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Training and School Uniform Essay Understudies all around the globe have worn school uniform for a long time. Numerous schools in Japan, France, USA and Israel, oblige understudies to come to class with a uniform. Wearing school uniform has preferences and disservices which I will introduce in my organization. From one perspective, the school uniform is significant. It is imporatant in light of the fact that it shows that an understudy has a place with a specific school. At the point when an understudy wears a shirt with the schools image, everybody knows where the understudy examines, a thing which may assist with making a sentiment of having a place and school pride. Besides, the school uniform sets aside cash. Understudies some of the time judge different understudies by their outward look. Subsequently, numerous understudies spend a lot of cash on garments so as to be increasingly famous. At the point when everybody wears a similar uniform, the understudies dont need to go through much cash to purchase costly brand names. What's more, school uniform spares time in the mornings since you dont need to think much about what to wear. What's more, schools guarantee that school uniform is significant for acceptable training since understudies need to comply with a specific clothing regulation, a thing that enables the understudies to be set up for the military and some other system. Then again, a few students guarantee that wearing a school uniform damages their independence and self-articulation. They guarantee it denies them of the option to wear anything they desire. All things considered, they are still youngsters and at this age there ought to be more space for self articulation. To the extent setting aside cash, a few students guarantee that the school uniform doesnt set aside cash since they have to purchase extra garments to what they as of now have. Along these lines, they think it isn't important and ought to be dropped. To finish up, in the light of the abovementioned, school uniform has focal points and hindrances. I unequivocally accept that the school uniform is fundamental and has benefits. In any case, I imagine that each school should structure its school uniform now and again and let students and educators choose it.

ClearSlide

ClearSlide INTRODUCTIONMartin: Hi, today we are in San Francisco in the ClearSlide office. Hi, Al, who are you and what do you do?Al: So I am Al. I am the co-founder of ClearSlide and I am an entrepreneur, a lifelong entrepreneur.Martin: Cool!Martin: Tell me about what is your background? What did you do before you started ClearSlide and what is ClearSlide by the way?Al: So I have been an entrepreneur all my life. I came out here to San Francisco in 97 and right out of the school I started the company. So I started Evite which is an online invitation product, it was popular in the days. And really since that I have started a number of companies, ClearSlide being the most recent. so I have never really worked for a company that I didn’t start myself.Martin: What is the connector between those different companies?Al: I think for me; I am excited about companies where using technology to communicate with people. There is a lot of technology that is just for technology sake so a faster hard drive or just to make the technology better. But I am very passionate with connecting to people and the way that you can use technology to tell their story and communicate with your friends, your colleagues what have you. That is something I see as very valuable and it is a thing I can get passionate about.So Evite was about getting connected with your friends offline and create parties, and ClearSlide is about communicating with your customers but in both cases it is people that are connecting and talking together.Martin: When did you have this “Aha” moment “Ok, I want to start ClearSlide”?Al: It was funny actually. So I started with Jim, my co-founder and we had worked together at Evite so we had known each other for about fifteen years. And we started with a different idea actually. We were selling something to advertisers, a media product and we found it very hard to tell our story with these media advertisers. You call them up and they say, “You have 5 minutes to pitch me. That’s it.” They give you very little time, it is kind of very competitive market. And we found that nothing, no technology let us tell the story the way that we wanted to or that was really compelling and so we initially created ClearSlide for our own use. A way to tell our story and we started using it with customers and we found that they were more interested in the way we were presenting. They don’t like actually our product but they ask, “What is that? What did you just use? That was kind of interesting.” And that happened two or three times in a row and we said, “Ok, what is this?”What we discovered was in the space of sales sales communication a lot of work could be done around the back office of storing data by your customers but not actually making that conversation better. And so we decided to shift gears and focus on that.I found too that most of the times the best startups are things you want to use yourself and a need that you discover that if you want t o use it and be the customer of your product you can really understand and be passionate about it. Same with Evite, the same with ClearSlide as well, it was something that we needed.Martin: Did you change the name from your old idea to the new?Al: We did. It was ShieldMedia before. We changed that very quickly to ClearSlide.Martin: And did you have some other investors in before?Al: No, no. So we have been working and it was early so three or four months in and we just started to get the product going so we actually didn’t get that investors in yet.Martin: And then what was the next three or six months looking like?Al: That was just very interesting. We had this ShieldMedia product and we had ClearSlide and it was important for Jim and I to really prove that there were customers willing to buy ClearSlide. So, I have been involved in business before where it seemed like a promise but there was not actually anyone that really wanted to pay you. We set ourselves a goal to find 5 peop le willing to give us money. So this was our goal and Jim arranged some conversations with customers and we went to pitch 5 customers in one day. What we did is we call them up and said, “Hey, here is our product. We are going to be doing a Beta in about a month but if you are interested we need a credit card right now.” And we had 5 out of 5, 100 percent in 24 hours.We didn’t have anyone to put the credit cards so we were just writing them down on paper. But we proved ourselves that there were people willing to put money behind this. And so for the next three to six months we just worked on building the product and talking to customers and just Jim and myself. I have been involved in business before where we raised money pretty early. But we really wanted to prove to ourselves that we can get customers that want to pay for it. I was just us working away for about nine months before we raised any money and by then we really had customers and we had enough revenue we could run profitably actually and then we said, “Hey, this is really the time to scale the business.”Martin: Imagine, I was one of those 5 potential clients. You are pitching to me and you need to convince me that I should not wait like for six months or nine months when you have your really good product ready but I should buy it now.Al: Part of that was to say a couple of things.One was to say, “Listen, we are looking for people to help guide the product and we are looking for feedback from you. Your feedback is going to be instrumental for what we build”and that is interesting for them because they can early be able to guide it.The other thing was kind of a ticking clock when we said, “I need that right now and we are only going to be about ten slots in this beta program and so I need a decision right away”. And that urgency drew up a lot in as well.Martin: So this really mean well in the next two hours or one or two-week time?Al: In that initial point it was on the call. Jim di d most of these pitches and it was basically a full pitch. We had a prototype to show, we walk through the product, walk through our vision because we are trying to do but if you wanted I need it (the answer) now. It worked.Martin: So you had 5 potential customers. What was the next step?Al: We had credit cards and we spent the next month or two building the product so we built it an early, early version and we said to those first customers “Hey, it is available, just to get you in” And In the early days we focused on person to person training, so we call them up and say, “Hey let me get you into the product. Let me show you how it works.” And we spent with each individual user to show them how it works which is time consuming but you also can hear what is working and what is not working, what they need and what they don’t need. That created a lot off product feedback early. We just did that over and over and over again.So in the first couple of months we probably spoke to hundreds of customers just Jim and just the two of us. Hundreds of companies and hundreds if not thousands of users and just over and over again you get them into the product and get them to use the credit card and you learn quickly what they are really reacting on.I think the other issue, sometimes entrepreneurs have a product, but that willingness to pay means that they (customers) actually value. Sometimes people say, “I like it, it sounds good” but then they actually pay you and so asking for the money early you are able to kind of really gauge what they really value, what they see as interesting. So yes, we were just doing that over and over again.Martin: How did you find the first customers and made them sure?Al: Early on we knew that these are sales teams and so we were thinking “Hey, who do we know that are head of sales?” Fortunately, in our previous history we were connected to some folks that were head of sales. And sometimes it was the folks in our network, in J ames network particularly. But other times it was just cold calling. It was just identifying someone who we knew would be a good prospect and just reaching out.Martin: At what point of time did you say, “Ok, maybe we should raise some external funding”?Al: It was interesting. So about nine to ten months in we have hired our first employees. We initially thought we have the budget for one, but we were really stretching to hire two. It was well on my first few sales wraps. And we spent a few months and Jim really trained them and we could develop the product or work with them and once we found that they were also having success, meaning that we were able to reproduce the success we had then we were like “Wow, this Is working. We just need to add more people to it.” And at that point we said, “Hey we should raise. We had something repeatable, scalable that resonate with customers. Let’s raise some money behind it”.Martin: And how long did the fundraising process take you? Al: It probably took about two days, a couple of days.Martin: Two days!Al: Partially though there is a lot of preparation that goes into it. So, first of all it is everything you have done for the company but also those two days were all about researching the best people to talk to, having connections. There are a couple of weeks of preparation before it, so make sure you are talking to the right people and have the right messaging and everything is kind of really tight. And then really in our first or second meeting, where was I and Aydin (our seed investor9, and it was about a five minutes in and he said, “I want to invest. I want to lead this round” And I said, We haven’t even shown you what we do yet,” and he was like “I have seen enough.”At that point we said, “Wow, somebody is really excited”. We met a few other people that were great investors but didn’t really click as quickly as Aydin did and so he let a round and we met with a couple of other people. SO i t was only a couple of days.Martin: I would have assumed that it was more similar to the sales experience in the first place So you got the two days.Al: That is right! I have found that when raising money,it is important to have a tight window because investors want to see momentum so it is helpful to keep it really fast.BUSINESS MODEL OF CLEARSLIDEMartin: Al, let’s talk about the business model of ClearSlide. What are the typical customer segments that you are targeting and what is exactly the value proposition that you are delivering to them?Al: We target sales and marketing teams primarily in enterprise companies. So anything from a couple of sales reps to a thousand of sales reps, for example Comcast. Generally, the verticals are any enterprise team, but we are heavy in media and technology but also in healthcare and financial services, kind of traditional enterprise teams.The value proposition is basically to make you more productive. We are there to help in your conversation s with your customers, to make those go better but also to give you insights to what happened both for the sales rep and for the sales leadership to understand: Is my message working? Is my approach working? Can I improve things or as a company could we have better messaging to improve things? So we spent a long time on insights and analytics to drive better results behind the scenes as well.Martin: So does that mean that you are integrating with other kind of sales funnel management tools? Or is it that you are providing the sales on a management level as well?Al: We are doing it with CRM primarily which keeps the data from your customers. But we found that we really take over ones the sales rep starts to work with an account. So early in the funnel you have marketing tools that are targeting the customer figuring who the right customer is but they haven’t actually started the conversation. So once the conversation starts we can take over.Martin: Good, and can you also describe w hat the ClearSlide product looks like?Al: In the product is a few main features or functions.One is around speaking to a customer and that is called live pitch and you can use it over the phone and in person. We have both web technology and mobile technology so when you communicate you can use all your collateral power points or PDFs, your video files and present it to the customer.We also have e-mail pitch which is for sending content collateral. So after meeting I might send you a deck. And what I do is I send you a link and you will be able to visit it in a web browser or on your mobile device. When you do I get insights that you opened it and you spent time on slides, what was most interesting to you.Those are really the two key interaction methods either in-person or over the phone or e-mail. But there is also a whole suite on analytics and insights where you can understand both is the customer interested but also you can roll that data to the sales team. So you can say which c ontent is working best, which sales reps are being the most productive. We are actually working on predicting type technology where based on all the data we have we can predict which deals are likely to close or not close so we can help leadership understand what is really happening and be able to manage to coach the team.Martin: Al, how is the revenue model working?Al: So that is one of the great things, at ClearSlide we use SaaS in general. It is a very simple model. It is basically per user. It is a subscription model so enterprise SaaS model where we charge per user per year such type pricing. And it depends on various things with the different packages with pricing but it basically scales up based on the size of your team.Martin: Is it really like on a per year basis or on a per month basis?Al: When we quote a customer we will say on a monthly basis, here is your cost per month. but generally, most of our contracts have an annual commitment or multiyear commitment. When we star ted actually in the early days we were more month to month as we started to get the business growing, but at this point it is mostly annual or multiyear commitment.Martin: Can you give us some insights in the organization? What is the typically the functional split so to speak of the people working here?Al: In ClearSlide, two biggest teams are sales and technology. Our sales teams are spread across three offices in the US â€" here, New York and Seattle. We are thinking about international offices as well. We are both inside sellers which sell over the phone and field sellers which sell in person so it is really based on the size of the deal. If it is a larger deal it really makes more sense to meet in person. If it is smaller, we can settle it over the phone.And then on the technology side we have a lots of development talent, operational talent, IT. Because our product is pretty broad into the technology we offer we do both mobile web, we do analytics and insights, we also do conve rsion and we do gmail plug ins, our plug ins. There is a lot of technology behind the stack, there is lots of different types of developers and technology people in the company. That was all wrapped into our technology team.At that point those two teams are roughly similar in size. So I’d say 40 percent of the company is in the sales and 40 percent is in the technology engineer teams and then about 20 percent is in our support functions.Martin: You seem to have a lot of experience in terms of sales. What are the most important ingredients for a great sales pitch to really close it?Al: To close it?Martin: For real in two minutes or five minutes.Al: I think the biggest thing is to show value. A lot of times people will show the product and show features but it is really important to show the value that you provide to that person. What we often have found is that sometimes sales folks start to a cookie kind of approach and they don’t modify or the type of person they are selling to . If you are talking to VP of sales or CMO or head of finance or CEO those are all very different roles and those roles care about different things. As you begin to customize your approach based on who you are pitching to and the kinds of challenges that they are facing.For a VP of sales rather than talking about e-mail pitch you might talk about how the challenges in scaling a team, how you are hiring the right people, or if you have one sales rep that is productive how do you replicate that across other sales reps. Those are the challenges, those are the things he deals with every day. And so we start with those and show benefits against those and then show the value, then show the actual product behind that as well. But you have to get really emotionally connected to the challenge or the problem that you are trying to face. And so that is probably one of the biggest insights.I think simplicity is key. If you are able to pitch it in two minutes or three minutes and have it be effe ctive than that’s where you get to start. You can always make it longer if they want to dig in but you will have to be able to sink the idea in the early days.Martin: So currently the story of ClearSlide sounds to me like very straightforward. Any roadblocks along the way that you needed to shift around?Al: I think one of the challenging things for us was trying to figure out the right customer segment and how we sell to it along the way. In the early days we were selling to teams of five or ten or twenty and now we found success at 1000 or 2000. And the way you sell to a thousand-person team is very different than the way you sell to a small team.And so one thing that is challenging about the business it has been the breath of customer base and to sell over the phone SMB (small mid size business) it is a lot of different skills and a type of organizational approach and the selling approach is very different along the way. So we were kind of fine tuning that and it has been chall enging.I think there are always people along the way as you grow. Initially as an entrepreneur you try to get that product fit. Once you get that then it really becomes about scaling the people organization and it is really about building the best teams, getting the right people. There are always times when it works or it doesn’t work as you grow and as you grow quickly those things can be challenging at points. I think those two are probably the biggest ones.Martin: Can you elaborate on how are you currently acquiring or doing the sales for larger customers or the smaller customers?Al: How are we breaking in?Martin: Yes, because you said that your sales approach is different between those two segments.Al: The biggest thing when you sell to small companies is the users, the sales reps and the decision maker are very close. They might sit in the same office. It might be a small company of 10 people and there might be 10 reps using the product and their manager is right there and ha s a credit card. And it is a more simplified approach or a faster approach. It can be more driven by the users using the product.In a large company, there may be many levels in between the user and the budget owner. What that means is that you have to sell on multiple levels and you have to be able to get users using it but also get a senior leader understand the budget reasons for doing it and the risks and the rewards and the benefits to that level. So what we have found is it is a sale where you have to at multiple levels and do bottoms up selling and also top down selling where you want to break in high and go low or go low and break in high. If you do those both well everyone up and down the chain is a supporter.We have had situations where we don’t do that well, where maybe the users like the product but the leader doesn’t know why it is valuable or vice versa the leader likes the product but the users don’t know why it is valuable. And that will create friction because you don’t get buy in across the organization. A lot of times the approach needs to have a multiple layer approach for to work effectively.Martin: Imagine, you identified the budget owner and you are pitching him so that you convince him. At some point having this really in parallel for me It is quite hard because you first need to get it into their hands and if the budget owns says, “Yes, now you can do it, then you have some kind of staging: signed off by the budget owner, pushing through all the organization, penetrating the users, and making sure that they are using it. And then have this kind of dual track approach. Or do you see this in another way?Al: It hopefully starts that way. If you start high and go down is also a great place to start. The problem can be if you can’t get the attention initially and maybe after starting low you can get attention high.The other thing we found is even if you get the decision makers initially excited we have seen a lot of buyer approac h these days where they are very collaborative and even though the leader might like it they really want to see that their team has adopted it and likes it: So, I am interested, but you have to prove to me that my team will use it and use it well and I am going to see value from it.”So we often do these trials or pilots program to say let’s get a hundred users using the product and will report back up both back up to the user but also what is the value. Here is some deals we have closed with ClearSlide, this is the value that we drove. And once you meet that you really need everyone on board and those leaders will be looking for feedback from their teams in terms of how effective it was.Martin: What is the typical time of having such a trial period because for you showing some tracktion and usage?Al: It varies. It can be anywhere for smaller companies it can be a couple of weeks and for larger companies it can be a couple of months I’d say. And then showing the value really de pends on sales cycles. Sometimes they will sell very quickly in which case you have got short deals, in other cases the sales take longer so you can show pipeline. Here is the customers that have been moving the pipeline and here is how we have generated a value.Martin: Then basically you are doing an A/B test, so here is how you performed before and now look at the sales pattern and the closing rate and so after using our tool it is like that. So here is the value.Al: Exactly. We show the team how they used to sell or that team and some other teams. What has been great is once you have sales that have gone through the process then they know the value of ClearSlide. So sometimes at that point they just buy it because it has been proven to them. But if you try to show credibility then these are some of the steps that we go through.Martin: And are you seeing a lot of recommendations or referrals because if you are like you said targeting some sales department of company A and some of the sales reps is leaving the company, taking this experience to another company and then having something like inbound sales?Al: Absolutely. One that is specific for sales is they are tend to be very word of mouth driven and they very much get credibility value what the other co-workers use or what the other colleagues use or have used in the past. We have very often seen that work very effectively. Actually our program is here to track when users leave companies and where they go so we can then sell to the new company as well. We find that to be very effective.ADVICE TO ENTREPRENEURS FROM AL LIEB In San Francisco (CA), we meet Co-Founder Board Member of ClearSlide, Al Lieb. Al talks about how ClearSlide was founded, how the current business model works, as well as he provides some advice for young entrepreneurs.INTRODUCTIONMartin: Hi, today we are in San Francisco in the ClearSlide office. Hi, Al, who are you and what do you do?Al: So I am Al. I am the co-founder of ClearSlide and I am an entrepreneur, a lifelong entrepreneur.Martin: Cool!Martin: Tell me about what is your background? What did you do before you started ClearSlide and what is ClearSlide by the way?Al: So I have been an entrepreneur all my life. I came out here to San Francisco in 97 and right out of the school I started the company. So I started Evite which is an online invitation product, it was popular in the days. And really since that I have started a number of companies, ClearSlide being the most recent. so I have never really worked for a company that I didn’t start myself.Martin: What is the connecto r between those different companies?Al: I think for me; I am excited about companies where using technology to communicate with people. There is a lot of technology that is just for technology sake so a faster hard drive or just to make the technology better. But I am very passionate with connecting to people and the way that you can use technology to tell their story and communicate with your friends, your colleagues what have you. That is something I see as very valuable and it is a thing I can get passionate about.So Evite was about getting connected with your friends offline and create parties, and ClearSlide is about communicating with your customers but in both cases it is people that are connecting and talking together.Martin: When did you have this “Aha” moment “Ok, I want to start ClearSlide”?Al: It was funny actually. So I started with Jim, my co-founder and we had worked together at Evite so we had known each other for about fifteen years. And we started with a di fferent idea actually. We were selling something to advertisers, a media product and we found it very hard to tell our story with these media advertisers. You call them up and they say, “You have 5 minutes to pitch me. That’s it.” They give you very little time, it is kind of very competitive market. And we found that nothing, no technology let us tell the story the way that we wanted to or that was really compelling and so we initially created ClearSlide for our own use. A way to tell our story and we started using it with customers and we found that they were more interested in the way we were presenting. They don’t like actually our product but they ask, “What is that? What did you just use? That was kind of interesting.” And that happened two or three times in a row and we said, “Ok, what is this?”What we discovered was in the space of sales sales communication a lot of work could be done around the back office of storing data by your customers but not actually making that conversation better. And so we decided to shift gears and focus on that.I found too that most of the times the best startups are things you want to use yourself and a need that you discover that if you want to use it and be the customer of your product you can really understand and be passionate about it. Same with Evite, the same with ClearSlide as well, it was something that we needed.Martin: Did you change the name from your old idea to the new?Al: We did. It was ShieldMedia before. We changed that very quickly to ClearSlide.Martin: And did you have some other investors in before?Al: No, no. So we have been working and it was early so three or four months in and we just started to get the product going so we actually didn’t get that investors in yet.Martin: And then what was the next three or six months looking like?Al: That was just very interesting. We had this ShieldMedia product and we had ClearSlide and it was important for Jim and I to really prove that there were customers willing to buy ClearSlide. So, I have been involved in business before where it seemed like a promise but there was not actually anyone that really wanted to pay you. We set ourselves a goal to find 5 people willing to give us money. So this was our goal and Jim arranged some conversations with customers and we went to pitch 5 customers in one day. What we did is we call them up and said, “Hey, here is our product. We are going to be doing a Beta in about a month but if you are interested we need a credit card right now.” And we had 5 out of 5, 100 percent in 24 hours.We didn’t have anyone to put the credit cards so we were just writing them down on paper. But we proved ourselves that there were people willing to put money behind this. And so for the next three to six months we just worked on building the product and talking to customers and just Jim and myself. I have been involved in business before where we raised money pretty early. But we really wanted to p rove to ourselves that we can get customers that want to pay for it. I was just us working away for about nine months before we raised any money and by then we really had customers and we had enough revenue we could run profitably actually and then we said, “Hey, this is really the time to scale the business.”Martin: Imagine, I was one of those 5 potential clients. You are pitching to me and you need to convince me that I should not wait like for six months or nine months when you have your really good product ready but I should buy it now.Al: Part of that was to say a couple of things.One was to say, “Listen, we are looking for people to help guide the product and we are looking for feedback from you. Your feedback is going to be instrumental for what we build”and that is interesting for them because they can early be able to guide it.The other thing was kind of a ticking clock when we said, “I need that right now and we are only going to be about ten slots in this beta p rogram and so I need a decision right away”. And that urgency drew up a lot in as well.Martin: So this really mean well in the next two hours or one or two-week time?Al: In that initial point it was on the call. Jim did most of these pitches and it was basically a full pitch. We had a prototype to show, we walk through the product, walk through our vision because we are trying to do but if you wanted I need it (the answer) now. It worked.Martin: So you had 5 potential customers. What was the next step?Al: We had credit cards and we spent the next month or two building the product so we built it an early, early version and we said to those first customers “Hey, it is available, just to get you in” And In the early days we focused on person to person training, so we call them up and say, “Hey let me get you into the product. Let me show you how it works.” And we spent with each individual user to show them how it works which is time consuming but you also can hear what is wo rking and what is not working, what they need and what they don’t need. That created a lot off product feedback early. We just did that over and over and over again.So in the first couple of months we probably spoke to hundreds of customers just Jim and just the two of us. Hundreds of companies and hundreds if not thousands of users and just over and over again you get them into the product and get them to use the credit card and you learn quickly what they are really reacting on.I think the other issue, sometimes entrepreneurs have a product, but that willingness to pay means that they (customers) actually value. Sometimes people say, “I like it, it sounds good” but then they actually pay you and so asking for the money early you are able to kind of really gauge what they really value, what they see as interesting. So yes, we were just doing that over and over again.Martin: How did you find the first customers and made them sure?Al: Early on we knew that these are sales teams and so we were thinking “Hey, who do we know that are head of sales?” Fortunately, in our previous history we were connected to some folks that were head of sales. And sometimes it was the folks in our network, in James network particularly. But other times it was just cold calling. It was just identifying someone who we knew would be a good prospect and just reaching out.Martin: At what point of time did you say, “Ok, maybe we should raise some external funding”?Al: It was interesting. So about nine to ten months in we have hired our first employees. We initially thought we have the budget for one, but we were really stretching to hire two. It was well on my first few sales wraps. And we spent a few months and Jim really trained them and we could develop the product or work with them and once we found that they were also having success, meaning that we were able to reproduce the success we had then we were like “Wow, this Is working. We just need to add more people to it .” And at that point we said, “Hey we should raise. We had something repeatable, scalable that resonate with customers. Let’s raise some money behind it”.Martin: And how long did the fundraising process take you?Al: It probably took about two days, a couple of days.Martin: Two days!Al: Partially though there is a lot of preparation that goes into it. So, first of all it is everything you have done for the company but also those two days were all about researching the best people to talk to, having connections. There are a couple of weeks of preparation before it, so make sure you are talking to the right people and have the right messaging and everything is kind of really tight. And then really in our first or second meeting, where was I and Aydin (our seed investor9, and it was about a five minutes in and he said, “I want to invest. I want to lead this round” And I said, We haven’t even shown you what we do yet,” and he was like “I have seen enough.”At that poin t we said, “Wow, somebody is really excited”. We met a few other people that were great investors but didn’t really click as quickly as Aydin did and so he let a round and we met with a couple of other people. SO it was only a couple of days.Martin: I would have assumed that it was more similar to the sales experience in the first place So you got the two days.Al: That is right! I have found that when raising money,it is important to have a tight window because investors want to see momentum so it is helpful to keep it really fast.BUSINESS MODEL OF CLEARSLIDEMartin: Al, let’s talk about the business model of ClearSlide. What are the typical customer segments that you are targeting and what is exactly the value proposition that you are delivering to them?Al: We target sales and marketing teams primarily in enterprise companies. So anything from a couple of sales reps to a thousand of sales reps, for example Comcast. Generally, the verticals are any enterprise team, but we are heavy in media and technology but also in healthcare and financial services, kind of traditional enterprise teams.The value proposition is basically to make you more productive. We are there to help in your conversations with your customers, to make those go better but also to give you insights to what happened both for the sales rep and for the sales leadership to understand: Is my message working? Is my approach working? Can I improve things or as a company could we have better messaging to improve things? So we spent a long time on insights and analytics to drive better results behind the scenes as well.Martin: So does that mean that you are integrating with other kind of sales funnel management tools? Or is it that you are providing the sales on a management level as well?Al: We are doing it with CRM primarily which keeps the data from your customers. But we found that we really take over ones the sales rep starts to work with an account. So early in the funnel you have marketi ng tools that are targeting the customer figuring who the right customer is but they haven’t actually started the conversation. So once the conversation starts we can take over.Martin: Good, and can you also describe what the ClearSlide product looks like?Al: In the product is a few main features or functions.One is around speaking to a customer and that is called live pitch and you can use it over the phone and in person. We have both web technology and mobile technology so when you communicate you can use all your collateral power points or PDFs, your video files and present it to the customer.We also have e-mail pitch which is for sending content collateral. So after meeting I might send you a deck. And what I do is I send you a link and you will be able to visit it in a web browser or on your mobile device. When you do I get insights that you opened it and you spent time on slides, what was most interesting to you.Those are really the two key interaction methods either in-pers on or over the phone or e-mail. But there is also a whole suite on analytics and insights where you can understand both is the customer interested but also you can roll that data to the sales team. So you can say which content is working best, which sales reps are being the most productive. We are actually working on predicting type technology where based on all the data we have we can predict which deals are likely to close or not close so we can help leadership understand what is really happening and be able to manage to coach the team.Martin: Al, how is the revenue model working?Al: So that is one of the great things, at ClearSlide we use SaaS in general. It is a very simple model. It is basically per user. It is a subscription model so enterprise SaaS model where we charge per user per year such type pricing. And it depends on various things with the different packages with pricing but it basically scales up based on the size of your team.Martin: Is it really like on a per year basis or on a per month basis?Al: When we quote a customer we will say on a monthly basis, here is your cost per month. but generally, most of our contracts have an annual commitment or multiyear commitment. When we started actually in the early days we were more month to month as we started to get the business growing, but at this point it is mostly annual or multiyear commitment.Martin: Can you give us some insights in the organization? What is the typically the functional split so to speak of the people working here?Al: In ClearSlide, two biggest teams are sales and technology. Our sales teams are spread across three offices in the US â€" here, New York and Seattle. We are thinking about international offices as well. We are both inside sellers which sell over the phone and field sellers which sell in person so it is really based on the size of the deal. If it is a larger deal it really makes more sense to meet in person. If it is smaller, we can settle it over the phone.And then on the technology side we have a lots of development talent, operational talent, IT. Because our product is pretty broad into the technology we offer we do both mobile web, we do analytics and insights, we also do conversion and we do gmail plug ins, our plug ins. There is a lot of technology behind the stack, there is lots of different types of developers and technology people in the company. That was all wrapped into our technology team.At that point those two teams are roughly similar in size. So I’d say 40 percent of the company is in the sales and 40 percent is in the technology engineer teams and then about 20 percent is in our support functions.Martin: You seem to have a lot of experience in terms of sales. What are the most important ingredients for a great sales pitch to really close it?Al: To close it?Martin: For real in two minutes or five minutes.Al: I think the biggest thing is to show value. A lot of times people will show the product and show features but it is rea lly important to show the value that you provide to that person. What we often have found is that sometimes sales folks start to a cookie kind of approach and they don’t modify or the type of person they are selling to. If you are talking to VP of sales or CMO or head of finance or CEO those are all very different roles and those roles care about different things. As you begin to customize your approach based on who you are pitching to and the kinds of challenges that they are facing.For a VP of sales rather than talking about e-mail pitch you might talk about how the challenges in scaling a team, how you are hiring the right people, or if you have one sales rep that is productive how do you replicate that across other sales reps. Those are the challenges, those are the things he deals with every day. And so we start with those and show benefits against those and then show the value, then show the actual product behind that as well. But you have to get really emotionally connected to the challenge or the problem that you are trying to face. And so that is probably one of the biggest insights.I think simplicity is key. If you are able to pitch it in two minutes or three minutes and have it be effective than that’s where you get to start. You can always make it longer if they want to dig in but you will have to be able to sink the idea in the early days.Martin: So currently the story of ClearSlide sounds to me like very straightforward. Any roadblocks along the way that you needed to shift around?Al: I think one of the challenging things for us was trying to figure out the right customer segment and how we sell to it along the way. In the early days we were selling to teams of five or ten or twenty and now we found success at 1000 or 2000. And the way you sell to a thousand-person team is very different than the way you sell to a small team.And so one thing that is challenging about the business it has been the breath of customer base and to sell over the ph one SMB (small mid size business) it is a lot of different skills and a type of organizational approach and the selling approach is very different along the way. So we were kind of fine tuning that and it has been challenging.I think there are always people along the way as you grow. Initially as an entrepreneur you try to get that product fit. Once you get that then it really becomes about scaling the people organization and it is really about building the best teams, getting the right people. There are always times when it works or it doesn’t work as you grow and as you grow quickly those things can be challenging at points. I think those two are probably the biggest ones.Martin: Can you elaborate on how are you currently acquiring or doing the sales for larger customers or the smaller customers?Al: How are we breaking in?Martin: Yes, because you said that your sales approach is different between those two segments.Al: The biggest thing when you sell to small companies is the u sers, the sales reps and the decision maker are very close. They might sit in the same office. It might be a small company of 10 people and there might be 10 reps using the product and their manager is right there and has a credit card. And it is a more simplified approach or a faster approach. It can be more driven by the users using the product.In a large company, there may be many levels in between the user and the budget owner. What that means is that you have to sell on multiple levels and you have to be able to get users using it but also get a senior leader understand the budget reasons for doing it and the risks and the rewards and the benefits to that level. So what we have found is it is a sale where you have to at multiple levels and do bottoms up selling and also top down selling where you want to break in high and go low or go low and break in high. If you do those both well everyone up and down the chain is a supporter.We have had situations where we don’t do that we ll, where maybe the users like the product but the leader doesn’t know why it is valuable or vice versa the leader likes the product but the users don’t know why it is valuable. And that will create friction because you don’t get buy in across the organization. A lot of times the approach needs to have a multiple layer approach for to work effectively.Martin: Imagine, you identified the budget owner and you are pitching him so that you convince him. At some point having this really in parallel for me It is quite hard because you first need to get it into their hands and if the budget owns says, “Yes, now you can do it, then you have some kind of staging: signed off by the budget owner, pushing through all the organization, penetrating the users, and making sure that they are using it. And then have this kind of dual track approach. Or do you see this in another way?Al: It hopefully starts that way. If you start high and go down is also a great place to start. The problem can be if you can’t get the attention initially and maybe after starting low you can get attention high.The other thing we found is even if you get the decision makers initially excited we have seen a lot of buyer approach these days where they are very collaborative and even though the leader might like it they really want to see that their team has adopted it and likes it: So, I am interested, but you have to prove to me that my team will use it and use it well and I am going to see value from it.”So we often do these trials or pilots program to say let’s get a hundred users using the product and will report back up both back up to the user but also what is the value. Here is some deals we have closed with ClearSlide, this is the value that we drove. And once you meet that you really need everyone on board and those leaders will be looking for feedback from their teams in terms of how effective it was.Martin: What is the typical time of having such a trial period because for yo u showing some tracktion and usage?Al: It varies. It can be anywhere for smaller companies it can be a couple of weeks and for larger companies it can be a couple of months I’d say. And then showing the value really depends on sales cycles. Sometimes they will sell very quickly in which case you have got short deals, in other cases the sales take longer so you can show pipeline. Here is the customers that have been moving the pipeline and here is how we have generated a value.Martin: Then basically you are doing an A/B test, so here is how you performed before and now look at the sales pattern and the closing rate and so after using our tool it is like that. So here is the value.Al: Exactly. We show the team how they used to sell or that team and some other teams. What has been great is once you have sales that have gone through the process then they know the value of ClearSlide. So sometimes at that point they just buy it because it has been proven to them. But if you try to show credibility then these are some of the steps that we go through.Martin: And are you seeing a lot of recommendations or referrals because if you are like you said targeting some sales department of company A and some of the sales reps is leaving the company, taking this experience to another company and then having something like inbound sales?Al: Absolutely. One that is specific for sales is they are tend to be very word of mouth driven and they very much get credibility value what the other co-workers use or what the other colleagues use or have used in the past. We have very often seen that work very effectively. Actually our program is here to track when users leave companies and where they go so we can then sell to the new company as well. We find that to be very effective.ADVICE TO ENTREPRENEURS FROM AL LIEBMartin: Al, you have started so many companies directly after university. What have been the major learnings for you that you would like to share with first time entreprene urs about really starting and building companies?Al: I’d say one big lesson I have learned is that in terms of ongoing process oftentimes an entrepreneur will have an idea and launch the idea whenever the initial phase is. Sometimes that works well, fantastic, sometimes it doesn’t but then ok, it didn’t work. On to the next thing, right, I am not going to do this. And what I have found is that it is very much iterative optimization type of approach where you have to get out there, try something, see what works, listen to customers very well and then adjust quickly based on that and keep that loop between the feedback you are getting and your product very tight and fast. If you do that effectively you can get better quickly and things can go in a positive direction.I have found that actually one of the biggest drivers of success is the ability to iterate in ongoing way, in a way that really listens to the customer needs more so than anything else.Martin: And what other type of learnings did you have, especially with problems and situations that are most likely to occur when you are an entrepreneur?Al: One of the things for starting entrepreneurs is as companies go through different stages the needs of the companies change and the needs of the kinds of people change, and even the way you spend your times changes.As an example, in two-person company it is all about trying to figure out your vision and the product that you are trying to build and that is all that really matters. Then when you are five or ten and fifteen or twenty, a hundred or two hundred things change and the needs change. One example is what I found is at about 50 people you can know everybody and everybody knows everybody else. There is not a lot of need of process or system and those sorts of things. Once you get 60 or a hundred those things start to break down. Someone gets hired and everybody: “Who is the person that.” And you start to have needing processing more efficiently the channels of how things go through.I think to be sensitive to what your needs are right now the way you need to spend time as an entrepreneur or co-founder, or your team needs to spend time it can change very quickly. And if you are looking for it you can be effective, but if you are not you can get caught behind it and something that was working two weeks ago sometimes isn’t working anymore.Martin: And how did you feel once you have crossed like 50-60 people coming to your office and say, “Actually, I don’t know these people. Is this my company?”Al: I think it started happening around 100-150. Particularly when you are going quickly. Jim and I and other founders definitely wanted in the early days to interview everybody. So up until 50 or a hundred we had interviewed everyone or at least knew it was part of the process. And then there was a point at which you stop doing that.It is tricky too when you do sessions around the vision of the company and we have meetings where we tried to connect with all new people but sometimes on those meetings you go around and you would ask: How long have you been working here?, and they would say: Four months. And you are like “How have we not met yet?” It is a weird feeling for sure once you come across that stage.Martin: Al, thank you so much for sharing your knowledge. It was a pleasure.Al: It was a pleasure to meet you. Thanks for having me.Martin: Thanks, awesome!

The Rise Of The Welfare State - 1767 Words

The Rise of the Welfare State In America today, just over ten million people are on unemployment insurance, one hundred and ten million people are on welfare, and the total government spending annually is around one hundred and thirty billion dollars (Welfare Statistics). The welfare state is a political system based on the proposition that the government has the individual responsibility to ensure that the minimum standard of living is met for all citizens. Specifically, in the matters of health care, public education, employment, and social security, the welfare state assumes all responsibility. According to John Rawls, â€Å"In a just society the liberties of equal citizenship are taken as settled; the rights secured by justice are not subject to political bargaining or to the calculus of social interests. The only thing that permits us to acquiesce in an erroneous theory is the lack of a better one; analogously, an injustice is tolerable only when it is necessary to avoid an even greater injusticeâ€Å"(Raw ls). In the 1840s, Otto Von Bismarck, the first Chancellor of Germany, was the father of the modern welfare state. He built the program to win over the support of the working middle class in Germany and ultimately reduce the outflow of immigrants to the U.S., where welfare did not exist (Welfare State). In the United States, not all companies provided workers with benefits, thus the workers appealed to the government, giving rise to the first form of welfare capitalism.Show MoreRelatedPoverty : A Social Economical Problem868 Words   |  4 Pagesbiggest issue leading to poverty is housing, the welfare and the education. To United States Poverty is a big economical problem. Nearly â€Å"forty eight million Americans† live in poverty. 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NCFE LEVEL 2 UNIT 2 Essay - 733 Words

UNIT 2 1.1 My duties and responsibilities as a support worker are maintaining a high standard of care be it in personal hygiene, assistance with laundry and so on. Maintaining confidentiality and keeping records. Reporting immediately any incidents that may occur. Participating in courses that might help me improve my care. Being supportive and empathic towards everyone. 1.2 Maintaining trust and confidence in the patients by respecting the confidentiality norms. This is in protecting the rights and promoting the interests and independence of service users. Respecting dignity, privacy, culture and religion of service users. Maintaining the trust and confidence of the service users by keeping confidential information except the one that†¦show more content†¦For example MR A doesnt like Pig meat and one time by mistake I give it to him, he notices and gets angry It is my job to learn from this mistake and to make more attention to my patients food preferences or culture/religion related diet. 3.1 Supervision is an important source of feedback and we discuss my work and how I am doing, what I am doing well and what needs to improve. Supervision feedback could be formal like in supervision meetings but also informal when talking unplanned. For example, my manager will come in, in the morning and ask ‘how did it go last night? And after explaining, she will tell me fine but next time add this to what I havent done today. My colleagues and the service users are important too for giving me feedback, for showing me what I am doing well, the areas I need to improve on and work on. 3.2 Personal development plan involves knowing the skills and knowledge I have and in what areas I need to improve on. My Development plan should be planned with my manager. 3.3 On my Personal Development Plan I would have a map of the areas I want to improve as a Social Care Worker and as a Person. I would like to be as kind as possible and to give the best service possible to my patients. 4.1 By attending courses they might help you to understand the problems my patients have and have more empathy in their regards. 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Forrest Gump Chapter Twenty-Three Free Essays

string(140) " an my other bishop too, an was ready to finish me off with The Petroff Check, when I pulled out all the stops an set up The Pygmie Threat\." Chapter Twenty-Three So here I am, thowed in jail again. After the security feller corralled us at Giani’s, two carloads of cops come screamin up an this one cop come up to the salesman an say, â€Å"Well, what we got here?† â€Å"This one says she’s Raquel Welch,† the salesman say. â€Å"Come in here wearin a bunch of banana leaves an wouldn’t pay for the dress. We will write a custom essay sample on Forrest Gump Chapter Twenty-Three or any similar topic only for you Order Now I don’t know bout these other two – but they look pretty suspicious to me.† â€Å"I am Raquel Welch!† she shout. â€Å"Sure, lady,† the cop say. â€Å"An I am Clint Eastwood. Why don’t you go along with these two nice fellers here.† He point to a couple of other cops. â€Å"Now,† says the head cop, an he be lookin at me an Sue, â€Å"what’s your story?† â€Å"We was in a pitcher,† I says. â€Å"That why you’re wearin that creature suit?† he axe. â€Å"Yup,† I says. â€Å"An what bout him?† he say, pointin to Sue. â€Å"That’s a pretty realistic costume, if I say so myself.† â€Å"Ain’t no costume,† I says. â€Å"He’s a purebread orangutang.† â€Å"Is that so?† the cop say. â€Å"Well I’ll tell you what. We got a feller down to the station who makes pitchers, too, an he would love to get a couple of shots of you clowns. So you jus come along too – an don’t make no sudden moves.† Anyhow, Mister Tribble has got to come down an bail me out again. An Mister Felder showed up with a whole platoon of lawyers to git out Raquel Welch, who by this time is hysterical. â€Å"You jus wait!† she shriek back at me as they turnin her loose. â€Å"When I git finished, you won’t be able to find a job as a spear carrier in a nightmare!† In this, she is probly correct. It look like my movie career is over. â€Å"That’s life, baby – but I’ll call you for lunch sometime,† Mister Felder says to me as he is leavin. â€Å"We’ll send somebody by later to pick up the creature suit.† â€Å"C’mon, Forrest,† say Mister Tribble. â€Å"You and I have got other fish to fry.† Back at the hotel, Mister Tribble an me an Sue is settin in our room havin a conference. â€Å"It is going to pose a problem, with Sue here,† Mister Tribble says. â€Å"I mean, look how we had to sneak him up the stairs and everthin. It is very difficult to travel with an orangutan, we have to face that.† I tole him how I felt bout Sue, bout how he saved my ass more than once in the jungle an all. â€Å"Well, I think I understand your feelings,† he says. â€Å"And I’m willing to give it a try. But he’s going to have to behave himself, or we’ll be in trouble for sure.† â€Å"He will,† I say, an ole Sue be noddin an grinnin like a ape. Anyhow, nex day is the big chess match between me an the International Grand Master Ivan Petrokivitch, also known as Honest Ivan. Mister Tribble have taken me to a clothes store an rented me a tuxedo on account of this is to be a big fashionable deal, an a lot of muckity-mucks will be on han. Furthermore, the winner will get ten thousan dollars, an my haf of that ought to be enough to get me started in the srimp bidness, so I cannot afford to make no mistakes. Well, we get to the hall where the chess game is to take place an there is bout a thousan people millin aroun an already settin at the table is Honest Ivan, glarin at me like he’s Muhammad Ali or somebody. Honest Ivan is a big ole Russian feller with a high forehead, jus like the Frankenstein monster, an long black curly hair such as you might see on a violin player. When I go up an set down, he grunt somethin at me an then another feller say, â€Å"Let the match begin,† an that was it. Honest Ivan is got the white team an he get to make the first move, startin with somethin call The Ponziani Opening. I move nex, using The Reti Opening, an everthin is goin pretty smooth. Each of us make a couple of more moves, then Honest Ivan try somethin known as The Falkbeer Gambit, movin his knight aroun to see if he can take my rook. But I seed that comin, an set up somethin called The Noah’s Ark Trap, an got his knight instead. Honest Ivan ain’t lookin none too happy but he seem to take it in stride an employed The Tarrasch Threat to menace my bishop. I ain’t havin none of that, tho, an I thowed up The Queen’s Indian Defense an that force him to use The Schevenigen Variation, which lead me to utilize The Benoni Counter. Honest Ivan appear to be somewhat frustrated, an was twistin his fingers an bitin on his lower lip, an then he done tried a desperation move – The Fried Liver Attack – to which I applied Alekhine’s Defense an stopped his ass cold. It look for a wile like it gonna be a stalemate, but Honest Ivan, he went an applied The Hoffman Maneuver an broke out! I look over at Mister Tribble, an he sort of smile at me, an he move his lips an mouth the word â€Å"Now,† an I knowed what he mean. You see, they was a couple of tricks Big Sam taught me in the jungle that was not in the book an now was the time to use them – namely, The Cookin Pot Variation of The Coconut Gambit, in which I use my queen as bait an sucker that bastid into riskin his knight to take her. Unfortunately, it didn’t work. Honest Ivan must of seen that comin an he snapped up my queen an now my ass is in trouble! Nex I pull somethin called The Grass Hut Ploy, in which I stick my last rook out on a limb to fool him, but he wadn’t fooled. Took my rook an my other bishop too, an was ready to finish me off with The Petroff Check, when I pulled out all the stops an set up The Pygmie Threat. You read "Forrest Gump Chapter Twenty-Three" in category "Essay examples" Now the Pygmie Threat was one of Big Sam’s specialties, an he had taught it to me real good. It depends a lot on suprise an usin several other pieces as bait, but if a feller falls victim to The Pygmie Threat, he might as well hang up his jockstrap an go on home. I was hopin an prayin it woud work, cause if it didn’t, I ain’t got no more bright ideas an I’m just about done for already. Well, Honest Ivan, he grunt a couple of times an pick up his knight to move it to square eight, which meant that he would be suckered in by The Pygmie Threat an in two more moves I would have him in check an he would be powerless to do anythin about it! But Honest Ivan must of smelt somethin fishy, cause he moved that piece from square five to square eight an back again nine or ten times, never takin his han off it, which would have meant the move was final. The crowd was so quiet you coulda heard a pin drop, an I am so nervous an excited I am bout to bust. I look over an Mister Tribble is rollin his eyes up in the air like he’s prayin an a feller what come with Honest Ivan is scowlin an lookin sour. Honest Ivan move the piece back to square eight two or three more times, but always he put it back on square five. Finally, it look like he gonna do somethin else, but then he lif up the piece one more time an have it hoverin above square eight an I be holdin my breath an the room is quiet as a tomb. Honest Ivan still be hoverin with the piece an my heart is beatin like a drum, an all of a sudden he look straight at me – an I don’t know what happened, I guess I was so excited an all – but suddenly I cut a humongus baked-bean fart that sound like somebody is rippin a bedsheet in haf! Honest Ivan get a look of suprise on his face, an then he suddenly drop his chess piece an thowed up his hans an say, â€Å"Uggh!† an start fannin the air an coughin an holdin his nose. Folks standin aroun us begun to move back an was mumblin an takin out they handkerchiefs an all, an I am so red in the face I look like a tomato. But when it all settle down again, I look at the chessboard an damn if Honest Ivan ain’t lef his piece right on square eight. So I reached out an snap it up with my knight, an then I grapped two of his pawns an his queen an finally his king – checkmate! I done won the match an the five thousan dollars! The Pygmie Threat done come thru again. All the wile, Honest Ivan be makin loud gestures an protestin an all an him an the feller that come with him immediately file a formal complaint against me. The guy in charge of the tournament be thumbin thru his rule book till he come to where it say, â€Å"No player shall knowingly engage in conduct that is distractive to another player while a game is in progress.† Mister Tribble step up an say, â€Å"Well, I don’t think you can prove that my man did what he did knowingly. It was a sort of involuntary thing.† Then the tournament director thumb thru his book some more, an come to where it say, â€Å"No player shall behave in a manner that is rude or offensive to his opponent.† â€Å"Listen,† Mister Tribble say, â€Å"haven’t you ever had the need to break wind? Forrest didn’t mean anything by it. He’s been sitting there a long time.† â€Å"I don’t know,† the tournament director say, â€Å"on the face of it, I think I’m going to have to disqualify him.† â€Å"Well can’t you give him another chance at least?† Mister Tribble axed. The tournament director scratched his chin for a minute. â€Å"Well, perhaps,† he say, â€Å"but he is gonna have to contain hissef because we cannot tolerate this sort of thing here, you know?† An so it was beginnin to look like I might be allowed to finish the game, but all of a sudden they is a big commotion at one end of the room, an ladies are screaming an shrieking an all an then I look up an here come ole Sue, swingin towards me on a chandelier. Jus as the chandelier got overhead Sue let go an dropped right on top of the chessboard, scatterin all the pieces in a dozen directions. Honest Ivan fell over backwards across a chair an on the way down ripped haf the dress off a fat lady that looked like a advertisement for a jewelry store. She commenced to flailin an hollerin an smacked the tournament director in the nose an Sue was jumpin up an down an chatterin an everbody is in a panic, stompin an stumblin an shoutin to call the police. Mister Tribble grapped me by the arm an say, â€Å"Let’s get out of here, Forrest – you have already seen enough of the police in this town.† This I coud not deny. Well, we get on back to the hotel, an Mister Tribble say we got to have another conference. â€Å"Forrest,† he say, â€Å"I just do not believe this is going to work out anymore. You can play chess like a dream, but things have gotten too complicated otherwise. All that stuff that went on this afternoon was, well, to put it mildly, it was bizarre.† I am noddin an ole Sue is lookin pretty sorrowful too. â€Å"So, I’ll tell you what I’m going to do. You’re a good boy, Forrest, and I can’t leave you stranded out here in California, so I am going to arrange for you and Sue to get back to Alabama or wherever it is you came from. I know you need a little grubstake to start your shrimp business, and your share of the winnings, after I deduct expenses, comes to a little under five thousand dollars.† Mister Tribble hand me a envelope an when I look inside it, there is a bunch of hundrit dollar bills. â€Å"I wish you all the best in your venture,† he say. Mister Tribble phone for a taxicab an got us to the railroad station. He has also arranged for Sue to ride in the baggage car in a crate, and says I can go back there an visit with him an take him food an water when I want. They brung out the crate an Sue got on inside it an they took him off. â€Å"Well, good luck, Forrest,† Mister Tribble say, an he shake my han. â€Å"Here’s my card – so stay in touch and let me know how it’s going, okay?† I took the card an shook his han again an was sorry to be leavin cause Mister Tribble was a very nice man, an I had let him down. I was settin in my seat on the train, lookin out the winder, an Mister Tribble was still standin on the platform. Jus as the train pulled out, he raised up his han at me an waved goodbye. So off I went again, an for a long time that night my head was full of dreams – of going back home again, of my mama, of po ole Bubba an of the srimp bidness an, of course, of Jenny Curran too. More than anythin in the world, I wished I were not such a loony tune. How to cite Forrest Gump Chapter Twenty-Three, Essay examples

The labour market influence in the determination of pay

In labour economics, the techniques used to manage pay is of great significance in the conduct of workplace affairs. The payment of labour is fundamental in moulding the relationship between employers and employee (Lipsey Chrystal, 2007, p. 217).Advertising We will write a custom essay sample on The labour market influence in the determination of pay specifically for you for only $16.05 $11/page Learn More Indeed, it is the most visible focal point of all concerns related to labour. It is against this back drop that employers have devised various value propositions in fixing pay for their employees. The pay-fixing strategies have undergone notable transformations in the latter years (Lipsey Chrystal, 2007, p. 576). Needless to say, this has fairly weakened the influence of labour unions bearing in mind that competitive pressures have become intense and globalised. Nonetheless, it is imperative to mention that the cost of labour is pay and consequently it would cover wider terrains of market force that than the influence brought about by a unit employer (Lipsey Chrystal, 2007, p. 9). To be precise, pay can be described as the primary compensation for labour done within a given period of time. From the background of conventional economic theory, there is a conspicuous denial that employers do not have any defined role in setting up pay standards. However, it is commonplace for similar firms operating within the same geographical environment and market conditions to offer varying wages to their employees, which can only be explained by the fact there are other factors that determine pay other than the internal mechanics of a firm (Baumol Blinder, 2007, p.165). This paper explores the extent at which the labour market determines pay with cross reference to organisational behaviour patterns within a firm as well as the impact of state regulation on wage standards.Advertising Looking for essay on business economics? Let's see i f we can help you! Get your first paper with 15% OFF Learn More Labour remains as one of the most fundamental factors of production (Lipsey Chrystal, 2007, p.208). In labour economics, it is perceived to be a derived demand in the sense that it is critically required in the process of production, not just an intermediary component. In any case, revenue generation and profitability of a business organisation is largely dependent on labour input. Moreover, the Marginal Revenue Product will quite often determine the need for surplus labour whenever required by a firm (Lipsey Chrystal, 2007, p. 638). In addition, the marginal cost of an employee is yet another determinant whether additional labour will be required by a firm or not (White, 2002). For example, a firm can only retain a certain number of workers above which it will cease to be profitable. In order to obtain the right computation of the Marginal Revenue Product, the product between the cost price of the either goo d or service at the end of production and the Marginal Physical product of the employee is calculated (Baumol Blinder, 2007, p.165). If the firm’s Marginal Cost is less than the Marginal Revenue Product, then the business enterprise will be at liberty to hire an additional worker since it will boost profitability. Nevertheless, hiring of additional labour force can be effected by the firm up to a mark when the two margins are congruent to each other (Baumol Blinder, 2007, p.167). Hence, according to economic theory, the labour market will be considered saturated when the hiring firms have attained the mark whereby the Marginal Revenue product is equal to the Marginal Cost (Baumol Blinder, 2007, p.169). It is sometimes pragmatically cumbersome to equalize pay among employees in a given firm. This has been found to be notably common in labour markets that are partly or fully resilient or mixed altogether (Kessler Purcel, 1992, pp.23-24).Advertising We will write a cust om essay sample on The labour market influence in the determination of pay specifically for you for only $16.05 $11/page Learn More For instance, if a doctor and a security officer are hired by the National Health Service, their pay will definitely differ by a great deal although working in the same firm (Kessler Purcel, 1992, pp.18-21). There are myriad of factors that can be used to explain this phenomenon. A security officer has a far lower Marginal Revenue Product than a doctor. Moreover, becoming a security officer has less barriers compared to the process of becoming a doctor. The training of a doctor is not only time and resource consuming; it also demands the right intellectual capability and tolerance for an individual to succeed in that profession (Crail, 2006). It is the interdependence of the three forms of capital that the pay as well as Marginal Revenue Product will be affected within and between different geographical locations. Likewise, the movement of any of the three types of capital among different countries will result into capital mobility which refers to the ease with which money can flow in and out of an economy or across various national borders. (Elmore, 2003). At this juncture, it is vital to explore the two major pathways through which the labour markets can determine pay. Both the microeconomic and macroeconomic elements of a labour market can determine how much employees are paid on labour offered. Both the individual employees and the specific firms themselves are believed to play their unique roles in shaping pay standards in the labour market (Ironside Seifert, 1995, pp. 38-44). The application of microeconomics in a labour market can be used to explain this relationship (Brown, 2009). A government can play momentous role in regulating the pay rate to workers at different levels. In order to achieve this type of regulation, a state can set up base lines for two types of pay namely the minimum and the living wage (Dennis, 2005, p.35).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In either case, periodic time standards within which certain pay rates should be implemented to workers are stipulate by a government. In United Kingdom, for instance, a National Minimum Wage Act was enforced way back in 1998 (Anker, 2006). Many other countries especially in the developed world have already adopted minimum wage standards for workers (Steifert, 1992). In some cases, a living wage has been embraced by some firms (Dennis, 2005, pp.29-33). There is need to distinguish between minimum wage and living wage as applied in various work environments. In most accepted and well documented statutory definitions, the term minimum wage is mainly applicable to labourers who are either skilled or semi-skilled. Different countries across the world have distinct minimum wage stipulations based on the economic performance as well as the cost and standards of living (Locke, Amengual Mangla, 2009). First, a living wage is primarily a basic pay awarded to workers so that they can be able to adequately meet their daily needs (Brown, 2009, pp.102-106). A living wage ensures that an individual is in a position to provide for basic needs and wants that are acceptable to the normal standard of living. For instance, a living age should be able to cater for food, education, healthcare as well as other expenses such as the cost of commuting. Most governments would demand companies and organisations to pay workers some minimum wage so that they can be in a position to foot various expenses even as they deliver their services on a day-to-day basis (Welfare, 2006). On the other hand, a minimum wage refers to a fixed pay stipulated by a government or other employee welfare agencies that employers are supposed to pay their workers. The authority charged with the duty of fixing a minimum wage must be legally instituted so that it can enforce its mandate through a legal pursuit especially in cases where employers flout regulations. This least amount of wage that may be awarded to workers can also be put in place by a formal agreement between the employer and other interested parties such as workers themselves or labour unions (Anker, 2006, p. 324). In addition, a minimum wage can affect either the whole state or a specific group of workers. Although most legal provisions on minimum wage are often binding to employee groups, there are certain occupations which may not be required to abide by these regulations. For example, employees in the service and agricultural sector in United States are exempted from the minimum wage conditions. Further, minimum wage varies from country to country (Anker, 2006, pp.316-319). On the same note, a commensurate wage may be paid to employees who have special physical or mental needs. This may still be classified as minimum wage payable to people with disabilities. It is imperative to note that each worker has a unique ability and performance at work regardless of the disability. Hence, the commensurate wage which acts as the minimum wage for the disabled may not be uniform across the board. Moreover, this wage is also dependent on the geographical setting and the status of the economy from which the workforce is derived (Lipsey Chrystal, 2007). The legal framework governing the living wage principally differs from those regulating minimum wage. One outstanding feature of a living wage is that in most cases, the coverage of its legality may affect only a small fraction of the workforce contrary to the minimum wage whose provisions affect a larger population. The living wage laws mostly affect specific group of workers in given organizations so that they can afford both basic and secondary needs (Ironside Seifert, 1995). In addition, a living wage is often used in some countries to calculate poverty index while the minimum wage cannot be used for such purposes. Hence, it goes without saying that the two types of wages are related but completely different from each other. In order to further create a viv id distinction between minimum wage and living wage, it is pertinent to investigate the effects brought about by both types of wages (Industrial Relations Services, 2002). In real practice, low income workers can practically benefit when the living wage is implemented at their place of work. In line with this, the urban poverty index can be lowered substantially whenever this ordinance is implemented, bearing in mind that it caters for a larger population of workers than the minimum wage (Koshiro, 1992). Although the typical low income earners are the beneficiaries of this type of wage, it may lead to lack of efficiency in companies during periods of recession In addition; firms which are still at their infancy stage may be unfavoured economically by the seemingly high spending on wages contrary to the revenue generated (Procter et al., 1993). Worse still, when minimum wage is followed to the letter, it has the potential to trigger inflation, which may usher in tough times for worke rs since their pay may be maintained to the minimal due to hard economic times (Adam, 2005, p.31). Therefore, as much as a government may determine workers’ pay through legal provisions as mentioned above, it may be not be a very strong and independent variable in wage setting compared the labour markets (Income data services, 2001). Notwithstanding state regulation on pay rates for employees, collective bargaining and agreements between workers and labour unions can curtail pay within the comfort of both the firm and workers. A firm is primarily defined as a business enterprise formulated to specifically supply goods and/or services to end users. It may be publicly or privately owned and its main purpose is revenue generation. There are myriad of labour theories that are integral to firms. For example, the concept that pay rates will differ across firms is expounded in classical view theory (Dennis, 2005). It elaborates that marginal productivity and pay rates will reflect e ach other since different firms have access to various amenities that results into variation in the amount paid to workers. According to the efficiency wage view, workers who are not duly supervised at workplace are more likely to be offered higher pay than those who are continually monitored. Moreover, pay variations across different firms is also occasioned by inequality in unionization rates according to the labour market theory. Modern policy debate on role of a firm in setting pay standards is largely dominated by the neo-classical theory of the firm. Wage equalization is a possible occurrence in any firm when this theory is applied in labour market. However, the theory can only work in an ideal market situation where several factors have been held constant. For instance, the theory requires a free or liberalized market (Egan, 2004). There should be no state regulation whatsoever. Market response by consumers should be self-driven and void of any statutory interference. The 191 6-1918 Whitley Committee proposed quite a number of recommendations that would seek to not only recognize labour unions but also strengthen their roles as part of building viable industrial relations. The principles adopted thereafter came to be known as Whitleyism (Steifert, 1992, pp.212-216). The fundamentals of extensive industrial bargaining were thereafter adopted. Since then, collective bargaining on workers’ pay has been done through trade unions. Indeed, Whitleyism has been very instrumental in setting up pay standards in various industries. The Annual Survey of Hours and Earnings (ASHE) is an important parameter that can be used in the determination of pay standards (Brown, 2009, p.12). This survey provides data on earnings make up as well as the hourly distribution relative to the pay levels of workers spread across various regions and job categories. Hence, the government can make use of ASHE in setting up the minimum wage in various industries. Events within a fir m can, in practice, lead to marked differences in wages. One cause for such differences is the organizational behavior of policy and decision makers running a firm. On the same note, a firm can adjust its worker wages due to market failures occasioned by external factors such as inflation and decline in demand. On the other hand, a worker may stand out in the labour market irrespective of the internal actions of decision makers within a firm (ACAS, 2011). Through human capital theory, an employee who has advanced education and training will likely receive higher wages than the colleagues who are not. Besides, an employee with a unique talent will be part of a non-competing group since it is impossible to train individuals to acquire the very talent. As a result, the employee will most likely stand a higher chance of receiving higher pay than others. When employees tend to defend the territory of their jobs, it is referred to as balkanization. They can achieve this by acquiring highe r qualifications or using gender, legal, race or cultural barriers. Over and above the aforementioned pay determinants in a firm, differences in wages may also result from working skills and experience gained by an employee. Workers with higher skills and better working experience are competitive in the labour market. Moreover, the nature of the responsibility or job description assigned to an employee by a firm will determine the pay rate. Lighter and more direct responsibilities will more likely attract meager pay from the labour market (Kessler Purcel, 1992). Furthermore, the effort needed to discharge a given responsibility is yet another consideration when setting wage standards within a firm. The aggregate pay will also be affected by the rate of unemployment. Realistically, the initial phase of most wage setting is bargaining. Thos may take place between the employer and employee or between a labour union and employer. In whichever case, the bargaining power of workers is ad versely affected and further weakened by higher unemployment index. Workers are compelled to accept lower pay since the labour market is saturated with job seekers. As a consequence, firms will pay remunerate their workers poorly by taking advantage of the situation (Adam, 2005, pp.32-33). Worse still, the contracted workers will be willing and ready to work in spite of the lower pay since they do not have any alternative. According to ACAS definition, job evaluation refers to how much a particular job is worth within workplace (Egan, 2004, pp.9-10). It is a consistent approach whereby a ranking process is used to categorise various jobs based on the relative demand placed on a particular job by an employee. Hence, job evaluation assists in setting up a benchmark for a grading structure that is not only orderly but also fair enough. Moreover, the job evaluation procedure permits the selection of benchmarks whereby individual jobs are ranked in terms of their relative value. In order to carry out an effective job evaluation, a factor plan is necessary. These are components that are necessary when evaluating jobs. When job evaluation is implemented to the letter, it is possible to set up benchmarks that can be used to determine pay (Egan, 2004, pp.12-13). For instance, the relative value attached to a given job can be used to set up pay standards since it is both a system and structure used to determine pay. In summing up, it is imperative to reiterate that the extent to which labour market determines pay can only be evaluated when other market forces such as state regulation and internal firm mechanics are analysed. The labour market is in itself a derived demand since the process of production cannot take off without its inclusion. Besides, profitability of a firm is a direct function of labour. Hence, whenever a firm requires additional labour, the Marginal Revenue Product and the Marginal Cost ought to be compared. When the two components are balanced, then a firm can no longer hire additional employees. These are strong labour market imperatives that can explain why the labour market is a major pay determinant. On the other hand, a government can set up the minimum wage for workers within different categories. Hiring firms are then supposed to comply with the pay standards according to the set laws. A case example is the United Kingdom which enacted the National Minimum Wage for its citizens. In some cases, governments and individual firms may set a living wage for a certain segment of workers. Finally, determination of pay can be effected by a firm. For example, the decision making organ of a firm may opt to set pay standard that is consistent with the goals and objectives of the firm. Besides, the level of experience, skills and competences can elevate the wage level of a worker. Moreover, the application of the human capital theory whereby a worker has undergone further education and training may also determine the pay standard for that employee. Meanwhile, out of the three elements, the labour market remains to be the one single most determining factor when setting up wage standards. References Adam, G. (2005). Pay 4 performances at Yorkshire Water, IRS employment review, 833: 31-35. ACAS (2011). â€Å"Job evaluation: considerations and risks†. Retrieved from http://www.acas.org.uk/CHttpHandler.ashx?id=922p=0 Anker, R. (2006). Living wages around the world: A new methodology and internationally comparable estimates, Imitational Labour Review, 145(4): 309- 337. Attwood, S. (2005). â€Å"Building a Reward strategy†, IRS Employment Review, 823: 31- 35. Baumol, J.W. Blinder, A.S. (2007). â€Å"Microeconomics: Principles and Policy†, Oxon: Thomson-Southwestern. Brown, A.W. (2009). â€Å"The process of fixing the British national minimum wage, 1997- 2007†, Cambridge: University of Cambridge Press. Crail, M. (2006). â€Å"All Human Life is here†, IRS Employment Review, 855: 19-21 . Dennis, S. (2005). â€Å"The national minimum wage stamping out low pay†, Employment Review, (816): 29-36. Egan, J. (2004). â€Å"Putting job evaluation to work: tips from the frontline†, Employment Review, (792): 8-15. Elmore, A. (2003). Living Wage Laws and Communities; Smarter Academic Development, Lower Than Expected Costs. New York: Brennan Center for Justice, New York University. Income data services (2001). â€Å"Case studies†, IDS studies, 7(05): 8-18. Industrial Relations Services (2002). â€Å"Public sector pay in 2002/03†, IBS employment Review (766): 17-26. Ironside, M. Seifert, R. (1995). â€Å"Pay and pay determination†, Industrial relations in schools, 20-72. Kessler, R. Purcel, J. (1992). â€Å"Performance related pay objectives and application†, Human resource management Journal, 2(3): 16-33. Koshiro, K. (1992). â€Å"Employment security and labor market flexibility: an international perspective†, Detroit: Wayne S tate University Press. Lipsey, G.R. Chrystal, A.K. (2007). â€Å"Economics† (11th ed.), New York: Oxford University Press. Locke, R., Amengual, M. Mangla, A. (2009). â€Å"Virtue out of Necessity? Compliance, Commitment and the Improvement of Labour Conditions in Global Supply Chains†, Politics and Society, 37 (37): 319–351. Procter, S. et al. (1993). â€Å"Performance related pay in operation: A case study from the electronics industry†, Human resource management journal 3(4): 60-74. Steifert, R. (1992). â€Å"Whitley and the survival of collective bargaining, Industrial relations in the NHS†, 198-255. Weil, D. Mallo, C. (2007). â€Å"Regulating labour standards via supply chains: Combining public/private interventions to improve workplace compliance†, British Journal of Industrial Relations, 45(4): 791–814. Welfare, S. (2006). â€Å"Rewarding achievement through bonus schemes†, IRS employment Review, (857): 33-35. White, G . (2002). â€Å"The pay review body system†, Historical studies in industrial relations, (9): 71-100. This essay on The labour market influence in the determination of pay was written and submitted by user Alberto Sloan to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. 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