Is Jekyll And Hyde Just A Gothic Horror Essay Example for Free

Is Jekyll And Hyde Just A Gothic Horror Essay Dr Jekyll and Mr Hyde by Robert Louis Stevenson is a run of the mill Gothic awfulness story in the manner the novel is composed and portrayed. A few people may differ with this announcement in light of the fact that in the Cambridge manual for English writing, Gothic fiction is depicted as a sort of novel or sentiment famous in the late eighteenth and mid nineteenth century and the word Gothic had come to mean wild primitive and rough. Gothic books were generally set before and in remote nations, they occurred in religious communities, mansions and prisons. Plots relied on anticipation and secret frequently including the powerful. Having perused the announcement and furthermore Dr Jekyll and Mr Hyde a few pieces of the announcement don't concur with the novel, for instance, the novel is set in London and there are no manors or prisons. Where as in Dracula by Bram Stoker and furthermore Frankenstein by Mary Shelley are both set in outside nations and furthermore in secretive areas Dracula being set in a mansion and Frankenstein in a research facility. To manage human instinct Stevenson talks about the thoughts of Charles Darwin. Around the nineteenth century Charles Darwin started to compose hypotheses of creatures and advancement, Stevenson was clearly impacted by these thoughts and utilizations them to depict one of the primary characters Mr Hyde. Stevenson additionally makes reference to religion when he examines the thoughts of Christian and non-Christian perspectives in the novel. Stevenson utilizes loads of Gothic pictures, one of the main gothic pieces of the novel is the stomping on of the little youngster. This scene is depicted as a dark winter morning with the word dark being solid in that sentence since it causes the spot to appear to be malicious and sends a shudder down your spine. The area is Gothic as it radiates a feeling of murkiness and dread. This is the piece of the novel where religion is first referenced, despite the fact that it isn't a piece of the Christian territory of religion. Stevenson depicts Hyde, as a juggernaught when he stomps on over the little youngster this is extremely peculiar considering juggernaught was something related with the Hindu religion. Another Gothic element in the novel is the homicide of Sir Danvers Carew, two citations which are Gothic are The bones perceptibly crunching and The body hopped upon the street. These sentences are very fascinating in the manner they are portrayed, first the crunching is a decent utilization of a sound to word imitation by Stevenson, as the word crunching is exceptionally upsetting and you can nearly hear the bones crunching in your mind. The second makes you think about a dead body bouncing around out and about. This is Gothic in light of the fact that the demonstration that Hyde submits is an abhorrent one, and where it really happens is a baffling and peculiar area. The gathering of the two men additionally has a demeanor of puzzle encompassing it, as they meet in the dead of night when nobody else is near. Stevenson utilizes the thoughts of Darwin to compose his portrayal of Hyde, in the novel Hyde is depicted as a gorilla ..with chimp like anger he clubbed him to the earth. A Gothic area is where it is generally dim, dirty and foggy a vile spot that you truly might not want to be. For instance Draculas stronghold is a gothic area, since it is old and furthermore on the grounds that it is dim and puzzling. A large number of the areas in the novel are gothic, one of them being the depiction of Hydes house and the road outside. The epic statements the haze lifted a little and indicated him a dirty road. At that point in a similar part Stevenson depicts the front of the dismembering room as a Sinister square of building and two story high, no window. This house appears to be puzzling by the manner in which it has no window and it leaves you pondering right from the very beginning of the novel what is really inside that building. One of the peculiar things that I saw when perusing the novel is the portrayal of the encompassing zone when Dr Jekyll is there towards the finish of the book, the novel statements Fine clear January day, wet on the ground where the ice had melted.,and the Regents park was loaded with winter chirrupings and sweet with spring smells. This is clearly not Gothic at everything except rather it appears to be unordinary this is the main area in the novel, which is non-Gothic. It appears to be abnormal that Stevenson has chosen to change from Gothic into something totally extraordinary, which truly has no genuine association with the story, itself. Human instinct highlights in various regions in the novel. One of them is the homicide of Sir Danvers Carew, other than being Gothic this has a remark about human instinct too. When Hyde starts to go frantic and he slaughters Carew, the novel statements out of nowhere, he broke out in an incredible fire of outrage. Here Stevenson is utilizing the component of frenzy and the thoughts of schizophrenia, which was being explored around the nineteenth century. Stevenson additionally utilizes Darwins speculations of advancement to depict Hyde as brutal, with primate like fierceness. Here the message that Stevenson is attempting to give about human instinct is that people have the will and the ability to murder something and one another. Stevenson likewise takes a gander at split characters; about each character has one. Dr Jekyll is the best model since his character is loaded with acceptable and abhorrent, when he transforms into Hyde he is simply unadulterated shrewdness. So when Jekyll loses control he changes from himself into Hyde. Stevenson is stating here that wickedness is more impressive than great in people and that is the reason Hyde overwhelms Jekyll, in light of the fact that he is unadulterated malevolence. In the initial section of the novel when Hyde is first referenced when he stomps on over that young lady .the man stomped on tranquilly over the childs body then Hyde chooses to pay à ¯Ã¢ ¿Ã¢ ½100, we botched him to one hundred pounds. Hyde does this as opposed to saying 'sorry' to keep the family tranquil. This is another case of human instinct where a few people including Hyde attempt to pay out of difficulty. Generally speaking, I feel what Stevenson is attempting to state about human instinct is that all people have indecencies, for example, drinking and betting. The production of Hyde permits Jekyll to do what he needs, when he needs and ideally he won't get captured. Jekyll wouldn't like to have his notoriety destroyed, so that is the reason he makes Hyde so he can do every one of these things. Stevenson is stating that people have cynical perspectives so they will act underhandedness to pull off something. All in all, I believe that this novel is a Gothic frightfulness story, yet in addition has a remark about human instinct. Stevenson specifies human instinct in the novel as I have talked about already, for instance the stomping on of the young lady and the homicide of Danvers Carew. Obviously, the novel couldn't have talked about human instinct if Stevensons spouse, Fanny had not been included. In Jenni Calders prologue to Dr Jekyll and Mr Hyde, Calder composes Stevenson envisioned the fundamentals of Dr Jekyll and Mr Hyde. It was at first the Gothic part of the story that energized him. Fanny didnt like it, she felt there was more potential for something other than a simple repulsiveness story, that it may have a comment about human instinct. Generally, the human instinct part of the novel, makes the story all the more intriguing.

Loreal Company Values and Culture Essay

Willow Stores Target Market

Presentation Another name for target showcase is target crowd. An objective market is a specific gathering of buyers that a business targets. Organizations ordinarily need to move buyers nearer and offer to them their products and enterprises. Variables that impact qualities of an objective market incorporate financial class, age, area, sex, sexual direction or ethnicity.Advertising We will compose a custom report test on Willow Stores Target Market explicitly for you for just $16.05 $11/page Learn More Socio-monetary classes empower business associations to concoct a particular kind of customer who is probably going to purchase merchandise or administrations from the organization. This implies organizations don't construct merchandise and ventures haphazardly, without having explicit objective clients at the top of the priority list. Target promoting empowers organizations to find their clients inside a given populace (Saunders 153). Recognizing a market is a basic advance for any t ype of business for its activity in the long haul. A business needs to distinguish its potential customers before making strides of building the business in different regions. A business should characterize the most significant attributes of potential customers and recognize the significant manners by which the new business association can satisfy the necessities of the client. Along these lines it can without much of a stretch detect a customer’s base (Maxwell 75). Foundation Information The examination will occur between 15 February 2013 and 28 February 2013 so as to build up an objective market for â€Å"Willow† Creeks store. Willow Creeks store is a business that bargains in home dã ©cor and outfitting at Yong and Egling zones both situated in Toronto. Administrators at Willow Creeks store hypothesize that the objective market for Willow are ladies matured from 25 to 35 who are recently hitched, who need to outfit their home. This examination plans to affirm, or i nvalidate this speculation. By and large Purpose of the Research The principle reason for this examination will be to decide the objective market for Willow stores. That is, to discover who will purchase the items that the organization plans to sell in the stores just as decide if there is an enormous client base for the proposed business. Research Objectives The fundamental goal of this examination will be to decide the objective gathering of potential purchasers. Hypothesized data demonstrates that most potential clients are ladies who run from 25 to 35 years, and this exploration targets affirming or invalidating this proposition. The examination will likewise target gathering the objective clients as indicated by their attributes, for example, sexual orientation, salary level, values, ways of life, perspectives, leisure activities, interests and conjugal status. Another target will recognize the area of its objective market, especially, regardless of whether they will be the lov e birds situated in the urban territory or those that live in the provincial area.Advertising Looking for report on business financial aspects? We should check whether we can support you! Get your first paper with 15% OFF Learn More The last goal of this investigation will be to discover different strategies that rivals in the town use to sell their items, and the cost at which contenders sell their items. Research Problems Businesses need to recognize the correct objective clients for their items and administrations for them to succeed. In any case, recognizing a specific section from others is specialized and that is the reason most directors like to utilize overviews to facilitate the undertaking. Research Questions What is the sexual orientation of the objective market for new retro home extra store â€Å"Willow† situated on Yong Eglinton region? What is the age of the objective market for new retro home embellishment store â€Å"Willow† situated on Yong Eglinton t erritory? What is the pay level of the objective market for new retro home extra store â€Å"Willow† situated on Yong Eglinton zone? What is the conjugal status of the objective market for new retro home extra store â€Å"Willow† situated on Yong Eglinton zone? How well do the items and administrations offered at new retro home frill store â€Å"Willow† situated on Yong Eglinton zone address the issues of clients? What are the individual qualities, premiums and leisure activities of the objective market? What is the way of life and conduct of the objective market? What is the area of the objective market for new retro home embellishment store â€Å"Willow† situated on Yong Eglinton zone? What is the area of Ethnic foundation of the objective market for new retro home embellishment store â€Å"Willow† situated on Yong Eglinton zone? What is the objective market for our rivals? Research Methodology Research Design This examination will acquire subjec tive information utilizing the polls.. Subjective strategy will be appropriate for this examination in light of the fact that the investigation targets deciding the objective market for Willow stores. At the end of the day, subjective examination is reasonable for this investigation as it can offer an engaging investigation of potential purchasers, in contrast to quantitative investigation. Subjective versus Quantitative Analysis Qualitative strategy gathers information primarily as open-finished inquiries, meetings and perceptions. On the other hand, quantitative techniques gather numerical information. The results from quantitative research are anything but difficult to sum up. All things considered, the data framed by this technique can be dynamic and may not reflect a particular populace, individual or situation. Subjective technique offers a superior view of the exploration issue through dissecting the main individual experience, in this way require just a littler example size to produce a progressively exact outcome. Subjective research is adequate to portray complex occasions and offers made to order data that makes them reasonable for cross case assessment and investigation. To pick up from favorable circumstances of every technique this examination will utilize a blended strategy. Instruments allude to apparatuses utilized in information assortment. In this examination, Instruments will be members, studies, just as, open finished and different decision questions. Survey Procedure The analyst will give a poll to every member. The polls will have photos of the effectively set up Willow store and inquiries regarding the market that the store is probably going to draw in. Questions will be both open finished and different decision and they will target checking whether most clients in the objective gathering are recently, marry ladies matured somewhere in the range of 25 and 35 years. The analyst will request that every member give important responses to i nquiries in the questionnaire.Advertising We will compose a custom report test on Willow Stores Target Market explicitly for you for just $16.05 $11/page Learn More Data Analysis and Interpretation Data for investigation will originate from reactions in the polls. The main stage in the investigation of information will be information decrease. Information decrease includes choosing and conceptualizing information that originates from hands on work perceptions. The questioner will inspect the inquiries and reactions, so as to recognize textures and contrasts among reactions. After information assessment, coding will happen for simpler recovery dependent on how every datum set helps meet the examination goals. Coding will include outline of different fragments in the information gathered (Saunders 43). Last will be end drawing. Ends and different understandings will be as tables and graphs. Examining Procedure The populace for the examination will be potential clients of new retro hom e adornment store â€Å"Willow† situated on Yong Eglinton territory. Because of the enormous size of the populace, just an example of 150 potential clients will partake, to ease assortment of information. Choice of the example will happen in the boulevards of Toronto, in the territory of the store’s area and in suburb zones. Albeit most members will be in the store’s region, Youge and Eglington, consideration of a couple of members from different parts will be fundamental, for examination purposes. In addition, this will be significant, as not all love birds live in the city, yet at the same time decide to go to the city to search for additional styles than the fundamental ones offered in suburbia. Determination of the 150 individuals to take an interest in the exploration will happen through payment examining. This inspecting procedure is ideal in light of the fact that any potential client can give solid data on the objective market. Test overview will happen at various days of the week and various occasions, so as to acquire fair information. Information Sources Primary Research In this examination, essential research will use face to face studies around the 150 potential clients. The study will concentrate on female customers. Poll overview will contain different decision and open-finished inquiries in gathering information. Optional Research In this investigation, auxiliary research will utilize diary articles, papers, business articles and research papers. Assessment and assessment of these sources will occur in like manner. Information from auxiliary research will be fundamental, as it will assist with breaking down the consequences of essential research.Advertising Searching for report on business financial aspects? We should check whether we can support you! Get your first paper with 15% OFF Find out More Perception The analyst in this examination will watch and take a note of current customer’s just as potential clients purchasing conduct. Perceptions will have a similar load as information from essential and auxiliary sources when reaching determinations. Works Cited Maxwell, Scott. The Missing Ingredients: Strategic Marketing to the â€Å"Money Guyz†. Business Insider, 15Aug. 2011.Web. Saunders, Elizabeth, G. On the off chance that Your Target Market doesn’t Bite, Fish Somewhere Else. Business Insider, 22 Aug. 2010. Web. This report on Willow Stores Target Market was composed and put together by client Chance Kirby to help you with your own investigations. You are allowed to utilize it for re

Free Essays on Greek Art

During the traditional period, Athenian Dominance enormously influenced engineering. The war between the Greek city-states and Persia (499-480 BCE) interfered with practically all sanctuary working for an age while the Greeks focused on reestablishing their guarded dividers, city structures, what's more, the armada. Athens rose as the pioneer, controlling the reserve of the Delian League, Panhellenic group; the city started luxurious program to revamp the asylum of Athena on the Acropolis. The Parthenon, Propylaea, Temple of Athena Nike, and the Erechtheum were fabricated altogether of marble and extravagantly adorned with cut moldings and sculpture.The modelers were Callicrates and Iotinus, and the main stone carver was Phidias. An enormous school of manufacturers and stone workers created in Athens during the second 50% of the fifth century BCE. The vast majority of these art laborers were liberated slaves from the eastern Mediterranean. Maybe as a outcome there created in Attica a novel mix of the Doric and Ionic orders found in the invigorated havens just as in Athens. The Corinthian request came about because of long affable wars during the fifth century BCE (Classical period). The Ionian urban communities recuperated all the more rapidly from the common war under Persian sway. The monster 6th century BCE sanctuaries and raised areas were supplanted on a more excellent scale. A few Ionian urban areas were revamped on a lattice plan that has been credited to Hippodamus of Miletus. The ascent of Macedonia and the triumphs of Alexander the Great proclaimed the Hellenistic time frame. Old structure types turned out to be increasingly intricate: special stepped areas, door structures, committee houses, stoas with a few levels, and theaters with enormous joined stage structures. Numerous new structure types were presented, including the nymphaeum, fantastic tomb, ordered corridor, choragic landmark, clock tower and beacon. A considerable lot of these structures were enhanced with emotional marble design. Greek draftsmen mama... Free Essays on Greek Art Free Essays on Greek Art GREEK ART Old Greece: A Comparative Essay Ancient Greece 950 BCE was a culture that invested wholeheartedly in flawlessness, greatness and by and large significance. The individuals weren’t what today’s society would think about present day, yet of their time they were. The Greeks basically shaped the inventive world with their insight in workmanship, engineering, and stargazing for some societies to come. The Romans, who guaranteed the Greeks improvements as their own, wrecked a considerable lot of their thoughts and artistic expressions. Despite the fact that such a large amount of the Greeks culture has been crushed, quite a bit of it despite everything stays inside society today. Such a significant number of parts of cutting edge life have been somehow or another, impacted by the Greeks. The Greeks were a culture that strived for flawlessness, and concordance. They were interested with the human structure, and this is uncovered in a large portion of their work of art. The Greeks were the first to glamorize the flawlessness of the human body during the obsolete period. Utilizing parity and extent they etched what they viewed as the ideal male and female structures. They considered the male the Kouros. He was considered to speak to Apollo (a Greek God) or the ideal male competitor. The Kouros was constantly portrayed naked in a contrapposto position, which means one foot before the other, and looking ahead. He had interlaced hair, no eyeballs, (Greeks accepted that the eyes were the windows to the spirit) and an ancient grin. The female figure was known as the Kore; she was an unsupported completely dressed figure, typically delineated hung in adornments. The Kore was substantially more energetic looking than the Kouros. She likewise had no eyeballs and the notorious old grin. These two types of Greek figure alongside others can be identified with our general public today. The Kouros and Kore filled in as classical models. What the Greeks viewed as perfect body types have impacted our own perspectives. Men ought to be solid and solid, and ladies young and sharp looking. The Kore was delineated all the more full fi... Free Essays on Greek Art During the old style time frame, Athenian Dominance incredibly influenced design. The war between the Greek city-states and Persia (499-480 BCE) intruded on practically all sanctuary working for an age while the Greeks focused on reestablishing their cautious dividers, urban structures, furthermore, the armada. Athens developed as the pioneer, controlling the stash of the Delian League, Panhellenic class; the city started unrestrained program to modify the haven of Athena on the Acropolis. The Parthenon, Propylaea, Temple of Athena Nike, and the Erechtheum were assembled completely of marble and extravagantly enriched with cut moldings and sculpture.The engineers were Callicrates and Iotinus, and the central stone carver was Phidias. An enormous school of manufacturers and stone carvers created in Athens during the second 50% of the fifth century BCE. The vast majority of these art laborers were liberated slaves from the eastern Mediterranean. Maybe as a result there created in Attica a special mix of the Doric and Ionic orders found in the sustained asylums just as in Athens. The Corinthian request came about because of long considerate wars during the fifth century BCE (Classical period). The Ionian urban areas recuperated all the more rapidly from the common war under Persian power. The giant 6th century BCE sanctuaries and special raised areas were supplanted on a more stupendous scale. A few Ionian urban areas were modified on a lattice plan that has been credited to Hippodamus of Miletus. The ascent of Macedonia and the victories of Alexander the Great proclaimed the Hellenistic time frame. Old structure types turned out to be increasingly mind boggling: special stepped areas, entryway structures, board houses, stoas with a few levels, and theaters with huge joined stage structures. Numerous new structure types were presented, including the nymphaeum, momentous tomb, segmented lobby, choragic landmark, clock tower and beacon. A large number of these structures were enlivened with emotional marble form. Greek planners mama... Free Essays on Greek Art I Greek Art Presentation Greek Art and Architecture is the result of Greece and the Greek settlements from around 1100 BC to the first century BC. It has its foundations in Aegean human advancement, yet its remarkable characteristics have made it probably the most grounded effect on ensuing Western craftsmanship. Greek craftsmanship is portrayed by the portrayal of living creatures. It is concerned both with formal extent and with the elements of activity and feeling. Its essential topic is the human figure, which is additionally the type of the awesome; beasts, creatures, and plants are optional. The main topics are from fantasy, writing, and every day life. Scarcely any flawless firsts of Greek engineering or enormous model remain, and no huge Greek works of art have endure. A wealth of stoneware containers, coins, gems, and pearls have endure, in any case, and alongside Etruscan tomb compositions, these give some sign of the qualities of Greek workmanship. These fortunes are enhanced by abstract sources. Such explorers as the Roman writer Pliny the Elder and the Greek geographer Pausanias saw numerous works that have since died, and their compositions give a lot of data about the craftsmen and their manifestations. Design, painting, and huge figure up to around 320 BC had basically an open capacity, being utilized to create strict items and to recognize significant mainstream occasions, for example, athletic triumphs. The significant expressions were utilized by private people just to enrich tombs. Enhancing expressions, in any case, were primarily for private use. The normal family unit contained various very much made painted earthenware jars, and some wealthier families had bronze vessels and mirrors. Numerous earthenware and bronze utensils consolidated little figures and reliefs. Greek draftsmen as a rule worked in marble or limestone, utilizing wood and tile for rooftops. Artists cut marble and limestone, demonstrated mud, and cast works in bronze. Enormous votive sculptures were made of pounded... Free Essays on Greek Art Antiquated Greek Art The specialty of the antiquated Greeks and Romans is called old style workmanship. This name is utilized additionally to depict later periods in which specialists searched for their motivation to this antiquated style. The Romans gained model and painting to a great extent from the Greeks and assisted with transmitting Greek workmanship to later ages. Traditional craftsmanship owes its enduring impact to its effortlessness and sensibility, its mankind, and its sheer excellence. The first and most noteworthy time of old style workmanship started in Greece about the center of the fifth centuryBC. At that point Greek artists had tackled a large number of the issues that confronted craftsmen in the early bygone time frame. They had figured out how to speak to the human structure normally and effectively, in real life or very still. They were intrigued essentially in depicting divine beings, notwithstanding. They thought of their divine beings as individuals, yet more terrific and more lovely than any person. They attempted, subsequently, to depict perfect magnificence instead of a specific individual. Their best figures accomplished practically supernatural flawlessness in their quiet, requested magnificence. The Greeks had a lot of excellent marble and utilized it uninhibitedly for sanctuaries just as for their model They were not happy with its chilly whiteness, be that as it may, and painted both their sculptures and their structures. A few sculptures have been found with their brilliant hues despite everything protected, except the greater part of them lost their paint through enduring. Crafted by the incomparable Greek painters have vanished totally, and we realize just what old essayists inform us regarding them. Parrhasius, Zeuxis, and Apelles, the incredible painters of the fourth century BC, were celebrated as colorists. Polygnotus, in the fifth century, was eminent as a designer. Luckily we have numerous instances of Greek jars. Some were safeguarded in tombs; others were revealed by archeologists in different locales. The lovely improvements on these containers give us some thought of Greek work of art.

Bertrand and Cournot Competition Comparison

Inside the domain of mechanical financial aspects, a focal spotlight is on harmony in oligopoly models, and the inquiries emerge of how the organizations would discover the balance and whether they will pick it. The endeavors of this article are committed to a conversation of Court and Bertrand models of rivalry, two principal single-period models that structure the reason for multi-period models (Friedman, 1977).Firstly the paper will give a prologue to the properties of the Court and Bertrand models of expectation and look at their suggestions to the connection among structure and execution. At that point it will hypothetically address the inquiry that when and how we can pick both of these two models to more readily depict a market, and exactly recognize two models by giving model ventures that carry on as indicated by each. At long last the paper will draw a conclusion.Oligopoly hypothesis abstracts from the multifaceted nature of genuine corporate system, and focuses on Just a c ouple of vital factors (Davies et al, 1991). Court (1838) takes the view tat the firmâ ¤ass vital variable is squatty or yield. Interestingly, Bertrand (1883) takes the view that the firmâ ¤ass essential vital variable is cost. So as to catch the qualification between the Court and Bertrand system, we will consider the least complex instance of homogeneous products.First, given positive piece of the overall industry, firms in Court showcase have the market capacity to cost higher than their minimal expenses. Second, the market intensity of a firm is constrained by the market versatility of interest. The more versatile interest, the lower the value cost edge. Moreover, given that all the organizations are value takers, firms with lower peripheral cost will have more prominent markets shares. At that point what is the suggestion for the connection among structure and execution guarding the business as a whole?Turning to this perspective, adding the normal value cost edge follows add ing people firms over all n firms weighting each firmâ ¤ass edge by a lot of the market, Where H indicate Heralding list, which is one of the most generally acknowledged proportions of fixation. On the off chance that we use focus as the proportion of industry structure and value cost edge as the proportion of execution, we can see that in Court rivalry, the less versatile is request, and the bigger is the Heralding record, the more prominent total edge in the Court Nash equilibrium.Also, the market power (Unmans, 1962)), this shows the significance of boundaries to passage. In 1883, Bertrand reprimanded Courtâ ¤ass deal with a few checks. One of these was that if the key variable is cost as opposed to amount, Courtâ ¤ass rationale brings about a totally unique result (Friedman, 1977). In the Bertrand structure each firm legitimately controls the cost at which it sells it yield, and the interest for its yield will rely upon the value set by each firm 3 and the sum that they wish to sell at that price.This model is driven by the supposition that the firm that charges the most minimal cost can catch negligible expense in the market, it can charges a value I pi?â ±ii = I pi?â ±ii pi?â ±0  ¤00 I poi pipe, where c] is the minor cost the whole market (Walden and Jensen, 2001). Given this presumption, if firm I has the most reduced of the firm that has the second least negligible expense in the business, and I poi pipe speaks to a number that is imperceptibly more noteworthy than O. At that point firm I will catch the whole market.In the case that each firm face an indistinguishable minimal cost, each firm will set its rice pi equivalent the negligible expense, and yields a serious harmony. The conversation about Bertrand system recounts to an altogether different story of the connection between structure, direct, and execution from the Court-Nash harmony. In the first place, just the most proficient firm will endure the opposition and become the monopolist, different firms will leave the market. Second, if all organizations face the indistinguishable minimal expense, with at least two firms the serious result happens, enormous numbers (which is the situation in Court rivalry) are not necessary.Clearly, there is a major contrast whether the key variable is cost or amount. In this manner, what rules do we have for picking between Court or Bertrand model to depict a market? A typical contention for the Court model is increasingly suitable is that it catches the instinct that opposition diminishes with less firms, while the expectation of the Bertrand model  ¤00 a zero cost edge with at least two firms, or just one firm exists as the monopolist  ¤00 is implausible.In the world, models like numerous buyer merchandise markets have indicated that it is elusive all buyers need to purchase from the firm charging the most reduced cost, and little cost hangs by a firm lead to little changes in its deals and in the deals of its opponents (Frie dman, 1977). Additionally, it is frequently contended that the decision of Court and Bertrand lies in the general adaptability of costs and yield. In the Court structure, when picked, yields are fixed, while the cost is flexible.In the Bertrand system, in any case, firms set costs while yield is 4 amounts (Davies et al, 1991), and in this manner the Court system is liked to the Bertrand structure. A compelling work shading this view is Krebs and Chainman (1983). In their two-phase model, firms pick limits in the principal labels, and contend with cost as in the Bertrand model up to the limit picked in the primary stage. The resultant harmony ends up being comparable to the standard Court model.There do have a few ventures where firmâ ¤ass conduct is predictable with the instinct of Bertrand model. In the American aircraft industry, many significant transporters follow an approach of estimating close to minimal expense on courses on which it faces rivalry (Walden and Jensen, 2001). They dread that if their passages are even marginally higher than the contender, they will lose for all intents and purposes the whole piece of the pie. In any case, Brander and Ghana (1990) additionally discovered proof that the valuing conduct of American Airlines and United Airlines somewhere in the range of 1984 and 1988 were near the Court modelâ ¤ass prediction.In option, Await (1974) found that in the Japanese level glass industry the two duopolistic carry on concurring the Court rivalry. Taking everything into account, this article has investigated the fundamental properties of Court and Bertrand models of rivalry, obviously the two models recount to totally various accounts of oligopolies rivalry just as the connection among structure and execution. The exposition has additionally talked about when and which of the two heaps are required to be better depict a market, both hypothetically and with exact models.

CP9 Podcast with Steven Anderson from Sendachi about Company Transformations

CP9 Podcast with Steven Anderson from Sendachi about Company Transformations INTRODUCTIONMartin: Hi today we are here with Steven from Sendachi. Hi Steven, who are you and what do you do?Steven: Yes. Hi Martin, well thanks for taking the time to chat with me today. I can give you a little bit of a background of myself. I was born and raised in Seattle, which is where I currently live with my wife and five beautiful children. Well, I guess they are not children anymore most of them are adults now.But again born and raised here. I have been a programmer my whole life. I started very early on with punch cards, Cobalt, Fortran, and Pascal. At one point in time I was fortunate enough to be a software development engineer at Microsoft. So I was there for a number of years. I shipped quite a few products for them.I left and started starting companies at that point. So first one that I was involved in was a professional services organization centered around technology for enterprises, large enterprise, but quite a few of them in the financial sector. And that company was sold a little after two years. Then with a coworker from Microsoft I started another company. It was actually the industries first storage virtualization company. Over the course of a couple year period we grew that and were eventually were successful in selling that one as well. I started getting invited in on doing turnarounds on companies. So companies or organizations that were distressed and needed some retooling. I was able to do that a couple of times.So all told, Ive been a CEO four or five times now, maybe more, a CTO three times, and a COO three times. Sometimes in larger organizations. More often than not in smaller organizations that are trying to get larger. I still write code pretty much every day.   So Im a technical by nature and would like to remain that way obviously, but I think human aspect of entrepreneurship has also been more appealing to me. The concept of business and how dynamic the problems are and challenges and opportunities are around individuals a nd how they think about things. How they think about solving problems. Thats a little bit about me. I dont know if there is anything else I can tell you right after that.Martin: Maybe lets start by how did you come up with this name Sendachi?Steven: Sendachi, so I am half Japanese and my mother was from Tokyo. The name Sendachi is actually a Japanese word that has no direct one to one English correlation, but it is actually a concept that is a combination of several different ideas. Its a guide, a teacher, and a pioneer. So somebody who kind of goes out in front and leads others from the position helping them obtain their goals. So that is really our business model. We are working with clients here, transforming them, by showing them, not by just telling them, but actually getting in there and working out projects with them on very real problems that they are trying to solve. And by working with them pairing with them we are able to give them some lift. You know, show them how to ma ke a permanent change in their organization. So the concept of the Sendachi is one we exemplify on a day to day basis here.Martin: What is Sendachi? I mean the company.Steven: What we do is we are a technology services firm. We help organizations, actually become for effective I guess. Help them do more with less. It is an interesting time in technology right now. There is a lot of new tools that are available for companies that are IT by nature and even those that are not IT by nature. If you are in business you are really a software company in disguise regardless of what you make. Technology empowers everything.So for us we come in and help organizations work with smaller teams. Actually ship more often. Do that at lower costs at higher degrees of efficiency, I mean higher degrees of quality. Really if you were to sum it up we teach each people to do more with less.BUSINESS MODEL OF SENDACHIMartin: Okay cool. So if I am thinking about the business model what type of customers are you serving and is it really some kind of a technical product you are delivering or is really more like a consulting business?Steven: Well let me back up. The customers that we help are all over the board. So we work with some of the largest and oldest brands in the world. So these are fortune ten organizations that are global. We also work with smaller organizations too. Its really not a particular size of company that gets value from us or a particular vertical. Its more like a Padula type of problem that we can help companies with again it is doing more with less.So we are across the board. We do everything from strategy, you know, how does the company think about themselves? How do they think about their problems? How do they think about solving those problems? All the way down to they need to develop something and they need to develop it with new tools, new technology, new methodologies. We can span everything in-between and again using that model of working alongside them, pai ring up with them and showing them how to do it through activity. So thats us. Thats the client base we are after.The value proposition is really let us help you get something done you are struggling with. You know a lot of customers will show up and say: We need six Java developers. Can you do that for us? The answer is always: Sure. But what are you trying to have them do? Why are you asking for help in this respect?, because you can probably hire those people on your own. There is something else that is going on here. There is some root cause here. That is causing you to believe or impacting that in a way that you need six more Java developers, but maybe you dont. Maybe its a change in your methodology or a change in your tools kit that actually can get you to accelerate to the point where you dont need those six other developers and we can show you how to do that.So the term consultancy, we tend not to think of ourselves as a consulting company. Now thats become a bit of a dirty word in an our industry. Consulting, it   feels like it doesnt has any value associated with it. So we are kind of billing ourselves as the anti-consulting consulting company. We are more teachers where we can come in and sure we can help you with the work, but we are going to help you do the work. I think by and large most consultancies fall into one of two camps. They are going to come in and do an assessment and give you a very nice looking Power Point and a set of instructions, and wish you well. Good luck implementing this. Or they are going to be on the opposite end, which is just let us do the work for you and we will kind of hand you this black box when all is said and done.Neither of those really generate the value that they should or the client that real change that getting them past that inflection point about getting them to think about their problems differently. So thats where we step in. We kind of sit in that middle space in-between to two and approach it from more of a holistic view, but also a very value centric view. We dont do time and materials. So dont do billable hours like other consultancies do, because we believe thats a wrong based financial metric. It is centering on the wrong things. Right, so I am getting compensated for the time spending with you not the value that I am creating for you. So it is a bit inverted. We get paid for the value we create.Martin: If I am thinking of you as a business teacher, how are you working with those teachers? Are they employed by you or are you working with freelancers?Steven: We hire only full time employees here. So our staff is all W2 or salary employees. They are not freelancers. We have a very high bar that need to be met in order for people to come in. So absolutely everybody in the organization is I joked earlier about how I still write code every day. We are all very, very technical. We have all shipped a lot of product. Some of the largest most security systems in the world were designed by people on my team. Designed and delivered by people on my team. They are polyglots in the true sense of the word. Not just technical polyglots, in other words, familiar in other languages. They are familiar with solving multiple types of problems, business problems, strategy problems, architectural problems, technical problems. So that is a rare breed. That type of person is particularly hard to find. They gravitate toward though solving hard problems and that is what we are able to give people here. Our customers hand us the hardest things they have and expect us to fix them and that is what we do.Martin: Cool, Steven when you started out with Sendachi what type of problems or industry did you focus on in the first place?Steven: Well, I was invited in to this company. It preexisted me. So the company that it was prior to Sendachi had a different name. It was called Clutch and even prior to that it was called LG Consulting and it was located in here in Seattle. I have known the founders for a long time, fifteen years great guys, but it was really staff augmentation, so it was about answering that call for six Java developers. And honestly that is a tough racket to be in, it is highly commoditized, the margins are getting compressed, the talent is mercenary. So you are in that in that independent contractor mindset where the switching cost is low. You can go anywhere. It is not really a company in the more traditional definition of things. Its more of a collection of independent agents. Its hard, its hard to create value for your clients that way. So they invited me in to come and do something different with the company.Thats when we started targeting more of the transformation, this teaching model, more fixed fee, value based pricing for what we did, higher level of skill set, or the talent that we brought to the table. Then we changed it from LG Consulting to Clutch. Then most recently, just a couple of months ago we were part of a merger between us, Clut ch, and another company out of London called Contino. I mean it was a combination of those two companies that became Sendachi.Martin: Understood. Can you walk me through the process of a customer coming to you or you to the customer and then you are setting a point for the value that you are trying to deliver?Steven: Absolutely, there are really three different entry points for all of our customers.The first one and a majority of what we see is centered around we are trying to build something, but we cant that can manifest in I need six Ruby developers or I need Java developers or I need six .Net developers.The second entry point is really around we have done some transformation. We have begun our journey, but we need to accelerate that. We need added velocity to that transformation.The third one is based around what we call the compasable stack. The composable stack is comprised of all this new technology that you have in the world. If you envision this as a multi-layered cake. Its really got four layers to it.At the top layer of the cake is your application.Just below that layer there is a new design pattern Microservices Architecture. Its actually not that new anymore, but its becoming more prevalent. Microservices means that everything is unzipped from everything else, very module, and allows you to scale in a very flexible way. So you can change your code without having to knock the whole thing over. You can develop and test in smaller pieces. It is much more effective. So that is the second layer of the cake.The third layer of the cake is virtualization and this is now taken on a new identity in the form of containerization. So you have heard about companies like Docker and Mesosphere   and Kubernetes who are providing a different form of abstraction there that allows your application to scale horizontally infinitely. So its very easy to put an application in to containers and allow then to scale to satisfy the world if you need to.   Then scale back dow n again as well.Then below that is the new data center, which is really the cloud.So we help people when they have questions about any part of that tool chain. So maybe they are trying to deploy Docker. We can help them with that. Maybe they are trying to re-architect their applications into Microservices. We can help them with that as well. Those are kind of the three areas. Trying to build something, trying to accelerate my change, trying to get my arms around the composable stack, and the way we satisfy those entry points is really around four different product offerings. If you want to call them products, they are really services, but we productize them a bit.The first one is a retained development team. So we can come in and we can be that onsite teaching presence for you and help you build something or help you accelerate your transformation, or train you, facilitate the learning around the pieces of the composable stack. And that would happen on a month by month basis for as long as you need it.The second product that we offer is a project based piece of work. So you are trying to build something explicit and we can build that with you, again not for you, but with you. We are going to use your talent here as well. So we will pair up cause at the end of this we dont want to hand you like I mentioned earlier the black box. We want to give you something you have the keys too. So you can continue to add value to it and move things forward yourself.The third product that we offer is training so we can give you training and specific tools in specific design or design patterns, development architect design patterns, methodologies as well.The fourth is an assessment. So we can start sometimes end with giving you a summation of where you are at right now. So we come in and immerse ourselves. Learn about your organization. Learn about where your current skills are at. Learn about where your culture is currently centered around and then give you a road map. Give y ou some recommendations of how you can move forward. So three different entry points, four different products to service those entry points.Martin:  Great, Steven! Thanks for all those clarifications.When I am looking at this consulting business or industry in general I totally see your point of the majority of consulting companies being commoditized. When I am looking at Sendachi what seems to me very similar is that it is based on intellectual capital and on top of that you are trying to enable a company to achieve their goals while the traditional consulting companies are more of the we will finish it specific project for a task for you then hand it over. How do you still then try to remain your competitive advantage and protect yourself from being commoditized, because other consulting companies could basically do the same? Open up a new unit within the same company and then work for the similar client basis?Steven: I hope they do, actually. I do hope that the rest of the consu lting companies out there try and model themselves after us, because what do they say? Imitation is the highest form of flattery, right. So I also believe though that this is something that the world needs. The way that consulting in general has worked for a long time period of time is not to the advantage of the client. It is not generating the type of value it needs to for the customer. So the model that we have undertaken is all again really value based. If we do not create the value for the client we do not charge for it. And I would love for other companies to try to do that as well. I would love for them to do that. I think its disruptive. I think it is the most disruptive thing that we do, which is this again a teaching model as opposed to just developing software or developing solutions for clients. It is really enabling them for a future that hopefully at some point does not include us. We are trying to with the taking on with every engagement reach an end point with the cl ient where they no longer require our services. That means that we have done a good job. That we have done what we set out to do.So if other consulting companies came to the table and started doing that I would be overjoyed. It actually puts the onus back on me or back on us to reinvent ourselves into something new again. So competitive pressure, I dont know where companies get this mistaken idea that competitive pressure is a bad thing. It is actually a great thing. You should always be evolving. Whether or not what you are doing is remaining vital in the market place. You should constantly be reinventing yourself. If you are not doing it someone else is going to do it for you. So I would love the competition. I would love for people to follow us. You know follow in our footsteps. Change their business models. Start coming after us. I think that would be a good pressure, a good healthy pressure for us.Martin:  Steven, you once said that the top down culture change never works. Can you elaborate on that a little?Steven: It does. In a I can tell you that going to your organization and saying this is going to be our new culture is completely academic. It is disassociated from the reality of your business. You hear people put out their 10 core values or whatever the case may be. By and large most employees look at that little placard that there and they put it somewhere on their desk where they never look at it again. Culture doesnt change that way.Culture changes at the ground level and moves its way up. So you dont design culture, you nurture culture. It designs itself. So when we come in and we work with our clients, we are dealing directly with most cases. The teams that are actually living these jobs day to day. Not the executives, we are getting permission from the executives, but the real culture change happens when you start showing people how to do it differently and showing them that it works, gets them too proselytize that. It gets them to be evangeli sts for that.So when we come in and show them a new way of working we have custom designed for them in most cases. There is no one size fits all here. We will come in and we will create or craft something that is unique to their needs based on where they are at in the world today. Then they can embody that. We can show them how to embody that. Once that spreads virally through the organization your culture is well on its way to being changed. Much more so than a C-level person saying this is what our culture should look like. You know it just doesnt happen like that.Martin: Besides having the latest tools and tricks what else is needed in order to create a really great accelerating company?Steven: We are in a paradigm right now where the separation of roles is starting to break down. So having a discrete QA team for instance, or a separate release management team is not in the best interests of the organization to try and reach velocity. I’m not saying, by the way, that you short governance or compliance, those are security for that matter. Those are just part and parcel. You have to have those things in every one of your development disciplines. But they’re not so much separate disciplines now, as they are indoctrinated,   they’re put directly into development efforts as they’re going on, so we’re seeing world where the roles are becoming very, very blended as opposed to siloed, the way that they were before.So in this new world, where everything is a bit more blended, you have to change your organizational structure. You have to change your culture, as we have talked about. You have to start thinking about your job differently. You have to start thinking more about solving your customers’ problems as opposed to just shipping the user story or building the functional speck. You have to worry more about: “Is this going to create the value that our business expected it to?” And that’s key, right. We see every one of our customers move in that direction. And that is a hard change, you know, for a lot of companies that are out there, and that’s what we’re really helping them with, this kind of getting over that difficult part of the change.Martin: And what does this organizational structural change look like?Steven: A lot of times, again what you’re seeing is the breaking down of separate QA teams. QA gets folded into the development team. A lot of times you’ll have developers who do slightly different things, and they can even rotate in this. You can have a developer who is more software creation oriented, or you can have a developer who is more QA oriented; they can work very closely together. You can have developers who do their own unit testing, doing all of their own tests, as a matter of fact, as opposed to handing it over to a QA team who then bangs on it.Release Management is starting to change, at least maybe even potentially disappear, because you’re getting tools that allow for the code that a develope r writes to be automated in terms of moving it through the rest of the process all the way out to your production, so it’s not hand carried any more. You’re seeing software packages, Chef, Puppet, Ansible, that are out there, that allow for code to be migrated out into production, pretty effortlessly, pretty seamlessly.So now it becomes more about strategy and discipline than about activity, which is where it should be. So you’re starting to see development teams taking on more ownership for the entire ecosystem, without having these siloed separate teams that a kind of doing different functions and that’s causing velocity increase, and equality increase quite honestly.ENTREPRENEURIAL ADVICE FROM STEVEN ANDERSONMartin: Cool. Steven, let’s talk about your learnings over the years, so because you have been the founder of   a company, you have been CEO’s and CTO’s. What have you learned that you can share with other people thinking about starting a company?Steven: Well, t his is my one bit of advice. You need to do it because it is hard. None of this is easy. You need to love the fact that it is very difficult to do. You need to be passionate about solving the problems that you’re going to be faced with. You can’t see them as burden, you have to see them as opportunity.Really at the end of it all, you’re trying to learn more about yourself. What are you capable of? What are you able to step up to the plate and take a swing at? What are you able to ascend into, you know, in terms of your accomplishments? So making it easy doesn’t teach you anything about yourself. It might be, kind of enjoyable, but the art of it is making the difficult enjoyable, because you know that it’s changing you and you’re learning more about yourself. So that would be my advice. Don’t do this because you think you’re going to make money. You might, but really the important thing is, do it because you love tackling hard problems cause it’s changing you and te aching you about yourself.Martin: Great. What have you learned about yourself during that inner journey?Steven: You know, I’ve learned what my core is really centered around, although I can do the operational functions in the company and I understand finance as well, I really like the visionary part of things. I really like being the disrupter, you know putting together a strategy that has the potential of changing a market, is important to me, and then the people aspect of things. I love being able to create an environment where people are able to see more about themselves, you know, realize another aspect of their personalities or their potential. That’s very-very important to me, so I guess I am a teacher. That’s where maybe the Sendachi thing came from is maybe it started with me. I was a teacher for two years. I loved it. You know I loved being a part of the process of having that light bulb go on for people and I’m still trying to provide that for people in my professi onal life, both for clients and for the people, the talent that we have here in the company.Martin: Great. How are you doing this in your own company in terms of enlightening your employees?Steven: Well, we have a very distributed type of dynamic here. So, you know in terms of building a strategy for the organization, I mean the overall arc of that story sits with me, but in terms of interpreting it for a client all the way down to the engagement level, we are pretty democratic with that. We allow teams to be able to come up with solutions for the pricing of the solutions, for the execution of those solutions. We have a… I wouldn’t call it a commissions plan, but we have a profit sharing plan, that everybody in the company, really with the exception of myself and a couple of other people, are able to take advantage of, and that allows for a feedback. If they’re being successful, and they’re creating some value for the client and the client’s happy, they’re going to get r ewarded for that in direct correlation to that. And it doesn’t happen on a once a year type of annual review basis, it happens in real time.So we have here a lot of very entrepreneurial, I guess, infrastructure, or dynamic put into place for anybody who’s here. I would love nothing more, than for two to three years from now, for everybody who’s currently sitting inside the organization has learned enough and been empowered enough that they can go out and start their own company. I hope they do that. I hope that that’s one of our great stories that we can tell is that we’re sort of an entrepreneurial incubation factory for people to get a taste of what it’s like in a somewhat safe controlled environment and they can go out and do it on their own. Have the courage to go out and do it on their own. I think that would be profound success for us if we were able to do that.Martin: Great. Thank you so much for your time, Steven.Steven:  Thank you very much. It was a pleasure.T HANKS FOR LISTENING! Welcome to the 9th episode of our podcast!You can download the podcast to your computer or listen to it here on the blog. Click here to subscribe in iTunes. INTRODUCTIONMartin: Hi today we are here with Steven from Sendachi. Hi Steven, who are you and what do you do?Steven: Yes. Hi Martin, well thanks for taking the time to chat with me today. I can give you a little bit of a background of myself. I was born and raised in Seattle, which is where I currently live with my wife and five beautiful children. Well, I guess they are not children anymore most of them are adults now.But again born and raised here. I have been a programmer my whole life. I started very early on with punch cards, Cobalt, Fortran, and Pascal. At one point in time I was fortunate enough to be a software development engineer at Microsoft. So I was there for a number of years. I shipped quite a few products for them.I left and started starting companies at that point. So first one that I was involved in was a professional services organization centered around technology for enterprises, large enterprise, but quite a few of them in the financial sector. And that company was sold a little after two years. Then with a coworker from Microsoft I started another company. It was actually the industries first storage virtualization company. Over the course of a couple year period we grew that and were eventually were successful in selling that one as well. I started getting invited in on doing turnarounds on companies. So companies or organizations that were distressed and needed some retooling. I was able to do that a couple of times.So all told, Ive been a CEO four or five times now, maybe more, a CTO three times, and a COO three times. Sometimes in larger organizations. More often than not in smaller organizations that are trying to get larger. I still write code pretty much every day.   So Im a technical by nature and would like to remain that way obviously, but I think human aspect of entrepreneurship has also been more appealing to me. The concept of business and how dynamic the problems are and challenges and opportunities are around individuals a nd how they think about things. How they think about solving problems. Thats a little bit about me. I dont know if there is anything else I can tell you right after that.Martin: Maybe lets start by how did you come up with this name Sendachi?Steven: Sendachi, so I am half Japanese and my mother was from Tokyo. The name Sendachi is actually a Japanese word that has no direct one to one English correlation, but it is actually a concept that is a combination of several different ideas. Its a guide, a teacher, and a pioneer. So somebody who kind of goes out in front and leads others from the position helping them obtain their goals. So that is really our business model. We are working with clients here, transforming them, by showing them, not by just telling them, but actually getting in there and working out projects with them on very real problems that they are trying to solve. And by working with them pairing with them we are able to give them some lift. You know, show them how to ma ke a permanent change in their organization. So the concept of the Sendachi is one we exemplify on a day to day basis here.Martin: What is Sendachi? I mean the company.Steven: What we do is we are a technology services firm. We help organizations, actually become for effective I guess. Help them do more with less. It is an interesting time in technology right now. There is a lot of new tools that are available for companies that are IT by nature and even those that are not IT by nature. If you are in business you are really a software company in disguise regardless of what you make. Technology empowers everything.So for us we come in and help organizations work with smaller teams. Actually ship more often. Do that at lower costs at higher degrees of efficiency, I mean higher degrees of quality. Really if you were to sum it up we teach each people to do more with less.BUSINESS MODEL OF SENDACHIMartin: Okay cool. So if I am thinking about the business model what type of customers are you serving and is it really some kind of a technical product you are delivering or is really more like a consulting business?Steven: Well let me back up. The customers that we help are all over the board. So we work with some of the largest and oldest brands in the world. So these are fortune ten organizations that are global. We also work with smaller organizations too. Its really not a particular size of company that gets value from us or a particular vertical. Its more like a Padula type of problem that we can help companies with again it is doing more with less.So we are across the board. We do everything from strategy, you know, how does the company think about themselves? How do they think about their problems? How do they think about solving those problems? All the way down to they need to develop something and they need to develop it with new tools, new technology, new methodologies. We can span everything in-between and again using that model of working alongside them, pai ring up with them and showing them how to do it through activity. So thats us. Thats the client base we are after.The value proposition is really let us help you get something done you are struggling with. You know a lot of customers will show up and say: We need six Java developers. Can you do that for us? The answer is always: Sure. But what are you trying to have them do? Why are you asking for help in this respect?, because you can probably hire those people on your own. There is something else that is going on here. There is some root cause here. That is causing you to believe or impacting that in a way that you need six more Java developers, but maybe you dont. Maybe its a change in your methodology or a change in your tools kit that actually can get you to accelerate to the point where you dont need those six other developers and we can show you how to do that.So the term consultancy, we tend not to think of ourselves as a consulting company. Now thats become a bit of a dirty word in an our industry. Consulting, it   feels like it doesnt has any value associated with it. So we are kind of billing ourselves as the anti-consulting consulting company. We are more teachers where we can come in and sure we can help you with the work, but we are going to help you do the work. I think by and large most consultancies fall into one of two camps. They are going to come in and do an assessment and give you a very nice looking Power Point and a set of instructions, and wish you well. Good luck implementing this. Or they are going to be on the opposite end, which is just let us do the work for you and we will kind of hand you this black box when all is said and done.Neither of those really generate the value that they should or the client that real change that getting them past that inflection point about getting them to think about their problems differently. So thats where we step in. We kind of sit in that middle space in-between to two and approach it from more of a holistic view, but also a very value centric view. We dont do time and materials. So dont do billable hours like other consultancies do, because we believe thats a wrong based financial metric. It is centering on the wrong things. Right, so I am getting compensated for the time spending with you not the value that I am creating for you. So it is a bit inverted. We get paid for the value we create.Martin: If I am thinking of you as a business teacher, how are you working with those teachers? Are they employed by you or are you working with freelancers?Steven: We hire only full time employees here. So our staff is all W2 or salary employees. They are not freelancers. We have a very high bar that need to be met in order for people to come in. So absolutely everybody in the organization is I joked earlier about how I still write code every day. We are all very, very technical. We have all shipped a lot of product. Some of the largest most security systems in the world were designed by people on my team. Designed and delivered by people on my team. They are polyglots in the true sense of the word. Not just technical polyglots, in other words, familiar in other languages. They are familiar with solving multiple types of problems, business problems, strategy problems, architectural problems, technical problems. So that is a rare breed. That type of person is particularly hard to find. They gravitate toward though solving hard problems and that is what we are able to give people here. Our customers hand us the hardest things they have and expect us to fix them and that is what we do.Martin: Cool, Steven when you started out with Sendachi what type of problems or industry did you focus on in the first place?Steven: Well, I was invited in to this company. It preexisted me. So the company that it was prior to Sendachi had a different name. It was called Clutch and even prior to that it was called LG Consulting and it was located in here in Seattle. I have known the founders for a long time, fifteen years great guys, but it was really staff augmentation, so it was about answering that call for six Java developers. And honestly that is a tough racket to be in, it is highly commoditized, the margins are getting compressed, the talent is mercenary. So you are in that in that independent contractor mindset where the switching cost is low. You can go anywhere. It is not really a company in the more traditional definition of things. Its more of a collection of independent agents. Its hard, its hard to create value for your clients that way. So they invited me in to come and do something different with the company.Thats when we started targeting more of the transformation, this teaching model, more fixed fee, value based pricing for what we did, higher level of skill set, or the talent that we brought to the table. Then we changed it from LG Consulting to Clutch. Then most recently, just a couple of months ago we were part of a merger between us, Clut ch, and another company out of London called Contino. I mean it was a combination of those two companies that became Sendachi.Martin: Understood. Can you walk me through the process of a customer coming to you or you to the customer and then you are setting a point for the value that you are trying to deliver?Steven: Absolutely, there are really three different entry points for all of our customers.The first one and a majority of what we see is centered around we are trying to build something, but we cant that can manifest in I need six Ruby developers or I need Java developers or I need six .Net developers.The second entry point is really around we have done some transformation. We have begun our journey, but we need to accelerate that. We need added velocity to that transformation.The third one is based around what we call the compasable stack. The composable stack is comprised of all this new technology that you have in the world. If you envision this as a multi-layered cake. Its really got four layers to it.At the top layer of the cake is your application.Just below that layer there is a new design pattern Microservices Architecture. Its actually not that new anymore, but its becoming more prevalent. Microservices means that everything is unzipped from everything else, very module, and allows you to scale in a very flexible way. So you can change your code without having to knock the whole thing over. You can develop and test in smaller pieces. It is much more effective. So that is the second layer of the cake.The third layer of the cake is virtualization and this is now taken on a new identity in the form of containerization. So you have heard about companies like Docker and Mesosphere   and Kubernetes who are providing a different form of abstraction there that allows your application to scale horizontally infinitely. So its very easy to put an application in to containers and allow then to scale to satisfy the world if you need to.   Then scale back dow n again as well.Then below that is the new data center, which is really the cloud.So we help people when they have questions about any part of that tool chain. So maybe they are trying to deploy Docker. We can help them with that. Maybe they are trying to re-architect their applications into Microservices. We can help them with that as well. Those are kind of the three areas. Trying to build something, trying to accelerate my change, trying to get my arms around the composable stack, and the way we satisfy those entry points is really around four different product offerings. If you want to call them products, they are really services, but we productize them a bit.The first one is a retained development team. So we can come in and we can be that onsite teaching presence for you and help you build something or help you accelerate your transformation, or train you, facilitate the learning around the pieces of the composable stack. And that would happen on a month by month basis for as long as you need it.The second product that we offer is a project based piece of work. So you are trying to build something explicit and we can build that with you, again not for you, but with you. We are going to use your talent here as well. So we will pair up cause at the end of this we dont want to hand you like I mentioned earlier the black box. We want to give you something you have the keys too. So you can continue to add value to it and move things forward yourself.The third product that we offer is training so we can give you training and specific tools in specific design or design patterns, development architect design patterns, methodologies as well.The fourth is an assessment. So we can start sometimes end with giving you a summation of where you are at right now. So we come in and immerse ourselves. Learn about your organization. Learn about where your current skills are at. Learn about where your culture is currently centered around and then give you a road map. Give y ou some recommendations of how you can move forward. So three different entry points, four different products to service those entry points.Martin:  Great, Steven! Thanks for all those clarifications.When I am looking at this consulting business or industry in general I totally see your point of the majority of consulting companies being commoditized. When I am looking at Sendachi what seems to me very similar is that it is based on intellectual capital and on top of that you are trying to enable a company to achieve their goals while the traditional consulting companies are more of the we will finish it specific project for a task for you then hand it over. How do you still then try to remain your competitive advantage and protect yourself from being commoditized, because other consulting companies could basically do the same? Open up a new unit within the same company and then work for the similar client basis?Steven: I hope they do, actually. I do hope that the rest of the consu lting companies out there try and model themselves after us, because what do they say? Imitation is the highest form of flattery, right. So I also believe though that this is something that the world needs. The way that consulting in general has worked for a long time period of time is not to the advantage of the client. It is not generating the type of value it needs to for the customer. So the model that we have undertaken is all again really value based. If we do not create the value for the client we do not charge for it. And I would love for other companies to try to do that as well. I would love for them to do that. I think its disruptive. I think it is the most disruptive thing that we do, which is this again a teaching model as opposed to just developing software or developing solutions for clients. It is really enabling them for a future that hopefully at some point does not include us. We are trying to with the taking on with every engagement reach an end point with the cl ient where they no longer require our services. That means that we have done a good job. That we have done what we set out to do.So if other consulting companies came to the table and started doing that I would be overjoyed. It actually puts the onus back on me or back on us to reinvent ourselves into something new again. So competitive pressure, I dont know where companies get this mistaken idea that competitive pressure is a bad thing. It is actually a great thing. You should always be evolving. Whether or not what you are doing is remaining vital in the market place. You should constantly be reinventing yourself. If you are not doing it someone else is going to do it for you. So I would love the competition. I would love for people to follow us. You know follow in our footsteps. Change their business models. Start coming after us. I think that would be a good pressure, a good healthy pressure for us.Martin:  Steven, you once said that the top down culture change never works. Can you elaborate on that a little?Steven: It does. In a I can tell you that going to your organization and saying this is going to be our new culture is completely academic. It is disassociated from the reality of your business. You hear people put out their 10 core values or whatever the case may be. By and large most employees look at that little placard that there and they put it somewhere on their desk where they never look at it again. Culture doesnt change that way.Culture changes at the ground level and moves its way up. So you dont design culture, you nurture culture. It designs itself. So when we come in and we work with our clients, we are dealing directly with most cases. The teams that are actually living these jobs day to day. Not the executives, we are getting permission from the executives, but the real culture change happens when you start showing people how to do it differently and showing them that it works, gets them too proselytize that. It gets them to be evangeli sts for that.So when we come in and show them a new way of working we have custom designed for them in most cases. There is no one size fits all here. We will come in and we will create or craft something that is unique to their needs based on where they are at in the world today. Then they can embody that. We can show them how to embody that. Once that spreads virally through the organization your culture is well on its way to being changed. Much more so than a C-level person saying this is what our culture should look like. You know it just doesnt happen like that.Martin: Besides having the latest tools and tricks what else is needed in order to create a really great accelerating company?Steven: We are in a paradigm right now where the separation of roles is starting to break down. So having a discrete QA team for instance, or a separate release management team is not in the best interests of the organization to try and reach velocity. I’m not saying, by the way, that you short governance or compliance, those are security for that matter. Those are just part and parcel. You have to have those things in every one of your development disciplines. But they’re not so much separate disciplines now, as they are indoctrinated,   they’re put directly into development efforts as they’re going on, so we’re seeing world where the roles are becoming very, very blended as opposed to siloed, the way that they were before.So in this new world, where everything is a bit more blended, you have to change your organizational structure. You have to change your culture, as we have talked about. You have to start thinking about your job differently. You have to start thinking more about solving your customers’ problems as opposed to just shipping the user story or building the functional speck. You have to worry more about: “Is this going to create the value that our business expected it to?” And that’s key, right. We see every one of our customers move in that direction. And that is a hard change, you know, for a lot of companies that are out there, and that’s what we’re really helping them with, this kind of getting over that difficult part of the change.Martin: And what does this organizational structural change look like?Steven: A lot of times, again what you’re seeing is the breaking down of separate QA teams. QA gets folded into the development team. A lot of times you’ll have developers who do slightly different things, and they can even rotate in this. You can have a developer who is more software creation oriented, or you can have a developer who is more QA oriented; they can work very closely together. You can have developers who do their own unit testing, doing all of their own tests, as a matter of fact, as opposed to handing it over to a QA team who then bangs on it.Release Management is starting to change, at least maybe even potentially disappear, because you’re getting tools that allow for the code that a develope r writes to be automated in terms of moving it through the rest of the process all the way out to your production, so it’s not hand carried any more. You’re seeing software packages, Chef, Puppet, Ansible, that are out there, that allow for code to be migrated out into production, pretty effortlessly, pretty seamlessly.So now it becomes more about strategy and discipline than about activity, which is where it should be. So you’re starting to see development teams taking on more ownership for the entire ecosystem, without having these siloed separate teams that a kind of doing different functions and that’s causing velocity increase, and equality increase quite honestly.ENTREPRENEURIAL ADVICE FROM STEVEN ANDERSONMartin: Cool. Steven, let’s talk about your learnings over the years, so because you have been the founder of   a company, you have been CEO’s and CTO’s. What have you learned that you can share with other people thinking about starting a company?Steven: Well, t his is my one bit of advice. You need to do it because it is hard. None of this is easy. You need to love the fact that it is very difficult to do. You need to be passionate about solving the problems that you’re going to be faced with. You can’t see them as burden, you have to see them as opportunity.Really at the end of it all, you’re trying to learn more about yourself. What are you capable of? What are you able to step up to the plate and take a swing at? What are you able to ascend into, you know, in terms of your accomplishments? So making it easy doesn’t teach you anything about yourself. It might be, kind of enjoyable, but the art of it is making the difficult enjoyable, because you know that it’s changing you and you’re learning more about yourself. So that would be my advice. Don’t do this because you think you’re going to make money. You might, but really the important thing is, do it because you love tackling hard problems cause it’s changing you and te aching you about yourself.Martin: Great. What have you learned about yourself during that inner journey?Steven: You know, I’ve learned what my core is really centered around, although I can do the operational functions in the company and I understand finance as well, I really like the visionary part of things. I really like being the disrupter, you know putting together a strategy that has the potential of changing a market, is important to me, and then the people aspect of things. I love being able to create an environment where people are able to see more about themselves, you know, realize another aspect of their personalities or their potential. That’s very-very important to me, so I guess I am a teacher. That’s where maybe the Sendachi thing came from is maybe it started with me. I was a teacher for two years. I loved it. You know I loved being a part of the process of having that light bulb go on for people and I’m still trying to provide that for people in my professi onal life, both for clients and for the people, the talent that we have here in the company.Martin: Great. How are you doing this in your own company in terms of enlightening your employees?Steven: Well, we have a very distributed type of dynamic here. So, you know in terms of building a strategy for the organization, I mean the overall arc of that story sits with me, but in terms of interpreting it for a client all the way down to the engagement level, we are pretty democratic with that. We allow teams to be able to come up with solutions for the pricing of the solutions, for the execution of those solutions. We have a… I wouldn’t call it a commissions plan, but we have a profit sharing plan, that everybody in the company, really with the exception of myself and a couple of other people, are able to take advantage of, and that allows for a feedback. If they’re being successful, and they’re creating some value for the client and the client’s happy, they’re going to get r ewarded for that in direct correlation to that. And it doesn’t happen on a once a year type of annual review basis, it happens in real time.So we have here a lot of very entrepreneurial, I guess, infrastructure, or dynamic put into place for anybody who’s here. I would love nothing more, than for two to three years from now, for everybody who’s currently sitting inside the organization has learned enough and been empowered enough that they can go out and start their own company. I hope they do that. I hope that that’s one of our great stories that we can tell is that we’re sort of an entrepreneurial incubation factory for people to get a taste of what it’s like in a somewhat safe controlled environment and they can go out and do it on their own. Have the courage to go out and do it on their own. I think that would be profound success for us if we were able to do that.Martin: Great. Thank you so much for your time, Steven.Steven:  Thank you very much. It was a pleasure.T HANKS FOR LISTENING!Thanks so much for joining our 9th podcast episode!Have some feedback you’d like to share?  Leave  a note in the comment section below! If you enjoyed this episode, please  share  it using the social media buttons you see at the bottom of the post.Also,  please leave an honest review for The Cleverism Podcast on iTunes or on SoundCloud. Ratings and reviews  are  extremely  helpful  and greatly appreciated! They do matter in the rankings of the show, and we read each and every one of them.Special thanks  to Steven for joining me this week. Until  next time!

Extraneous Variables & Influence on the Dependent Variable - 275 Words

Extraneous Variables May Have an Influence on the Dependent Variable (Essay Sample) Content: Control of Extraneous VariablesName:Institution:DateControl of Extraneous VariablesAny research conducted, normally focuses on two kinds of variables, the dependent and the independent. The central idea of the researcher is to manipulate the independent variable so as to induce some response measured by the dependent variable. However, in any given research there are other numerous variables that constantly change. Such variable are named as the extraneous variables, and it is the duty of the researcher to deal with these variable so that they cannot turn into confounding variables (Houser, 2014). If the extraneous variables turn into confounding variables, they can influence the validity of the research findings thus the researcher needs to come up with ways to attempt to control the extraneous variables.Firstly, the researchersà ¢Ã¢â€š ¬ points out some of the variables those are most likely to have influence on the dependent variable (Keele, 2015). This approach i s based on researcherà ¢Ã¢â€š ¬s common sense, experience as well as his or her simple logic reasoning. For instance, it is evident that a noisy, busy room has a lot of distractions that lower the level of performance as to the contrary of a quiet place. In this case, noise is the extraneous variable, and it can be controlled from turning into a confounding variable.Other researchers hold the extraneous variable constant by employing approaches that create a standardized surrounding and procedure. This approach ensures that all variables are the same in each condition thereby they cannot turn into confounding variables. Other ways that researcherà ¢Ã¢â€š ¬ do use to attempt to control the extraneous variables in experiments include the random assignment approach and the control technique of matching. Under the random assignment approach, the researcher starts with a particular group of participants whereby these participants get assigned to groups randomly (Wood Kerr, 2014). This only means that the researcher tries to avoid the extraneous variables for making the decision on how participants get fit to different groups.Similarly, the control technique of matching enables the researcher on deciding the variables that he or she wants to use in equating the groups on thereby avoiding the extraneous variables from turning into confounding variables.To conclude, it is importan...