Poetry and Figuartive Essay

Since this week’s evaluations I have chosen the accompanying three sonnets; â€Å"My grandmother’s love letters† by Hart Crane, â€Å"The street not taken† Robert Frost, just as â€Å"Richard Cory† by Edward Arlington Robinson. My Grandmother’s Love Letters By Hart Crane (1899-1932) There are no stars today around evening time But those of memory. However how much space for memory there is In the free support of delicate downpour. There is even room enough For the letters of my mother’s mother, Elizabeth, That have been passed for such a long time Into the edge of the rooftop That they are earthy colored and delicate, And at risk to liquefy as day off. Over the enormity of such space Steps must be delicate. It is totally hung by an imperceptible white hair. It trembles as birch appendages webbing the air. I ask myself: â€Å"Are your fingers sufficiently long to play Old keys that are yet echoes: Is the quiet sufficiently able To convey back the music to its source And back to you again As however to her? † Yet I would lead my grandma by the hand Through quite a bit of what she would not comprehend; And so I falter. Furthermore, the downpour proceeds on the rooftop With such a sound of delicately feeling sorry for chuckling. (Thiel, 2005, pp. 295-296) The symbolism in this sonnet is extravagant and vainglorious. Toward the starting I see a lack of definition that is starting to be light up by tender memories, similar to a flame getting livelier and livelier. I can see downpour waning on the rooftop simultaneously. The granddaughter has discovered a few letters, perchance in a loft. The letters are old and earthy colored with oldness. What's more, with age paper creates inelastic and could fall independently absent a lot of help. As she starts to uncluttered the letters she infers to the cognizance that she should be extremely careful. She is inquisitive whether she should understand it. The thorough ofâ the downpour falling on the rooftop sounds to her like her grandmas beguilement. Lamentably I potentially will just discover two or three things that rhymed. What's more, I have confidence in they are of no noticeable quality. I think the line â€Å"is the quietness solid enough† is an overstatement; it is a frivolity put shows the conclusion that harmony can be strong only not in a physical technique. I worshiped this sonnet since perusing it caused me to mull over of my own grandma who was a saccharine and humane lady. The Road Not Taken By Robert Frost (1874 †1963) Two streets veered in a yellow wood, And sorry I was unable to travel both And be one explorer, long I stood And looked down one as far as Possible To where it twisted in the undergrowth; Then took the other, as similarly as reasonable, And having maybe the better case, Because it was lush and needed wear; In spite of the fact that with respect to that the going there Had worn them extremely about the equivalent, And both that morning similarly lay In leaves no progression had trodden dark. Gracious, I save the first for one more day! However realizing how way leads onto way, I questioned on the off chance that I should ever returned. I will be telling this with a moan Somewhere ages and ages thus: Two streets wandered in a wood, and I †I took the one less went by, And that has had a significant effect. (Thiel, 2005, pp. 297 †298) As I in progress perusing this sonnet, I envisioned a man overturned at a fork in the road. The landscape is a timberland, in the fall. The man positions for a broad time seeing down the two ways. He realized he couldn't the travel industry the two ways as a solitary individual, and he would need to show which on to take. He unambiguous to take the one less journeyed. When he progressing down the way he showed he realized he would not have returned to endeavor the other street. Basically he had made his decision and needed to stay with it. Be that as it may, by captivating the one less visited it made all the fluctuation. I contemplate this is a similitude on life, we can income the street that most extreme income. The casual street and head off to some place. By the by charming the harder street or the street less journeyed it will be further fulfilling. Line one, three, and four had quatrains; line one had arousing at the end and line three had raised toward the end where line four had could toward the end. This is an occasion of a virile rhyme. Lines six, eight, and nine had words on the finish of the sentence that rhymed; reasonable, wear, and there. Lines 11, 13, and 14 had words toward the end that rhymed; lay, day, and way. I contemplate the building of this sonnet is from a story perspective. Richard Cory Edwin Arlington Robinson (1869 †1935) Whenever Richard Cory went downtown, We individuals on the asphalt took a gander at him: He was a respectable man from sole to crown, Clean preferred, and supremely thin. Furthermore, he in every case discreetly exhibited, And he was consistently human when he talked; But still he rippled heartbeats when he stated, â€Å"good-morning† and he sparkled when he strolled. What's more, he was rich †indeed, more extravagant than a lord †And outstandingly educated in each elegance: In fine, we believed that he was everything To make us wish that we were in his place. So on we worked, and sat tight for the light, And abandoned the meat, and reviled the bread; And Richard Cory, one quiet summer night, Went home and put a projectile through his head. This sonnet conjures up depictions of an extravagant, up-to-date, appealing man. Drawing closer into town, and all the towns individuals, or masses simply frown at him. All the towns’ people hated him, and required to be him, owed to his illumination, refinement, and flourishing. He wore unrestrained clothing types I depictionâ a showy sequenced suite like Elvis wore. At that point one night he returned home and committed self destruction. I consider that this sonnet is an allegory that money, opulence, knickknacks, and great appearances can’t get you happiness. Each further finale word practically rhymes. What's more, I consider it is recorded in a verse. I found that this sonnet had a lively revelation for the peruser. Be placated where you are, the grass isn't consistently greener on the opposite side. References Thiel, D. (2005). Intersection. New York, NY: Longman. Plunkett, A. (n. d. ). My Grandmother’s Love Letters. Verse Foundation. Recovered July 1, 2014, from http://www. poetryfoundation. organization/sonnet/177645 Plunkett, A. (n. d. ). Richard Cory. Verse Foundation. Recovered July 1, 2014, from http://www. poetryfoundation. organization/sonnet/174248 . (n. d. ). . Recovered July 1, 2014, from http://www. juicerreview. organization/. (n. d. ). Artists. organization. Recovered July 1, 2014, from http://www. artists. organization/(n. d. ). Artists. organization. Recovered July 1, 2014, from http://www. writers. organization/poetsorg/sonnet/street not-taken http://www. impalapublications. com/blog/file. php? /documents/523-Richard-Cory,- b y-James-OFee. html. (n. d. ).

Sales Management&The Salesman Essay Example | Topics and Well Written Essays - 500 words

Deals Management&The Salesman - Essay Example They are clarified underneath. Any supervisor or an individual who is a basic piece of an organization will need most extreme utility of their item. At the point when the sales rep sold the most costly and top-of-the-go programming to a 2-man antique shop then the item was route past their needs since they required a basic bookkeeping programming and individuals have a propensity for speaking terrible about an item when it is of no utilization to them. Since verbal exchange is a very string publicizing strategy that chooses the achievement or disappointment of an organization. It can transform a star item into a pointless pooch whenever let free or not utilized viably. Since there is no returning this procedure in light of the fact that once the organization's picture goes down the channel the impacts are lethal. Another explanation can be the unreliability of the sales rep. A decent sales rep must thoroughly consider of the case and it is their obligation to enable the client to locate the best item. In the event that the sales rep can pull in the client with his abilities, at that point the subsequent stage is affecting the client enough to make brand unwaveringness. Further brand steadfastness can be gotten the money for at each progression of the selling procedure. Be that as it may, the sales rep for this situation, being a star sales rep for reasons unknown neglected to satisfy this necessity. Finally, such bumbles can ruin the brand picture of the organization.

BranchOut

BranchOut INTRODUCTIONMartin: Hi, today we are in San Francisco with BranchOut. Rick, who are you and what do you do?Rick: I am Rick Marini, Im the founder and CEO of BrachOut and Ive been an entrepreneur for the last 15 years out here in Silicon Valley. Ive started three companies. Tickle.com was the first one back in 1999, and we grew that to be the largest personality testing site online. We sold that to Monster in 04 for 100 million dollars, and then I started a second company, called Superfan which built Facebook apps and social games and we pivot that over to BranchOut, which a large professional network, leveraging Facebook with about 800 million professional profiles.Martin: Great.BUSINESS MODEL OF BRANCHOUTMartin: Lets talk briefly about the business model of BranchOut. How did it work in the beginning and have there been any changes to the business model over time?Rick: Yes, its been a rollercoaster with BranchOut, plenty of changes as in any startup. You know BranchOut really starte d as a way to leverage our network within Facebook, which tends to be your friend network, people that you are close with, and leverage that for professional purposes. Typically people would use it for recruiting or finding a job, or sales, trying to build your network, and BranchOut really grew quickly early on because its a network effect business, the larger the network the more powerful it becomes. You want to invite all of your friends, and people on Facebook have an average of about 350 friends, and they were inviting everyone so we grew quickly and that’s how were able to get to 800 million members. On the business model side, we focused on recruiting. So giving recruiters special tools and access into the database so they could identify who they knew at different companies, and its not just who they know its who their friends knew, so it was really being able to grow with that kind of 6 degrees of separation to be able to leverage a giant database of 800 million people.Mar tin: How did you reach the first, lets say 10.000, or 100.000 members?Rick: Yeah, so a lot of that is a really leveraging your own network, inviting everyone that you know to join the service and luckily for us, we knew people who had big networks. So some of the early people who started to really spark back growth they invited their network and luckily for us it was a really influential network. People who had big Facebook followings and twitter followings, that really started to get the world out there quickly, so really like many entrepreneurs you invite everyone that you know, friends, family, and everyone you ever met and try to get them to use that service early on.Martin: Okay, great.ADVICE TO ENTREPRENEURS FROM RICK MARINI In San Francisco, we meet founder and CEO of BranchOut, Rick Marini. BranchOut was already the third startup idea of Rick. Rick describes how he came up with the idea and founded this company and how the current business model works. Rick also provides great and helpful advices for young entrepreneurs.The transcript of the interview is included below.INTRODUCTIONMartin: Hi, today we are in San Francisco with BranchOut. Rick, who are you and what do you do?Rick: I am Rick Marini, Im the founder and CEO of BrachOut and Ive been an entrepreneur for the last 15 years out here in Silicon Valley. Ive started three companies. Tickle.com was the first one back in 1999, and we grew that to be the largest personality testing site online. We sold that to Monster in 04 for 100 million dollars, and then I started a second company, called Superfan which built Facebook apps and social games and we pivot that over to BranchOut, which a large professional network, leveraging Facebook with about 800 m illion professional profiles.Martin: Great.BUSINESS MODEL OF BRANCHOUTMartin: Lets talk briefly about the business model of BranchOut. How did it work in the beginning and have there been any changes to the business model over time?Rick: Yes, its been a rollercoaster with BranchOut, plenty of changes as in any startup. You know BranchOut really started as a way to leverage our network within Facebook, which tends to be your friend network, people that you are close with, and leverage that for professional purposes. Typically people would use it for recruiting or finding a job, or sales, trying to build your network, and BranchOut really grew quickly early on because its a network effect business, the larger the network the more powerful it becomes. You want to invite all of your friends, and people on Facebook have an average of about 350 friends, and they were inviting everyone so we grew quickly and that’s how were able to get to 800 million members. On the business model side, we focused on recruiting. So giving recruiters special tools and access into the database so they could identify who they knew at different companies, and its not just who they know its who their friends knew, so it was really being able to grow with that kind of 6 degrees of separation to be able to leverage a giant database of 800 million people.Martin: How did you reach the first, lets say 10.000, or 100.000 members?Rick: Yeah, so a lot of that is a really leveraging your own network, inviting everyone that you know to join the service and luckily for us, we knew people who had big networks. So some of the early people who started to really spark back growth they invited their network and luckily for us it was a really influential network. People who had big Facebook followings and twitter followings, that really started to get the world out there quickly, so really like many entrepreneurs you invite everyone that you know, friends, family, and everyone you ever met and try to ge t them to use that service early on.Martin: Okay, great.ADVICE TO ENTREPRENEURS FROM RICK MARINIMartin: You told us in the talk before, that you have so many learnings over the years as being an entrepreneur for 15 years, can you share some of your learnings with us?Rick: Sure, its been a rollercoaster for 15 years. I love being an entrepreneur but this stuff is really hard. Its kind of like being an actor in LA, I think, where, you know, everyone wants to be Brad Pitt, or Julia Roberts and make 20 million a movie and all that stuff, and everybody up here wants to be Mark Zuckerberg or Larry (Page) or Sergey (Brin), but the reality is, a lot of people waiting for tables in LA, and a lot of people that try to be an entrepreneur and never achieve the success of Mark Zuckerberg. But the reality is theres nothing that Id rather do, I love being an entrepreneur its great, you just have to know what youre getting into, because it really is hard. You can never turn it off. Youre always thi nking about your business, youre always pitching your business, you can never shut it off. When you go home, youre probably not actually going home directly, youre going to some tech event, especially if youre here in bay area where there’s tech events every night. So Ive had the highest highs and the lowest lows in the same day. I mean you have to have the real stomach of steal to ride the rollercoaster and just understand what you’re getting into.Martin: You have been recently acquired by Hearst and any learnings that you get from that kind of exit route?Rick: So were just acquired this week by Hearst so this is great timing for this discussion. Were very excited, Hearst is a world class company, and were going to have the chance to act as entrepreneurs within Hearst. Theyve created a new digital product group that Im heading up, so thats wonderful. We have the security of Hearst, but still acting as entrepreneurs, to thats been great. I think every entrepreneur has the dream of taking a company public, the reality is that the most successful companies end up getting acquired, what we just did this week before they ever get to the IPO. Its really hard to get to the IPO. And its bitter sweet because you love having the control, and responsibility as an entrepreneur but you are also know you are working towards a building a company of real value, and again either its an IPO or more likely an acquisition, and there is a bitter sweet moment of, now Im kind of giving up my baby, luckily for us we get to continue on with Hearst and manage that, but, to be honest, we are very excited to be part of Hearst, like I said, its a rollercoaster and it feels good to be part of a great company in the end.Martin: A lot of young startups or maybe single developers try and think about OK, let me build an app for another platform, like IOS or Android of Facebook or whatever. You did it by yourself. You used Facebook for your services. Are there any learnings that you need t o consider as an entrepreneur when you make your business model so much dependent on another platform?Rick: Absolutely. You know, for us, with BranchOut growth, there is no way we couldve ever achieved those kinds of numbers without Facebook. Theres also a downside that you dont control that platform. So, on the early days of BranchOut, we grew quickly, we were adding 400.000 new users every day with zero marketing, just for free. We were leveraging on the Facebook network to the fullest, we really did a good job with that, but then Facebook made some changes later that made it tough for every app developer to be able to achieve anywhere near that kind of growth, and thats something thats a really good lesson for other entrepreneurs: when you develop for another platform, you dont control that, you dont control the rules. And they can change rules at any time, whether its Facebook or LinkedIn or Apple or Google, or whoever it is. That said, when youre developing for mobile, youve go t to develop for iOS and Android, you have to, thats 90% of the market, two of them combined. Android is interesting because you get to market quicker, but youre also developing for a lot of different platforms, lot of different phones. But at the end of the day, mobile to me is a future of communication, of technology, so for people who are developing apps for mobile, youve got to be on both iOS and the Android and youve got to play within the rules of Apple and Google and, luckily, both of those companies, I think, have done a good job at building real solid developer ecosystems.Martin: You started several companies. Is there any specific process behind, how you select your next business venture?Rick: Sure. I think that lot of people like to start companies based on their personal passion, and I think thats great but your personal passion also has to translate into your ability to raise money from investors, to be able to attract employees, and to be able to have a real exit later , because investors are investing for return. I think theres lot of people that want to start the next music site or sport site, and sometimes that works, Pandora and Spotify are networks that work. But at the end of the day, I think finding something that you can build that, for me, can change millions of lives in a positive way, is what my passion is. If you can find something that gets you fired up every day, whether its a personal passion or its just something that, again, can have that kind of global impact, that gets me excited. And being able to work with great employees and great advisors and investors, when you bring all that together, that, to me, is whats exciting in starting companies.Martin: Did you start with some kind of a long list and then try to shorten up and then come up with three or four great business ideas or did you decide for one or two or how do you go for starting a company?Rick: So, for my first company, Tickle, we started that because I was at Harvard b usiness school with my class made James Currier, we took the Myers-Briggs test back in 1997. We started the company in 99, upon graduation. But we realized, and this was years ago, that no one had ever done this online. That was just kind of the spark of Wow, we can bring all these quizzes online. With BranchOut that was by accident, I think a lot of companies are started by accident, where somebody had asked me for an introduction to a Facebook friend and I forgot which one of my friends worked at that company. So, I asked one of my engineers to build me a little widget that could go through all my Facebook, and Ive got over 2000, friends, going through manually wouldve taken too long, and then we had the spark of Wow, this is really powerful, a lot of people would use it. Its probably often, companies are started based on either your personal itch you need to scratch, like for BranchOut, or you just see this big opportunity where youre like Wow, no one has ever done that before. I t was lot easier to do that back in 1999, when internet was a lot younger than it is today. But I think those are definitely good ways to start companies I have an itch that needs to be scratched, and if its something that impacts a lot of other people, there may be a business.Martin: Are there any other learnings or advice, or maybe even mistakes that you did that you can share with?Rick: In terms of advice, one of the things that I think, young entrepreneurs or people who want to be entrepreneurs should think about is that when you start your first company, if youve never worked in an entrepreneurial setting, youre making it really difficult for yourself. My advice would be go work in a startup, especially one thats got some funding, an A or B round of funding, and go learn from a great entrepreneur. Go see the mistakes they make, see the wins they have, the successes, and learn from them. So, instead of going back for your MBA for two years, like I did, go work for a great star tup for two years, take that learning, and then go start your company. But, I think, without having those learnings, youre going to make mistakes that someone else couldve made on their dime while youre learning and earning a wage, so that to me is one of the big things that I think young entrepreneurs should do. Another, thats just really general, that has helped me in my career is to do a couple things that are really simple. Theyre simple, but you got to work on them:One is: work harder than everyone around you. Thats something that I did early in my career, I worked a lot hours and I did that so I could soak up as much knowledge as I could and also be seen as the go-to guy.Number two: have a good attitude. Attitude goes a long way. People who have a good attitude and are willing to work hard, those are the people who get mentored by the best people, because I want those people on my team, I want to hire those people. Smart people with a good attitude that are willing to work har d can go really far, whether that is professionally, or personally, whatever it is.Simple advice just do that and youre going to go pretty far. If you want to be an entrepreneur, go find a great company, learn there for 2 or 3 years, take all that and then youre in a better position to start a company.Martin: What advice you would give to a person who wants to start a company? Hes now in a safe job, working. Would you rather think Quit the job and start a company or do you rather advise them to build a company on the side, on weekends, for example?Rick: If the company they work for allows them to do that, then thats not a bad idea to start. And the reason for that is that quitting your job, especially if you have any kind of family obligations, if you have a wife or children or house, thats a scary thing to just say Im going to stop working at my safe, secure job and start a company. Test some ideas, see if theres any traction, because sometimes there are great ideas that just dont have the execution behind them. The flip side of that is can you really execute, if youre doing this part time? Thats why Id go back to: it really depends on your situation. If you have the ability, if you have the financial freedom to say I dont have to do this job, I can go and take a chance, then go ahead and take that chance. If you dont have that flexibility or freedom, and if the people that you want to hire dont have that as well, maybe you do this on nights and weekends if your employer allows you to do that, just to see if theres some traction, as soon as you start to see some real sparks that this is going to work, thats when you say OK, Im going to go for it 100%. Because its not just you that is potentially leaving the job, its the people that you need to attract to come work with you. Thats scary, because when you as a CEO take that responsibility on, not just for myself, and for my family, but also that on all this other people, youre now responsible for all the thei r families, making sure you hit payroll and making sure that the company is going in the right direction. That is a bigger responsibility than I think people who havent been an entrepreneur realize. Its scary and every CEO should take that seriously because people are putting their fate and their families trust in you.Martin: What would be the right point to raise outside money? Because a lot of people also try to bootstrap and when should they stop bootstrapping and maybe even fuel the company with outside money?Rick: Theres typically two times early on when you raise money. One is just a whiteboard and an idea, which youre going to raise out of lower evaluation because you havent proven it out. The other will be when you have real traction, maybe you bootstrapped it, maybe you brought some angel money in, and then youve got traction, you can go raise in a much higher evaluation. Of course, the scary part is What if dont ever get there?, and lot of people just want to get out there and raise couple hundred thousand, maybe five hundred thousand, just to get going, and I think that makes sense. Im going to go back to what I said a minute ago which is: if you can do something kind of on the side, to prove out theres something there, that could be the time to start raising some angel money. If you would like a convertible note, make it really simple, and raise maybe $500.000, something in that range, just so you can get yourself and maybe couple engineers on board and start to build towards a more robust product, get some traction and then you go out for some series A. Especially if youve never been an entrepreneur before, its really hard to go into a big, serious aid with just an idea in the whiteboard, because you dont have a reputation yet, you havent built that up. For more experienced entrepreneurs, that maybe had an exit or two, and have a well-known brand in Silicon Valley, they can often go right into the series A because the VCs have a relationship with them.Martin: Rick, thank you very much for your time and maybe next time you should also BranchOut.Rick: Thank you!