Business

Sexiest International City: Paris

Style, attitude and confidence describe the women who grace Victoria’s Secret’s 2016 What Is Sexy ? List.

As the authority on what is sexy now, Victoria’s Secret compiled its picks of the fiercest and most inspiring women in Hollywood who embody an aspirational lifestyle. From Sexiest Actress to Sexiest Mogul, the women who made the highly-anticipated list are all sexy, bold, and powerful:

what-is-sexy-list-2016-sexiest-001, sexy, victoria's secret, world resonaceSexiest Actress: Kerry Washington what-is-sexy-list-2016-sexiest-style-risk-taker-kylie-jenner, sexy, victoria's secret, world resonaceSexiest Style Risk-Taker: Kylie Jenner

what-is-sexy-list-2016-sexiest-legs-julianne-hough, sexy, victoria's secret, world resonaceSexiest Legs: Julianne Hough

what-is-sexy-list-2016-sexiest-hair-olivia-munn, sexy, victoria's secret, world resonace, enrique luis sardiSexiest Hair: Olivia Munn

victoria secrets, sexiest, 2016 list, what is sexy, enrique luis sardiSexiest Bikini Babe: Hailey Baldwin what-is-sexy-list-2016-sexiest-smile-maria-menounos, sexy, victoria's secret, world resonaceSexiest Smile: Maria Menounos

what-is-sexy-list-2016-sexiest-eyes-priyanka-chopra, sexy, victoria's secret, world resonaceSexiest Eyes: Priyanka Chopra

what-is-sexy-list-2016-sexiest-lips-ellie-goulding-enrique-luis-sardi, sexy, victoria's secret, world resonace, enrique luis sardiSexiest Lips: Ellie Goulding

what-is-sexy-list-2016-sexiest-us-city-nashville, sexy, victoria's secret, world resonaceSexiest U.S. City: Nashville

what-is-sexy-list-2016-sexiest-breakout-star-keke-palmer, sexy, victoria's secret, world resonaceSexiest Breakout Star: Keke Palmer

what-is-sexy-list-2016-sexiest-songstress-demi-lovato, sexy, victoria's secret, world resonaceSexiest Songstress: Demi Lovato

what-is-sexy-list-2016-sexiest-international-import-alicia-vikande, sexy, victoria's secret, world resonaceSexiest International Import: Alicia Vikander

what-is-sexy-list-2016-sexiest-red-carpet-look-selena-gomez, sexy, victoria's secret, world resonace Sexiest Red-Carpet Look: Selena Gomez

what-is-sexy-list-2016-forever-sexy-jennifer-lopez, sexy, victoria's secret, world resonaceForever Sexy: Jennifer Lopez

what-is-sexy-list-2016-sexiest-mogul-sofia-vergara, sexy, victoria's secret, world resonaceSexiest Mogul: Sofia Vergara

what-is-sexy-list-2016-sexiest-music-tour-taylor-swift-1989-tour, sexy, victoria's secret, world resonaceSexiest Music Tour: Taylor Swift – 1989 Tour

what-is-sexy-list-2016-sexiest-athlete-alex-morgan-enrique-luis-sardi, sexy, victoria's secret, world resonaceSexiest Athlete: Alex Morgan

what-is-sexy-list-2016-sexiest-tv-cast-quanticoSexiest TV Cast: Quantico

 

Source: Victoria’s Secret News

You can’t possibly be successful in business if you’re not deeply curious about other people.

Being successful at business requires many things: courage, creativity, people skills, and so forth.  However, there is one character trait whose importance is sometimes neglected: curiosity.

Curiosity is like one a Swiss Army Knife with all the attachments. It gets the job done in nearly every situation and is easy to access once you’ve got it in your tool kit. Curiosity helps you in:

Building customer relationships.  People are drawn to those who show interest in them.

Increasing your business acumen. Being curious about your own industry and the industries of your prospects drives you to learn more.  As you satisfy your curiosity, you’re augmenting your ability to add value to your customers’ business.

Solving customer problems.  It’s only possible to create a meaningful solution is you’re motivated by true curiosity about what’s actually going on and why those problems recur.

Negotiating win/win contracts.  Your ability to understand the positions of the other party are directly dependent upon your ability to feel true curiosity about them.

Correcting sales errors.  When a customer buys from somebody else (or doesn’t buy from anyone at all), if you’re not curious about what that happened, you won’t bother to find out why, and therefore can’t learn from your failures.

Creating great products.  Would-be innovators who aren’t curious about what makes people tick and why technology works (or doesn’t) can’t possibly create workable products or services that people want buy.

Motivating your employees. If you want to get the best out of people, you must be curious about their dreams and desires.

In short, curiosity at the core of every successful business effort.  If you don’t have curiosity, you can’t expect to be successful as an entrepreneur, a salesperson or as an engineer.

In any event, the relative complexity of different eras is of little matter to the person who is simply struggling to cope with it in everyday life. So perhaps the right question is not “Is this era more complex?” but “Why are some people more able to manage complexity?” Although complexity is context-dependent, it is also determined by a person’s disposition. In particular, there are three key psychological qualities that enhance our ability to manage complexity:

IQ: As most people know, IQ stands for intellectual quotient and refers to mental ability. What fewer people know, or like to accept, is that IQ does affect a wide range of real-world outcomes, such as job performance and objective career success. The main reason is that higher levels of IQ enable people to learn and solve novel problems faster. At face value, IQ tests seem quite abstract, mathematical, and disconnected from everyday life problems, yet they are a powerful tool to predict our ability to manage complexity. In fact, IQ is a much stronger predictor of performance on complex tasks than on simple ones.

EQ: EQ stands for emotional quotient and concerns our ability to perceive, control, and express emotions. EQ relates to complexity management in three main ways. First, individuals with higher EQ are less susceptible to stress and anxiety. Since complex situations are resourceful and demanding, they are likely to induce pressure and stress, but high EQ acts as a buffer. Second, EQ is a key ingredient of interpersonal skills, which means that people with higher EQ are better equipped to navigate complex organizational politics and advance in their careers. Indeed, even in today’s hyper-connected world what most employers look for is not technical expertise, but soft skills, especially when it comes to management and leadership roles. Third, people with higher EQ tend to be more entrepreneurial, so they are more proactive at exploiting opportunities, taking risks, and turning creative ideas into actual innovations. All this makes EQ an important quality for adapting to uncertain, unpredictable, and complex environments.

CQ: CQ stands for curiosity quotient and concerns having a hungry mind. People with higher CQ are more inquisitive and open to new experiences. They find novelty exciting and are quickly bored with routine. They tend to generate many original ideas and are counter-conformist. It has not been as deeply studied as EQ and IQ, but there’s some evidence to suggest it is just as important when it comes to managing complexity in two major ways. First, individuals with higher CQ are generally more tolerant of ambiguity. This nuanced, sophisticated, subtle thinking style defines the very essence of complexity. Second, CQ leads to higher levels of intellectual investment and knowledge acquisition over time, especially in formal domains of education, such as science and art (note: this is of course different from IQ’s measurement of raw intellectual horsepower). Knowledge and expertise, much like experience, translate complex situations into familiar ones, so CQ is the ultimate tool to produce simple solutions for complex problems.

Although IQ is hard to coach, EQ and CQ can be developed. As Albert Einstein famously said: “I have no special talents. I am only passionately curious.”

Expensive, yes, but London is still Europe’s top-ranked place to locate a business. Others are gaining, though, but real estate and labor costs are pushing many to make their homes in smaller and farther-flung European cities

Many companies doing business in Europe have long considered it essential to have a prestigious and pricey address in London, Paris, or another major capital. But with big-city real estate and labor prices soaring, some companies are now taking a closer look at smaller regional centers.

Geneva, Switzerland; Manchester, England; and Lyon, France, were the biggest gainers in this year’s annual ranking of Europe’s “top cities to locate a business,” by the Cushman & Wakefield real estate firm. London, Paris, and Frankfurt still hold the top spots in the survey, based on interviews with representatives from 500 of Europe’s largest companies. But one-third of those interviewed said they might relocate operations to another city to offset rising costs.

Smaller cities also are getting savvier about marketing themselves. They’re networking tirelessly and spiffing up their Web sites to highlight their strong points—not only lower costs, but also the availability of highly skilled workers, upgraded infrastructure, and state-of-the-art telecommunications.

Manchester, which jumped from 21st to 18th place in the rankings, has opened a business center called Spinningfields that boasts 30% to 40% lower property and labor costs than larger agglomerations such as London’s Canary Wharf and Paris’s La Défense. The northern English city is now encircled by fiber optic cables for a “broadband capacity that’s unthinkable in most other places,” says Colin Sinclair, who heads Manchester’s economic development agency.

Cities on Europe’s eastern rim are attracting interest from budget-conscious companies, too. Prague, Warsaw, and Budapest rank ahead of Vienna, Copenhagen, and Rome on the Cushman & Wakefield survey, largely because of lower property and labor costs. Indeed, some 22% of the companies surveyed said they already had relocated or outsourced some activities within the past 12 months, with 51% choosing a location in Central or Eastern Europe and only 35% choosing Western Europe.

But corporate decisions aren’t based on price alone. Despite having relatively high costs, Geneva jumped from 20th to 12th place in the rankings, largely because it got high marks for quality of life and for its convenient location in the center of Europe.

Moscow, another pricey metropolis, attracts business because it’s the hub of a fast-growing market. Of the 500 companies surveyed, 63 had plans to open offices, manufacturing sites, or retail outlets in the Russian capital within the next five years—more than in any other European city.

And London still ranks No. 1, even though it has some of the highest real estate and labor costs in the world. “London benefits from its location because of its time zone, the availability of labor, and international accessibility,” says Cushman & Wakefield’s Rossall. “The cost of staff becomes less of an issue.”

Transportation startups Uber and Lyft have long billed themselves as ride-sharing companies that, among other things, can reduce the number of cars on the road. The argument is that low fares make using such services cheaper and easier than keeping your own vehicle in a congested city. It’s been a shaky claim, given that both companies have attracted new waves of professional drivers who typically carry only one passenger. Uber even helps would-be drivers secure auto loans, putting more cars on the road. In January the Associated Press banned the phrase “ride-sharing” to describe Uber or Lyft, concluding that their services were closer to “ride-hailing” or “ride-booking.” Or, you know, a taxi.

Now both companies are testing services that might finally fulfill their greener promises. UberPool and Lyft Line, available in a handful of cities, match two sets of riders heading in the same direction and charge them a reduced fare. This kind of carpooling, hardly a new idea, may play a major role in the outcome of the San Francisco companies’ furious competition against each other and the $11 billion traditional U.S. taxi and limo industry. “I do think this is the future of ride-sharing—the actual sharing of rides,” says Harry Campbell, an Uber and Lyft driver and author of The Rideshare Guy, an industry blog. “They can lower the price and make the business accessible to people who may not have taken a ride before.”

The services, though easy to use, are complicated and potentially expensive to operate. A rider must select the carpooling option on her Uber or Lyft app and enter a destination. While a nearby driver picks her up, the app’s algorithm searches for another passenger whose journey falls along the same path. If a match is made, the two passengers split the fare for the time they share the car. In theory, this option can halve prices for riders while also earning drivers more money per (longer) ride. But when passengers select the carpooling option and end up riding solo, Uber and Lyft still give them the discount and pay drivers the rest of what they would have made for the full fare. Uber cited this system, and its coming expansion, as one reason it raised $1.6 billion in convertible debt on Jan. 21.

Lyft, which was founded in 2010 as an intercity carpooling service called Zimride, says the idea behind Lyft Line has been central to its mission all along. “Our initial product, classic Lyft, was designed to create liquidity in every market as the foundation we need to support a world where every driver on the road can be a Lyft driver,” says Logan Green, the company’s co-founder and chief executive officer. “Now we get to play that next card and start matching up people to take rides.” He says one-third of Lyft rides in San Francisco are now shared.

Green argues that his company, with its signature pink mustaches and ritual of friendly fist bumps between drivers and riders, is better positioned to capitalize on real ride-sharing. “We have created an environment where people actually want to and enjoy sharing rides, whereas Uber is about having your own private space,” he says.

Besides operating in San Francisco, Lyft Line and UberPool are running in New York. The Lyft carpool is also available in Los Angeles; the Uber version, in Paris. Drivers and riders say UberPool lags Lyft Line in popularity, but Uber is taking steps to change that. On Jan. 23 it offered San Franciscans a $5 flat fee per ride using its carpool service. “We are still very much in the ramping-up phase, though it is going very well,” says Jeff Holden, Uber’s chief product officer. During commuting hours, he says, Uber is pairing riders for 80 percent of UberPool trips between San Francisco’s residential Marina neighborhood and the South of Market business district, an area dense with startups.

So far, the services seem to appeal primarily to younger riders who have time to spare and are willing to navigate clumsy chitchat with a stranger. Benji Hyam, 27, is a San Francisco tech worker who began using Lyft Line in the fall for the discount, betting he wouldn’t get matched with another passenger. The first time he was paired up, he says, he panicked and canceled the car before it arrived. The next time he sat with the other person in stony silence, staring at his phone, until the driver said “this is super awkward” and ordered them to talk to each other. That led to an exchange of business cards and a meeting about a potential partnership between their companies, Hyam says. Now a convert, he takes Lyft Line three times a week and recently decided to leave the Mazda hatchback he’d been keeping in the city at his parents’ home in San Diego. “Every single person I have gotten in the car with has been interesting in some way,” he says.

Drivers are also enamored of the serendipity that can accompany a shared ride. Sharlett Downing, a high school counselor in Woodside, Calif., who drives for Lyft in her spare time, says one pair of passengers turned out to be old friends from high school and ended up embracing in her back seat. Another pair who didn’t know each other hit it off so well, they chose to get out at the same place. “It gave me chills,” she says. “It constantly shows me how small even a big city can be.”

Lyft and Uber still have a lot of work to do to prove they can build a business on true ride-sharing. What works in San Francisco may not work in cities with fewer adventurous young riders. Interviews with drivers also suggest there’s widespread confusion about whether they get paid more for shared rides or if their pay is reduced when they have to wait for a carpooler. “A lot of the rules aren’t very clear,” says Campbell, the industry blogger. And for people just looking for a cheaper ride, there may not always be much reason to switch from going alone. To compete with cab companies and each other, Uber and Lyft are aggressively lowering the prices of their basic services in many cities, often to half the charge of a traditional taxi.

Yet as the companies vie for market share, working to fulfill their original promises to improve the environment and mitigate traffic jams may have added benefits. “If you can roll this out in a city like Beijing and reduce traffic by half, that would be a game changer,” Uber’s Holden says. Drivers see the potential, too. “If you are getting more drivers off the streets and making driving more efficient, that is a beautiful thing,” says John Donohie, a former high school teacher who drives for Uber. “In the grand scheme of things, that is more important to me than making a few bucks.”

By: Brad Stone
Source: Bloomberg

KLM A330-200 PH-AOD. (Photo credit: Wikipedia)
KLM A330-200 PH-AOD. (Photo credit: Wikipedia)
KLM A330-200 PH-AOD. (Photo credit: Wikipedia)

Companies understand that they cannot control everything their customers say about them in the unpredictable, spontaneous, and potentially viral realm of social media. This leads management asking questions such as: What can I do about user-generated online content? How do I harness negative criticism? And, how can my company best integrate itself into the social media conversation? In recognizing the need to consistently evaluate the relationship between online consumer activity and corporate reputation, researchers from VU University Amsterdam conducted a study that revealed that corporate reputation can be enhanced through social-media activity.

The Study

To examine this phenomenon, more than 3,500 people were surveyed about their social-media engagement with KLM Royal Dutch Airline. KLM is acknowledged as a frontrunner in commercial use of social media being cited as “a company that ‘gets’ it.” The total number of survey participants were categorized in two groups—customers and non-customers. Customers were classified as people that had used KLM’s services in the past two years; comparatively, non-customers had only limited interaction with the company. Distinguishing these two groups proved significant in results, which indicated that companies should more actively focus their social media activities on non-customers.

Participants completed an online questionnaire that addressed participants’ perceptions on KLM’s corporate reputation, their intensity of social-media use, and their level of engagement in KLM’s social media activities. Following a statistical analysis, researchers arrived at two main conclusions:

1) Consumers’ level of engagement in a company’s social-media activity was positively related to their perceptions of corporate reputation.

2) Consumers who engaged more intensively on social-media platforms were more likely to be engaged in a company’s social-media activities.

Corporate Takeaway

The first conclusion highlights the importance of word-of-mouth marketing on social-media sites. If your social-media profile features positive consumer reviews, your “friends” and “followers” will likely develop favorable impressions of your reputation.

The second conclusion suggests that high intensity social-media users are more likely to be engaged in your company’s social-media activities. The rapid rise in social-media use among all demographics means that more people will be wanting to engage with your on social media, thus presenting you with an excellent opportunity to use this platform to improve your reputation.

Finally, it’s critical to consider the engagement of non-customers on your social-media sites, as this group is more susceptible to forming perceptions about your reputation based on your social-media activity. As indicated by this case study of an airline, this conclusion is especially important to the tourism and travel industry because the intangibility of their services makes potential customers more vulnerable to being influenced by indirect experiences such as consumer reports and social media.

Reference: The study featured in this story was conducted by Corne Dijkmans, Peter Kerkhof, and Camiel Beukeboom at VU University Amsterdam.

By Stephanie E. Bor

Source: Forbes.com

Jim Whitehurst, Red Hat CEO, is a big fan of an open-source process. “We believe you get better at innovation if you have a lot of people working together to solve a problem,” he says. Pic by Red Hat
Jim Whitehurst, Red Hat CEO, is a big fan of an open-source process. “We believe you get better at innovation if you have a lot of people working together to solve a problem,” he says. Pic by Red Hat

Tesla’s Elon Musk has the right idea, says Jim Whitehurst, CEO of Raleigh-based Red Hat.

Whitehurst, chatting hours after Red Hat (NYSE: RHT) announced a 17 percent revenue jump in the first quarter, says the Tesla CEO was on point when he decided to make his cars’ patents open-source.

And he saw it coming – well, maybe not Musk’s announcement specifically.

But throughout our conversations over the past two years, Whitehurst has been bullish about his belief that open-source technology drives innovation.

“Everybody loves to talk about cars,” he laughs. “So it does just bring more public attention to the dynamic.”

Specifically, it brings attention to a growing debate among innovators – open source or a closed model? You know Whitehurst’s take.

“We believe you get better at innovation if you have a lot of people working together to solve a problem,” he says. “You can’t do that if you have people trying to protect their own property anad keep it locked up.”

It’s working for Red Hat, which, along with analyst-exciting earnings, has been making technology headlines all year, from the launch of Red Hat Enterprise Linux 7 to the acquisitions of InkTank and eNovance.

RHEL7, Whitehurst reminds, is the firm’s “biggest release, in terms of numbers of new features.”

The platform aims to work with reality, he says – the reality that most IT departments will be using multiple technologies. This latest Linux release is built to work with competing technologies such as Microsoft.

“We’ve really made it easy to consume,” he says.

And, while he maintains that Red Hat was “already ahead” when it came to OpenStack, an open-source software cloud computing platform, the recent buys solidify that lead.

“Our observation is that the interest and demand for OpenStack far exceeds our capability to deliver it,” he says. “Recently, we had a group of sales people together and we asked ‘how many of you could sell more OpenStack consulting if we had the capability?’ and almost everybody raised their hand.”

That’s what the acquisitions are about, he says, meeting that need.

While Red Hat continues to actively hire, the eNovance buy instantly adds more than 100 capable team members, he says. And Ceph, a product of InkTank, owns the storage market regarding OpenStack. Put them together, and you accelerate your OpenStack offerings, Whitehurst says.

I ask him if any additional acquisitions are planned.

“What would be the fun in ruining a surprise like that?” he laughs. “We continue to look at how we fill gaps in the portfolio. We’re in the middle of a real significant shift in computing and we plan to play in it and be a winner in it.”

And his firm is making a financial commitment to make Raleigh a winner too – specifically its entrepreneurship community. Red Hat, along with other players such as Cisco and Blue Cross and Blue Shield of North Carolina, joined with local venture capital firm Bull City Venture Partners in a recent $26 million fundraise. The cash is intended for investment in early stage entrepreneurs. While Whitehurst doesn’t rule out the fact that portfolio startups could one day become acquisition targets – he says the initial goal is to make the technology community in North Carolina more robust.

“Showing that there’s a vibrant ecosystem, an entrepreneurial community here, really is important… That makes this area more attractive,” he says. “And it makes us a more attractive employer.”

By Lauren K. Ohnesorge
Source: Upstart Bizjournals

A Boeing 747-8 freighter operated by Korean Air Lines at Incheon International Airport in Incheon, South Korea. Photo by SeongJoon Cho/Bloomberg
A Boeing 747-8 freighter operated by Korean Air Lines at Incheon International Airport in Incheon, South Korea. Photo by SeongJoon Cho/Bloomberg

Boeing Co. (BA) is in talks to sell 747-8 jumbo jets, the four-engine model that has struggled to attract buyers, to the commercial finance arm of China’s biggest lender, three people familiar with the matter said.

ICBC Financial Leasing Co. is considering a purchase of 747-8 freighters to place the aircraft with South Korea’s Asiana Airlines Inc. (020560), which flies 10 older cargo versions of the 747, two people said. The discussions are for four or five planes, with a total list value of as much as $1.8 billion, one person said.

A deal with ICBC Leasing, a unit of Industrial & Commercial Bank of China Ltd., would extend Boeing’s reach in the world’s most-populous country and provide a much-needed boost for its iconic hump-backed jet. The Chicago-based planemaker has won just one 747-8 order in 2014 as carriers shift long-range flying and airfreight to more-efficient twin-engine models.

Doug Alder, a Boeing spokesman, declined to comment on the ICBC Leasing talks. ICBC Leasing declined to discuss any negotiations with Boeing, according to a Beijing-based spokeswoman for the lessor who refused to be identified, citing company policy.

“We aren’t currently expecting to lease aircraft from a Chinese lessor,” a spokeswoman for Seoul-based Asiana, Lee Hyo Min, said by phone.

Boeing may announce the ICBC transaction next month at the Farnborough International Airshow in England, one person said. The event is this year’s biggest forum for aircraft introductions and sales.

Emirates Discussion

The world’s largest planemaker also is in talks with Emirates as the company seeks to keep the jet’s assembly line humming. Boeing has 51 unfilled orders for the 747-8, about three years of production, after slow sales prompted two production cuts last year to the current annual rate of 18 jets.

The 747-8 features a bigger wing and an elongated fuselage hump, the latest upgrade to a jet family whose commercial service began in 1970. The freighter version of the 747-8 debuted in 2011, followed by the passenger model, dubbed the Intercontinental, in 2012.

Cathay Pacific Airways Ltd., based in Hong Kong, has ordered 14 747-8s, Korean Air Lines Co. has bought 17 and Air China Ltd. has ordered five, according to Boeing’s website. While the freighter and passenger versions both retail for about $357 million, airlines and lessors typically pay less than list prices.

Jumbo Lessor

ICBC Leasing would be the first Chinese lessor to order the 747-8 as planemakers brace for a wave of purchases from the world’s second-largest economy. Last year, the company arranged China’s first lease of Airbus Group NV (AIR)’s double-decker A380 superjumbo jet.

China is poised to be the “most important single source of added growth” for Boeing and Toulouse, France-based Airbus as government planners chart aviation needs and economic growth for 2016 through 2020, Douglas Harned, a New York-based analyst with Sanford C. Bernstein & Co., said in a June 16 note to clients.

“The country has massively under-ordered airplanes to meet planned passenger growth due to the arcane ordering process tied to the country’s five-year plans,” Harned said. “We should be heading into a next wave of orders” even if economic growth is at the low end of forecasts.

ICBC Leasing, founded in 2007, owns and manages 337 aircraft, according to its website. The company, which also leases power, rail and construction equipment, reported assets of 150 billion yuan ($24.1 billion) as of June 2013.

By Julie Johnsson
Source: Bloomberg

Reposted from Presscenter.us

Thailand’s electricity generation has so far kept pace with rising demand, up 44% in the last decade. Some 70% of it is from imported natural gas. To reduce this dependence, officials have been pushing green energy. The goal is to derive a fourth of its power from renewable sources by 2021, up from 9% currently.

With his Wind Energy Holdings operating two wind farms situated in the northern province of Nakhon Ratchasima, generating a combined 207 megawatts, and seven more projects with a total capacity of close to 650 megawatts being developed, Nopporn “Nick” Suppipat, 43, occupies a green sweet spot. Helped by generous government subsidies, Wind Energy is already profitable, notching up net profit of $25 million in 2013.

Suppipat is mulling an IPO next year to fund a regional expansion, possibly through acquisitions. In March a private placement of Wind Energy’s shares valued the firm at an eye-popping $1.2 billion. The deal propelled Suppipat, who holds a 65% stake, along with his key backer, Pradej Kitti-itsaranon (with 24%), into the ranks of the nation’s richest.

The son of dentists who sent him to high school in the U.S., Suppipat started dabbling in the stock market after his return. By age 21 he’d made his first $1 million and bought his first Ferrari but went on to lose it all. Selling his toys, he invested in a power project but had to unload it after the 1997 financial crisis. His next venture in magazine publishing fared no better, running up losses. In 2005 he decided to go back to power but this time latched on to wind energy.

Renewable energy firms have caught investors’ fancy and are lately enjoying a run on the Thai stock market. Shares of solar producer Energy Absolute have more than doubled since its IPO last year, boosting the net worth of founder Somphote Ahunai. Others are piling on; WHA Corporation, a warehousing firm founded by Somyos and Jareeporn Anantaprayoon, has announced a solar joint venture. Concretemaker Superblock, where Suppipat’s partner, Pradej, is an investor, is also diversifying into solar.

By Naazaneen Karmali
Source: Forbes

Netflix FilmsWith season two of Netflix’s breakout hit Orange is the New Black now airing, I’m struck by a profound change in the psychological calculus of entertainment. Netflix has changed the game, and I don’t just mean the game of how shows are served to hungry eyes. I mean the game going on behind our eyes – the dynamics of restraint and gratification that our brains have for decades been trained to tacitly obey.

In case you haven’t watched the show, or other shows original to Netflix (like House of Cards), let me briefly explain. Netflix films an entire season of the show and then—against every convention inscribed onto the holy tablets of television—releases the entire season…all at once. When season two of Orange is the New Black aired on Friday, June 6, the whole season aired, front to back.

Hundreds of thousands if not millions of fans waiting for the new season were free to binge on every episode—and I’m willing to bet that by now a hefty percentage of those fans have re-binged, with many warming up for a third gorging.

Before Netflix introduced this format, we were still in the mode of weekly allotments of entertainment. HBO long ago christened Sunday nights as the time to receive our weekly dose of quality, commercial-free shows of choice, whether it’s The Sopranos, Six Feet Under, Sex in the City, or more recently Game of Thrones (to name just a few of many legendary shows). All of the major cable and traditional networks offer something similar, but only the premium channels can offer the premium prize of hour-long, commercial free entertainment.

For all of those shows, we were (and largely still are) forced by the format to exercise delayed gratification. Even if you pirate episodes of the shows online, you are still, for the most part, restricted to imbibing only the shows that have already aired. Is that because HBO and Showtime and other networks are busy shooting the shows as the season rolls along? No. With few exceptions, seasons of those shows have already been shot from start to finish. The imposed restraint all of us viewers must obey is exactly that—imposed.

Think about that for a moment in terms of a laboratory experiment. If researchers wanted to test ways of increasing rats’ ability to delay gratification, they would place the rats in some sort of observational lab environment and provide them with disincentives for charging after a treat. Since all rats like a good treat, they would start with virtually zero ability to resist the urge to pounce on whatever tasty morsel is within eye or scent shot. But, with time, and with the right combination of disincentives (like slowly convincing the rats that the longer they wait to pounce, the more of the treat they’ll receive), even hungry rats can be trained to delay gratification.

In a sense, that’s what the Sunday night entertainment dosing model is for humans: delayed gratification linked to quality. We wait for the best shows on our weekly docket because we’ve come to believe that they are worth waiting for. An hour of well-written, well-acted, commercial-free entertainment is our weekly prize, and we’ve been trained to steady our appetite until it arrives.

For the sake of argument, I’ll submit that the standard delayed gratification model is a good thing for a few reasons. First, it provides us with something to look forward to each week, thus injecting a little more light into each of our days by knowing we’ll see our favorite shows come Sunday. That sense of anticipation provides a neurochemical boost—a sort of naturally occurring antidepressant.

Our continued desire for scheduled servings also keeps us involved—and it keeps us talking to others about the shows. As a catalyst for social interaction, the weekly dose brings us together. We are communally caught up in the narratives, and I think a sound argument could be made that even though the topics are fictional, we feed from the communal energy of knowing that thousands of people are thinking through the same plot lines we are.

Then there’s the more basic upside of not spending hours linked together like sausages watching every episode of the season (but on that point I’ll concede that whether we spend the hours all at once or once a week, we’re still spending them in front of the screen).

So what happens when Netflix releases an entire season of shows every bit as good as anything on premium cable channels? It’s as if all of the disincentives enforcing delayed gratification in our hypothetical lab rats have suddenly disappeared. The boundaries are cast to oblivion. The tasty treat is right there for the taking, and in a quantity that hardly any rat can resist.

Let me be clear: I love Orange is the New Black, and I’m nearly as big a fan of House of Cards. And to be frank, I’m personally struggling with the desire to binge on season two of Piper’s compelling travails. This is where I’m torn. Am I merely reacting to my years upon years of training to wait for my weekly reward, or is there something valuable lost in the binge?

For me, this is an intriguing if not troubling psychological spot. So let’s open the floor to opinions. Is entertainment binging a liberating break with decades of delayed gratification training, or are we giving up something worthwhile by dispensing with the restraint structure that dominated television until only recently? Is having it all upfront the way it ought to be, or a little too good for our own good?

By David DiSalvo
Source: Forbes

Girod Tast, Girod Instruments, Swiss made, Marie-Christine Bouduban, lever-type dial indicators
Girod-Tast lever-type dial indicator.

In 2014, Girod Instruments, one of the best Swiss quality provider of metrology solutions, will kick-off a celebration to commemorate 50 years of precision measuring success.

Girod Instruments was founded in 1964 as family business. Today it is still managed by the same family and this gives their customers the possibility to work really closely and to share tasks and responsibilities.

The company’s speciality are Girod-Tast lever-type dial indicators.

Girod Tast, Girod-Tast, Girodtast, gyrod tast, Girod Instruments, Swiss made, Marie-Christine Bouduban, lever-type dial indicators

Special events will be scheduled for Girod Insturments’ valued customers, suppliers, and employees throughout the year at various locations to allow Girod Instruments the opportunity to personally thank the companies and individuals for their on-going support and commitment over the past half century.

Girod Tast has prospered only because of the dedication and support received from our customers, suppliers and employees throughout the years. That’s why we want everyone who has been a contributor to our success to share in celebrating with us”, said Marie-Christine Bouduban CEO of Girod Instruments.

Source: Presscenter.us

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