Living and Working in a Hypermedia World Essay Example | Topics and Well Written Essays - 1000 words

Living and Working in a Hypermedia World - Essay Example Living and Working in a Hypermedia World This means we will be living in a hypermedia world, and this will influence each side of each part of our lives. The association of billions of destinations with informal organizations has been continuing for quite a while. Each business site needs to use the entrance to informal organizations and asks guests to â€Å"like† them or sign in utilizing their FaceBook or other interpersonal organization logon. The following stage is to interface gadgets past cell phones and tablets, for example, implanted chips in home apparatuses, autos and building frameworks (Research ). Social and machine information will venture to every part of similar courses synchronizing and overhauling the world. Truly every working machine will don a chip to send and get information over the Internet. Gadgets that control home situations and machines might be a piece of the blend. The media monsters are intending to combine with their crowds. Voice controls will be all over, and libraries of books, ma gazines, recordings and motion pictures are as of now put away in the cloud for all inclusive access. These are on the whole accessible on home PC, tables, workstations, cell phones and savvy TVs. For all intents and purposes anything outfitted with a screen can be spilled to and tuned in to on Bluetooth headsets or speakers appended or remote. Onstream Media CEO Randy Selman brags that the greater part the Fortune 1000 are their clients (Kleinmann 87-87)(Kleinmann 87-87). Practically all money related organizations are equipping to offer all out remote help through shrewd gadgets for their exceptionally versatile populaces. Paying for candy machine merchandise and different section and travel tickets have been set up to associate with keen gadgets for quite a while, and banks, S&Ls and dealers are bouncing in not to be deserted by all the more bleeding edge associations, for example, ING Direct and Netbank (Kleinmann 87-87). Different organizations are either in the second round of reexamining their Internet use, after introductory dotcoms and second wave intelligent locales they are altogether moving into long range informal communication, and interpersonal interaction is mushrooming wild. Perhaps that’s something to be thankful for. One can't be sure now. Individuals will in general favor request to disorder, however mayhem is additionally significantly more mysterious. So individuals rushed to what they thought was a mysterious medium because of the very immensity of the assets put away there. In any case, web indexes are improving and individuals who need to bring in cash are getting trickier about figuring out it. The Internet speaks to requested disorder, as it changes each nanosecond, yet everything on it is by all accounts everlasting. We have more (information in human usable structure) accessible today on our little cell phones than existed in all the world’s libraries a century prior. The most significant aptitude for the futu re will be the capacity to discover what one needs in this planet of information. The Internet endure 9/11, however it was the best accessible interchanges organize in the US around then. Television and radio news was â€Å"filtered†, telephone and PDA systems slammed, however the Internet kept awake and running, directing and rerouting around each bottleneck and smashed server . The messages all experienced, even to beneficiaries who could no longer get them. The Internet has indicated it is vigorous because of its wide dispersal and associated disconnection. Every hub on the Internet is discrete, running on an alternate physical server and part of thousands of spines. Be that as it may, they are likewise completely associated when running.

Research Paper on Cyber Bullying Essay Example

Research Paper on Cyber Bullying Essay Digital tormenting is the procedure, during which the Internet is utilized to mischief and misuse individuals. Digital harassing is truly turning out to be increasingly more mainstream particularly among adolescents, youngsters, who utilize the Internet advances to hurt their companions or cohorts. In is commonly realized that about each kid who learns at school and has a record in interpersonal organizations is a casualty of digital tormenting and gets moment rubs which contain dangers and impolite substance. Frequently the messages are not hazardous, in light of the fact that it is for the most part a joke of youngsters who engage themselves in such a strange way, yet numerous objectives of digital tormenting are exceptionally delicate and treat each message genuinely. Subsequently numerous young people, particularly the ones, who have low confidence are pushed, terrified and even discouraged. On the off chance that one gets messages all the time, he may get issues with mystics. So as to shield youngsters from digital harassing guardians and instructors should control the time spent before the PC and if the messages and messages are intense †ought to approach the police for help. Very soon digital harassing will be viewed as like a genuine wrongdoing so as to manage the circumstance and shield individuals from the superfluous negative feelings in the web. We will compose a custom exposition test on Research Paper on Cyber Bullying explicitly for you for just $16.38 $13.9/page Request now We will compose a custom exposition test on Research Paper on Cyber Bullying explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer We will compose a custom exposition test on Research Paper on Cyber Bullying explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer Today digital harassing is the most loved diversion of youngsters, that is the reason the circumstance with this issue is exceptionally straining. An ever increasing number of individuals experience the ill effects of digital tormenting and the legislature, including the police put forth a valiant effort to stop this procedure or possibly decrease it. Understudies who study human science and brain research regularly decide to expound on digital tormenting, in light of the fact that they have new thoughts meant to tackle the issue once for all. An understudy composing the examination is relied upon to introduce the foundation of the issue, its circumstances and logical results perspectives, sorts of digital harassing, what classifications of individuals are the objectives and with what ways individuals are manhandled in the Internet. Besides, every understudy should introduce insightful arrangements of the difficult which will be new and successful. Like each task, inquire about paper composing is a troublesome activity for a youngster. One needs to peruse a great deal about the issue under research and improve his insight on the theme. In addition, it is prescribed to peruse free example examine papers on digital harassing data in the web. Free papers are frequently finished by proficient scholars who are the specialists in the subjects they look into and expound on. Then again, regardless of what the nature of the example is, it will be a decent assistance for each understudy. Each free model research paper on digital harassing stories will show an understudy to compose a paper effectively. Alert! Free research paper tests and research proposition models on Cyber Bullying are 100% copied!!! At EssayLib.com custom composing administration you can purchase a custom research paper on Cyber Bullying themes. Your exploration paper will be composed without any preparation. We enlist top of the line Ph.D. what's more, Master’s essayists just to give understudies proficient research paper help at reasonable rates. Every client will get a non-counterfeited paper with opportune conveyance. Simply visit our site and take care of in the request structure with all paper subtleties: Make the most of our expert research paper composing administration!

Totango

Totango INTRODUCTIONMartin: Hi, today we are in Palo Alto with Totango. Guy, who are you and what do you do?Guy: I am Guy Nirpaz the Co Founder and CEO of Totango. We started the company a few years ago in Israel, Tel Aviv and then I moved over here when we opened the US office here. Totango is Data driven, customer success platform.Martin: What did you do before you started this company?Guy: So I’ve been in Startups for many years, not as a founder but I work as a VP of engineering and products at the big data company called GigaSpaces, we mainly distributed computing. I’ve worked at Mercury for a few years, I’ve worked at IBM and some other start-ups in Israel before.Martin: And how did you come up with the idea of Totango and what made you change from being a VP, like an employee to becoming your own entrepreneur?Guy: So my career is a little bit different. I mean in Israel you have to go to the army and I spent 6 years in the army. I was an officer, so Ive kind of volunteered to le ad and to have relatively a lot of responsibility over people and then I wanted to, for a few years just be very professional about what I do. So before even taking on a VP role I had a lot of individual contributor positions where I kind of learned the ins and out of this business. I’ve always been technological but I was technological in sales and engineering and products and then a VP but I always had this kind of I usually describe it as, I was really motivated by mountains that people put in front of me, saying, ‘Okay, nobody can get to the top of this mountain, do you think you can do it?’ I’ll say ‘Okay, fine, I am coming with you, I am going do it’. And then I realized that these are not my mountains, so I decided to define my own mountain and go in and climb it.Martin: Great.BUSINESS MODEL OF TOTANGOMartin: Let’s talk about the business model. How is Totango working right now and have there been any major changes in the business model?Guy: So Totango is a SaaS business, it’s a subscription business. We provide customer success solutions, it basically enables other subscription businesses to drive retention and growth within their customer base. It’s a data heavy solution, it looks at how people are actually using the product and other dimensions of the customer base and creates actionable insights, health scores, so companies can get ahead of the curve, identify which customer needs attention and provide them the required attention.So we provide subscription business to SaaS business model, we sell both inbound and outbound, so we outreach to our potential market and we also get a lot of inbound enquires and we show them the product. In many cases we showcase it which means that there is early PO (purchase order) that the companies can actually drive for other home customer base and then we support them and grow them further more.Martin: When you started, how did you acquire the first customers and was it that easy?Guy: In retrospect it was relative easy but nothing is very easy in startups. We started the company, me and Omer Gotlieb, but then Oren Raboy joined us as the founding team of Totango. And I think the first customers were local customers, so a company that Clarizen that were operating out of Israel and wasâ€"I would say the most dominant SaaS company is where we went and talked to their management team to learn about their requirements. Later on, Omer really pushed hard on LinkedIn and was able to get some meetings with executives at Zendesk and Keynote Systems and other very early customers of ours. I found that people receive very well new ideas if they make sense and they are willing to experiment and these are classical early adopters and we operate in early adopter market, so that’s how we acquired the first few customers. We’ve worked with them to develop the product. So we kind of thought of ourselves as a lean startup in a way that we developed an MVP, and released it and tried it with t he customers and get some feedback and iterated ever since and so that’s all we keep on doing. I mean we try to identify a problem a customer has, we try to come up with an innovative solution for it, we build an MVP, we release it, we get the feedback and we do the other adaptations to meet the customers’ requires.Martin: Okay, when you say that you are trying to help your customers in terms of customer success, what are the major criteria for identifying a potential customer that needs more attention and are you also providing some kind of specific actions that your customers should do?Guy: Yeah, That’s a very good question. I think it all starts with, really being able to know more about your customers, right? What are they trying to accomplish and are they actually accomplishing it? There are multiple metrics, one of them which is critical is the level of adoption and usage of a product, because everyone is busy and if they are not using your product probably they have oth er priorities meaning that your product is not really delivering to their satisfaction. So the first challenge is, to get the right sensors into your customer and it’s what they do with your product and how often, what is the breath of usage and also other dimensions of customer information for example support tickets, CRM information, billing information, marketing information, and so forth. So aggregating all this data and turning that into real asset that can be managed, right? So it needs to mean actionable, it needs to meaningful, it needs to be relevant, it needs to be accurate.We call this part the early warning system part which help you identify which customer needs your attention at the right point in time that you can actually make an impact. And then of course it’s taking the action and making the required changes. If there is a customer that is struggling to onboard, help them out and remove friction, help them to kind of get into a happy place. If it is a customer that experienced a positive scenario where they are exceeding the expectation, talk to them about the next step, get them to the next level of adoption, and so forth. So it’s a combination of the early warning system that let’s you know which customer needs your attention and why, and then a set of operational capabilities to actually take the next step and take the action.Martin: And the data, is it very unique for each and every customer, do you have to set up all your database and analytics etc. for each specific client or is the client making the connection between his database and you’re kind of algorithm, or how does it work?Guy: So we think about this as a network of sensors right? So the first sensor considers how people use your product, and we use technologies that are common like java scripts or SDKs within the mobile tool kit’s. They are integrated with how people are actually using your product and sending this information to Totango. We also have a very wide se t of connectors to other customer systems that captures more information we’ve just kind of introduced last week, a universal integration hub, which makes it very easy to integrate more data sources into Totango.The question that you asked is how unique is the data. So I would say the classes of data are not unique. I mean usage data, support data, CRM data, marketing data. These are the classes. The specifics are different and every business is different, and that’s kind of one of the key elements of Totango is that we help customers take those classes of data and turn it into information that makes sense for their own business. So in one product, it’s about how many projects you’ve created. And in another product it’s about how much time you spend on the system and who do you integrate with or who do you interact with, so that’s how it works.Martin: Great.CORPORATE STRATEGYMartin: Let’s talk about corporate strategies, Guy. Your value proposition is clearly understoo d, so you’re helping your customers understand their customers better, so that they can manage them better or the customer life cycle. But what is your differentiator over competitors who do similar things?Guy: The core of Totango it all started under the assumption that every user and every customer goes through a very individual journey. And the objective today of companies is to make sure that the journey of every user and every customer is successful; everyone starts and then at some point needs to get very quickly to a point of value, and then there needs to be competitive value, and then over time the value needs to grow. And that’s kind of unique to every user and it’s unique for every business. This is the approach we’re taking and the product actually models exactly that which helps you, know exactly which user and which account needs your attention, and specifically where they are and what needs to be done in order to drive them further. Of course, there are commo nalities, there are rules that you can apply to segments of customers and so forth. But looking at that from an individual experience is what’s unique about Totango.So we’ve spend the first few years of the product as really being able to build a very accurate mapping of every user and every customer journey, so now it’s much easier to take the next action. And we feel it’s like in other parts of life, if you really know what’s going on, then the actions that you are taking are more obvious. If you don’t know, then you’re guessing and your kind of shooting at a very wide range and you may hit or you may miss. And that’s the kind of very unique approach that we’ve taken from day one. And I think also these days everyone talks about big data, analytics, and so forth. But basically what it means is that if you take the right set of data set at the right sampling rate, I mean the sensor needs to be relevant, if it samples every day or every hour or every minute, and yo u turn this into something that any human being can understand. So it was very important for us from the get go to make sure that Totango is going to be used by the front office team; by the customer success managers, by the VPs, by the executive teams, by the product team and not just by the analysts. And I think that is very unique. So taking kind of very fine grade level of data and transforming that into information that end users that are business users can consume, that’s our strategy.Martin: So that means that in comparison to your competitors you are using individual data sets and understand the individual life cycle and the others don’t.Guy: I think there are multiple different approaches that we are seeing in the market, one approach is saying something like, ‘This could be overwhelming, it’s too complex, we should work with aggregated data only, because we cannot transform that into information that is relevant for people’. And some people find this approach ver y appealing, the problem with that is on the surface it looks good, right? But what happens if your customers are being colored as green and they cancel 2 weeks later or what happens if you don’t have the fidelity of the changes within the customer base in a way that you can actually make an impact, there is a big difference if a customer got into a problematic situation and you are responding within 4 weeks or 6 weeks or 8 weeks, it becomes almost irrelevant. If the customer had a negative situation, let’s say a very bad experience, you had a glitch in your product and someone was trying to use your product for two consecutive days and had some very negative experience. If you identified that and you practically reached out, and you tried to kind of apologize, and tried to kind of fix the bad experience you are going to get a much higher reward than responding that 8 weeks later and the customer believe that you are only calling them because they’re one month’s pre-renewal or something like that.Martin: And you matching your kind of actionable insights with your CRM system so that automatically some messages are going out?Guy: Yep.Martin: â€"based on some kind of results or so?Guy: Yeah so I think the early warning system needs to be thought asâ€"the first is identifying which customer needs your attention and now they engagement model #1: engagement model is we tap people on their shoulders. There’s alerts and then they take actions, individual actions, our human driven actions and some of that can be triggered and funneled all the way through to automated work flow, creating automated support ticket, or send an email, or in application communication. And it pretty much depends on how much do you want to codify your engagement with customers and how much of that you still want the person to be a part of the experience.Martin: Okay. How did you come up with the name Totango?Guy: So the source of the name, ‘It takes two to tango’ which kind of go es to show that even from the get go we were really thinking about this kind of relationship between the customer and the vendor. And that this relationship requires a little bit more delicate understanding and synchronization between how customers are and businesses are working. The days in which you could throw products off the fence or get the commission on the sales and now go to celebrate in the club, these days are gone. And customers have much higher expectations, they have a choice. That’s a good thing, it’s good for everyone, it’s also good for the vendors, it keeps everyone on their toes to make sure that we focus on creating value to customers every day. And that means that the products that we develop, the services that we create are actually being consumed and are actually meaning and helpful for other companies or other people, so I think this is all good.Martin: Great.MARKET DEVELOPMENTMartin: Let’s talk about the market development, so how do you perceive the market development maybe in SaaS or in customer success in general?Guy: So I think the first market for customer success, and that’s only the first one is SaaS companies and the reason is that these companies usually sells subscription businesses, relatively a very low switching cost and also early adopters. So these are the companies that from the get go wire themselves into, ‘we need to acquire customers but at the same time we need to retain and grow the customer base, so that’s the first market for customer success and we’re actually seeing this happening today. But I think this is just the early wins of the market, it’s going to grow way beyond just the sales market for various reasons;One is: subscription general is being adopted as a more subscription repeat buy. Focus on the maximas of customers’ lifetime value seems to be the trend that a lot of other businesses are going with.Secondly, software is taking the world. Internet of things, whatever trend you want c all it, we know more about our customers, everything is either fully virtualized like music or is virtually enabled. So there are some sensors that are connected to how people are actually consuming products.So without it, it means two things: one is that businesses have to focus on retaining customers and maximizing lifetime value. The second thing, there are huge opportunities to know so much more about your customers and my underlying believe is that businesses that will know more about their customers and will care about their customers will actually deliver a higher value and results for their customers. So that is just from the trend that we are seeing coming up in other markets as well.Martin: And from my understanding, e-commerce might be the next logical step. For example, if I know I delivered a package 2 days later, I could automatically send some kind of discount voucher or whatever or try to contact the people and mitigate this kind of problem.Guy: So yes, I agree with you. I am not sure if e-commerce necessarily is the immediate next one. But obviously, we’re seeing for example Amazon implementing some sort of services like do that already. And one of the experiences that I am really kind of a fan of is that if you are an Amazon prime subscriber and you’ve been trying to watchâ€"I was amazed by that, I was watching an HD movie on Amazon prime and the next day I got an email from Amazon saying ‘You’re refunded for the movie because you didn’t experience 100% HD’. So think about it right, they know what was the experience that I was expecting, I was even unaware of the fact that there was like 2 minutes on the movie that wasn’t full HD but they have identified this though their operating system and this is the sensor, they sensed that and then they’ve created an automated action that turned the experience into a very positive experience because now I know this company cares about my experience, so I am probably going to watch anothe r movie with Amazon while I have so many other options in front of me.I think this is just the beginning of revolution and we’re seeing pockets of it across the industry but it’s going to go way beyond that. And when we think about it, I don’t know if you are aware of that, but if you look at some kind of metrics in the market, if you look at the LinkedIn groups of customer success, we’re seeing 100 people joining customer success groups every week for the past 2 years, over 100 people. It’s unbelievably amazing the number of people. So yes, I know some of them are people that are transitioning from more traditional customer service functions like support folks or professional services. But a lot of the others are coming to them from a completely different angle, ‘How can I create more value to my customers, I have an option to do this in a very scalable way as being the head of products or being a part of the product team but I can also do this as part of the customer s uccess team’ which is the same concept.Martin: Great.ADVICE TO ENTREPRENEURS FROM GUY NIRPAZ In Palo Alto, we meet co-founder and CEO of Totango, Guy Nirpaz. He shares his story how he co-founded this startup and how the current business model works, as well as what the current plans for near future, and some advice for young entrepreneurs.The transcript of the interview is provided below.INTRODUCTIONMartin: Hi, today we are in Palo Alto with Totango. Guy, who are you and what do you do?Guy: I am Guy Nirpaz the Co Founder and CEO of Totango. We started the company a few years ago in Israel, Tel Aviv and then I moved over here when we opened the US office here. Totango is Data driven, customer success platform.Martin: What did you do before you started this company?Guy: So I’ve been in Startups for many years, not as a founder but I work as a VP of engineering and products at the big data company called GigaSpaces, we mainly distributed computing. I’ve worked at Mercury for a few years, I’ve worked at IBM and some other start-ups in Israel before.Martin: And how did you come up with the idea of Totango and what made you change from being a VP, like an employee to becoming your own entrepreneur?Guy: So my career is a little bit different. I mean in Israel you have to go to the army and I spent 6 years in the army. I was an officer, so Ive kind of volunteered to lead and to have relatively a lot of responsibility over people and then I wanted to, for a few years just be very professional about what I do. So before even taking on a VP role I had a lot of individual contributor positions where I kind of learned the ins and out of this business. I’ve always been technological but I was technological in sales and engineering and products and then a VP but I always had this kind of I usually describe it as, I was really motivated by mountains that people put in front of me, saying, ‘Okay, nobody can get to the top of this mountain, do you think you can do it?’ I’ll say ‘Okay, fine, I am coming with you, I am going do it’. And then I realized that these are not my mountains, so I decided to define my own mountain and go in and climb it.Martin: Great.BUSINESS MODEL OF TOTANGOMartin: Let’s talk about the business model. How is Totango working right now and have there been any major changes in the business model?Guy: So Totango is a SaaS business, it’s a subscription business. We provide customer success solutions, it basically enables other subscription businesses to drive retention and growth within their customer base. It’s a data heavy solution, it looks at how people are actually using the product and other dimensions of the customer base and creates actionable insights, health scores, so companies can get ahead of the curve, identify which customer needs attention and provide them the required attention.So we provide subscription business to SaaS business model, we sell both inbound and outbound, so we outreach to our potential market and we also get a lot of inbound enquires and we show them the product. In man y cases we showcase it which means that there is early PO (purchase order) that the companies can actually drive for other home customer base and then we support them and grow them further more.Martin: When you started, how did you acquire the first customers and was it that easy?Guy: In retrospect it was relative easy but nothing is very easy in startups. We started the company, me and Omer Gotlieb, but then Oren Raboy joined us as the founding team of Totango. And I think the first customers were local customers, so a company that Clarizen that were operating out of Israel and wasâ€"I would say the most dominant SaaS company is where we went and talked to their management team to learn about their requirements. Later on, Omer really pushed hard on LinkedIn and was able to get some meetings with executives at Zendesk and Keynote Systems and other very early customers of ours. I found that people receive very well new ideas if they make sense and they are willing to experiment and t hese are classical early adopters and we operate in early adopter market, so that’s how we acquired the first few customers. We’ve worked with them to develop the product. So we kind of thought of ourselves as a lean startup in a way that we developed an MVP, and released it and tried it with the customers and get some feedback and iterated ever since and so that’s all we keep on doing. I mean we try to identify a problem a customer has, we try to come up with an innovative solution for it, we build an MVP, we release it, we get the feedback and we do the other adaptations to meet the customers’ requires.Martin: Okay, when you say that you are trying to help your customers in terms of customer success, what are the major criteria for identifying a potential customer that needs more attention and are you also providing some kind of specific actions that your customers should do?Guy: Yeah, That’s a very good question. I think it all starts with, really being able to know mor e about your customers, right? What are they trying to accomplish and are they actually accomplishing it? There are multiple metrics, one of them which is critical is the level of adoption and usage of a product, because everyone is busy and if they are not using your product probably they have other priorities meaning that your product is not really delivering to their satisfaction. So the first challenge is, to get the right sensors into your customer and it’s what they do with your product and how often, what is the breath of usage and also other dimensions of customer information for example support tickets, CRM information, billing information, marketing information, and so forth. So aggregating all this data and turning that into real asset that can be managed, right? So it needs to mean actionable, it needs to meaningful, it needs to be relevant, it needs to be accurate.We call this part the early warning system part which help you identify which customer needs your attenti on at the right point in time that you can actually make an impact. And then of course it’s taking the action and making the required changes. If there is a customer that is struggling to onboard, help them out and remove friction, help them to kind of get into a happy place. If it is a customer that experienced a positive scenario where they are exceeding the expectation, talk to them about the next step, get them to the next level of adoption, and so forth. So it’s a combination of the early warning system that let’s you know which customer needs your attention and why, and then a set of operational capabilities to actually take the next step and take the action.Martin: And the data, is it very unique for each and every customer, do you have to set up all your database and analytics etc. for each specific client or is the client making the connection between his database and you’re kind of algorithm, or how does it work?Guy: So we think about this as a network of sensors r ight? So the first sensor considers how people use your product, and we use technologies that are common like java scripts or SDKs within the mobile tool kit’s. They are integrated with how people are actually using your product and sending this information to Totango. We also have a very wide set of connectors to other customer systems that captures more information we’ve just kind of introduced last week, a universal integration hub, which makes it very easy to integrate more data sources into Totango.The question that you asked is how unique is the data. So I would say the classes of data are not unique. I mean usage data, support data, CRM data, marketing data. These are the classes. The specifics are different and every business is different, and that’s kind of one of the key elements of Totango is that we help customers take those classes of data and turn it into information that makes sense for their own business. So in one product, it’s about how many projects you’ ve created. And in another product it’s about how much time you spend on the system and who do you integrate with or who do you interact with, so that’s how it works.Martin: Great.CORPORATE STRATEGYMartin: Let’s talk about corporate strategies, Guy. Your value proposition is clearly understood, so you’re helping your customers understand their customers better, so that they can manage them better or the customer life cycle. But what is your differentiator over competitors who do similar things?Guy: The core of Totango it all started under the assumption that every user and every customer goes through a very individual journey. And the objective today of companies is to make sure that the journey of every user and every customer is successful; everyone starts and then at some point needs to get very quickly to a point of value, and then there needs to be competitive value, and then over time the value needs to grow. And that’s kind of unique to every user and it’s unique for every business. This is the approach we’re taking and the product actually models exactly that which helps you, know exactly which user and which account needs your attention, and specifically where they are and what needs to be done in order to drive them further. Of course, there are commonalities, there are rules that you can apply to segments of customers and so forth. But looking at that from an individual experience is what’s unique about Totango.So we’ve spend the first few years of the product as really being able to build a very accurate mapping of every user and every customer journey, so now it’s much easier to take the next action. And we feel it’s like in other parts of life, if you really know what’s going on, then the actions that you are taking are more obvious. If you don’t know, then you’re guessing and your kind of shooting at a very wide range and you may hit or you may miss. And that’s the kind of very unique approach that we’ve taken fr om day one. And I think also these days everyone talks about big data, analytics, and so forth. But basically what it means is that if you take the right set of data set at the right sampling rate, I mean the sensor needs to be relevant, if it samples every day or every hour or every minute, and you turn this into something that any human being can understand. So it was very important for us from the get go to make sure that Totango is going to be used by the front office team; by the customer success managers, by the VPs, by the executive teams, by the product team and not just by the analysts. And I think that is very unique. So taking kind of very fine grade level of data and transforming that into information that end users that are business users can consume, that’s our strategy.Martin: So that means that in comparison to your competitors you are using individual data sets and understand the individual life cycle and the others don’t.Guy: I think there are multiple differen t approaches that we are seeing in the market, one approach is saying something like, ‘This could be overwhelming, it’s too complex, we should work with aggregated data only, because we cannot transform that into information that is relevant for people’. And some people find this approach very appealing, the problem with that is on the surface it looks good, right? But what happens if your customers are being colored as green and they cancel 2 weeks later or what happens if you don’t have the fidelity of the changes within the customer base in a way that you can actually make an impact, there is a big difference if a customer got into a problematic situation and you are responding within 4 weeks or 6 weeks or 8 weeks, it becomes almost irrelevant. If the customer had a negative situation, let’s say a very bad experience, you had a glitch in your product and someone was trying to use your product for two consecutive days and had some very negative experience. If you identif ied that and you practically reached out, and you tried to kind of apologize, and tried to kind of fix the bad experience you are going to get a much higher reward than responding that 8 weeks later and the customer believe that you are only calling them because they’re one month’s pre-renewal or something like that.Martin: And you matching your kind of actionable insights with your CRM system so that automatically some messages are going out?Guy: Yep.Martin: â€"based on some kind of results or so?Guy: Yeah so I think the early warning system needs to be thought asâ€"the first is identifying which customer needs your attention and now they engagement model #1: engagement model is we tap people on their shoulders. There’s alerts and then they take actions, individual actions, our human driven actions and some of that can be triggered and funneled all the way through to automated work flow, creating automated support ticket, or send an email, or in application communication. And it pretty much depends on how much do you want to codify your engagement with customers and how much of that you still want the person to be a part of the experience.Martin: Okay. How did you come up with the name Totango?Guy: So the source of the name, ‘It takes two to tango’ which kind of goes to show that even from the get go we were really thinking about this kind of relationship between the customer and the vendor. And that this relationship requires a little bit more delicate understanding and synchronization between how customers are and businesses are working. The days in which you could throw products off the fence or get the commission on the sales and now go to celebrate in the club, these days are gone. And customers have much higher expectations, they have a choice. That’s a good thing, it’s good for everyone, it’s also good for the vendors, it keeps everyone on their toes to make sure that we focus on creating value to customers every day. And that means tha t the products that we develop, the services that we create are actually being consumed and are actually meaning and helpful for other companies or other people, so I think this is all good.Martin: Great.MARKET DEVELOPMENTMartin: Let’s talk about the market development, so how do you perceive the market development maybe in SaaS or in customer success in general?Guy: So I think the first market for customer success, and that’s only the first one is SaaS companies and the reason is that these companies usually sells subscription businesses, relatively a very low switching cost and also early adopters. So these are the companies that from the get go wire themselves into, ‘we need to acquire customers but at the same time we need to retain and grow the customer base, so that’s the first market for customer success and we’re actually seeing this happening today. But I think this is just the early wins of the market, it’s going to grow way beyond just the sales market for var ious reasons;One is: subscription general is being adopted as a more subscription repeat buy. Focus on the maximas of customers’ lifetime value seems to be the trend that a lot of other businesses are going with.Secondly, software is taking the world. Internet of things, whatever trend you want call it, we know more about our customers, everything is either fully virtualized like music or is virtually enabled. So there are some sensors that are connected to how people are actually consuming products.So without it, it means two things: one is that businesses have to focus on retaining customers and maximizing lifetime value. The second thing, there are huge opportunities to know so much more about your customers and my underlying believe is that businesses that will know more about their customers and will care about their customers will actually deliver a higher value and results for their customers. So that is just from the trend that we are seeing coming up in other markets as w ell.Martin: And from my understanding, e-commerce might be the next logical step. For example, if I know I delivered a package 2 days later, I could automatically send some kind of discount voucher or whatever or try to contact the people and mitigate this kind of problem.Guy: So yes, I agree with you. I am not sure if e-commerce necessarily is the immediate next one. But obviously, we’re seeing for example Amazon implementing some sort of services like do that already. And one of the experiences that I am really kind of a fan of is that if you are an Amazon prime subscriber and you’ve been trying to watchâ€"I was amazed by that, I was watching an HD movie on Amazon prime and the next day I got an email from Amazon saying ‘You’re refunded for the movie because you didn’t experience 100% HD’. So think about it right, they know what was the experience that I was expecting, I was even unaware of the fact that there was like 2 minutes on the movie that wasn’t full HD but t hey have identified this though their operating system and this is the sensor, they sensed that and then they’ve created an automated action that turned the experience into a very positive experience because now I know this company cares about my experience, so I am probably going to watch another movie with Amazon while I have so many other options in front of me.I think this is just the beginning of revolution and we’re seeing pockets of it across the industry but it’s going to go way beyond that. And when we think about it, I don’t know if you are aware of that, but if you look at some kind of metrics in the market, if you look at the LinkedIn groups of customer success, we’re seeing 100 people joining customer success groups every week for the past 2 years, over 100 people. It’s unbelievably amazing the number of people. So yes, I know some of them are people that are transitioning from more traditional customer service functions like support folks or professional se rvices. But a lot of the others are coming to them from a completely different angle, ‘How can I create more value to my customers, I have an option to do this in a very scalable way as being the head of products or being a part of the product team but I can also do this as part of the customer success team’ which is the same concept.Martin: Great.ADVICE TO ENTREPRENEURS FROM GUY NIRPAZMartin: Let’s talk about your advice to first time entrepreneurs. I know you have a very entrepreneurial daughter. Can you tell us a little bit about what she did and what advice would you give her when she starts her company?Guy: I have two kids that right now you can actually have adult conversations with. My older son is more of a marketing person and the questions that he asked me are, ‘So what’s your real differentiator, I mean why would customer select you and not your competitor?’ And interestingly enough, my daughter came to me last week and asked me, ‘How did you start Totango, what do I need to do to start a company like that?’ And that’s really kind of a interesting question and I like the fact that they are growing here in Silicon Valley and actually being exposed to entrepreneurs spirit. Israel was the same but here the magnitude is even higher. So my advice is just agree within yourself that this is what you want to do and just do it. And no inhibitions, meaning that, ‘I first need to get my salary or I first‘ If you wanna do it just do it and then figure out everything else. I remember when I and Omer just started we deliberately first quit our jobs and then we sit down to say, ‘Okay what are we gonna do next’, because I wanted to have this experience of ‘Back against the wall’ to come up with something. I don’t know it works for everyone but for me it worked great.Martin: And what have been your major mistakes or something that you said, ‘Okay, this was totally wrong, I would have done this different today’.Guy: I think the big gest mistake that you could have is not willing to face the truth. And not willing to face the truth is to ask for money on the first day that you sell the product or something like that because the only time This is just one example. It’s those things which are concrete that face you with the cruel world of, ‘I want $50,000 for this product’, ‘I am not gonna pay you more than 500’, Okay where is the gap? and if you go and do that you are able to identify the gap of what’s missing in my product, what are the features that are missing, where is the market and so forth and they just comes from sales. Where I feel like I have improved in entrepreneur is really being able to grow thick skin, face the truth and then work on it versus kind of sliding away the facts that you don’t really like and trying to come up with a different explanation that in many cases just kind of delays the evidence. And instead of taking the action immediately you take the action a little bit long er down the road and just a waste of opportunities. So my advice, just face the truth everyday and take action in accordance.Martin: Great, thank you very much Guy for your time! And next time you are dancing with your partner maybe in a tango, thinks of Totango.Guy: Thank you very much.

World War II ( Wwii ) - 1312 Words

â€Å"Atom bomb†, â€Å"Nazis†, â€Å"Hitler†, â€Å"Pearl Harbor†, â€Å"concentration camps† are all words that make you think of World War II (WWII) and these are all closely related to WWII. What about â€Å"Rosie the Riveter†, â€Å"war bonds†, â€Å"the family dynamics†, â€Å"rubber and aluminum drives†? Does it ring any bells? These words are related to WWII also but refer to the home front. The absence of many men due to WWII, caused the dynamics of the workforce and of the â€Å"women’s place in the family† changed forever. In the 1930’s and before WWII America was in the (not so) Great Depression. Jobs were scarce, money was even scarcer. Men were expected to do most of the work outside the home. Their jobs were doctors, college professor, lawyers, presidents, solders,†¦show more content†¦This pulled the USA into WWII. Men were signing up to join the military and fight in this war. This left the home front quite changed as now there were many homes without their men. It left many factories who now had now converted their production lines into military usage with many vacancies. There was also major holes left in the sports and entertainment fields from the men’s absence. Things began to change. Factories were brushing off the dust from the Great Depression era and increasing producting due to the need for weapons, vehicles, ammunitions, airplanes, radios and all other sorts of military needs. As their workload seemed to increase their workforce seemed to decrease as the war progressed and more men left for service. The factories begrudgingly opened their doors to women. Women flooded the workforce to both aid in the war effort and to help monetarily at home. â€Å"Westinghouse power commissioned J. Howard Miler to create a poster to boost morale amongst its employees† that is when the current most known image of a woman with a red bandanna around her head flexing her muscle with the slogan â€Å"we can do it† became referred to a Rosie the riveter† (History). Rosie the Riveter was actually a dental hygienist named Mary Keefe that modeled for the famous slogan poster. She was a hit! From there the media searched for actual riveters named Rosie and featured them on various press venues and magazine covers. Rosie

Memorial Day Quotes by Ronald Reagan

Fortieth president of the United States, Ronald Reagan was a man of many vocations. Starting his career as a radio broadcaster and then as an actor, Reagan moved on to serve the nation as a soldier. He finally jumped into the political arena to become one of the stalwarts of American politics. Although he started his political career quite late in life, it took him no time to reach the Holy Grail of U.S. politics. In 1980 Ronald Reagan was inaugurated as the president of the United States of America. Reagan Was a Good Communicator It is a well-accepted fact that Ronald Reagan was considered to be a good communicator. His speeches inspired millions all over the world. He had the knack of reaching most Americans with his stirring words. His critics dismissed his achievements, claiming that he smooth-talked his way into the White House. But he surprised his critics by serving two full terms as president. Soviet Unions Love-Hate Relationship With Reagan Ronald Reagan spoke regularly about the American values of freedom, liberty, and unity. He espoused these principles in his speeches. Reagan described his vision of a vibrant America, calling it a shining city on a hill. He later clarified his metaphor by saying, In my mind, it was a tall, proud city built on rocks stronger than oceans, wind-swept, God-blessed, and teeming with people of all kinds living in harmony and peace. Though Reagan was widely criticized for building up the arms race with the Soviet Union, many saw this as a necessary evil to mitigate the Cold War. Reagans gamble paid off when the Soviet Union, encouraged by Americas flexed muscles, chose to pull the nuclear arms race into reverse gear. Reagan expressed his revulsion for war by saying, It is not bombs and rockets but belief and resolve—it is humility before God that is ultimately the source of Americas strength as a nation. Military Climate During Reagans Tenure When Reagan became ​president, he had inherited a disheartened military, which had gone through the ravages of the Vietnam War. Many credit Reagan with bringing the Cold War to an end with his diplomacy and calculated military strategies. He oversaw the dawn of a new era in American politics. Reagan, along with his Russian compatriot, Mikhail Gorbachev, accelerated the peace movement by ending the Cold War. Reagans Famous Words on Memorial Day On many a Memorial Day, Ronald Reagan addressed America (or smaller audiences) with passionate words. Reagan spoke of patriotism, heroism, and freedom in moving words. His impassioned speeches spoke of Americans winning their freedom with the sacrifices and the blood of the martyrs who died defending the nation. Reagan heaped praise on the families of martyrs and veterans. Read some Memorial Day quotes by Ronald Reagan below. If you share his spirit, spread the message of peace on Memorial Day.   May 26, 1983:  I dont have to tell you how fragile this precious gift of freedom is. Every time we hear, watch, or read the news, we are reminded that liberty is a rare commodity in this world. Arlington National Cemetery, May 31, 1982:  The United States and the freedom for which it stands, the freedom for which they died, must endure and prosper. Their lives remind us that freedom is not bought cheaply. It has a cost; it imposes a burden. And just as they whom we commemorate were willing to sacrifice, so too must we—in a less final, less heroic way—be willing to give of ourselves. May 25, 1981:  Today, the United States stands as a beacon of liberty and democratic strength before the community of nations. We are resolved to stand firm against those who would destroy the freedoms we cherish. We are determined to achieve an enduring peace—a peace with liberty and with honor. This determination, this resolve, is the highest tribute we can pay to the many who have fallen in the service of our Nation. Arlington National Cemetery, May 31, 1982: Our goal is peace. We can gain that peace by strengthening our alliances, by speaking candidly about the dangers before us, by assuring potential adversaries of our seriousness, by actively pursuing every chance of honest and fruitful negotiation. May 26, 1983:  We owe this freedom of choice and action to those men and women in uniform who have served this nation and its interests in time of need. In particular, we are forever indebted to those who have given their lives that we might be free. Arlington National Cemetery, May 31, 1982:  I cant claim to know the words of all the national anthems in the world, but I dont know of any other that ends with a question and a challenge as ours does: Does that flag still wave oer the land of the free and the home of the brave? That is what we must all ask. October 27, 1964:  You and I have a rendezvous with destiny. We will preserve for our children this, the last best hope of man on earth, or we will sentence them to take the first step into a thousand years of darkness. If we fail, at least let our children and our childrens children say of us we justified our brief moment here. We did all that could be done. Phoenix Chamber of Commerce, March 30, 1961:  Freedom is never more than one generation away from extinction. We did not pass it to our children in the bloodstream. It must be fought for, protected, and handed on for them to do the same, or one day we will spend our sunset years telling our children and our childrens children what it was once like in the United States where men were free.

My Self Free Essays

I believe that multifarious factors make a person an individual who is unique and distinct from others. Most of these factors work their magic early on in a man’s life, consisting of experiences in childhood and adolescence, which shape a person’s philosophy and values in life. I was fortunate to have a childhood that gave me a sense of respect towards my parents and other family members, especially my elders. We will write a custom essay sample on My Self or any similar topic only for you Order Now My childhood and adolescence taught me to treat my family as a sacred thing and give it the importance it deserves. Moreover, I know that our socioeconomic status gave me the proper perspective and drive to aim high in my studies and avoid taking risks. My close relationship with my family also allowed me to become open to forming close and trusting friendships. Thus, my childhood can be generally described as non-traumatic, save for a single car accident that left me a few injuries. Nevertheless, such an experience did not prevent me from studying hard in class, which made adults see me as a smart child who has more than what meets the eyes. My open relationship with my friends and family shaped my disposition as an active and open-minded person, who is always willing to help. I am also generally jovial, ad this helps me get along with others easily. I continue to live by my academic skills I acquired since childhood, and I pride myself in being a fast learner and a good researcher. My view of manhood and sexuality is consistent with my personal philosophy, which is bound by honesty, dignity and resoluteness. Given this personal backdrop, I expect my future life to be bright and full of promises. I will work hard to achieve a happy family life and a successful professional career. Therefore, I will keep on pursuing further studies, careful not to let any kind of obstacle get in my way. I know that my friends and family would be with me every step of the way while I tread the road to personal growth and fulfillment. How to cite My Self, Essay examples

Kath & Mouse Part 2 Essays - Awake, Music Industry,

Kath & Mouse Part 2 Kath is being even worse to me now that I won the talent contest but at least she isn't getting that much support. After the contest people started to talk to me and all of a sudden I had friends. Kevin is now being even nicer to me and is getting real close so were coming best of buddies. I heard a rumor in our school that Kevin want to be more then friends and is going to ask me out after I sing at Christine's. I felt like nothing would be able to ruin my mood but Kath found a way. Just the day before the dance Kath came up to me and yelled, "I hope you have a good time at Christine's. Oh by the way?Mouse? my brother isn't going because he wants to stay away from you and he knows your going to be there." "Uh huh, well it just so happens that isn't true and we talked just yesterday about the party and what were going to do," I replied grinning. Kath then stormed off with her nose in the air at the sound of these words. After that little incident I avoided Kath the rest of the day and right before I left the school Kevin came up to me. "I'll get my dad to drive us to the party if you don't have a ride," he told me. "Sure pick me up at 7:00, you remember my address right?" I asked. "Yep," he replied. When I got home I started to get ready. I took a warm shower and tried to choose myself a matching selection of clothes. At the end I decided on a tight baby blue tank top and a white mini-skirt. I also started to do my hair. A french twist with a bit of spizazz to it. After that, all I had left to do was my make-up. My mom told me which make-up I should use and how to put it on because I haven't used it before. I put on eyeliner, some rouge, and mascara to help me look even more beautiful. I was totally ready at around 6:30 but I still fiddled with my hair and my skirt a lot until it was 7:00. At 7:05 Kevin came in his dads blue Ford pick-up truck to pick me up. "Goodbye! Pick me up at 1:00," I yelled to my parents. "Let's go!" called Kevin. I jumped into the truck and we made our way to the party. When we got there Kevin's dad told us to have a good time and he drove off. I knocked on the door and Christine answered. She welcomed us by saying, "Hey, come on in." "Thanks," replied Kevin. When we walked in a loud rush of music hit us and I was almost knocked backwards. I was very tense at the party but after a while I got really relaxed and started to talk to people. Before I knew it the party was about to end and Christine just asked me to sing. I chose a beautiful song called "Time of Your Life". After I sang the last note everyone applauded and Kevin came up to me. "Great job Helen. Um, I was wondering if you would go out with me?" he asked embaresly. "Oh Kevin of course I will," I said happily. After that I was in heaven and on top of the world. When my mom picked me up I said, "Goodbye Kevin, see ya tomorrow." The next day it seems that the whole school knew I was going out with Kevin. The only person who didn't look happy about it was Kath. She looked disappointed and furious. I knew she was going to find away to break Kevin and me up. A few days passed and I got a note from Kevin. It read, "You know I've been thinking. Maybe we shouldn't see each other. Actually how about you don't even talk to me." I was very token back, emotionally hurt and just wanted to kill someone. Then a while later I cooled down?I started thinking. What if Kath sent me the note to break Kevin and me up? In fact every time I tried talking to

Strategic and Organisational Analysis of Li Ning Co. Ltd. The WritePass Journal

Strategic and Organisational Analysis of Li Ning Co. Ltd. Introduction Strategic and Organisational Analysis of Li Ning Co. Ltd. Introduction1. Examine the problems associated with Li Ning trying to become a global brand. From a marketing perspective, what do you think Li Ning should do to address those challenges?1.1 The competition with local and international rivals in domestic market1.2 Country of origin (COO) effects and the brand image1.3 The product portfolio and RD 1.4 Price decision1.5 International marketing1.6 Distribution agreements1.7 Culture dimensions   2. Considering the current stage of the internationalization of the company, for a market of your choice, develop a foreign market entry strategy.2.1 The choice criteria for the market chosen2.2 The analysis of market entry strategy 2.3   Key marketing mix activities for initial entry to the US marketReferencesRelated Introduction Li Ning Co. Ltd., one of China’s leading sports-apparel makers was founded from a family business by the well-known Olympic gymnastics gold medallist, Li Ning (Meuer and DiVito, 2010). With the reputation of its founder, the extension of its product range, some influential sponsorships and the success of penetrating second- and third- tier cities in the Chinese market, Li Ning has gained the popularity and high brand awareness in China, also a high market share. However, when the international companies began to value and target at the growing Chinese sportswear market, Li Ning gradually faced an intensified competition from international firm like Nike and Adidas in Chinese market, as well as from few local rivals in terms of the price, such as Anta and Peak. Li Ning firm has made some internationalization efforts in recent years like export activities, building its RD centres abroad and other attempts, but it remains overwhelmingly China focused and all the actions aim to es tablish a global brand in Chinese consumers’ eyes. Besides, those internationalization attempts did not bring any considerable revenue. The purpose of this paper is to summarize the challenges which Li Ning may face in the process of establishing its global brands and put forward the feasible international brand strategy and the foreign market entry strategy by referring to some theories of international marketing. The paper proceeds first by discussing some problems associated with Li Ning trying to be a global brand respectively and rational recommendations will be raised during the discussion. Second, the suggestion about the market choice and a foreign market entry strategy will be illustrated in terms of three aspects: the choice criteria for the entry market, the selection of entry mode and some key marketing communication strategies. 1. Examine the problems associated with Li Ning trying to become a global brand. From a marketing perspective, what do you think Li Ning should do to address those challenges? Facing the fierce competition from international and local rivals, the company reaches an agreement to build its international strategy and its global brand apart from protecting the domestic market. However, Li Ning has to take some potential problems into account in the process of internationalization and seven related considerations will be illustrated in this part. 1.1 The competition with local and international rivals in domestic market It can be seen that some well-known international brand such as Nike and Adidas possess relatively high market revenue in Chinese sportswear industry, as well as Li Ning and Anta, two top domestic brands (appendix 1). As far as Li Ning concerned, how to block international brands and also successfully retain the local market is one of the key points to become a global brand. Looking at the entire Chinese market, Li Ning positions itself as a competitive rival in providing price-quality bargains product and penetrates different levels of Chinese markets through its extensive network of distributors, sub-distributors and retail stores, especially in second- and third-tier cities where about 76% of Li Ning’s stores are located (Meuer and DiVito, 2010). However, temporarily leading position may be weakened when global brands gradually shift their focus to less developed regions in China where incomes are rising and consumers’ brand loyalties and shopping preferences have no t been established (Burkitt, 2010). With regard to global sportswear marketers, Nike and Adidas have both aimed at China as their second largest market in the world and put a lot of efforts in first-tier cities of China, like Beijing, Shanghai and Guangzhou. They set up their own retail channels like flagship stores or brand centres respectively in Beijing to create strong brand and retail experience (Meuer and DiVito, 2010). With higher brand positioning and name recognition, international brands are more effective in capturing market share in major cities where Li Ning has not paid more attentions. In order to become a global brand, Li Ning realizes that more emphasis should be put on the market of top- tier cities, but the reality is that Li Ning may have to use lower prices to distinguish its brand in this stiff competition with international firms (Burkitt, 2010). Thus, Li Ning needs to rethink its brand positioning both in local and international markets rather than only rely on price-quality bargains and utilize marketing communications to boost its brand awareness which will be discussed in the later paragraph. 1.2 Country of origin (COO) effects and the brand image In the eyes of most Chinese consumers, Li Ning’s brand identity is always associated with its founder, a national sport hero, so it is easier for Chinese consumers to understand and recognize Li Ning’s logo design, ‘flying red flag and initials of its founder’. Taking consumer ethnocentrism into consideration, domestic consumers may have more favourable attitudes to this brand because of the company’s history and culture. ‘Consumer ethnocentrism’ which was introduced by Shimp and Sharma (1987), refers to the consumer prefers domestic goods due to strong nationalistic beliefs and feelings. As the chief executive of Li Ning Co. said, ‘we want people to look at our brand and feel proud that they are part of something- proud of China’s growth’ (Burkitt, 2010). In addition, with the potential growth and importance of younger segments, Li ning has moved its sight towards them However, using consumer ethnocentrism to affect the purchase decision of young urban Chinese may not work, because Javalgi and White (2002, p. 568) summarized that ‘younger, better-educated and high-income consumers seem to be less ethnocentrism to foreign goods and services’, as well as people who are more open to foreign cultures. Besides, country of origin (COO) also has a negative impact on product and brand evaluation among young Chinese consumers. Many Chinese young consumers, especially teenagers, are keen on the American culture and other western cultures, such as freedom, risky spirit and personality, so they are more likely to choose a global brand which originated from western countries. While in the eyes of international consumers, it is hard for them to make any resonance with Li Ning without related cultural background, and they may perceive its logo as being similar or a copy of Nike swoosh. Similarly, think of the effect of COO, international consumers will use COO cues when they meet the unfamiliar brand and the bias against products generally from developing countries, so some country-image stereotypes, such as low price or low quality may hurt Li Ning’s brand image. Thus, in order to weaken the negative COO perception, Li Ning should alter the consumer attitude towards the product and brand through marketing communication and give its brand a unique identity. Thinking of Nike and Adidas, they both have their unique global identities which are created and preserved by variety communications such as advertising, celebrity endorsement and marketing campaigns. Therefore, there is still a big gap between Li Ning and global brands in terms of brand awareness and brand image. In order to attract the younger generation worldwide, Li Ning need to find out and build its unique brand image through redesign a more differentiated brand logo and slogan, strengthen the product range and design, and also create more targeted marketing campaigns. 1.3 The product portfolio and RD Sportswear can be divided into the following categories: professional sportswear, casual sportswear and fashion sportswear (Euromonitor International, 2007) and there are some overlaps among these groups. Based on the statistic from Euromonitor International (appendix2), it is shown that fashion sportswear, which is the hybrid of casual sportswear and fashion wear, is growing more rapidly than other sportswear segments in China market, so the company which can rapidly discover this potential demand and launch the new products will differentiate itself from rivals. Nike and Adidas have experienced substantial growth after they introduced fashion sportswear series, and yet, in this segment Li Ning has left behind other global brands’ steps. Besides, the global sneaker company has also developed new technologies which would be introduced into high end product to differentiate its brand because international consumers believe that global brands usually develop new products and tec hnologies faster than rivals (Holt et al., 2004), such as the Nike Air max 360 (features a foamless mid-sole technology), the Adidas 1 (includes a microprocessor technology)(scribd.com/doc/39006282/Athletic-Footwear-Industry-Analysis accessed 22 April 2011). In short, there is still a long way to go for Li Ning to catch up with those global brands in new product development and the range of product line, especially in new technologies and high end products. Now Li Ning, which established two RD centres abroad, has recognized product research and development as one of important steps to its internationalization strategy. Making full use of that can help Li Ning develop high-end products which can stimulate its starting point for brand positioning, better satisfy customers’ needs for fashion or performance and also upgrade the brand image. It is also recommended that Li Ning could also try to get access to some professional and well-known designers who have rich experience of customers’ preferences and global fashion trends to design its product. 1.4 Price decision On the basis of pricing strategy prototypes (Solberg et al., 2006), Li Ning falls into the global price follower position. Its price decision can be summarized as follows: first, under the same quality but it is much cheaper than international competitors, meanwhile it provides higher quality, but more expensive than local rivals. Second, Li Ning has to lower down the price in domestic market when larger and more experienced global brands have put pressure on it. Third, Li Ning has limited preparedness for its international attempts and set the price slightly cheaper than Nike and Adidas on its direct access to the foreign market (Meuer and DiVito, 2010). Holt et al. (2004) mentioned that international people think it is rationale for global brand to charge premium price if offering more quality and guarantees than others, three opportunity for Li Ning to reduce the pressure from globally branded counterparts and set a better price to increase its profitability are to identify the ni che market or a new segment or to develop a new technology which is difficult for its rivals to imitate (Solberg et al., 2006). 1.5 International marketing As the increasing level of income and the improving quality of life, the purchase decision among Chinese people less depend on price and functionality, but more on brand image, product design and style (Euromonitor International, 2007). Similarly, the main competition for market share among global brand lies in non-price competitions and the brand loyalty is quite high in this industry, In retrospect to the success of two dominators brands in the sporting goods industry, Nike and Adidas, they have some things in common for their international marketing communication strategy: using extensive marketing campaigns, creative advertising and celebrity endorsements to establish a differentiated brand image (scribd.com/doc/39006282/Athletic-Footwear-Industry-Analysis accessed 22 April 2011). In addition, due to their leading roles in the global market, they have a financial advantage on marketing and advertising expenditures, also on access to endorsement. Even though Li Ning’s canno t compete with them for these marketing resources, it has also sponsored different international sport events and teams, as well as some world well-known sports stars (Meuer and DiVito, 2010). However, those efforts aimed to increase its brand awareness among Chinese consumers rather than international consumers. Facing those difficulties of establishing popularity with brand-conscious consumers, two feasible strategies may help Li Ning create more targeted advertising and marketing campaigns. First, with the growing fashion trend in sportswear, the celebrity in other areas, such as music or film could also produce the similar influence as sports celebrity on younger targets, so using music celebrity endorsement may rejuvenate the brand image and enlarge the potential buying groups which not only includes the sports fans. Second, Li Ning can sponsor some competition like basketball, soccer or running at region level to fit targets’ particular needs. After all, the quality and suitability to the wearer are more convincing than other factors. 1.6 Distribution agreements The management of existing domestic channel distributors and the access to distribution opportunities in global markets constitute another barrier for Li Ning’s internationalization attempts. In terms of the domestic market, Li Ning has took the leading role of establishing a national franchised distribution system in 1993 (http://brand.icxo.com/htmlnews/2008/08/13/1304126_0.htm accessed 26 April 2011) and this entry mode helps its open average 840 stores per year mainly focus on second- and third- tier cities from 2004 to 2008 (Meuer and DiVito, 2010). Second, Li Ning also has its wholly ownership retail stores- 11 flagship stores located in major first- tier cities, but they are only accounts for 7.8% of Li Ning’ total revenues, others generated from sales to franchised distributors ibid. Third, with the rise of e-commerce, Li Ning cooperated with two big online trade platforms, ‘taobao and tanyou’ to launch the online sportswear store in 2008 (http://bra nd.icxo.com/htmlnews/2008/08/13/1304126_0.htm accessed 26 April 2011). This marketing alliance gathers each advantage, and also let Li Ning gain the knowledge about e-channel which has laid a good foundation for setting up its official online store in 2010 and optimizing the new official website ibid. However, the network channel seems be lack of the interaction between customers and products, so the online shop could be better used to disseminate and strengthen its brand image rather than generate revenue. With regard to the global market, the big brand company prefer to select the local distributors with experienced management teams, nationwide distribution abilities and sufficient resources to help them expand its global market rapidly (Frost Sullivan, 2008). Besides, the prominence of a brand among global customers also has an important impact on retailers, so retail stores would be more likely to leave shelf space for the brand which has established a history of good sales (tttp://www.scribd.com/doc/39006282/Athletic-Footwear-Industry-Analysis accessed 22 April 2011). Therefore, the small scale of Li Ning means it has no position to compete with Nike and Adidas in local distributors when entering a new market. Li Ning has to work harder on overcoming the relationships with foreign retailers who may narrow its entry to the foreign market and having its goods seen comparing to its international rivals. Apart from that, franchising and running its own name stores could be considered, both of them can boost company brand presence and are high control of assets, but meanwhile the former one involves complex operation procedure and long time to select and the later relates a high risk and high investment. 1.7 Culture dimensions Hofstede (1994) defined that the category of people which shares the different cultures can be a nation, region , gender culture or age group. Foremost, it is important for Li Ning to assess the cultural differences among regions of China, first-tier cities versus other less developed regions. Consumes in different regions of China have their own distinct characteristics and shopping preferences. Second, ‘power distance’, one of Hofstede’s (1994) national culture differences dimensions, refers to the level of inequality between followers and leaders, should be considered among Chinese young urban consumers who are more fashion demands on sportswear and more brand-consciousness (Frost Sullivan, 2008). In order to display their identity and personal value among their reference groups, they are more likely to spend on global brand. Even one may feel ‘lose face’ if he or she wears with a local brand compared to others who wear the global brand. Thus, if Li Ning not redefines its brand image or just simply pretending to be western, it is unable to compete with those high-ended international brands among Chinese young urban consumers in first-tier cities of China. Additionally, organisation culture management is another factor should not be neglected on Li Ning’s way to be a global brand. The brand culture is derived from the company culture, so the primary task for a strong global brand is to build its unique company culture and transfer the company into a modern management enterprise. Originally, Li Ning grew from a family business which later becomes a big obstacle to the development of the brand. The incoherence between enterprise management mode and its business development urge Li Ning reform the enterprise personnel and recruit professional talents in production, research, marketing and other areas (http://pp.hw01.com/a/1003/10/1210467_2.htm accessed 24 April 2011). Soon afterwards the specialization and standardization of the management help the company experience a rapid growth in business.   2. Considering the current stage of the internationalization of the company, for a market of your choice, develop a foreign market entry strategy. Li Ning makes many efforts step by step and has gained a little experience in exploring the foreign market and during the period of 2008 Beijing Olympic Game, Li Ning has become a brand widely recognized in the west due to the fact that its founder lighted the Olympic flame wearing Li Ning’s shoes magically (English website). Besides, at the end of June, 2011, Li Ning launched its new logo and English slogan to refresh its global brand image. All those efforts make clear that Li Ning has fully prepared to expand to the foreign market and it is worth learning that all possible entry strategies must share one element which the essential for the success of internationalization, that is, commitment (Yip et al., 2000). Specifically, many aspects of the firm should be committed to the entry market: organization structure, human recourses, marketing mix strategies and market research ibid. The rest of this essay will respectively focus on the choice of which country to enter and the related entry mode and key marketing mix activities. 2.1 The choice criteria for the market chosen Based on Whitelock’s (2002) summary of international market entry method, a comprehensive market entry decision cannot disassociate different approaches from one to another, so the choice criteria for the US market relies on the combination of experience-related, resource-related and competition-related considerations (Madhok, 1996). Experience-related considerations drawn from the Uppsala model will be assessed firstly. This model put an emphasis on a firm’s previous experience and the capabilities acquired from that (Madhok, 1996), also considers the concept of ‘psychic distance’ which refers to firms are suggested to entering the market which is psychically close and they have certain knowledge basis to reduce the uncertainties and risks in the process of internationalization (Whitelock, 2002). According to Hofstede’s (1994) summary of five dimensions of national culture differences, China and the Unite State have a big difference in cultural background, and the extended psychic distance seems more problematic for Li Ning in terms of understanding the American culture and being lack of local customers’ preferences and behaviours. However, if Li Ning enters into some cultural similar market, like some Asian countries, lower brand awareness and risks still exist. Besides, the ne gative effect of a Chinese brand also set a barrier to enter in those psychically close markets. Instead, if Li Ning could have a good performance in the US market, then its status of an international brand will not be questioned; at the same time, some previous efforts made in the US market, such as indirect export activities, the establishment of RD centre and a small retail store, can also bring a lot of feedback and information about the US sportswear industry and the local customers. Second, resources-related considerations mainly focus on the characteristic of the environment and interactive networks in it. From the tables in appendix 3, it is shown that US is the largest globally sportswear market and holds in the top position in the total sportswear expenditure per capita in 2008 (approximately $232.8) which was far more than that in China (approximately $7.4). Moreover, the sportswear expenditure in 2008 represented 0.49% of the US GDP per capita (Chu, 2010). On the other hand, the US sportswear industry seemed to be affected by the global financial crisis and increased by only 0.5% in 2010, but this industry may experience a promising rise after the economic recovery (Frost Sullivan, 2010). As far as the relationship with potential consumers is concerned, the prosperity of a good interaction lies in effective marketing strategies including celebrity endorsement, creative advertising and technological expertise in product design ibid. Similarly, those style- conscious and image-conscious consumers respond will them with more brand-consciousness and stronger brand loyalty. In terms of competition-related considerations, two elements should be addressed: the intensity of competition in the entry market and Li Ning’s strategic brand positioning. Undeniably, the sportswear industry of US market is a relatively mature industry which is dominated by a few large firms, such as Nike and Adidas who have already gained their strong brand image; Nike’s products are considered to be high quality and stylish, while superior performance and professional are associated with Adidas (copy). Additionally, there are some relatively high entries barriers set by them, such as higher brand awareness, unique brand image, and established agreements with big named athletes, celebrities and retailers. They even launch the product for every sector of the market in terms of price and intended purpose (for performance, lifestyle or fashion) ibid. However, some smaller firms which specialize in particular purpose of shoes can also successfully capture particular segm ent in the US market, such as K-Swiss in tennis, Vans in skate and lifestyle shoe ibid. In summary, there are three reasons to support Li Ning enter into the US market: First, previous efforts made and the network built in that market. Second, the big US sportswear market size and the potential market opportunity seem very attractive for Li Ning’s foreign expansion. Third, the success cases of sportswear firms who target at the niche market or design for a particular activity in such a competitive environment also contribute to Li Ning’s entry strategy. 2.2 The analysis of market entry strategy After deciding which market to enter, the firm should concentrate on how to go there, that is the selection of entry mode. Yip et al. (2000, p.15) stated that various entry modes-export strategies, licensing, franchising, joint ventures and others â€Å"differ in the degree of control the firm exerts on foreign operations.† Several recommendations on that will be given then. First, Li Ning has adopted a few entry modes to test the US market previously, including indirectly exporting its products to the American market at the beginning of the 1990s, building a small RD centres in Portland in 2008 and more recently establishing its first US retail stores in Portland (case) and the purpose of doing that is to acquire some local resources and experience to better understanding the US market. Because of the fierce competition in the US sportswear industry, great control on channels, high brand presence and local expertise should be Li Ning’s priority to select the entry mode, so the suitable entry strategy could be the combination of direct export through both company owned overseas facilities and some local well-known retailers, such as Footlocker, Finish Line, and franchising. Meanwhile, those entry modes involve relatively moderate control and investment in marketing channel activities by the parent firm (Goodnow and Hansz, 1972), as well as certain risks. Besides, the United States market which shows a greater equality among society level and has a more stable cultural environment could be an advantage to pursue an entry strategy involving greater control and investment in marketing channel activity. Second, the image and positioning of distributors or partners is a very important criterion. Based on Arnold’s (2000) seven rules of international distribution, it is not necessary to look for the best distributor who has already served major customers with similar product line. The choice of partners should regard the distributor with an image or strategy which is in line with the brand image Li Ning wants to maintain. For example, if Li Ning decides to position itself as mid- to high-end sportswear marketer in the US market, it should not choose any discounted retailer or other partners who may lower Li Ning’s brand image and may cooperate with some retailers who specialize in stocking goods with high price point and the newest trends. Third, the e-commerce of the United State is well developed, but online stores are only used by few shoes retailers and sportswear makers, so it is too early to evaluate its effects. However, making full use of the e-commerce can make up Li Ning’s limited access to local distributors and sports celebrities, and this business model is cost-saving and low risky. However, choosing the right entry mode is only the necessary condition due to the possibility of country-specific problems and contingency. In order to enhance the possibility of successfully entering a new market, some cultural dimensions between China and Unite State cannot be neglected. First, according to Hofstede’s (1994) summary of dimensions of national culture differences, China (20) and Unite State (91) lie in the two extreme sides of the individualism dimension which indicate China is a society with collectivist culture and strong relationships among members, families and groups, while the population of the United State are more individualistic and self-reliant attitudes and relatively loose bonds with others ibid. This difference may result in consumers’ various responds to promotion strategies. Word of mouth and reference groups seem more effective among Chinese consumers. Second, similarly, the comparison in power distance dimension also displays a big gap. There is a high level of inequality of power and wealth within the Chinese society that means consumers more prefer to choose the brand which is desired by many people or can represent their social status and high standard of living; however the United States shows a greater equality among society level and has a more stable cultural environment. Thus, an in-depth research about the real reason for US consumers’ brand loyalty needs to be conducted, whether the unique brand image, celebrity effects or the product design. 2.3   Key marketing mix activities for initial entry to the US market The related products and marketing mix activities should meet the common needs of local customers, so before achieving the US market, the firm should identify the US sportswear market segment and decide its product and brand positioning. Li Ning does not have clear targeted segmentation in China and the brand positioning is also very vague, but compared with other rivals in domestic market, Li Ning’ brand tends to focus on mass to mid-end markets both in sports footwear and apparel and the price also set in the middle level (Chu, 2010). Next, some specific suggestions will be given in the following aspects: product portfolio, brand positioning, price decision and the marketing communication strategy. First, sports products can be designed for various sports areas. Li Ning positions itself as the global brand for running and badminton because of the fact that Adidas covered football area and Nike firmly held the basketball area worldwide (case). Linked to the condition in the US market, running footwear has been experiencing the biggest growth and its sales accounts for 25% of total athletic shoe sales (copy). Thus, the running product is suggested to be the focused product category for Li Ning. Then according to the consumer-specific usage with the running product, consumers can be divided into three segments: performance-orientated, causal-orientated and fashion-orientated customers; and this division can also be used in the domestic market. Another point cannot be ignored is the unity of product size system with the target region must be implemented because normally foreign people have larger-size feet. Li Ning has experienced the consequence of this defect by closing its Maast richt store in Netherlands (Meuer and DiVito, 2010). Actually, Li Ning has learned from the former lesson and remodelled the size of its product with the same method which Nike and Adidas have used. Regarding the brand positioning, Li Ning needs a strategic brand positioning to break out the US market. Li Ning has currently developed a big multi-brand family in domestic market including the well-known Li Ning brand, the French top outdoor brand- AIGLE, the international leading brand in badminton and pingpang- Hongshuangxi and a hypermarket brand advocated fast fashion- ZDO. In order to avoid foreign consumers linking the low price to the brand and lower the brand image, it is better to only establish and launch the high-end brand in the US market at first. Thinking of the price decision of the US market, Nike, such a big global brand, also launches low price product to reach all areas of the market (copy), so it is risky to compete with them in the US market by adopting a low price strategy. To be a global price follower is more appropriate for Li Ning to first enter the US market, so Li Ning need to obtain some formal marketing research about market intensity information and the average retail price of the US market from local agencies and rivals’ company reports, then picks up the leading competitor based on the product positioning and set the price which closely follows its rival’s price of similar product. Furthermore, the price decision should always be in line with the brand positioning. As Nagle and Holden (1995) claimed, price can be used as a competitive tool only when the company seeks more advantages by offering a less expensive product but with same values than its competitors. Thus, overall middle to high pri ce brackets should be applied in the US market due to the high brand positioning of Li Ning’s product. Finally, referring to the marketing communication strategy, creative advertising, celebrity endorsement and sponsoring events all play an important role in helping the company build a good brand image and gain the popularity in the US market. On one hand, the design of local advertising is very important. Li Ning can cooperate with some local professional agencies specialize in branding and advertising which may maximize their local resources, knowledge and experience to better deliver the brand message. On the other hand, although the excellent performance on 2008 Beijing Olympic Games has vigorously promoting Li Ning’s brand to the whole world, owing to those global brand’s unbeatable economies of scale and scope as well as financial advantages in their home market, Li Ning has to make use of some specific local collaboration or sponsorship to promote its products, such as the athletics competition at regional or national level, the NBA basketball competition, some lo cal running community. References Arnold, D. (2000), â€Å"Seven Rules of International Distribution†, Harvard Business Review, Vol. (Nov-Dec), pp. 131 – 137. Burkitt, L., â€Å"Li Ning takes on Nike, Adidas†, The Wall Street Journal, Index 18, September 29, 2010. Hofstede, G. (1994), â€Å"The Business of International Business is Culture†, International Business Review, Vol. 3(1), pp. 1-14. Holt, D.B., Quelch, J.A. and Taylor, E.L. (2004) â€Å"How Global Brands Compete†, Harvard Business Review, September, pp. 68 – 75. Javalgi, R.G. and White, D.S. (2002), â€Å"Strategic Challenges for the Marketing of Services Internationally†, International Marketing Review, Vol. 19, pp. 563-582. Meuer, J. and DiVito, L. (2010), â€Å"A Grand Entrance? Li Ning’s Emergence as a Global, Chinese Brand†. RSM Case Development Centre, www.ecch.com Solberg, C.A. (2008), â€Å"Product Complexity and Cultural Distance Effects on Managing International Distributor Relationships: A Contingency Approach†, Journal of International Marketing, Vol. 16. (3) Whitelock, Y. (2002), â€Å"Theories of Internationalization and Their Impact on Market Entry†, International Marketing Review, Vol. 19(4), pp. 342-347. Yip, G.S., Biscarri, J.G. and Monti. J.A. (2000), â€Å"The role of the Internationalisation Process in the Performance of Newly Internationalising Firms†, Journal of International Marketing, Vol. 8(3), pp. 10-35. Online Sources Chinese No.1 Sportswear Brand- Li Ning’s World [online]. 10 March 2010. Available from http://pp.hw01.com/a/1003/10/1210467_2.htm [accessed on 24 April 2011] Economics of Management and Strategy, Tufts University, Medford, Massachusetts, Athletic Footwear- Industry Analysis [online]. 01 May 2006, Available from scribd.com/doc/39006282/Athletic-Footwear-Industry-Analysis [accessed on 22 April 2011] Euromonitor International. Industry Overview [online]. 2007. Available from guococap.com/marketSensor/IPO_Prospectuses/01368/E113.pdf [accessed on 20 April 2011] Frost Sullivan. Industry Overview [online].   26 May 2008. Available from hkexnews.hk/listedco/listconews/sehk/20080526/03813_342257/E112.pdf [accessed on 20 April 2011] Frost Sullivan. Industry Overview [online]. 01 Feb 2010. Available from http://pg.jrj.com.cn/acc/HK_DISC/stock_NT/2010/02/01/00953_000934073_9.pdf [accessed on 20 April 2011] The History and Development of Li Ning’s Brand [online]. 13 August 2008. Available from http://brand.icxo.com/htmlnews/2008/08/13/1304126_0.htm [accessed on 26 April 2011] Li Ning New Logo, New Slogan, New Image [online]. 01 July 2010. Available yoger.com.cn/info.asp?infoID=6486 [Accessed on 28 April 2011]

French Angelfish Facts

French Angelfish Facts French angelfish are part of class Osteichthyes and live in coral reefs in the Western Atlantic, from the Bahamas to Brazil and the Gulf of Mexico. Their scientific name, Pomacanthus paru, comes from the Greek words for cover (poma) and spine (akantha) due to their protruding spines. French angelfish are very curious, territorial, and often travel in pairs. Fast Facts Scientific Name: Pomacanthus paruCommon Names: French angelfish, french angel, angelfishOrder: PerciformesBasic Animal Group: FishDistinguishing Characteristics: Black scales with yellow rims in adults and black scales with yellow vertical bands in juvenilesSize: 10 to 16 inchesWeight: UnknownLife Span: Up to 10 yearsDiet: Sponges, algae, soft corals, ectoparasitesHabitat: Coral reefs in tropical coastal watersPopulation: StableConservation Status: Least ConcernFun Fact: Young French angelfish form symbiotic relationships with bigger fish. They remove parasites from other fish species and receive protection in return. Description French angelfish have thin bodies with protruding lower jaws, small mouths, and comb-like teeth. They have black scales with a bright yellow rim, and their eyes have yellow at the outer portion of the iris. Juveniles have a dark brown or black body with vertical yellow bands. As they mature, the scales begin to develop yellow rims, while the rest of the body remains black. French Angelfish, Pomacanthus paru, in Chichiriviche de la Costa, Venezuela, Caribbean Sea. Humberto Ramirez / Getty Images These fish commonly swim at depths of 15 feet, traveling in pairs in coral reefs near sponges. They are strongly territorial and will fight with neighboring pairs over areas. Due to their small bodies, French angelfish are able to swim into narrow cracks between corals to hunt and hide from predators. They swim by rowing their pectoral fins, and their long tail fins allow them to turn quickly. Habitat and Distribution French angelfish occur in coral reefs, rocky bottoms, grassy flats, and other places that provide coverage in tropical coastal waters. They have been found in the Atlantic Ocean off the coasts of Florida down to Brazil. They also appear in the Gulf of Mexico, the Caribbean Sea, and occasionally off the coast of New York. French angelfish can survive a wide variety of environments due to their salinity tolerance. Diet and Behavior Juvenile French Angelfish cleaning the tail of a Bar Jack underwater off the Yucatan peninsula. Alphotographic / Getty Images Adult angelfish’s diet mostly consists of sponges and algae. Many sponges have a V-shaped pattern due to French angelfish bites. They also eat cnidarians including zoantharians and gorgonians, as well as other aquatic invertebrate animals such as bryozoans and tunicates. Young angelfish eat algae, detritus, and ectoparasites cleaned off other fish. In reef ecosystems, young French angelfish set up â€Å"cleaning stations† for a variety of fish clients as a way for them to control parasites. They do so by touching the body of fish clients with their pelvic fins to remove parasites. This specialized function rivals other cleaners like gobies and shrimp. Client fish include jacks, morays, surgeonfish, and snappers, among many others. Adults form pairs, staying with their mate for life. These pairs search the corals for food during the day and hide from predators at night in cracks in the reefs. Despite being very territorial, adult French angelfish have been known to be very curious towards divers. Reproduction and Offspring French angelfish reach sexual maturity when they are around 3 years of age and about 10 inches long. Spawning occurs from April to September. They are nest non-guarders and reproduce in pairs via external fertilization. Unlike other fish that spawn in the open, French angelfish mate exclusively with their partner. The male and female will travel to the surface where they release both eggs and sperm into the water. The eggs are only 0.04 inches in diameter and hatch 15 to 20 hours after fertilization. These eggs develop in plankton beds until they can travel down to the coral reef. A hawksbill sea turtle feeds on a sponge while two french angelfish look on. Shot at the dive site Tormentos in Cozumel, Mexico. Brent Durand / Getty Images Conservation Status French angelfish are designated as Least Concern as assessed by the International Union for Conservation of Nature (IUCN). The organization found the population of French angelfish to be stable because the current collection for aquarium trade does not impact the global population. French Angelfish and Humans French angelfish are economically important because juveniles are collected using nets to sell to aquariums and are reared in captivity. Due to their high tolerance to environmental changes, disease resistance, and their curious personalities, French angelfish make ideal aquarium fish. Additionally, they are fished for food locally in some countries like Singapore and Thailand, although there have been reports of ciguatera poisoning. This type of poisoning is caused by eating fish that contain ciguatera toxins. Sources French Angelfish. Oceana, https://oceana.org/marine-life/ocean-fishes/french-angelfish.French Angelfish Facts And Information. Seaworld, https://seaworld.org/animals/facts/bony-fish/french-angelfish/.French Angelfishes. Marinebio, https://marinebio.org/species/french-angelfishes/pomacanthus-paru/.Kilarski, Stacey. Pomacanthus Paru (French Angelfish). Animal Diversity Web, 2014, https://animaldiversity.org/accounts/Pomacanthus_paru/.Pomacanthus Paru. Florida Museum, 2017, https://www.floridamuseum.ufl.edu/discover-fish/species-profiles/pomacanthus-paru/.Pyle, R., Myers, R., Rocha, L.A. Craig, M.T. 2010. â€Å"Pomacanthus paru.† The IUCN Red List of Threatened Species, 2010, https://www.iucnredlist.org/species/165898/6160204.