Ladyboys.
Thomas Parr Ft GLA - Erit nos cinis - AMAGA 2015 en vivo MP3
B2T033 BC & Ben H VS Tom Parr-Bass Was The Murder MP3
FOR MORE INFO TRACKS AND PURCHASES PLEASE CLICK THE LINK BELOW! http://www.facebook.com/B2TRecordings?sk=app_195611817141370 ...
4.Silicio - Thomas Parr. MP3
CUSTOM ZOMBIES!! - Pacman - part 2 - STARTING TO GET A BIT BORING!! MP3
Part 2 of 3 and while recording this i was starting to get a bit bored and slowly loose interest therefore making dumb-ass moves, oh well hope you enjoy the ...
Tom Parr - Every Time (Original Mix) [AWsum presents Tom Parr] MP3
http://www.toolboxdigitalshop.com/hard-house/every-time-original-mix-en-2.html To buy a full length 320kbps MP3 or WAV click the link above:
Tom Parr - Chronic Gin 'N' Tonic MP3
Label: AWsum Presents Tom Parr Cat#: AWSMPARR002 Country: UK Released: 20 Dec 2010 Style: Hard House -uploaded in HD at http://www.
Tom Petty And The Heartbreakers - The Waiting MP3
Music video by Tom Petty And The Heartbreakers performing The Waiting. (C) 1981 Geffen Records.
The Waiting
Tom Petty And The HeartbreakersOh baby, don't it feel like heaven right now Don't it feel like something from a dream Yeah, I've never known nothing quite like this Don't it feel like tonight might never be again Baby, we know better th[...]
Bill Frisell - London 08 2/2 MP3
London Barbican 15 Nov 08: The third encore - 'That Was Then' from "Good Dog, Happy Man"
5.Jamaican rum and whisky - Thomas Parr. MP3
9.Cerrojos - Thomas Parr. MP3
The Leading Edge: Tom Bissonnette, Parr Autobody (Part 2) MP3
Engaging conversations with Saskatoon's community and business leaders with host Dave Hagel. Part 2 of interview with Tom Bissonnette, Owner of Parr ...
Harry Just Jakes 10 2 min.mov MP3
HOLME BAND celebrates Harry Filken's Birthday at Just Jakes Montclair NJ. A quick survey of some of the nights songs.
Tom Parr - Missing You (Gammer Remix). MP3


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What is JotForm?
JotForm is a free online form builder which helps you create online forms without writing a single line of code. No sign-up required.
At JotForm, we want to make sure that you're getting the online form builder help that you need. Our friendly customer support team is available 24/7.
We believe that if one user has a question, there could be more users who may have the same question. This is why many of our support forum threads are public and available to be searched and viewed. If you'd like help immediately, feel free to search for a similar question, or submit your question or concern.
Unable to view contacts in infusionsoft added by jotformAsked by AsmaMohd on July 04, 2014 at 03:19 PM
I have followed all the integration steps again and again but still the problem persists.. The contact details i have filled in the form cannot be fetched from infusionsoft app.
Please help me.
JotForm Support
Hi Patrick,
I checked again your Testimonial form http://www.jotform.me/form/41843298594468 but I noted that it was NOT integrated yet to Infusionsoft.
You need to integrate it first before you can transfer the data from the form to your infusionsoft account.
Click on this link to start the integration process
you must provide your API keys at the start connect to your infusionsoft account.
Use this guide how to find your Infusionsoft API key.
Inform us if still not successful.


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Local Vape September 11 2013
Welcome to the Local Vape website! We carry e-cigs, vaporizers, e-juices, e-liquids and accessories. We welcome local e-juice/e-liquid makers to show us your creations as well. Come kick it!
This website contains adult material and is only suitable for those 18 years or older. Click Enter only if you are at least 18 years of age. California Must be 21+or Exit


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Frank Ver Beck, full name William Francis Ver Beck (1858 – 1933), was the artist who illustrated L. Frank Baum's The Magical Monarch of Mo.
From the 1890s on, Ver Beck enjoyed a long career in book and magazine illustration. He also wrote children's stories that he illustrated, alone or in collaboration with other artists and writers. His eponymously titled Ver Beck's Book of Bears is one prominent example of his work. One of his collaborators was his pupil and wife, the former Hanna Rion. Ver Beck illustrated The Marriagemony of Mildred White and Let's Make a Flower Garden, books authored by Hanna Rion Ver Beck. Frank Ver Beck expanded Helen Bannerman's original "Little Black Sambo" into a series of Kiplingesque adventures, in The Little Black Sambo Story Book.
Ver Beck was noted for his animal illustrations; he worked on texts of writers who were famous for their animal stories, including Rudyard Kipling, Albert Bigelow Paine, and Joel Chandler Harris, author of Uncle Remus. Paine dedicated his 1898 story The Arkansaw Bear to its illustrator, Ver Beck.
Inevitably, Ver Beck illustrated a large body of works that are now generally forgotten, including John Langdon Heaton's The Book of Lies, Theodore Marburg's Bobbylinkapoo, and Charles Dwight Willard's The Fall of Ulysses: An Elephant Story.


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login with
She is precious!
I just love the look on her face!! hahahaha too cute!
About Brittany Bach
Current: Union Grove, Wisconsin
Birth: May 02
On Moms.com since: Feb 15, 2014
Spook I was a teenager when I first got pregnant I got married after my second I work and take care of my family currently me n my husband are planning our third


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Brownie Caramel Cheesecake
READY IN: 1hr 20mins
4C Mac
Recipe by - Momma Loon
It is very rich, and worth the time and calories
Top Review by charlotteaholmes
I love this recipe! I have made it at least 3 times. This was the first ever cheesecake recipe I attempted because the boyfriend wanted a cheesecake for his birthday. It was perfect! I use some of the chocolate in the middle with the carmel (I like chocolate alot). I would also suggest putting some foil under the pan sometimes the caramel leaks out of the springform.
See Discussion:11 Reviews
Ingredients Nutrition
- 1 (9 ounce) package brownie mix
- 1 egg
- 1 tablespoon cold water
- 1 (14 ounce) packageindividually wrapped caramels, unwrapped
- 1 (5 ounce) can evaporated milk
- 2 (8 ounce) packages cream cheese, softened
- 1⁄2 cup white sugar
- 1 teaspoon vanilla extract
- 2 eggs
- 1 cup chocolate fudge topping
Directions See How It's Made
- Preheat oven to 350 degrees F (175 degrees C).
- Grease the bottom of a 9 inch springform pan.
- In a small bowl, mix together brownie mix, 1 egg and water.
- Spread into the greased pan.
- Bake for 25 minutes.
- Melt the caramels with the evaporated milk over low heat in a heavy saucepan.
- Stir often, and heat until mixture has a smooth consistency.
- Reserve 1/3 cup of this caramel mixture, and pour the remainder over the warm, baked brownie crust.
- In a large bowl, beat the cream cheese, sugar and vanilla with an electric mixer until smooth.
- Add eggs one at a time, beating well after each addition.
- Pour cream cheese mixture over caramel mixture.
- Bake cheesecake for 40 minutes.
- Chill in pan.
- When cake is thoroughly chilled, loosen by running a knife around the edge, and then remove the rim of the pan.
- Heat reserved caramel mixture, and spoon over cheesecake.
- Drizzle with the chocolate topping.


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- Mixed fabric outer
- Panel detail
- Foldover design
- Internal zip pocket
- Card slots
- Clip top fastening
- Gold tone hardware
- RI branding
- Height 10cm, width 20cm
Info & care
Delivery & returns
14% Polyester, 86% Polyurethane
We deliver to over 100 countries around the world.
For full details of the delivery options we offer, please view our Delivery Info
We hope you'll love every River Island purchase, but if you ever need to return an item you can do so within 14 days of receipt.
For full details of how to make a return, please view our Returns Policy


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VELOCITY Supply Software is a great fit for many businesses. Find out if it's the right choice for you! Are you looking for a VELOCITY Supply Software demo, technical support, product or pricing information or to simply to compare VELOCITY Supply Software with competitive options? Quickly get answers and the information you need.
Velocity Supply's Payroll module gives you the ability to immediately issue invoice to your customers for time spent on a project while at the same time creating the paycheck for the employee. Its user-friendly screens will guide you through the payroll process, thereby making payroll management seem like a walk in the park!
"Payroll" is part of the VELOCITY Supply Software line of products, developed by Business Software International.
VELOCITY Supply Software is a horizontal product. It offers functionality designed for usage across a wide variety of industries and business types.


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Matilda?! can she waltz? she's neat, though. and i think her face is more expressive than the AGs from over here.lol she can Waltz, she can do anything! she is Australian afterall, and we are the lucky country I actually thought her expression was a lil odd looking haha. thank you for the kind comments on the PJ's
craft-related, i especially like the pyjamas.
craft-related, i especially like the pyjamas.
I love Matilda's dress & bolero. Runner-ups: PJs and backpack. Hand stitched? Wow! I've never heard of this line of dolls. I'm going to check them out. This one is beautiful. How is caring for that curly hair?Thank you thank you They're a lil small, they were made with a Simplicity pattern for the AMG dolls so I know next time to modify it a lil for the Australian Girl. So far the hair hasn't been an issue at all.
I love your website Emily Rose, I end up browsing around on there quite often!
Australian Girl Dolls found here http://www.australiangirldoll.com.au/ and for the most part the dolls are great but the clothes... well they leave something to be desired


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Time is endless and nobody knows when it began and when will end. There was a time when men and women used to reside in caves and later employed to study beneath lamps. The sun was only supply telling them the time. But later with introduction of watches lives definitely changed. Within this mechanical life, it truly is particularly significant to manage time. You cannot afford missing a single crucial second which can transform your life. Watches make individuals punctual; teach them to understand the value of each minute. It truly is accurate that watches aid prompt actions and choices nevertheless it cannot be overlooked that they are a status symbol too. Many people wear luxury watches to increase their outlook. Many women's accessories are embedded with gems to create them pricey but men's watches although do not use substantially of gems but nonetheless be referred to as luxuriously expensive.Platinum bodied Patek Philippe Tourbillion watch is known to be one of the most high-priced watch. This watch is $1.49 million luxury watch. The wrist watch is regarded as to become a single essentially the most complicated watches; there's involvement of 686 pieces to perform multi tasks. Only two pieces on the identical model are made each and every year. This watch makes use of platinum or rose gold for body. Vacheron Constantin took the responsibility to make by far the most complicated wristwatch. Vacheron Constantin wristwatch utilizes 834 parts and hence named by far the most complicated watch to work with. The price tag of this watch is $1.4 million. This watch is made of pure gold and limited edition was manufactured.Hublot is Swiss luxury watch brand. This brand has launched Black Caviar Bang as high-priced as $1 million. The beauty of this watch is mind-blowing. The design is ever beautiful and amazing. It's created with gold, black diamonds and jewels. This really is only a single piece developed watch.Louis Moinet Magistralis is definitely an awesome wristwatch produced by pure moon meteors. The value of this superb wristwatch is $868,000. The specialty of this brand is ever new designs, which indicates a design is in no way repeated when a piece is made once in the exact same style.Blancpain is actually a luxury brand that is renowned for luxurious wristwatches. This brand has fusion six designs in one particular design and style and created a master piece referred to as 1735. This luxury watch is created from platinum and its cost is $800,000.Another popular Swiss watch makers are Audemars Piguet. This brand has manufactured wonderful white gold watch Royal Oak Grande Complication with price of $526,000.
Website URL:


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Starting a business is difficult; it can be extremely stressing and practically impossible for certain people. A choice to run a business is essential; you will intend to make sure that you have the time, the initiative, the cash, as well as the inspiration to handle it.
For some individuals, purchasing an existing business is much easier rather than a clean slate. Ending up being a new owner of the current establishment could be an excellent investment. Before you want to offer that choice a Go or Yes, there are the couple of points that you require to look right into.
First, check out why the owner wants to sell his/her business. You additionally should understand just what the present and month-to-month revenue are. You need to look right into the circumstance from every angle if the owner is marketing his or her company because it does not do well. Learn why the company is refraining from doing well.
A firm can fail due to many factors and also few of the instances are:
It could fail because of poor business choices
The company has actually cannot offer the existing market demand
There was insufficient marketing effort to bring in consumers
It does not have an excellent online reputation as well as etc
. For such situations, you will need to consider how you can rescind the scenario. You have to think of some ways to take the business and make some favorable changes. You may intend to provide it a new name, new look, new adage, offer new service or any new modifications that need to offer it a chance to expand.
For that reason, when it comes to the decision of starting a business with acquiring an existing business, you will wish to ask on your own just what is best for you and also which means you would have an opportunity making something great and actual from the business.
For some individuals, purchasing an existing business is easier instead compared to a new beginning. Before you desire to give that decision a Go or Yes, there are few things that you need to look into.
You might yearn for to give it a brand-new name, brand-new appearance, new adage, brand-new supply service or any brand-new adjustments that ought to offer it a chance to expand.


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I am pun man!! I shall bring justice to wikia! *pulls out wikia badge"
- runs after evil wikia doers* "Justice shall prevail! For none shall escape the puns of pun man!"
"I shall use puns at will! I have traveled over the 7 bagels of justice! My puns of justice shall prevail over the evil wikia doers!"
"Evil wikia doers! You can run, but you cannot hide from Pun Man!"
- goes into cheezy power ranger stance* "Yes, pun man shall use puns at will, fighting evil wikia doers with my puns of justice!"
Ehh... So it's all a pun. But anyways, as many of you know, I am a user just like the rest. I am no man of justice who fights evil wikia trolls. I am not a goody two shoes, or a tattletale. I don't go tell on you because I want to be an admin -_-
As a matter of fact, I loathe that very thought. I wouldn't even have enough time to be an admin, let alone apply for a job at wikia. There were times I wanted to help clean things up, but what I'd rather do is create a team to help wikia doing something more constructive. Something I'd actually have time doing. I notice a lot of you have asked me to be an admin on your page (as a matter of fact I was even added as one without my knowing it on some other page). I don't mind helping people out, or being a temp mod if the time calls for it, but I already do a lot to really have time to be an admin at different sites.
I actually like most of the people on here. I'd rather help people than see those people get in trouble, but it's kind of hard when a lot of trolls come on here and vandalize the wikia. I see people get banned every day and it's not really pretty. I watch vulgar insults, flooding, caps abuse, and sock puppeteers. It actually gets quite tiring seeing the same thing over and over. Why don't I do anything about it, you ask? Because I can't? I'm no admin/staff or anything special. I don't tell on people to get stars or bonuses. I'd rather not get anything special on here. Then why do I do it? Because, I like to relax and talk to people without seeing chat get vandalized or watching vulgar insults. There's kids in there for crying out loud!
Also, every once in awhile I chime in a post (the right way). I don't act like an admin or staff, but a user that knows when to act and when to give correct guidance. I don't throw up authority or abuse my user privileges. People from chat know this. I try my best to guide people in the right direction and help them. More often than not (like 90 percent of the time) I'm trying to save users from being banned. Many know this, and I mean many when I say this: I use the word "Heads uP" because I like giving people the heads up to save them from the ban hammer.
So, if anyone has questions, I'd be willing to help out on that. If someone needs me to keep on eye on something, I can do that as well. I don't need to be any kind of admin to get things done. I can get things done in a more professional manner. If and I mean if, you need help with serious work on wikia that might pull me away from the general wikia community, please be patient, or catch me at a good time. You can always leave me a wall message or meet me in general chat. As you can see, I'm always doing something, even if it's helping keep an eye on the chat. If you need me to be an admin for a different wikia site, most of the time I wont even have time to visit a page, but every once in a while I can try and show up and edit a page a little. I'm not even doing proper editing on this blog, but I'm in a hurry, so I apologize.
Like I said before, what I really want to do is help wikia directly doing something more constructive. Some of you know, I wanted to develop a wikia client for wikia so I can make it easier for users to log on wikia and use easier features. I was looking for a way to create one button features to make things go much more smoothly. I wanted to create a log on screen and everything. What I didn't know is this has already been done online (for bots). It didn't mean what I did was a waste of time, it just means great minds think alike. See, to create fast one button scripts, there is chathax. As far as bots go, there was already a team that managed that as I heard. I believe sactage developed a client for a bot. I know he runs a bot, but I believe he developed a client for it. So literately my plan was in vain. But, at least I learned some things and I didn't give up. There is a lot of other things I can do for wikia.
If you feel like you don't want to be a simple wikia helper and you feel like you are more important than others, I can already tell you that you wont make it very far with that attitude. Actually there are people who have worked really hard on wikia for awhile now and they are still waiting in line to be an admin, or a chat mod, or get paid as a staff worker. Being known by wikia and moving up the ranks isn't as easy as you might think it is. Even on IRC it is not easy. I've been a server-admin on a small IRC server and it takes a long time before you can even be noticed or recognized by someone.
What Wikia needs is devotion. The more you ask for something, the more desperate you look. Let Wikia recognize you first as a hard worker and a motivated worker before you even try moving up that ladder. I hate to say this but, this is not something that can be accomplished in a week of helping wikia. Most people wait in line for months. So, right now, just be patient and observe for awhile until you can learn the ropes. After that, go ahead and start answering questions for awhile. Eventually you'll be noticed. It just takes time. Also, Wikia needs helpful contributors, so make sure to contribute constructively.


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With the dawn of SmackDown Live's New Era comes fresh beginnings and big opportunities, and nowhere is that truer than in the case of Dolph Ziggler, who is set to challenge WWE World Champion Dean Ambrose at SummerSlam.
The Showoff qualified for the title match by winning a loaded No. 1 Contender's Six-Pack Challenge on SmackDown Live July 26, overcoming an all-star field of John Cena, AJ Styles, Bray Wyatt, Baron Corbin and Apollo Crews. Before notching the massive win, Ziggler said he had "lost his way," but vowed to not let opportunity slip through his hands again. On Sunday, Aug. 21, he will have his chance to back up his words.
A two-time World Champion in WWE — not to mention, the record-holder for most wins in the history of Kent State's acclaimed wrestling program — Ziggler has emerged as one of the most resilient athletes in recent history.
Against WWE World Champion Ambrose, however, The Showoff faces a distinctly unorthodox brawler. Perpetual motion personified, Ambrose never backs down from a good fight, and the SummerSlam title bout against Ziggler is no different.
Will The Lunatic Fringe continue to reign supreme on SmackDown Live? Or will Ziggler's revitalized outlook on life in WWE's New Era prove to be unbeatable?


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Spike may refer to:
- Spike (planet), an Orion Colony world
- Spike (tribble), a pet tribble.
|This is a disambiguation page — a navigational aid which lists pages that might otherwise share the same title. If an article link referred you here, you might want to go back and fix it to point directly to the intended page.