Analysis N.Sparks “True Believer”

Dariya Glazova, bunch 402 Nicholas Sparks  «True Believerâ » The content under expressive investigation presents the portion from the novel  «True believerâ » composed by Nicholas Sparks. In this entry the creator addresses the issue of age hole. He differentiates the grandma, Doris McClellan, with her grandkid, Lexie. It is realized that the grown-ups like to show their kids how they should carry on with their life and Doris isn’t exemption. From the earliest starting point the peruser can figure that the granny and her granddaughter are polarities.The creator utilizes the equal development  «For Doris, the explanation was †¦ For Lexie, the explanation was†¦Ã¢ » to upgrade this thought. Additionally we can see that the connection between these two ladies are exceptionally close in light of the fact that even Lexie is furious with her granny’s obstruction in her life she adores her with her entire heart. To show that the grandmother’s presence i s loaded with dealing with her dazzling fortune the creator utilizes the accompanying decision of word: she intended no mischief, as often as possible pondered out loud, every last bit of her faltering and such like things.Among different issues of society Nicholas Sparks brings up the issue of emergency of ladies of thirty years in this concentrate. He causes the reader’s to notice the way that at her thirties Lexie  «hadn’t settled yetâ » and she is still in the pursuit of her knight in sparkling shield. This exceptional sort of her bliss, then again she needs to meet the correct person as each ordinary young lady or lady, is portrayed by the creator in the just one amazingly gathered word  «her manâ » and this thought is additionally reinforced by the graphical expressive mean-the italics of the possessive pronoun her.The ground-breaking impact delivered by these complex gadgets is very verifiable. Yet, she needs not exclusively to be with the correct person h owever she needs the just limited who conceivable never has existed in reality since he is a fantasy of her creative mind which is made without anyone else as per the exciting magazines overstuffed her library. This thought shows itself through such requests to her picked one as  «both delicate and kind, simultaneously sweet her off her feet, offer to rub her feet following a difficult day, challenge her mentally, get her blossoms for no reason ».Furthermore Sparks draws the equal between the past and the current which are exemplified by fundamental characters. Here we can see that the author delineates the ethical standards of ladies of the past and the delegates of the delicate sex of present day world. With having a sharp eye for subtleties the creator guarantees that in the past ladies wedded men who were  «decent, with certain standards and had a decent jobâ » yet present day little girls of Eve need to feel energy for someone too and it is difficult for them to get hitc hed and discover somebody uncommon in the entire world.The author’s object in utilizing the absolute opposite is very apparent on the grounds that he upgrades the ideal impact with the assistance of this elaborate gadget. To the end I’d like to wish all the ladies to discover their accomplice throughout everyday life except don’t have inference about your qualified unhitched male since everyone planners of his own fortune and furthermore I totally concur with Nicholas Sparks that the fervor alive in the relationship is generally up to the lady. on the off chance that I’m off-base, right me.

Argumentative Essay Eng 101 Free Essays

In the little town of Taiji, there is a shrouded bay where Japanese anglers butcher a great many dolphins every year. The slaughter of these dolphins continues for a half year out of the year. The dolphins are driven in to hostage by utilizing agonizing submerged clamors and enormous nets to trap them in to this bay where they are butchered. We will compose a custom article test on Pugnacious Essay Eng 101 or on the other hand any comparable point just for you Request Now A portion of the dolphins are slaughtered in the inlet, by anglers cutting their throats with blades or wounding them with lances, while others are taken seaward into trucks and hauled by their tails to be murdered later. The encompassing water is brilliant red with the blood of these dolphins and the air is loaded up with their alarming shouts. Other than the maltreatment and pointless killings of these lovely animals, another issue that is going unnoticed is that the dolphin meat is loaded up with mercury and being devoured by the Japanese accidentally. The last significant issue is dolphinariums supporting the Japanese angler by paying a huge number of dollars for chose dolphins to live in bondage for diversion purposes. The slaughter of dolphins occurring in the little murdering bay in Taiji is totally horrendous. Not exclusively are these animals being executed for pointless reasons, yet they are being tormented all the while. The pursuit begins with anglers driving long metal poles into the sea and beating on them with mallets to make a sound wall that will terrify the dolphins. When the dolphins hear this clamor, they frenzy and swim toward the shallow inlet. This tiresome pursue can proceed for as long as eight hours and once they are in the inlet, nets are put to guarantee that they won't escape. Promptly the following morning, after the dolphins have been entangled throughout the night, the anglers come in little vessels to butcher the dolphins. They drive long metal lances into their bodies, cut their throats, and now and then spread their blowholes to suffocate them. While these honest dolphins battle for their lives the anglers have positively no blame or regret for what they are doing. The dolphins are being executed for reasons unknown specifically, actually, the Japanese anglers see what they do as a type of vermin control. â€Å"The Japanese government tell the anglers that dolphins are â€Å"pests† that eat too many fish, yet the genuine purpose behind fishery decays is over-angling, environmental change, and contamination. † (http://www. crusade whale. organization. battles/Japan/dolphins) Another problem that needs to be addressed that has been concealed is the utilization of dolphin meat accidentally. The meat is exceptionally debased with mercury and isn't alright for human utilization. Levels of mercury in the human body presents genuine wellbeing dangers, particularly to pregnant ladies and kids. The polluted dolphin meat is dishonestly bundled, and individuals are expending this food accepting that it is very good quality fish meat. The mercury topped meat is likewise finishing off in school snacks and kids are catching genuine ailments and disfigurements because of the indiscretion of the anglers pressing this meat. Speculatively, if dolphin meat was ok for utilization, it is exceptionally unfathomable that 23,000 dolphins should be executed every year to address utilization issues. Dolphin meat offered to the Japanese individuals is exceptionally debased with mercury, methyl mercury, cadmium, DDT and PCBs. The Japanese government gives no admonition that eating dolphin meatâ poses a genuine wellbeing peril. (http://www. watchman. co. uk/film/film/132131/bay. ) Perhaps the most stunning part of the dolphin drive chase is the dynamic job that some dolphinariums play in continuing the chase. The anglers of Taiji would will drive a huge school of dolphins into the little slaughtering bay, and dolphins mentors run to the scene to locate the most attractive dolphins for their showcase offices. By working with the anglers and paying as much as 200,000 dollars a dolphin, they are keeping up the dolphin drive butchers. The developing determination process delays for a few hours, and a few dolphins pass on from either stun, wounds, or weariness. During this time some make wild eyed endeavors at remaining at the outside of the water, however their pectoral blades have been disengaged or broken. A harmed dolphin merits nothing to the aquarium business and the dolphin mentors basically lobby the perishing dolphins over into the water and dump them, demonstrating no feeling at all. (http://www. savejapandolphins. organization/faq. php) Dophinariums that buy dolphins guarantee that they are sparing the dolphins from butcher, in any case, this is completely incorrect. The main spare the ones that can be financially abused and leave the â€Å"rejects† to be murdered by the anglers. There are numerous realities to help that the murdering of the dolphins in Japan is superfluous, fierce, and drearily off-base. How these creatures are pursued and tormented before they need to persevere through a horrifying demise is awful. This is an issue that is progressing in spite of the consistent endeavors to stop what's going on. The best way to stop the killings is to open them to the world. The objective of attempting to get film of the butchers is for mindfulness purposes in light of the fact that the more that this issue become misused, the better possibility there is to stop what is befalling these dolphins. The most effective method to refer to Argumentative Essay Eng 101, Essays

Production of Food in the Future Essay

Feeding a populace of 9 billion constantly 2050 is overwhelming. Consider the United Nations’ gauge that 1 billion individuals on the planet today are eager. The normal number of malnourished individuals worldwide between 1990and 2006 is 850 million with the high purpose of 1.023 billion hungry individuals, came to in the 2008 emergencies. Before we can decide whether we can take care of 9 billion individuals in 2050, is it not a superior inquiry to pose: â€Å"Have we addressed the issues of our current population?† Increases in populace development, higher food costs because of expanded interest, and rising destitution levels both in the US and universally are for the most part deterrents that should be controlled. In any case, procedures referenced in â€Å"The Future of Food† should be put to use, so as to conquer the difficulties we face in satisfying the developing need for food. Elizabeth Dickinson states, â€Å"the world is consistently very nearly a food crisis† (144). The populace in this world is becoming bigger and bigger regular, so envision how much food creation would need to increment to take care of 9 billion individuals by 2050. For instance, in Elizabeth Dickinson’s data realistic paper, the biggest number of respondents casted a ballot that the world would need to expand its food creation by 70 percent. That is a colossal rate since we would need to begin expanding the creation from now, so when 2050 comes around we will have expanded by 70 percent. In the event that we postpone the way toward beginning to expand the food creation, at that point we will presumably still won’t have the option to take care of the entire world later on. As the populace develops, expanded interest will prompt higher food costs. For instance, whenever interest for an item rises, costs for the most part flood. Then again, whenever interest for an item goes down, costs decline. The cycle works the equivalent with flexibly. An expansion in flexibly on steady interest will cause a diminishing in costs while diminishing interest will cause an expansion in costs. As it were, on the off chance that there is a lot of a similar flexibly yet little interest, at that point the cost will go down, instead of having a lot of a similar gracefully with extremely appeal, costs will go up. Individuals frequently ask, â€Å"What’s going on the planet today that is causing this food creation issue to happen?† The appropriate response remains, the populace development. A couple of instances of what has caused food costs to ascend so high are: China and India have the biggest and speediest developing populaces producing interest for food from around the world, so sway on costs has been raising interest from these nations, the Japanese wave and seismic tremor drove up fish costs by 6%, and vegetable costs rose half month because of harvest harm in Australia, Russia, and South America. On the off chance that these costs continue rising we won't have the option to take care of the entire world and we will in any case have hungry individuals in poor nations. Elizabeth Dickinson states, â€Å"Poverty is the principle issue. In any event, when food is plenteous, many go hungry on account of the absence of pay to buy food† (146). To chop down the worldwide craving rate, ten respondents casted a ballot that the global network ought to advance more extensive monetary development. At the end of the day, we should create a more extensive and fiery amount of development. Procedures we can use to confront every one of these difficulties are hereditary building, stress-safe reproducing, and the utilization of biological systems in cultivating. The Green Revolution, which didn't sidestep Africa, is another issue confronting food creation. Elizabeth Dickinson announced, â€Å"It bombed on the grounds that costly cross breed seeds and composts immediately debased soils and devastated little farmers† (147). This Green Revolution was insufficient. The utilization of compost expanded essentially, while per capita farming diminished drastically. Yield kept on remaining fixed in all through Africa in the primary harvests, for example, maize, rice, wheat, and so on. The green Revolutions sway on cultivating and food creation has caused harmful questions. A few people contend that it has spared numerous lives by amplifying rural efficiency, while others contend that it ha had a cataclysmic effect on little ranchers. It has likewise affected the conditions by â€Å"generating a gigantic worldwide market for seed, pesticide, and compost corporations† (GRAIN). Examinations concentrated in the past have reached the resolution by expressing, â€Å"a primary explanation behind the wastefulness of Africa’s agribusiness is that the harvests on the extraordinary larger part of little homesteads are not the high-yielding assortments in like manner use on the other continents† (GRAIN). In conclusion, in â€Å"What Do We Deserve?† the entirety of the various models of monetary equity identify with â€Å"The Future of Food† by Elizabeth Dickinson. The main model is the libertarian model. This model is about the disparity of individuals and how various races, classes, sexes, and individuals with various sexuality inclinations don’t have similar chances and don’t begin their lives the equivalent. For instance, individuals of various classes either grow up rich, white collar class, or poor. Arora states, â€Å"So while the course may look overall quite gleaming, the sprinters don’t start at the equivalent gazing point† (87). The subsequent model is the meritocratic model. This model is about how a few people are now brought into the world with gifts and characteristics while others don’t have that advantage. The individuals who don't have those points of interest need to make a solid effort to procure their successes. For instance, society doesn't give as much recognition to an individual who isn’t brought into the world with an ability or ascribe than they do to the individuals who as of now have it in them. Arora communicates, â€Å"Are their successes not as discretionary from an ethical outlook as the successes of those brought into the world with silver spoons in their mouths?† (88). The third model is the populist model. This model discussions about how if the individuals who are brought into the world with common endowments don’t work for their prosperity yet get remunerated, they should impart their awards to the open who accomplish work to procure rewards. For instance, on the off chance that somebody is brought into the world rich due to the family they originate from, at that point they ought to be thoughtful to other people and offer what they have as opposed to being covetous. They didn't endeavor to win the riches. It was simply given to them without any problem. Arora declares, â€Å"We ought to positively urge individuals to sharpen and practice their aptitudes, yet we ought to be certain that they don't ethically merit the prizes their aptitudes acquire from the market† (88). These models identify with â€Å"The Future of Food† in fundamentally the same as ways. It shows that not all individuals can bear the cost of the expanding costs of food, which causes world yearning. The ones brought into the world with traits that make their life simpler would have the option to pick up popularity and fortune and wont need to stress over going hungry. Additionally they have things significantly simpler than others. Individuals don’t merit anything except if they have earned it. It isn't reasonable for the individuals who are making a decent attempt to succeed however come up short and get no credit by any stretch of the imagination. Those attempting to succeed are attempting to accommodate themselves so as to bear the cost of the food while costs are getting increasingly elevated. To summarize it, food creation later on will be a major test we should confront, however all hindrances can be survived in the event that we set our focus on it. I accept that on the off chance that we as a whole work together on the techniques discussed before, we can accomplish taking care of every one of the nine billion individuals in this world, including all the destitute individuals in the nations that experience the ill effects of neediness. Likewise with all the sorts of models of monetary equity, society should be reasonable with the correct ways on remunerating individuals from either various classes or with various favorable circumstances.

Principles of Decision Making Essay

â€Å"Our economy is the aftereffect of a great many choices we as a whole make each day about creating, procuring, sparing, contributing, and spending† by Dwight Eisenhower (UBR, Inc. , 2007). What are the standards behind an individual’s dynamic? As indicated by Mankiw, the four standards of individual dynamic are as per the following: â€Å"people face exchange offs, the expense of something is the thing that you offer up to get it, sane individuals think at the edge, and individuals react to impetuses. † People face exchange offs by quitting any trace of something to get what they need or need. This is nothing unexpected for the vast majority who learn right off the bat in life that couple of things are free. An exchange off is the point at which you put more into one and less in the other. For instance of an exchange off, commonly understudies quit any pretense of investing energy with their families and companions so as to do schoolwork and achieve their drawn out objective of procuring a degree. As a result of â€Å"trade-offs, settling on choices require looking at the expenses and advantages of elective courses of action† (Mankiw, 2007, p. 6). The expense of something is the thing that you offer up to get it. This unmistakably underlines there are consistently expenses to each choice that we make. These are what we called opportunity costs. An open door cost is the thing that we need to offer up to pick up something different. It doesn't generally need to be about budgetary issues yet additionally situational issues. On the off chance that people settle on the choice to come back to class, they not just have an expense of financial effect on life yet in addition an expense of time since they have decided to concentrate over their options of working or mingling. Judicious individuals think at edge. An objective leader â€Å"takes an activity if and just if the minor advantage of the activity surpasses the negligible cost† (Mankiw, 2007, p. ). Financial leaders act in a normal way. This implies chiefs organize the final products of their activities. They choose dependent on their needs and needs. â€Å"Rational individuals deliberately are intentionally do as well as can be expected to accomplish their goals, given the open doors they have† (Mankiw, 2007). As per Mankiw, minor changes are simply slight acclimations to what is as of now being finished by looking at the negligible expense and peripheral advantage of something. This could be an individual heading off to the store to purchase sugar. In the event that the store has two brands of a similar size that are of various costs, an individual will purchase the most affordable in light of the fact that there is no advantage to buying the more costly sugar. Additionally, if an individual wanted to accomplish higher evaluations, almost certainly, he would spend longer hours examining and looking into his/her course. Additionally, if there were two contending organizations, one contribution an enormous pay with benefits, the other lacking assets to render motivating forces, it is expected that the candidate would organize the more gainful organization. In choosing what is gainful in any monetary circumstance, a chief needs to survey the expenses and advantages of a particular strategy. A case of a choice contrasting the peripheral advantage and the minor expense related with that choice happens when buying an increased, a minute ago voyage line ticket for a significant business exchange. Different choices are to either drive a vehicle, ride on a plane or hold up seven days to pay a much lower charge. The negligible advantages of less travel time, expanded solace and having the option to fulfill the time constraint on time totally exceeded the peripheral expense of the expanded charge. The choice made depended on close to home motivators and fulfillment. Obviously, if the journey line ticket charge had been higher than going via vehicle, I would have picked heading to have more excursion time and have the option to decrease cost. Really, peripheral advantage and negligible cost help in settling on monetary choices. Our own planning abilities will improve as we measure the expenses of a monetary choice. We will likewise think about the reasonableness of the items and administrations. The standards of financial aspects influence dynamic, association, and the functions of the economy in general since all individuals settle on choices dependent on what they need and is best for them by and by. For example, the minor expenses and advantages are an imperative piece of financial aspects since they help give the pertinent estimation of expenses and advantages at a particular degree of creation and utilization. Regardless of whether we don't understand it, we as a whole settle on choices dependent on our minor assessments of the other options. Like in purchasing a vehicle, we think about reasonableness as well as comfort. Financial matters assumes an extremely huge job in a wide range of parts of people’s lives. Each choice individuals make from the amount they work, spend, spare, and contribute assumes a job on their economy. Financial matters is something individuals use in a consistent schedule without acknowledging it. Applying the said standards in dynamic will permit us to design and sort out our objectives in a normal and unmistakable way. Knowing the expense of accomplishing something will bring us mindfulness and make us increasingly wary as we execute our arrangements. It empowers us to recognize the preliminaries and hardships that we need to look before arriving at our objectives. Investigating progressively about exchange offs carries us to the truth that in each part of our life, we need to consider quitting any trace of something before accomplishing what we truly need. For instance, huge or private companies need to consider the exchange offs so as to increase higher gainfulness. That is the reason a few organizations decline labor to lessen cost. Then again, doing this implies denying numerous specialists the chance to gain for their families. The standards of monetary dynamic broadens our point of view and aides us in executing beneficial thoughts.

It All Begins With Attitude Essays - Social Psychology, Attitude

Everything Begins With Attitude Everything BEGINS WITH ATTITUDE from the workshop Getting THROUGH LIFE'S BOUNDARIES by Pat Spithill Workshop Leader * Author * Keynote Speaker (C) Copyright, 1989, Pat Spithill P.O. Box 505 * Hutchins, Texas 75141 214-225-8051 This material may not be duplicated or changed without composed consent of the creator and copyright holder. The Importance of Attitude The Merriam-Webster Dictionary characterizes demeanor as a psychological position or feeling concerning an item. The psychological positions or emotions are our musings, convictions and conclusions. The article is life. In other words, mentalities incorporate the entirety of the contemplations, convictions and feelings which individuals have about their lives. More than 2500 years prior, Buddha stated, All that we are is the aftereffect of what we have thought; it is established on our musings. In the event that a man talks or acts with unadulterated idea, satisfaction tails him, similar to a shadow that never leaves him. Buddha likewise stated, It is a man's own psyche - not his adversary or his enemy that baits him into malicious ways. An individual's mentality, what Buddha was discussing, is the very establishment on which their background's has been, is, and will be assembled. All aspects of the truth is the aftereffect of an individual's mentalities. In straightforward terms, our perspectives reflect what we anticipate from life. This shouldn't be mistaken for what we need, dream or trust in. Nobody needs to be troubled, have an exhausting existence or think back throughout the years with regret and lament. However, so frequently as opposed to expecting the best life brings to the table, individuals anticipate a lot the inverse. They anticipate issues and get issues; anticipate disillusionments what's more, are baffled; hope to flop and afterward, instead of experience the wanted achievement, they fall flat. In the event that perspectives are the psychological assumptions regarding employments, connections, monetary status, etc, at that point these extremely ground-breaking musings must be the components which set the course for our lives and fate. It isn't life's conditions which make the mentalities; it's the perspectives which make life's conditions. At the point when individuals change their desires and mentalities, at that point their lives should doubtlessly change also. I know a noble man who, in the late 1960's, functioned as a repossessor of logging trucks. Maybe, make a psychological picture of an individual who approaches stout truck drivers and says, I need to either have an installment or the keys, whichever you need. I would picture somebody about 6'3 and 220 pounds of strong muscle. As it occurs, Jim Cathcart is 5'9, rather thin and not the strong sort. Individuals who repossess vehicles, dispossess homes, or work for assortment offices will in general be negative scholars. Nonetheless, one day Jim heard a radio program with a message about the intensity of inspirational desires. He changed his perspectives and started anticipating and anticipating an energizing achievement filled future. Today, Jim Cathcart is a globally perceived pioneer in the field of deals and the executives courses and counseling. Jim has composed eight books, is the co-writer of Relationship Strategies, an unsurpassed top selling sound tape program from Nightingale-Conant, and is one of the most generously compensated experts in his business. And all since he expected to succeed, he expected as well as could be expected give. This article about structure the establishment for your life on the solid squares of an uplifting mentality will cover four things: the wellspring of perspectives; the contrast between mandate mentalities and receptive perspectives, how the word Stop can assist you with keeping up and reinforce uplifting mentalities, and explicit abilities and methods for building desires for a magnificent and energizing life. Perspectives - Directive or Reactive A great many people neglect to ever intentionally assume responsibility for their lives, living helpless before the overarching winds of destiny. Their mentalities are responsive in nature instead of order. These individuals continually react to evolving conditions instead of making circumstances which suit their motivations. If you somehow happened to lose your employment today, how might you respond? What feelings okay feel? OK be irate, angered, harmed, baffled? Would you return home, feel horrendous and beat-up on yourself for a considerable length of time? Somewhat finished a year prior, not long before my great spouse Jan and I migrated to the Dallas zone from Denver, the organization for which she worked experienced what can as it were be called unfortunate changes. Through the span of four months, the firm laid- off 90% of its work power, around 85 individuals. Because of diminishing incomes, it

ThoughtSpot

ThoughtSpot INTRODUCTIONMartin: Hi, today we’re in Palo Alto in the ThoughtSpot office. Hi, Ajeet. Who are you and what are you doing?Ajeet: My name is Ajeet Singh and I’m co-founder and CEO of ThoughSpot. We started this company in 2012, I’ve been in the Valley for about seven years, actually eight years now. I came here in 2007 and joined Oracle for a start-up and started a company called Nutanix in 2009 then I started ThoughSpot in 2012.Martin: How did you come up with that business idea of ThoughtSpot?Ajeet: The business idea of ThoughtSpot was primarily I would say driven by the experience I had at Oracle and then the first startup where I worked on Aster Data Systems that was in 2007-2008 and I saw that the data infrastructure was becoming very scalable, we call it big data now. People were coming up with more scalable model of storing lots and lots of data in a cost efficient way but how this data was delivered to the end users that was not changing that was still done using the tra ditional reporting model and thats very painful because it requires a lot of work and experts you need technical experts to build reports for business users. It’s very slow and inefficient process and thats where we saw the opportunity.We saw that in the consumer space there are two billion people using search and the way to find information and we thought what if we could actually provide that user experience for numbers? What if marketing manager would go to a simple search bar and ask for revenue in a particular quarter for a particular campaign they might have done on a product line or whatever they might be interested in and just get the answers on the fly without actually having to go to somebody to say: Hey, can you brief me a report? And go back and forth on what the report should be like, changing it becomes very painful and those kinds of things.We saw there being a huge difference in how people were accessing information at home through Google and Facebook and Linkedin and at work through traditional business intelligence reporting technology and thats the gap we’re trying to fill.Martin: How did you start about it? How long did it take for you to build the first iteration of the product? When did you raise money? When did you talk to first customers?Ajeet: I would say we talked to first prospects even before we started the company. So early 2012 we spent time just learning the market. We realized that this is a big market and theres a big problem.So my way of thinking about startup has been driven more by markets. Picking the right market first is the first matter for me has been the most important thing, the idea actually comes later. What is the market and what is the problem that we can solve? There can be various ways of solving it. But before I get down identifying how exactly we want to solve the problem I want to spend time with customers, I want to look at competition, Im going to look at partners and understand how we might sell a prod uct to them, how people will buy my product in those markets and things like that.So we spent about six months just studying the market and talking to prospects, talking to partners talking to be people who sell to these companies, just learning. And once we figured that out then we learned about the problem obviously and then we went to the white board and we said, What would be the most awesome way of solving this problem? The most simple way? Because technology has become very complex and lot of innovation now is just bringing simplicity to complex way of doing things because complexity means you’re going to be slow and it will be very expensive to do things. Make them simple, lot of people can do those tasks and then do it more efficiently and they can do it easily.So we came up with this idea that if you apply search to analytics it can actually be 10X to 100X difference in how people operate today. Then we started defining the product, defining our architecture of the produc t and spent about six months on designing the product. When I say design I’m talking about the technical design, some part of UI design. Because what we’re building is very UX driven but in the back there is a lot of complexity that we have to deal with. So it was important to make sure that all platform is architectured well so when we go to market we dont have to go iterate and iterate.Martin: At what point in time did you think about talking to investors?Ajeet: So this being my second startup. I already had some existing relationships with some investors. As I said my previous company I started 2009 and that company has actually done really well so in the process I had the opportunity to work with Lightspeed Ventures and Khosla Ventures and both of them are great investors great people. For me its only been about people because the kinds of things we do for some people it might look crazy. Only thing that is guaranteed is the experience of working with awesome people. So it w as basically working with the same sort of folks, making me sure that we are going after the market and a problem that is highly valuable, we spent time on that and raising money itself was I would say not the biggest challenge that we had to overcome.BUSINESS MODEL OF THOUGHTSPOTMartin: Ajeet, let’s talk about the business model of ThoughtSpot. So what are basically the customers that you are targeting and especially in terms of the functions that maybe more adoptive to your solutions? And exactly what is the value proposition besides only being simpler to get access to data and analytics that you deliver to those customers?Ajeet: We currently are focused on mid to large enterprises (Global 2000), that is the way I would categorize my market segments and within these we are building a solution that is designed for business functions (sales, marketing, operations, supply chain, finance, and so forth) but what were building is very scalable. So we can go to a large company and pote ntially they might have 50,000 people that would want to use ThoughtSpot. So this is a solution that can start small with a few hundred people and then on time you can scale to thousands of people.So we do also get involved with IT departments, so typically a director or VP of Business Intelligence would be someone we will to talk to, or somebody from the business side. And the value proposition for them is imagine you were talking to marketing person, a head of marketing, whois primary responsibility is to reduce customer churn, then they have currently existing way of looking at data of how the churn numbers are over time and how different campaigns might have an effect on churn. We would go in and demonstrate to them with our technology they can get access to their churn data in a much more granular and much more ad hoc way, because theyre launching campaigns and this is actually a real example. Previously it would take them two to three months to find out what the effect of the campaign was on their churn numbers, now they can do that in a few minutes. So launching campaigns and next day as soon as the data starts to come in I can go in and understand how major numbers are changing by geography by product line on those kinds of things and then based on that I can then optimize which campaigns I do more, which campaigns I do less, and things like that.We now have customers that are across almost all major industry verticals (retail, financial services, telecom, manufacturing, and so on), so we work with a whole range of people.Martin: From my point of view the major benefit of ThoughtSpot is that you’re making it super easy and accessible for people to access the data in a company. How does a customer of you ingest the data into ThoughtSpot and how do you set a specific user rights to data because maybe only the c-level management would like to have access to financials and some other people should not?Ajeet: So were doing to data / to enterprise data wha t Google did to newspapers. Long time ago people used to get information from newspapers and it was published by a few people and it was then formatted, it had headlines and there’s a front-page and sports page and so on. It was very rigid in structure because only a few people could publish the newspaper. But with Google now anybody can go in and find information they want and the news they want and things like that.When we apply the same model to enterprise the user experience model remains the same but other things change. The kind of things that changed I would say number one is the type of data we’re going after. Google and most of search engines that are out there, the data they’re ingesting are documents, there are web pages, radios, videos and things like that. What we’re going after is, we are connecting to the most valuable data assets in large companies. So that data sits in their ERP system or data ware houses or any kind of databases, now we have Hadoop, it’s complicated environment.So the type of data we have to deal with is very complicated, so we had to build a new kind of search technology that can understand all the complexities in the databases like tables and joints, columns and things like that. And it was done from scratch.Now when youll use, search and analyze this data the performance expectations are also completely changed because in our traditional reporting environment your report comes back in 20-30 seconds and that’s considered fast. But if you’re in the search bar, the user expectation is very different. So our search engine is backed by a very high performance computational engine that can take data from hundreds of tables and billions of rows and do joints on the fly and give results to end users at certain speed.The third big change is security as you said. People want to get enough data across departments, across different levels and things of that nature.And last but not the least, I will say the biggest way in which we differ from a classic search engine is accuracy and trustworthiness of the data. Because if I am looking for friends on Facebook or im looking for books on Amazon, or Im looking for coffee shops on Google Ill get probably 10, 20, 30 results for any given search where I’ll have to pick which of them is relevant for me. There is no guarantee that something is going to give me an answer which Im interested in, but if I’m giving ThoughtSpot in the hands of a hundred marketing analysts or hundred financial analysts or thousands of people in an organization that might be doing very specific functions, they are used to getting data from reports or Excel sheets. They will not accept guesswork.So we have to build the technology that does not do any guesswork, it actually uses intelligence that is already there their data and uses that combined with the inputs from the user through the search bar and always gives them one single result. Even though on the front it’s very simpl e, in the backend we had to handle scale and complexity of data and we have to handle security and governance. And the nice thing is that when we go to our customers with ThoughtSpot the business users are happy because all of them can access data on the fly whenever they want to. IT department is also happy because today IT department is buried under a long list of report requests and theyre always behind. Some of them told us they feel like report monkeys and they build more and more reports as opposed to going to the business and saying what kind of data can I give you so that you can make better business decisions.With ThougtSpot IT can be in the business of finding new data sources, provisioning new data sources and putting security and governance around them and business users can access the data that they’re supposed to access.Martin: Ajeet, how did you acquire the first one or two customers? How do you convince them: Guys, please give me access to the most precious data th at you have and I give you some kind of answers to that?Ajeet: In the Valley and elsewhere as well there is a model of working with your investors to get access to initial customers. We also do that and it is extremely helpful in making introductions to potential customers. But at least for me the way we like to build the company is it has to be done in an organic way and what I mean by that is we have to find a natural fit between what we are building and the segment of the market that will be interested in.When Im going through the process of defining and building the product the exact specific market segment is not that well known and also how I place the product to them and how they will they use it, what’s important and what’s not that also is not known. So you go through this process of finding the product market fit. The product market fit is better if it is done organically by the company itself where you might have I would say 18 months before we had a product we had an inside sales person who was reaching out to people, calling them and doing demos. About a year before having a product, we had a full sales team and these are expensive sales teams, you can spend anywhere from half a million to a million every year on sales team. But for the kinds of things we are doing it typically takes 12 months to figure out what exactly is the product market fit. Is my product good for small companies or is it good for big companies? If it is good for big companies who are the people that I need to talk to? Who will be more in the buying process and what do they look for? What features are important? All this has to be discovered in the field organically.If you just depend on your own network which is friends and family, or you depend on investors then youll go to people who will try your product because there was an introduction that was made or they are your friends. And that might give you false positive because they would say: This is awesome, this is grea t. I love it. You dont know if theyre saying that because they love you or they love the product. They can also be false negative because maybe theyre not the right users for the product that you are building the right user is somewhere else.So I think it has to be a good mix of reaching out to the network as well as organic outreach with a bias I have a personal bias towards organic outreach. And in our case this is what we did, we reached out to people organically, we showed them the product, we got their feedback and where the best fit we went after those. Since we were building enterprise product and the data is very sensitive (that’s what you were hinting at), it is on-premise product so we’re actually going to deploy our product inside the firewalls of a customer so that they dont have to worry about data security and those kind of things.Martin: Did provide your first customers just free trial to show the value and then after youve shown the value then you said: Okay, let s put some revenue numbers behind that? Or did you start in the beginning: I would like to put some dollar sign on that?Ajeet: Yes, even our beta were paid, our first beta were also paid. We didnt want to give our product out for free even for trial because it leads to the same situation I was talking about earlier. You end up with people that just want to kick the trials either because you know they have fun keeping trials with new technology or taking it because theyre doing a favor to you and your investors. But if you ask for even $1, asking for $1 is so much more valuable than giving your product away for free. So the goal there is not to make money and fund your business, the goal is to make sure that the problem youre trying to solve is a real problem.So if I go to a business and it is lets say an accounting firm that wants to understand how should I do all my business and which of my customers are the most profitable for me that has to be a real problem so that I know you if the product actually works there is product promise that has to match with the business problem and then value can get created. So its very important to make sure that youre going after real problems and not just trying to to get lucky or have some good accidents along the way and eventually get to success.Martin: Ajeet, lets talk about the technology of ThoughtSpot. If I’m a potential client and Im signing up to ThoughtSpot, how does it work then? How is your machine learning working?Ajeet: The way we thought about building the product was we want make it simple on the frontend for the end users but we also want to make it simple on the backend for IT to set it up. Because traditional products theyre very clunky for business users to end users we call them humans so we like to call ourselves analytics for humans, average human beings might be experts in sales marketing but not in analytics should be able to access data. So you want to make it simple for the humans on the fronten d but on the backend also there is a lot of work that is done to set up BI products. You have to kind of enter the data source obviously, then you have to talk to the business users and say: Which reports do you want? And for those reports I have to identify where the data will come from, what kind of data model Im going to need, if the query is going very slow I might have to build what is known as cubes (it’s basically pre-aggregation).I would do those computations over night, so next morning you can look at your revenue for each country. But if you wanted to look at revenue by each product line: Oops, I didn’t do that. Thats a problem with that. So you have to define all these things in advance.With ThoughtSpot we leverage lot of memory computing at scale and we have cut down on any sort of pre-computation that is required and every step we tried to make things simple and cut down on any human intervention that might be required. So what we do is we will go to your signing up with ThoughtSpot, we would implement our product, install our product in your data center. That is typically done within a day and we will get you live within 2-4 weeks from day zero. And thats just to give you a sense. The classic BI deployment takes about six months, so we have shrunk that time of six months down to 2-4 weeks for some of the biggest and most complicated data sets that are around there.The way we do this is we connect to data sources and we then build sort of a mirror image of the scheme of these data sources. And then our search engine, as I was saying earlier, has been built to understand all kinds of things that in our scheme, it will understand all the tables and joints and lots of meta data that is already present.A lot of times customers say: My data is dirty and it is not going to be ready for this, which is all data of the world is dirty and our system assumes that the data is going to be dirty and install into their dirty data. But we dont expect you to s ort of massage data in a certain way, or create a particular very specific kind of schema and set it up nicely. If you want to sort of apply a cleaning filter on top of your data so you might get very dirty data and then we allow you to put a simple filter which is a matter of hours and then you can define that and then expose that to your end users. And we will basically go to filter so all the dirtiness is filtered out and we are presenting clean results to end users.So the technology that we have built, the search engine, that leverages all the investments you have made in your data sources already to cut down that time and we dont have to go through the long process of defining any kind of natural language models or any machine learning models and then test them,verify them, and over time we get better thats not the model. On day one we are good, over time it become great.Martin: Ajeet, how did you come up with the revenue model and what is actually driving the pricing? So is i t more like storage, or computational power, or the number of users, or the just companies size? What is driving the revenue?Ajeet: Yes, it’s a good question because if you look at the pricing model that exists in the market today its a per user model. So if you’re a customer and you’re signing up I would ask you: How many users do you think you will have? And you say 100 and Ill try to sell you license for 200. And he’ll say: Give me 150. Lets started with 150 and will see over time where we end.And then IT Department says: We have 150 licenses for this. First of all, since the technology is complex lot of those licenses go waste. And if more people want to access to information, let’s say you go to new department which has 1000 people, then you need to go back to the vendor and again ask them to spend more money with them.The whole idea behind ThoughtSpot is adoption of data. Because today only 22% of people can access data and we want to increase that number significant ly. And for each of those people, we want them to be able to access the data very-very frequently, so we are talking about 10x to 100x increasing adoption of data.So we dont want to penalize our customers on number of users, we do not charge based on the number of users. Even our smallest product skill that will sell to you, you can put unlimited number of users on that. How we price our product is we set up lines and its building block models, Lego block model. So you can drag and stack them as much as you need to scale and you can start small and grow over time, but we do not have any limit on number of users for these appliances.Martin: Is this then query based or data storage based?Ajeet: It’s based on appliance which can find amount of data.ADVICE TO ENTREPRENEURS FROM AJEET SINGH In Palo Alto (CA), we meet Co-Founder CEO of ThoughtSpot, Ajeet Singh. Ajeet talks about his story how he came up with the idea and founded ThoughtSpot how the current business model works, as well as he provides some advice for young entrepreneurs.INTRODUCTIONMartin: Hi, today we’re in Palo Alto in the ThoughtSpot office. Hi, Ajeet. Who are you and what are you doing?Ajeet: My name is Ajeet Singh and I’m co-founder and CEO of ThoughSpot. We started this company in 2012, I’ve been in the Valley for about seven years, actually eight years now. I came here in 2007 and joined Oracle for a start-up and started a company called Nutanix in 2009 then I started ThoughSpot in 2012.Martin: How did you come up with that business idea of ThoughtSpot?Ajeet: The business idea of ThoughtSpot was primarily I would say driven by the experience I had at Oracle and then the first startup where I worked on Aster Data Systems that was in 2007-2008 and I saw that the data infrastructure was becomin g very scalable, we call it big data now. People were coming up with more scalable model of storing lots and lots of data in a cost efficient way but how this data was delivered to the end users that was not changing that was still done using the traditional reporting model and thats very painful because it requires a lot of work and experts you need technical experts to build reports for business users. It’s very slow and inefficient process and thats where we saw the opportunity.We saw that in the consumer space there are two billion people using search and the way to find information and we thought what if we could actually provide that user experience for numbers? What if marketing manager would go to a simple search bar and ask for revenue in a particular quarter for a particular campaign they might have done on a product line or whatever they might be interested in and just get the answers on the fly without actually having to go to somebody to say: Hey, can you brief me a r eport? And go back and forth on what the report should be like, changing it becomes very painful and those kinds of things.We saw there being a huge difference in how people were accessing information at home through Google and Facebook and Linkedin and at work through traditional business intelligence reporting technology and thats the gap we’re trying to fill.Martin: How did you start about it? How long did it take for you to build the first iteration of the product? When did you raise money? When did you talk to first customers?Ajeet: I would say we talked to first prospects even before we started the company. So early 2012 we spent time just learning the market. We realized that this is a big market and theres a big problem.So my way of thinking about startup has been driven more by markets. Picking the right market first is the first matter for me has been the most important thing, the idea actually comes later. What is the market and what is the problem that we can solve? Th ere can be various ways of solving it. But before I get down identifying how exactly we want to solve the problem I want to spend time with customers, I want to look at competition, Im going to look at partners and understand how we might sell a product to them, how people will buy my product in those markets and things like that.So we spent about six months just studying the market and talking to prospects, talking to partners talking to be people who sell to these companies, just learning. And once we figured that out then we learned about the problem obviously and then we went to the white board and we said, What would be the most awesome way of solving this problem? The most simple way? Because technology has become very complex and lot of innovation now is just bringing simplicity to complex way of doing things because complexity means you’re going to be slow and it will be very expensive to do things. Make them simple, lot of people can do those tasks and then do it more eff iciently and they can do it easily.So we came up with this idea that if you apply search to analytics it can actually be 10X to 100X difference in how people operate today. Then we started defining the product, defining our architecture of the product and spent about six months on designing the product. When I say design I’m talking about the technical design, some part of UI design. Because what we’re building is very UX driven but in the back there is a lot of complexity that we have to deal with. So it was important to make sure that all platform is architectured well so when we go to market we dont have to go iterate and iterate.Martin: At what point in time did you think about talking to investors?Ajeet: So this being my second startup. I already had some existing relationships with some investors. As I said my previous company I started 2009 and that company has actually done really well so in the process I had the opportunity to work with Lightspeed Ventures and Khosla Ve ntures and both of them are great investors great people. For me its only been about people because the kinds of things we do for some people it might look crazy. Only thing that is guaranteed is the experience of working with awesome people. So it was basically working with the same sort of folks, making me sure that we are going after the market and a problem that is highly valuable, we spent time on that and raising money itself was I would say not the biggest challenge that we had to overcome.BUSINESS MODEL OF THOUGHTSPOTMartin: Ajeet, let’s talk about the business model of ThoughtSpot. So what are basically the customers that you are targeting and especially in terms of the functions that maybe more adoptive to your solutions? And exactly what is the value proposition besides only being simpler to get access to data and analytics that you deliver to those customers?Ajeet: We currently are focused on mid to large enterprises (Global 2000), that is the way I would categorize my market segments and within these we are building a solution that is designed for business functions (sales, marketing, operations, supply chain, finance, and so forth) but what were building is very scalable. So we can go to a large company and potentially they might have 50,000 people that would want to use ThoughtSpot. So this is a solution that can start small with a few hundred people and then on time you can scale to thousands of people.So we do also get involved with IT departments, so typically a director or VP of Business Intelligence would be someone we will to talk to, or somebody from the business side. And the value proposition for them is imagine you were talking to marketing person, a head of marketing, whois primary responsibility is to reduce customer churn, then they have currently existing way of looking at data of how the churn numbers are over time and how different campaigns might have an effect on churn. We would go in and demonstrate to them with our technolo gy they can get access to their churn data in a much more granular and much more ad hoc way, because theyre launching campaigns and this is actually a real example. Previously it would take them two to three months to find out what the effect of the campaign was on their churn numbers, now they can do that in a few minutes. So launching campaigns and next day as soon as the data starts to come in I can go in and understand how major numbers are changing by geography by product line on those kinds of things and then based on that I can then optimize which campaigns I do more, which campaigns I do less, and things like that.We now have customers that are across almost all major industry verticals (retail, financial services, telecom, manufacturing, and so on), so we work with a whole range of people.Martin: From my point of view the major benefit of ThoughtSpot is that you’re making it super easy and accessible for people to access the data in a company. How does a customer of you i ngest the data into ThoughtSpot and how do you set a specific user rights to data because maybe only the c-level management would like to have access to financials and some other people should not?Ajeet: So were doing to data / to enterprise data what Google did to newspapers. Long time ago people used to get information from newspapers and it was published by a few people and it was then formatted, it had headlines and there’s a front-page and sports page and so on. It was very rigid in structure because only a few people could publish the newspaper. But with Google now anybody can go in and find information they want and the news they want and things like that.When we apply the same model to enterprise the user experience model remains the same but other things change. The kind of things that changed I would say number one is the type of data we’re going after. Google and most of search engines that are out there, the data they’re ingesting are documents, there are web pages , radios, videos and things like that. What we’re going after is, we are connecting to the most valuable data assets in large companies. So that data sits in their ERP system or data ware houses or any kind of databases, now we have Hadoop, it’s complicated environment.So the type of data we have to deal with is very complicated, so we had to build a new kind of search technology that can understand all the complexities in the databases like tables and joints, columns and things like that. And it was done from scratch.Now when youll use, search and analyze this data the performance expectations are also completely changed because in our traditional reporting environment your report comes back in 20-30 seconds and that’s considered fast. But if you’re in the search bar, the user expectation is very different. So our search engine is backed by a very high performance computational engine that can take data from hundreds of tables and billions of rows and do joints on the fly a nd give results to end users at certain speed.The third big change is security as you said. People want to get enough data across departments, across different levels and things of that nature.And last but not the least, I will say the biggest way in which we differ from a classic search engine is accuracy and trustworthiness of the data. Because if I am looking for friends on Facebook or im looking for books on Amazon, or Im looking for coffee shops on Google Ill get probably 10, 20, 30 results for any given search where I’ll have to pick which of them is relevant for me. There is no guarantee that something is going to give me an answer which Im interested in, but if I’m giving ThoughtSpot in the hands of a hundred marketing analysts or hundred financial analysts or thousands of people in an organization that might be doing very specific functions, they are used to getting data from reports or Excel sheets. They will not accept guesswork.So we have to build the technology that does not do any guesswork, it actually uses intelligence that is already there their data and uses that combined with the inputs from the user through the search bar and always gives them one single result. Even though on the front it’s very simple, in the backend we had to handle scale and complexity of data and we have to handle security and governance. And the nice thing is that when we go to our customers with ThoughtSpot the business users are happy because all of them can access data on the fly whenever they want to. IT department is also happy because today IT department is buried under a long list of report requests and theyre always behind. Some of them told us they feel like report monkeys and they build more and more reports as opposed to going to the business and saying what kind of data can I give you so that you can make better business decisions.With ThougtSpot IT can be in the business of finding new data sources, provisioning new data sources and putting security and governance around them and business users can access the data that they’re supposed to access.Martin: Ajeet, how did you acquire the first one or two customers? How do you convince them: Guys, please give me access to the most precious data that you have and I give you some kind of answers to that?Ajeet: In the Valley and elsewhere as well there is a model of working with your investors to get access to initial customers. We also do that and it is extremely helpful in making introductions to potential customers. But at least for me the way we like to build the company is it has to be done in an organic way and what I mean by that is we have to find a natural fit between what we are building and the segment of the market that will be interested in.When Im going through the process of defining and building the product the exact specific market segment is not that well known and also how I place the product to them and how they will they use it, what’s important and what’s n ot that also is not known. So you go through this process of finding the product market fit. The product market fit is better if it is done organically by the company itself where you might have I would say 18 months before we had a product we had an inside sales person who was reaching out to people, calling them and doing demos. About a year before having a product, we had a full sales team and these are expensive sales teams, you can spend anywhere from half a million to a million every year on sales team. But for the kinds of things we are doing it typically takes 12 months to figure out what exactly is the product market fit. Is my product good for small companies or is it good for big companies? If it is good for big companies who are the people that I need to talk to? Who will be more in the buying process and what do they look for? What features are important? All this has to be discovered in the field organically.If you just depend on your own network which is friends and f amily, or you depend on investors then youll go to people who will try your product because there was an introduction that was made or they are your friends. And that might give you false positive because they would say: This is awesome, this is great. I love it. You dont know if theyre saying that because they love you or they love the product. They can also be false negative because maybe theyre not the right users for the product that you are building the right user is somewhere else.So I think it has to be a good mix of reaching out to the network as well as organic outreach with a bias I have a personal bias towards organic outreach. And in our case this is what we did, we reached out to people organically, we showed them the product, we got their feedback and where the best fit we went after those. Since we were building enterprise product and the data is very sensitive (that’s what you were hinting at), it is on-premise product so we’re actually going to deploy our produc t inside the firewalls of a customer so that they dont have to worry about data security and those kind of things.Martin: Did provide your first customers just free trial to show the value and then after youve shown the value then you said: Okay, lets put some revenue numbers behind that? Or did you start in the beginning: I would like to put some dollar sign on that?Ajeet: Yes, even our beta were paid, our first beta were also paid. We didnt want to give our product out for free even for trial because it leads to the same situation I was talking about earlier. You end up with people that just want to kick the trials either because you know they have fun keeping trials with new technology or taking it because theyre doing a favor to you and your investors. But if you ask for even $1, asking for $1 is so much more valuable than giving your product away for free. So the goal there is not to make money and fund your business, the goal is to make sure that the problem youre trying to so lve is a real problem.So if I go to a business and it is lets say an accounting firm that wants to understand how should I do all my business and which of my customers are the most profitable for me that has to be a real problem so that I know you if the product actually works there is product promise that has to match with the business problem and then value can get created. So its very important to make sure that youre going after real problems and not just trying to to get lucky or have some good accidents along the way and eventually get to success.Martin: Ajeet, lets talk about the technology of ThoughtSpot. If I’m a potential client and Im signing up to ThoughtSpot, how does it work then? How is your machine learning working?Ajeet: The way we thought about building the product was we want make it simple on the frontend for the end users but we also want to make it simple on the backend for IT to set it up. Because traditional products theyre very clunky for business users to end users we call them humans so we like to call ourselves analytics for humans, average human beings might be experts in sales marketing but not in analytics should be able to access data. So you want to make it simple for the humans on the frontend but on the backend also there is a lot of work that is done to set up BI products. You have to kind of enter the data source obviously, then you have to talk to the business users and say: Which reports do you want? And for those reports I have to identify where the data will come from, what kind of data model Im going to need, if the query is going very slow I might have to build what is known as cubes (it’s basically pre-aggregation).I would do those computations over night, so next morning you can look at your revenue for each country. But if you wanted to look at revenue by each product line: Oops, I didn’t do that. Thats a problem with that. So you have to define all these things in advance.With ThoughtSpot we leverage lot of memory computing at scale and we have cut down on any sort of pre-computation that is required and every step we tried to make things simple and cut down on any human intervention that might be required. So what we do is we will go to your signing up with ThoughtSpot, we would implement our product, install our product in your data center. That is typically done within a day and we will get you live within 2-4 weeks from day zero. And thats just to give you a sense. The classic BI deployment takes about six months, so we have shrunk that time of six months down to 2-4 weeks for some of the biggest and most complicated data sets that are around there.The way we do this is we connect to data sources and we then build sort of a mirror image of the scheme of these data sources. And then our search engine, as I was saying earlier, has been built to understand all kinds of things that in our scheme, it will understand all the tables and joints and lots of meta data that is already present .A lot of times customers say: My data is dirty and it is not going to be ready for this, which is all data of the world is dirty and our system assumes that the data is going to be dirty and install into their dirty data. But we dont expect you to sort of massage data in a certain way, or create a particular very specific kind of schema and set it up nicely. If you want to sort of apply a cleaning filter on top of your data so you might get very dirty data and then we allow you to put a simple filter which is a matter of hours and then you can define that and then expose that to your end users. And we will basically go to filter so all the dirtiness is filtered out and we are presenting clean results to end users.So the technology that we have built, the search engine, that leverages all the investments you have made in your data sources already to cut down that time and we dont have to go through the long process of defining any kind of natural language models or any machine learn ing models and then test them,verify them, and over time we get better thats not the model. On day one we are good, over time it become great.Martin: Ajeet, how did you come up with the revenue model and what is actually driving the pricing? So is it more like storage, or computational power, or the number of users, or the just companies size? What is driving the revenue?Ajeet: Yes, it’s a good question because if you look at the pricing model that exists in the market today its a per user model. So if you’re a customer and you’re signing up I would ask you: How many users do you think you will have? And you say 100 and Ill try to sell you license for 200. And he’ll say: Give me 150. Lets started with 150 and will see over time where we end.And then IT Department says: We have 150 licenses for this. First of all, since the technology is complex lot of those licenses go waste. And if more people want to access to information, let’s say you go to new department which has 10 00 people, then you need to go back to the vendor and again ask them to spend more money with them.The whole idea behind ThoughtSpot is adoption of data. Because today only 22% of people can access data and we want to increase that number significantly. And for each of those people, we want them to be able to access the data very-very frequently, so we are talking about 10x to 100x increasing adoption of data.So we dont want to penalize our customers on number of users, we do not charge based on the number of users. Even our smallest product skill that will sell to you, you can put unlimited number of users on that. How we price our product is we set up lines and its building block models, Lego block model. So you can drag and stack them as much as you need to scale and you can start small and grow over time, but we do not have any limit on number of users for these appliances.Martin: Is this then query based or data storage based?Ajeet: It’s based on appliance which can find amou nt of data.ADVICE TO ENTREPRENEURS FROM AJEET SINGHMartin: Let’s talk about your advice for first time entrepreneurs. This is your second company. What have you learned along the way where you said this was a major learning for me going forward and I will never forget this lesson?Ajeet: Yes, there are lots of them. If you talk to anybody who has being at the startup at any capacity its the best place to learn. So my number one advice is to find amazing startups and spend some time there either in a full capacity or an employee. Because if youre someone whos driven by passion for creation which is most of people are at least here in the Valley and many other places in the world where large technical talent. So when working at the startup aou see the opportunity to have a much more open playing field where you can have your ideas come to life very quickly.If you are starting as an entrepreneur I like not to be very prescriptive about these things because every situation is very diff erent. But for me I think what is important is understanding the risk model you’re opting into, either directly or indirectly. I like to look at risks in two dimensions: market risk and execution risk. Is there going to be a market for my product, the idea that I have? And that is market risk. And if I am actually successful then i is going to be valuable that’s how I look at market risk. And I also look at the history of companies that have become successful in this market. And if I see a market that has 10-20 billion plus dollar companies built in the last ten-fifteen years that tells me that this market is large and it supports building large independent companies. On the execution side it is Can I actually build the project that Im talking about and sell it? That is the execution risk.So I personally like to go after opportunities that are very low in market risk and very high in execution risk because I don’t want to spend several years of my time and some of other peopl e time and find that there is no market for my product. But we want the execution risk to be high because you want to set a high bar for anybody else to be able to copy what you’re doing.So that is one model and Im not saying that should be the only model. There is a way of building companies that falls in this bucket. There is another model that is high market risk and low execution risk at least to begin with where I dont know if there’s a market. If you think about Uber or something else, its questionable whether market risk is low or high. But lots of consumer startups would come in that bucket.But what you have to focus on is really mitigating market risk before you do much execution. So understand the risk profile you opting into and focus on that part first. If your execution risk is high then mitigate execution risk by thinking through the product you’re going to build and thinking how you will set it, thinking through the architecture of the product before you start c alling. If your market risk is very high get the hell out of your office and go out and understand what the market is like, prototype and understand all the lean startup stuff.Martin: And assume you would have checked the market risk which is low and now the question is if youre checking on the execution risk how do you identify whether you potential solution will be like 10x or 100x better than existing solutions?Ajeet: I think some of that comes from what people call it vision. Its like you understand the market and you understand the problem. Now I was saying early in the interview, the way I like to think of the idea is what is the most awesome way of solving the problem? And the most ideal way if I had infinite money and infinite amount of people, everything? What is the most ideal way of solving this problem? And then go from there, then you start to make it viable and fix the execution risk. So I would say in the beginning it has to be driven by your vision and passion and g ut. There is no sort of science to it, big part of building a company is making gut calls.Martin: Ajeet, thank you so much for sharing your knowledge.Ajeet: Thank you, Martin. Thank you so much for having me.Martin: Great! And if you have a company and you dont know whether your business people are really checking all the data and getting the most out of, check out ThoughtSpot. Thanks.

Managing Financial Resources and Decisions - Free Essay Example

Managing Financial Resources and Decisions Table of Contents Introductions-3 2.1 a) Calculation for the Cost of Ordinary Share Capital-3 2.1 b) Calculation for the Cost of Preference Capital3 2.1 c) Calculations for the Cost of Debenture Capital after Tax3 2.1 d) Calculation for the weighted average Cost of Capital of the company4 2.2 Importance of the financial planning4 2.3 Informational needs of Directors, Senior Managers and Junior Managers5 2.4 Impact of the financial statements6 Bibliography7 2.1 Introduction The financial Report is provided by Brian Harris Chartered Accountants to assist our client, X Limited, in understanding the results of financial condition and operations calculated in order to facilitate better and more effective decision making. 2.1 a) Calculate the cost of Ordinary Share Capital: Dividend Growth Model: Po =  £2 = 200 p Po=market price for each share Do = 10 p Do= Company payment g =8% = 0.08 g= growth rate in dividend 2.1 b) Calculate the Cost of Preference Share Capital: Pp =  £ 1.20 each Dp= annual dividend of preference share Dp = 12 % = 12/ 100 =0.12 Pp= market price of the preference stock Kp= cost of preference share capital 2.1 c) Calculate the Cost of Debenture Capital after tax: I = 10 %=  £ 1, 000 I= interest rate Taxation= 20% t =taxation Pd =  £125 Pd = price of debenture Kd= cost of debenture capital after tax 2.1 d) Calculate the weighted average cost of Capital of the company: . MV (market value) CDC % OSC (Ordinary share capital) 2000 x 2 =4000 13.40 PSC ( Preference share capital) 1000 x 1.20 = 1200 10.00 D (debenture) 125% x 1000 = 1250 6.40 COC (cost of capital) 6450 WACC= WACC= 2.2 Importance of financial planning The financial plan is considered by all marketers the cornerstone or the spine of the business, without the company cannot run properly and profitably. So there are some important points that need to be followed to understand why the financial plan is important and how it helps the business. First of all, a plan is put in place in accordance to the goal the business has set and is working to reach those goals. For instance, the income in the business can be administered better, between the tax payments, any expenditures and even savings. The cash flow can be controlled and budgeted properly in the businessà ¢Ã¢â€š ¬Ã¢â€ž ¢ favour. A raise of the cash flow means a raise of the capital; that will help with investing in the business to increase the financial situation of the business. With an appropriate financial plan, proper investments can be chosen to adapt to the tasks and goals of the business. Also, the investments are useful for educational reasons, can be used to train the staff, or in times of emergency. The financial plan needs to include: a completed and up-to-date balance sheet, income statement and cash flow forecast; without all of those, the business will not be able to persuade any lender for a loan or any other financial assistance the business will need in the long-term. Secondly, the financial plan helps the business to determine the assets that can become a worry in the future because of the liabilities they come with. The assets are very important for the business; they can determine the solvency of the company. In the third place the financial plan that includes a proper insurance coverage is a worry less for the ownerà ¢Ã¢â€š ¬Ã¢â€ž ¢s family protecting their investment. All the saving, created because of the good planning, can be benefic in crucial times. To put together a proper financial plan, the business owner should seek guidance and assistance from a financ ial advisor, who will assess the financial situation of the business and can evolve a strong financial plan that should meet the businessà ¢Ã¢â€š ¬Ã¢â€ž ¢ objectives and goals. 2.3 Informational needs of Directors, Senior Managers and Junior Managers The executive of the company, responsible with the strategic and tactical management of the business is formed by the directors, senior managers and junior managers. The director (or directors of each department in a large company) is responsible with the strategic management. He needs large amount of information from a broad range of sources: markets, products, competitive environment, supply chain, new technology on the market, and about personnel and Human Resources, ready for a very good decision making. The director must acknowledge what information or raw data is needed to rule efficiently the company. Senior managers are responsible with the tactical management in the company, monitoring operations and finances. T here are five demanding areas that are in the senior managersà ¢Ã¢â€š ¬Ã¢â€ž ¢ attention: The public policy perspective related with informing the stakeholders and public about the important issues of the day Client perspective-related with people that sponsor work in the company, or those that make arrangements about pilot projects, researches and other type of projects, and how to meet their expectations. Internal business perspective refers at managing successfully any activities based on communication with staff, researches conducted in the company. The Innovation and Learning perspective refers at the training the staff should take to reach the skill level that is in accordance with the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s policies, to work efficiently, and how to overcome the cultural barriers in the company, by building the inclusive culture. The Financial Perspective à ¢Ã¢â€š ¬Ã¢â‚¬Å" refers at the rising funds that are imperative to support the researches are made by the company, and controlling and managing in an efficient way the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s resources. Junior Managers are part of the projects and support their senior managers in their operational responsabilities, collecting data and analyse the results, handling interviews with clients from inside the company, presenting the analysed results of the collected information in front of the project manager and the whole team; they can even lead projects when they have the necessary experience. 2.4 Impact of finance on the financial statements Financial statements make the support for understanding the financial position and performance, and also the liquidity of a business. They are considered like a map that gives a good direction to achieve the objectives of the business, and also to attract new investors. Financial statements refers at: income statement, balance sheet, cash flow statement, statement of changes in equity, an annual report, a 5 years report and summary of financial data, financial report, stock prices, auditorsà ¢Ã¢â€š ¬Ã¢â€ž ¢ report, accounting policies, management discussion and analysis, just to name the most important ones. The business must collect correct financial information, must process it in different financial statements and then issued them regularly to the investors of the company. Because it has a huge impact on the future of the business, all the information in the statements must be accurate. Financial statements can have a radical effect on the Stock Price. The investors take the information released on the financial statements and make assumptions about their investment decisions. Depending how the information on the financial statements is presented, the Stock Price can go up or down. A dramatic effect the financial statements can have on the Financial Decisions, on how easy is for the business to get financing. The lenders want to invest in the businesses with good figures, so they look at the financial statements before they lend money to the company. If the financial statements are not favourable, the effect is negative, resulting in no loan borrowed by the company. Good figures in the financial statements will attract New Investors. They are interested in new shares of stock issued from the companies with very good earnings. After a thoroughly examination of the financial statements, the new investors can determine if is a good investment to put money into a company, or not. Bibliography https://www.agualtiplano.net/the-financial-plan.php https://www.blueshorefinancial.com/ToolsAdvice/Articles/FinancialPlanning/TenReasonsWhyFinancialPlanningIsImportant/ https://www.ukessays.com/essays/finance/sources-of-finance-and-impact-on-financial-statements-finance-essay.php https://smallbusiness.chron.com/impact-financial-statements-23794.html https://gbr.pepperdine.edu/2010/08/what-directors-need-to-know/ Carmen Parolea-MogaPage 1