Thursday, 30 October 2014

SEHRISH IRUM SEHRISH Irum 'Sesame Street' is 45, so Ernie got a colonoscopy

Sesame Street turned 45 this week, and with age comes responsibility.
In that spirit, Ernie is taking control of his health and stopped by Conan to get his first colonoscopy. Although heavily sedated, the Muppet chatted with Conan O'Brien throughout the procedure and explained that, with his family history, it's important for him to visit his gastroenterologist regularly.

Maybe next year he'll grow a beard for Movember.

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sehrish irum sehrish irum Lighting the way to gender equality in Germany


Politicians in the German city of Dortmund want to institute a 50/50 quota to ensure equality with female Ampelfrauen in the streets.
Representatives from the Social Democratic and Green parties there reasoned that since society gives equal treatment to men and women, it would "be consistent to partially modify traffic-light men to traffic-light women," The Guardian reported.
Germany isn't a feminist paradise. It has a gender pay gap of 20%, one of Europe's highest. Women occupy just 6% of executive board seats on the 30 largest companies on the country's blue-chip DAX index, according to Reuters, although Chancellor Angela Merkel is determined to enforce a quota for that too.
The concept of female versions of the traffic lights, known as Ampelfrauen, were first introducedin 2004. They would improve pedestrian safety because the triangular skirts would allow more light to show. You can find Ampelfrauen in several cities throughout Germany (including Bremen, Cologne, Dresden, Kassel, Magdeburg and Zwickau), but they are still largely outnumbered by their male counterparts.


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SEHRISH IRUM SEHRISH IRUM Out of the spotlight, Hong Kong protesters still in the streets



HONG KONG— A few weeks ago in Hong Kong, I spotted a sign spelling out 'Umbrella Calendar' above dozens of little origami umbrellas tied to a rickety wooden frame: One umbrella for every day of protests.
I’ve not seen the calendar since — perhaps it got swept up in the ever-moving flood of tents and artworks at the main protest site — but as of Friday, it would have noted 47 days or almost seven weeks.


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Wednesday, 23 April 2014

Sehrish Irum Pk - How to Simplify Your Life in 5 Minutes a Day

The situation for many of us is that life is fast and full of opportunity. The complication is we think we have to do everything. The implication of this is that we make a millimeter progress in a million directions. My position is we can make a different choice. We can learn to recognize what is essential and eliminate nonessentials. If we do this then we can operate at a higher point of contribution. Below are five simple ways to simplify your life so you can focus on what is most essential.
The Priority Game
When the word priority came into the English language in the 1400s, it was singular. Think for a moment: What did it mean? The answer is the prior or very first thing. What's interesting is it stayed singular for the next 500 years. It wasn't until the 1900s that we came up with the pluralized term and started using the word priorities. But what exactly does the word mean? Can there be multiple very first things?
In the spirit of this, take five minutes to write down the most important six activities for tomorrow. Then cross off the bottom five. Write down your priority on a Post-it note and put it on your computer. Schedule a ninety-minute window to work on that priority - preferably the first thing of the day.
60 Seconds to Clarity
Pause once every hour for one minute to ask, "Is this the most important or valuable thing I could be doing right now?"If the answer is no, simply stop.
Two for the Price of One
Establish a new rule for one day: If you want to add a new activity you need to edit out two existing activities.This simple rule ensures two things. First, you don't add an activity that is less valuable than something you are already doing. Second, it helps to ensure you move toward reducing your overall burden each day.
Hold tightly to this idea if you are considering setting up any regular or repeated commitment and think long and hard about all the things you would have to give up in order to take this new thing on.
The Automated No
Saying no is one of the most socially awkward things for people to do. Perhaps the most socially acceptable way most of us do this is when we are on vacation or know we will be out of the office: "I will be out of the office from X date to Y date. If this is urgent call me on Z."
We can use a similar bounceback when we need to concentrate. In this case the bounceback can read: "I am off the grid from 1-4PM today working on a priority project. If this is urgent call me on X."
There are a growing number of apps and services that do this. AwayFind, for example, sends an auto-reply that includes a way to contact you (in an emergency) through a text. There are three advantages: First the person has to decide if it is worth the extra effort, second you only have to respond with a text-message length reply, and third it ensures you can be found just in case something actually is essential.
Frictionless Tomorrow
Think through tomorrow's schedule from the moment you will wake up until you go to bed. Look at each activity. Identify any way you can make it a little easier through preparation. If you are planning to exercise, get your running clothes out so when you wake up in the morning, you won't have to spend time digging through your closet. The idea here is to make doing the essential activity almost easier than not doing it.
I encourage you to experiment with Essentialism. Prototype ways of working. Try out these ideas - and many others. Live by design rather than by default. Use what works. Eliminate the rest.

Sehrish Irum pk - How to Get Millions of Customers … on a Shoestring

For the first three years of my company, HootSuite, we spent literally no money on marketing, PR or advertising. As a bootstrapping startup, we simply couldn’t afford it. A lot of you have asked me how we did this.
So recently, I wrote about one of the ways my company got five million customers with zero ad budget: by building a business on the freemium model.
In this post, I’ll share the second secret behind HootSuite’s early and explosive growth on a very tight budget: a successful global brand ambassador program. What is this? A brand ambassador program involves building up a global ‘army’ of people who are genuinely interested in your company and therefore willing to spread the word for you. It’s an incredibly effective way to increase global brand awareness on a shoestring.
Here are just a few key tactics behind this successful initiative, which helped us gain millions of users in our first three years:
Facilitate cost-effective but irresistibly fun grassroots campaigns.
As our user base quickly grew from thousands to millions, we discovered that a key secret to our rapid growth was organizing fun but small-scale, locally-driven campaigns around the world. Thanks to advancing technology (like social media, of course), this is surprisingly easy and manageable, even for a business with limited resources.
First we’d notice an emerging organic market and immediately start reaching out to locals in the region using networks like Facebook and Twitter. Then we’d engage with them further by doing translation projects together, sending them ‘swag’ (like stickers and owl masks), andorganizing fun, casual community events. Finally, we would always celebrate what they were doing by posting their photos and stories on our own channels, like on a dedicated blog or our company Facebook page. We would also choose a few select industry events like SXSW to attend and come up with cost-efficient, enjoyable ways to stand out from the crowd.
In this way, we saw hundreds of people all over the world become brand ambassadors because they liked our product and they liked us. And they did it all for free, because they were having fun. Many of these ambassadors, it turned out, were bloggers, consultants, early adopters, and "digital influencers," who really helped us spread the word in new markets.
Build authentic relationships with people.
In our early days, we quickly learned that building a successful brand isn’t just about ROI; it’s also about developing relationships with people.
The key to doing this—even with limited resources—is to really listen. Again, tools like social media are essential here. Even if just one enthusiastic fan in Iceland or Siberia reached out to us via a Tweet or Facebook update, we made sure our community and support teams were paying attention and engaging or responding.
Looking back now, what really differentiated our community programs from many others at the time and what certainly contributes to our continued growth today is that we always prioritized users first (even if they were non-paying) and spoke to them over all of our social media channels. For example, by our second year of business, HootSuite had dozens of active regional Twitter accounts to make sure no one reaching out to us went unheard. From the start, our community managers were on the front lines, connecting with people all around the world.

Sehrish Irum Pk - Why even $1M may not be enough for retirement

You've been saving like a miser to get ready for retirement. You've pinched pennies, kept that last car for what seems like an eternity. And now you've banked a cool $1 million for your retirement years.
Think you're set?
Well, you very well might be. Then again, you still might be short.
"The good news is there are more millionaires," says Richard G. Dragotta, at LPL Financial in Paramus, N.J. "Over 9 million people in the U.S. have $1 million or more." But, Dragotta says, $1 million might not mean you're wealthy: The new $1 million may be $2 million.
"Thirty years ago, $1 million was a huge amount of money," says Haitham "Hutch" Ashoo, CEO of Pillar Wealth Management, in Walnut Creek, Calif. "Today, given today's lifestyles and costs, it isn't so much money."
Why not? "It translates into $40,000 to $50,000 (annually) in sustainable revenue," says Joe Heider, regional managing principal for Rehmann Financial Group in Westlake, Ohio. "That is not that much money on an annual basis."

Sehrish Irum Pk - Wealthy Chinese are turning to American surrogates to birth their children

The familiar image of international surrogacy until now has mainly involved Americans and Europeans crossing the world to find women to birth their children. Now, wealthy Chinese couples are seeking surrogates in the US. The practice—a new version of Chinese “birth tourism”—offers a solution to rising infertility in China, a way around Chinese population controls, and even the added bonus of US citizenship for babies born in the States.
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For years, pregnant Chinese women have come to the US, mainly to the West Coast, to give birth to baby US citizens who can, at the age of 21, sponsor their parents for green cards. In a new wrinkle, some are instead paying American women to carry their children—a way of getting citizenship as well as dealing with the fact that more Chinese couples are facing trouble having children. (Othersurrogacy destinations for wealthy Chinese include Thailand, India, and Ukraine, but the US is still the favorite.)
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According to a report on National Public Radio (NPR), surrogacy agencies in California say that the trend has taken off since 2009, as news of these services were passed on through word of mouth. One agency, West Coast Surrogacy, says that almost half of its clients waiting for a surrogate mother are from China. US fertility clinics and surrogacy operations have been creating Chinese language websites and staffing up with Mandarin speakers to cater to their new clients:

Sehrish Irum Pk - McDonald’s is declaring victory in the fast-food breakfast war

An all-out American fast food breakfast war is upon us.
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McDonald’s, which once enjoyed an effective monopoly on the morning fast-food rush, has found itself nudged up against all sorts of egg sandwich-serving competition these days. “We’ve had some of our major competitors that have made runs at breakfast, and it seems every year there’s someone new that is making a run,” CFO Peter Benson said in the company’s earnings call yesterday.
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While McDonald’s still derives a substantial chunk of its US sales from its breakfasts—some 25%—the fast food egg-o-sphere is getting rather crowded. The US breakfast business at fast-food chains has morphed into a $50-billion monster
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The thing is, McDonald’s claims it doesn’t care. In fact, it doesn’t even seem to take its competition all that seriously.
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Are Americans defecting from the Egg McMuffin to try things like Taco Bell’s new waffle taco? Sure, says Benson. But it’s only natural for people to explore new things, he told investors yesterday: “It’s new, it will be something that they’ve not seen in the marketplace, so we expect customers to try it.” McDonald’s has responded to the buzz swirling around new offerings by creating some buzz of its own. Earlier this month, it struck out against its breakfast competition by offering free coffee for two weeks.
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But just because people are trying all the new fast food breakfast fare, doesn’t mean they won’t—if they haven’t already—come back to the Egg McMuffin. According to Benson, what’s good for breakfast is going to be good for McDonalds. “I think that new entrants into the market always bring a different level of attention to breakfast, which in many cases supports us,” Benson said. “We have become America’s favorite place to eat breakfast. And we don’t plan on giving that up.”
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By defining themselves in opposition to McDonald’s—as Taco Bell does in a recent spot mocking the Egg McMuffin as old-fashioned—its competitors may actually end up confirming the supremacy of the world’s largest fast food chain.
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For its part, McDonald’s has projected nonchalance in the face of these challenges. After Taco Bell unveiled the first national commercial for its new breakfast line, which slyly featured a handful of men who happened to be named Ronald McDonald—like McDonald’s long-time mascot—McDonald’s responded by sharing a clever photo on Facebook: “Imitation,” it announced, “is the sincerest from of flattery.”


Sehrish Irum PK - Why Apple has stopped growing

Apple CFO Peter Oppenheimer predicted in January that Apple will generate the same amount of revenue this past quarter—the company releases its financials today—as it did a year ago. Analysts agree with him. Apple generated more revenue than ever in the the first fiscal quarter of 2014, which includes the 2013 holiday season. But it’s entirely possible that fiscal 2014 (which runs through September) will be the first time since Steve Jobs returned to Apple and turned the company around that revenue will not grow from one fiscal year to the next.
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It is, literally, the end of an era—financially, the biggest bull run of any technology company in history, from $13.931 billion in revenue in 2005 to $170.910 billion in 2013. In 2011 Apple was briefly the most valuable public company in the world. That valuation was a bet by the markets that Apple would continue to grow, and it has—until now.
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What’s interesting here isn’t that Apple has plateaued—the markets already knocked $45 billion off of Apple’s valuation when the company announced its revenue projections for this past quarter three months ago—but why.
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iPhones, steady as she goes

The first place to look would be how many iPhones Apple is selling, since they represented 56% of Apple’s revenue in the first quarter of this fiscal year. But iPhone sales are expected to be flat, as sales through China’s biggest mobile carrier, China Mobile, fail to do much to the overall iPhone story.
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The iPhone story is straightforward: people buy iPhones and, subject to the whims of mobile carriers, upgrade them on a regular basis. It’s a fantastic business for Apple to be in, selling devices that cost on average $637 each and are re-purchased by consumers every two years or so, like clockwork.
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It’s also important to note that Apple predicts it will miss out on $8 billion in revenue across all of 2014 because the company is now giving away its operating system (OS X) and productivity software (iLife, iWork.)
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The iPad as a failed opportunity for growth

Some analysts are predicting that Apple will sell fewer iPads this past quarter than it did a year ago. For a mature product with a predictable pool of buyers—cars, vacuum cleaners, iPhones—this wouldn’t mean much. But considering the iPad is the most recent device Apple invented, defining an entire category and inspiring dozens of copycats, it’s bad news—and not the first time we’ve heard it.
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If iPhones are doing what we expect iPhones to do—continuing to be consumed regularly by a market that seems at this point to be more or less saturated—then the story of Apple’s revenue plateau is the story of missed opportunities in the one device that many expected to be Apple’s next big growth opportunity—the iPad.
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The iPad isn’t insignificant. It’s about 20% of Apple’s revenue. But it could be more. The iPad was supposed to replace the PC, after all. Indeed, that could be its problem.
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If iPads are PC replacements, demand for them is equally soft

A notion that until recently seemed to be churlishly anti-Apple—that in contrast to phones and PCs people don’t really need tablets—is now virtually mainstream. Smartphones are replacing everythingincluding tablets.
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How is this possible, when tablets came second?
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One possibility is that the novelty of tablets, or at least Apple’s models, has worn off. Tablets were supposed to be magic, and the wealthy bought them expecting something as transformative as the iPhone. But the main use case for many tablets is probably as personal internet-connected TVs, not bicycles for the mind. If what we’re really doing with tablets is simply asking them to play HD video without it stuttering, you certainly don’t need to pay a premium for Apple’s iPad to get asatisfying user experience.
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Tablets that are mainly used for browsing the web and watching videos don’t need to be re-purchased nearly as often as phones that are getting lost, stolen, broken, or simply radically more useful as time goes by and the number of apps and use cases for them multiplies. That puts tablets on a replacement cycle more like PCs—every five years or so—than phones, which is another reason you’re not seeing sales on the same order as phones.
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It’s not that people aren’t buying tablets. But the adoption rate is nothing like what we’ve seen in smartphones.
And overwhelmingly, the tablets that people are buying are the cheaper models—witness the success of UK grocery giant Tesco’s branded tablet, 500,000 of whichhave been sold in the past seven months. If a cheap tablet is the only computing device to which you have access, it can be transformative, which is another reason global demand for tablets—but not Apple’s iPads—continues to expand.
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On any timescale relevant to investors, there will never be another iPhone

The story of Apple’s growth is the story of the phenomenal success of the iPhone. There is no other category of electronics with as much potential demand as there is for smartphones. Many analysts are saying the rumored iWatch or some combination of wearable computers could be Apple’s next iPhone-scale blockbuster, but that’s ridiculous, notes MacWorld’s Jason Snell:
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IDC reported that in 2013, one billion smartphones were shipped, up 38% from the previous year. That’s a fast-growing market worth hundreds of billions of dollars. Meanwhile, on Thursday IDC predicted that the wearables market will reach 112 million units in 2018.
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In other words, in four years the wearables market might grow to be one-tenth the size of today’s smartphone market—in units shipped. Presumably the average selling price of wearable items will be a fraction of that of smartphones, meaning the dollar value of the wearables market is even more minuscule compared to the smartphone market.
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What about iTunes and AppleTV? Unlike Amazon, which sells hardware in order to sell software and content, for Apple it’s the reverse. In fiscal 2013 Apple made $16 billion from iTunes, but growth in this stream of revenue is slowing. Apple TV, meanwhile, is a supporting technology—it remains, as Jobs once put it, “a hobby.” As Rene Ritchie put it at iMore:
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The truth is Apple makes two kinds of products. They make the flagship products that support their business, like the iPhone, iPad, Mac, and iPod. And they make the supporting products that increase the value of their flagship products, like the Apple TV.
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The Apple TV is a great product and could, if rumors of a hardware update and Game Store prove true, become a really great one. But it won’t be a hundred million unit selling, multi-billion dollar profit making one any time soon.
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This is what a mature market for (very) personal computers looks like

Apple makes premium electronics, mostly computers we carry in our pockets that are connected to the cloud through a system of cellular base towers that might as well be magic. That market is now, apparently, saturated. Millions of people are coming online every day, and they might aspire to own an iPhone, but it’s lower-priced Android handsets that they can afford and end up purchasing. Comparisons of Apple’s market share to that of Android smartphones elide the fact that the overwhelming majority of Android smartphones are much cheaper than the iPhone—at this point, costing less than half as much.


That price gap isn’t just Apple’s margin—Samsung’s latest flagship smartphone costs almost as much as the average iPhone, factoring out any operator device subsidy to the consumer. Most Android phones and tablets are essentially different devices than Apple’s, suited to different sorts of tasks or to doing the same tasks in a way that annoys some people (i.e. Apple fans) and not others.
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What we’ll be looking at, in the numbers Apple will release Wednesday, is the holding pattern of a hulking technological Colossus. Apple’s immediate prospects for growth are dim not only because of the law of large numbers, but also because the world presently has just about as much Apple as it can take.
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Apple can still build on top of its current base

The second half of fiscal 2014 is very likely to be when Apple gives investors and fans reasons to be excited again. Rumored launches include a larger iPad and iPhone, as well as the iWatch. But none of these are going to be category-busting devices on the scale of Apple’s current businesses. Assuming Apple keeps its iPhone customers loyal by more or less keeping pace with developments in Android—not a foregone conclusion—these new devices mean there’s still potential for incremental growth in Apple’s revenue. But that’s it.
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From the perspective of the markets, it seems Apple has become a company like those it not so long ago sought to disrupt—Microsoft, Intel, IBM. Buying back shares, paying dividends: this is what you do for shareholders when you can’t promise them the kind of growth that was once seemingly inevitable.