text:
Stanley Cup clincher earns big ratings
NEW YORK (AP) -- NHL television ratings have bounced back from the post-lockout doldrums -- and way beyond.
The clincher of the Stanley Cup finals was the most-watched and highest-rated NHL game in 36 years. The Chicago Blackhawks' 4-3 overtime win over the Philadelphia Flyers in Game 6, which earned them their first championship since 1961, drew a 4.7 rating and 8 share Wednesday night on NBC.
That's the best since a 7.6/27 for Game 6 of the Boston-Philadelphia series in 1974. It was 38 percent higher than the 3.4/6 for last year's Pittsburgh-Detroit Game 6 and 9 percent higher than the 4.3/8 for Game 7 in 2009.
The network said Thursday that the game was watched by 8.28 million viewers.
Power Rankings: Players Hitting Their Stride in 2022
By Kate Yanchulis
Midseason Surprises, Questions From 2021–22 NHL Season
By Dan Falkenheim
Power Rankings: Making All-Star Picks for Every Team
The series' average rating was a 3.4/6, the best on network TV since Carolina-Detroit in 2002 and up 10 percent from last year.
"This has been a special year for hockey beginning with the Winter Classic continuing through the Olympics and ending with this incredibly exciting Stanley Cup final," NBC Sports president Ken Schanzer said in a release.
Ratings represent the percentage of all homes with televisions tuned into a program. Shares represent the percentage of all homes with TVs in use at the time.
Game 6 drew a 32.8 rating and 50 share in Chicago, which means that half of all homes with televisions in use were tuned into the game.


text:
using System;

namespace OpenCvSharp
{
#if LANG_JP
    /// <summary>
    /// Int16* を配列のようにアクセスできるようにするためのクラス
    /// </summary>
#else
    /// <summary>
    /// Managed wrapper of array pointer (Int16*)
    /// </summary>
#endif
    public unsafe class PointerAccessor1D_Int16 : IPointerAccessor1D<Int16>
    {
        /// <summary>
        /// Pointer
        /// </summary>
        private readonly short* ptr;

#if LANG_JP
        /// <summary>
        /// IntPtrで初期化
        /// </summary>
        /// <param name="ptr"></param>
#else
        /// <summary>
        /// Initializes from IntPtr
        /// </summary>
        /// <param name="ptr"></param>
#endif
        public PointerAccessor1D_Int16(IntPtr ptr)
            : this((short*)ptr)
        {
        }
#if LANG_JP
        /// <summary>
        /// Int16*で初期化
        /// </summary>
        /// <param name="ptr"></param>
#else
        /// <summary>
        /// Initializes from Int16*
        /// </summary>
        /// <param name="ptr"></param>
#endif
        public PointerAccessor1D_Int16(short* ptr)
        {
            if (ptr == IntPtr.Zero.ToPointer())
            {
                throw new ArgumentNullException("ptr");
            }
            this.ptr = ptr;
        }

#if LANG_JP
        /// <summary>
        /// 内部で保持しているポインタ (Int16*)
        /// </summary>
        /// <returns></returns>
#else
        /// <summary>
        /// Unmanaged pointer (Int16*)
        /// </summary>
        /// <returns></returns>
#endif
        public IntPtr Ptr
        {
            get { return new IntPtr(ptr); }
        }

#if LANG_JP
        /// <summary>
        /// 配列の要素にアクセスするインデクサ
        /// </summary>
        /// <param name="index">配列のインデックス</param>
        /// <returns>要素の値</returns>
#else
        /// <summary>
        /// Indexer
        /// </summary>
        /// <param name="index">zero-based component of the element index </param>
        /// <returns>the particular array element</returns>
#endif
        public short this[int index]
        {
            get
            {
                return ptr[index];
            }
            set
            {
                ptr[index] = value;
            }
        }

#if LANG_JP
        /// <summary>
        /// 指定したインデックスの配列の要素を取得する
        /// </summary>
        /// <param name="index">配列のインデックス</param>
        /// <returns>要素の値</returns>
#else
        /// <summary>
        /// Return the particular element of array
        /// </summary>
        /// <param name="index">zero-based component of the element index </param>
        /// <returns>the particular array element</returns>
#endif
        public short Get(int index)
        {
            return ptr[index];
        }

#if LANG_JP
        /// <summary>
        /// 指定したインデックスの配列の要素を設定する
        /// </summary>
        /// <param name="index">配列のインデックス</param>
        /// <param name="value">割り当てる値</param>
#else
        /// <summary>
        /// Change the particular array element
        /// </summary>
        /// <param name="index">zero-based component of the element index </param>
        /// <param name="value">The assigned value </param>
#endif
        public void Set(int index, short value)
        {
            ptr[index] = value;
        }
    }

}

redpajama_set_name: RedPajamaGithub


This is a distinctive LLM programme that considers the law and regulation of banking and finance. You will enjoy the opportunity to examine wide-ranging questions concerning the impact of law, regulation, policy and practice on banking and finance. You will be taught by leading academics who have internationally-recognised research profiles on this subject. The programme includes various specialist units dealing with banking and finance law. It is suitable for students seeking a career in law, finance, business or regulation. Among the benefits of this programme are its subject coverage and the transferable skills that it is designed to promote. It is anticipated that it will enhance a range of practical settings and careers. We have a large and vibrant international community and University of Bristol LLM students benefit from small class sizes taught by world-leading experts.
LLM: An upper second-class honours degree in law or a degree with an adequate law component. International students with equivalent qualifications should supply a transcript of their examination results (this should be an official English translation if the original is not in English). Recognised Prior Learning is not currently accepted. Previous or professional experience is not required. See international equivalent qualifications on the International Office website.


A patient presents with a gastrointestinal hemorrhage. Can you predict anemia from the physical examination? The short answer is yes, but not very well.
A review of the current literature reveals that the results are mixed. Sensitivity is often below 50% and specificity varies enough that we can't totally trust the bedside finding of pallor. Most of these studies were done on outpatient populations with varying hemoglobin levels defining anemia.
A patient presents found in the rural backcountry after a motor vehicle accident. She has a grade V liver laceration and is not stable for transfer. Your general surgeon is getting ready to take her to the operating room for damage control laparatomy and packing. You notice she is oozing from her central line site. Could this indicate a consumptive coagulopathy? How reliable is the bedside diagnosis of coagulopathy?
There is not sufficient evidence to answer this question in an ED context. There are two types of assessment: in vivo and ex vivo. In vivo assessment of clotting is to a standardized challenge, such as a 1cm long 1mm deep incision or a needlestick. We do not generally use these tests in the ED. However, we are doing procedures and should note any abnormal bleeding and order clotting studies or even empiric FFP.
The ex vivo assessment is more variable because coagulation time is relative to volume. The clotting reaction is initiated at the surface of contact and spreads inward, so smaller volumes clot faster. A droplet of blood during a fingerstick glucose test often clots before the nurse can get the result. That is why the nurse has to do a second stick, rather than continue to squeeze the first. Punguyire, in the Journal of Emergency Medicine recently published an article for resource-limited situations for assessing whether a snakebite is a dry bite. He used a 5mL syringe full of blood and waited 20 minutes to see whether it clotted. The absence of clot was taken to indicate coagulopathy.
I have sometimes noticed during procedures that rubbing the fingers together enables one to sense how sticky the blood appears to be. I recall a trauma patient with consumptive coagulopathy who kept oozing from the wound, and it felt more like wine than blood. When I felt that, I became a lot more aggressive on FFP transfusion, and made decisions based on bedside findings ahead of pending laboratory results.


text:
Q: Trigger views with multiple ibeacons I'm developing an app for iPad that uses more than one beacon and I need to show a view when I enter its region,then, when I'm near a beacon and far from the other one, I need the first one to be closed and open the second one.
My code is this:
    -(void)locationManager:(CLLocationManager *)manager didRangeBeacons:(NSArray *)beacons inRegion:(CLBeaconRegion *)region {
    CLBeacon *beacon = [[CLBeacon alloc] init];
    beacon = [beacons lastObject];

    SectionViewController *sectionView = [[SectionViewController alloc] init];
    Sections2ViewController *sectionView2 = [[Sections2ViewController alloc] init];

    if ((beacon.proximity == CLProximityImmediate) && viewShown == NO && beacon.accuracy != -1.000000) {

        if ((beacon.minor.integerValue != actualSection) && actualSection != 0) {
            [self dismissViewControllerAnimated:NO completion:nil];
            actualSection = 0;
            NSLog(@"View Out");
        }

        if (beacon.minor.integerValue  == 1) {
            [self presentViewController:sectionView animated:NO completion:nil];
            sectionView.section = 1;
            actualSection = 1;
            sectionView.lbl_name.text = self.lbl_name.text;
            NSLog(@"View In: 1");
            viewShown = YES;
        }else if (beacon.minor.integerValue == 2){
            [self presentViewController:sectionView2 animated:NO completion:nil];
            sectionView.section = 2;
            actualSection = 2;
            NSLog(@"View In: 2");
            viewShown = YES;
        }
    }else if ((beacon.proximity == CLProximityNear || beacon.proximity == CLProximityFar) && viewShown == YES && beacon.accuracy != -1.000000){
        [self dismissViewControllerAnimated:NO completion:nil];
        viewShown = NO;
    }else{
        NSLog(@"Unknown Distance");
    }

    NSLog(@"\nUUID: %@\nProximity:%ld\nMajor:%@\nMinor:%@\nAccuracy:%f\nRSSI:%ld\nSection: %ld", beacon.proximityUUID.UUIDString, beacon.proximity, beacon.major, beacon.minor, beacon.accuracy, (long)beacon.rssi, (long)self.section);
}

*

*sectionView and SectionView2 are the views i want to show.

*I use viewShown to know if a view is presented or i'm in the
mainView.

*actualSection is to know where im I.
The problem is that if I use only 1 beacon it works perfect but when I'm doing it with 2 the app doesn't detect both of them and its hard to show the correctView.
I'm trying it now but the app only detects 1 beacon and im using the same UUID on both of them and only changing minor value.
I'm using ios 7.0.4 on my iPad Mini retina now, but I'll update to iOS 7.1 soon - is it a problem?

Solved:
    - (void)locationManager:(CLLocationManager *)manager didStartMonitoringForRegion:(CLRegion *)region {
    [self.locationManager startRangingBeaconsInRegion:self.beaconRegion];
}

- (void)initRegion {
    NSUUID *uuid = [[NSUUID alloc] initWithUUIDString:@"00000000-0000-0000-0000-000000000002"];
    self.beaconRegion = [[CLBeaconRegion alloc] initWithProximityUUID:uuid identifier:@"com.devfright.myRegion"];
    [self.locationManager startMonitoringForRegion:self.beaconRegion];
}

- (void)locationManager:(CLLocationManager *)manager didEnterRegion:(CLRegion *)region {
    NSLog(@"Beacon Found");
    [self.locationManager startRangingBeaconsInRegion:self.beaconRegion];
}

-(void)locationManager:(CLLocationManager *)manager didExitRegion:(CLRegion *)region {
    NSLog(@"Left Region");
    [self.locationManager stopRangingBeaconsInRegion:self.beaconRegion];
}
-(void)locationManager:(CLLocationManager *)manager didRangeBeacons:(NSArray *)beacons inRegion:(CLBeaconRegion *)region {
    CLBeacon *beacon = [[CLBeacon alloc] init];
    beacon = [beacons lastObject];

    //Search for the closest and show the view
    for (int i=0; i<beacons.count; i++) {
        beacon = beacons[i];

        if (beacon.proximity == CLProximityUnknown) {
            NSLog(@"Unknown Proximity");
        } else if ((beacon.proximity == CLProximityImmediate) && viewShown == NO && beacon.accuracy != -1.000000) {
            if ([beacon.minor.stringValue  isEqual: @"1"]) {
                actualSection = 1;
                [self immediateDetection];
            }else if ([beacon.minor.stringValue  isEqual: @"2"]){
                actualSection = 2;
                [self immediateDetection];
            }else if ([beacon.minor.stringValue  isEqual: @"3"]){
                actualSection = 3;
                [self immediateDetection];
            }else if ([beacon.minor.stringValue  isEqual: @"4"]){
                actualSection = 4;
                [self immediateDetection];
            }
        } else if ((beacon.proximity == CLProximityNear || beacon.proximity == CLProximityFar) && viewShown == YES && beacon.accuracy != -1.000000) {
            if (beacon.minor.integerValue == actualSection) {
                [self dismissViewControllerAnimated:NO completion:nil];
                actualSection = 0;
                viewShown = NO;
            }
        } else if (beacon.proximity == CLProximityFar) {
            NSLog(@"Far");
        }
    }
}
- (void)immediateDetection
{
    viewShown = YES;
    if (self.presentedViewController)
    {
        return;
    }
    if (actualSection == 1) {
        SectionViewController *sectionView = [[SectionViewController alloc] init];
        sectionView.section = 1;
        [self presentViewController:sectionView animated:NO completion:nil];
        sectionView.lbl_name.text = self.lbl_name.text;
    }else if (actualSection == 2){
        SectionViewController *sectionView = [[SectionViewController alloc] init];
        sectionView.section = 2;
        [self presentViewController:sectionView animated:NO completion:nil];
        sectionView.lbl_name.text = self.lbl_name.text;
    }
}

Now this is correct and detect the close one. Thanks

redpajama_set_name: RedPajamaStackExchange


PULWAMA: In order to review the implementation of Chief Minister's commitments, a meeting was convened today under the chairmanship of District Development Commissioner Pulwama, Ghulam Mohammad Dar.
During the meeting, DDC emphasized upon the officers to work diligently for the early completion of all the commitments and directions of the CM that had been put forth in her review meeting.
District Development Commissioner sought a detailed issue wise latest action taken a report of various decisions being taken during the recently held meeting and implementation of a flagship programme.
The meeting was informed that under District plan 2017-18, more than 80% funds have been utilized up to till date. While reviewing R&B sector, the DDC asked the concerned to ensure proper utilization of allocated funds and ensure completion of the ongoing projects well in time. He stressed on proper monitoring of the projects to ensure quality works and strict adherence to the timelines.
It was given out that PDD department has replaced conductor and poles at Banduna, provided transform at Takya Saifullah Pahoo and installed 250 KV transformer at Puchal, While as Flood and Control Department has constructed new flood control gate and flood protection bund at Naina and work on protection wall on Eid Gah Pampore is under progress.
DDC while reviewing the convergence plan for the year 2017-2018 stressed for more integration of programmes of key departments for better results. District Development Commissioner also directed the officers for accelerating the pace of work and emphasized on coordination between the line departments to avoid any delay in the execution of works.
The meeting was attended by Additional District Development Commissioner, Chief Planning Officer, Assistant Commissioner Revenue, Executive Engineers of PHE, R&B, Irrigation and Flood Control, besides district and sectoral officers.


text:
Trump Feels 'Cornered With No Way Out,' Spent Weekend 'Calling People And Screaming,' 'Vanity Fair' Reports
Alex BrandonAP Images
Jonathan Vankin
Following a week in which his former lawyer and "fixer" Michael Cohen pleaded guilty to eight felonies and implicated Donald Trump in two of those crimes, as the Inquisitr reported, and his 2016 campaign manager Paul Manafort was convicted on eight tax and fraud counts — only to be followed by his longtime accountant and Trump Organization Chief Financial Officer Alan Weisselberg "flipping," as the Inquisitr also reported, Trump feels "cornered with no clear way out."
That revelation comes from a blockbuster new report Monday published online by Vanity Fair magazine, a report revealing that an angry and frustrated Trump "spent the weekend calling people and screaming," according to a former White House official quoted by Vanity Fair correspondent Gabriel Sherman.
"Trump is nuts," a former White House official told Sherman. "This time really feels different."
Also last week, longtime Trump friend and confidant David Pecker, CEO of National Enquirer parent company American Media Inc., had joined Weisselberg in becoming a government informant against Trump. According to a report by New York Magazine, Pecker provided information that helped lead to Cohen's guilty plea over a $150,000 "hush money" payment to former Playboy model Karen McDougal, who says she had a long-term sexual relationship with Trump.
Longtime Trump ally David Pecker, CEO of 'The National Enquirer,' is reportedly cooperating with investigators against Trump. Featured image credit: Marion CurtisAP Images
And in an interview with Fox News last Thursday, Trump made the admission, as the Inquisitr noted, that the money to pay McDougal as well as a separate $130,000 to pornographic film actress Stormy Daniels — who also says she had a sexual encounter with Trump — "came from me." The admission would appear to put him directly in the middle of the crimes admitted under oath by Cohen.
According to the Vanity Fair report, even Trump's own daughter and son-in-law, Ivanka Trump and Jared Kushner, are "unsettled" by the way Trump has been "gleefully acting on his most self-destructive impulses as his legal peril grows." Kushner confided in a friend that Trump "got joy" from revoking former CIA Director John Brennan's security clearance last week.
As the bad news for Trump rolled in, he initially appeared "bummed" and "down and out," according to the sources close to Trump who spoke with Sherman. But when the weekend came around, Trump became extremely angry and refused to listen to his advisers about how to handle the burgeoning scandals and investigations that appear to be accelerating rapidly.
"It's a return to the abyss," one source in contact with the White House told the Vanity Fair reporter. "This is back to being a one-man show, and everyone is on the outside looking in."
Sherman also said that sources confirmed a New York Times report from last week that Trump continues to raise the possibility of a pardon for Manafort. As far back as January of this year, according to NBC News, Trump expressed concern that a "flip" by Manafort could incriminate him. But at that time, Trump remained confident that Manafort would not become a government witness.

redpajama_set_name: RedPajamaCommonCrawl


When downloading the Facebook Messenger app, did you read the terms and conditions? Most of you will answer no but maybe should have. When Facebook made is mandatory to download a separate app to use their messaging service a lot of people weren't happy, but you will not be best pleased with what this separate app can do.
· Reading your phone's call log.
· Can read your phone's personal data and send it to someone else and use other information for totally different apps!
This isn't the first time Facebook has been in the news about a privacy-related issue. In July the information commission in the UK started an investigation on Facebook, this a psychological experiment that affected 700,000 Facebook user's newsfeed. The study found that people who saw fewer positive words on Facebook were more like to write a negative status update, Facebook has said that personal information on specific accounts was not taken but has admitted that they communicated badly to users about the study.
When downloading an app you know you are giving up a little bit of privacy, this is usually for targeting adverts to you (which can keep apps free!) but this list of permissions is frightening. Facebook deny they are using any of the data to target users and keeps all information anonymous. You can protect yourself by deleting the app or you could change the security settings (which are not very straightforward).


Step 1 Spray base of a large saucepan with cooking oil and set over medium–high heat. Add onion and garlic; cook, stirring, for 5 minutes, or until soft. Add ground coriander and chilli powder; cook, stirring, for 1 minute, or until fragrant.
Step 2 Stir in kidney beans, lentils, tomato, spinach and sultanas; bring to the boil. Reduce heat to low and simmer for about 10 minutes, or until thick and heated through. Spoon bean mixture onto toast and serve.
Buy small portions or blocks of frozen spinach, as these thaw into the chilli-bean sauce faster than a 250g block of frozen spinach does.


text:
Eat Like a Local on a Culinary Adventure with Bold Food in Singapore and Penang
David J. Latt
We ate peanut filled dumplings from a Chinese couple cooking on a charcoal stove built onto their bicycle-wheel push cart. On beaches shaded with palm trees, we watched fishermen sell their catch of fat mud crabs and shiny shrimp to the young chef who then walked to her outdoor kitchen to prepare our meal which we ate under a tin roof, our feet in the sand. We were offered gin and tonics in an elegant Art Deco palace dedicated to the fine arts of eating and drinking. We visited noisy, incense-drenched temples and paid our respects quietly at war memorials. For eight days and nights we immersed ourselves in the local culture and we enjoyed ourselves immensely.
Exploring Singapore
For years I heard friends rhapsodize about Singapore's culinary scene. They talked about eating exotic street food at stalls called hawker stands. They described the joys of eating laksa, medu vadai, Kashmiri naan, bak kut teh with thickened soy sauce, Hainanese chicken and rice, popiah and murtabak. But if I visited Singapore, how would I find the best hawker stands and how would I possibly know what to order? I could search online but what I needed was an insider's view.
That's why I was happy when I was invited to join the Bold Food tour of Singapore and Penang, Malaysia. Muffie Fulton, owner, cook and guide, created Bold Food for culinary adventurers who wanted an insider's view of her favorite cities around the world. On this tour, she would give us a personalized look at the culinary traditions, history and culture of Singapore and Penang.
The trip began before I left home. Fulton mailed a welcoming package that included information about visa requirements (there weren't any), a pair of cozy socks and an exquisite coffee table cookbook by a Michelin-starred chef we would meet in Singapore.
Arriving in Changi Airport Singapore after a long flight, a second gift was waiting in my room at the Fullerton Hotel. In addition to another pair of those cozy socks and several packs of tissues (she said I would understand why later), Fulton had delivered a sampler of local taste treats, cookies, coconut candies and containers of kaya, a coconut milk sweet spread.
Fullerton Hotel balcony view
When we gathered in the lobby of the hotel, Fulton introduced us to one another and we met Charlotte Chu Kin Fong, a local guide who would tell us about Singapore's history and culture as we explored its culinary scene.
Riding in the air-conditioned van, Fong explained there were two Singapores. One city dazzled with towering skyscrapers and modernist buildings. The other was a city of ethnic neighborhoods and 19th century architecture. Sharing both cities was a complicated, diverse community with a Chinese majority and minority populations of Malay, Muslims, Eurasians and South Indians. Key to the society functioning peacefully was that the ethnic and religious groups were required to respect one another. The government of this prosperous city-state had taken great care in protecting those groups. Our tour of Singapore would take us into all those communities.
The first stop was a walking tour of Little India.
As we worked our way down the narrow sidewalks, Charlotte explained that the streets were especially crowded because people were preparing for Theemithi, the Hindi Fire Walking ceremony.
Devotees preparing for Theemithi (the Hindi Fire Walking ceremony) at the Sri Mariamman Temple
We stopped at Ananda Bhavan Restaurant, said to be the oldest Indian vegetarian restaurant in Singapore. Just inside the entrance, customers waited in line to order take-away dishes. We pushed through a side door and walked up a narrow staircase to a long dining room on the second floor.
From the menu above the open kitchen, we ordered a snack of vadai, naan and drinks. I was told by a friend that when I was in Singapore, I should always order fruit juices, so I chose a glass of fresh-squeezed watermelon. Our order arrived quickly. The donut-shaped vadai had a deep-fried outer crust and a savory inside made with lentils, flour, curry leaves and peppercorns.
I was about to sheepishly admit that I wanted to take a picture of the beautifully plated dish when I noticed that everyone else had their cameras and smart phones aimed at the vadi. The ritual for our group was established at our first meal. Before we ate, we took photographs. Once everyone had recorded the moment, we dug in.
Ananda Bhavan Restaurant Kashmiri naan
A plate of Kashmiri naan arrived next. Usually when I have had naan, it had been savory. This version had a sweetness because it was stuffed with ground almonds, cashew nuts, glazed cherries and sugar. We eagerly tore off pieces of the chewy, toasted bread and dipped them into the three sauces. The black lentils were good. The paneer and the potato curry were outstanding. Our fingers were damp with sauce and oil from the naan. Happily, Fulton had given us those packets of tissues. We discovered that restaurants rarely offer paper napkins so it was good to bring our own.
While we ate, Charlotte told us about Theemithi, part of a several weeks long celebration leading up to Deepavali or Diwali, the Hindu festival of light. The ceremony would take place around the corner, so when we finished the naan, we headed to the Sri Mariamman Temple on South Bridge Road.
We removed our shoes and socks and joined the noisy throng inside the Temple. A man seated on the floor fed charcoal into a blazing fire. The fire walking wouldn't begin until the evening, but, in preparation, men danced to the clanging of percussion instruments and the rhythm of deep-throated drums. We moved with the flow until we had circled inside the Temple and then moved outside again where devotees paid their respects to statues of their deities, Gamesh and Draupati Amman.
Statue of Draupati Amman
Wherever we walked in Little India, the streets were filled with people, food and flowers. From the rooftops of the Temple, freshly painted gods and goddesses looked down on women in saris, men with jet black hair and children passing by on the sidewalks below. Bright murals splashed across the sides of three and four story buildings. Vegetables and fruit were stacked high in the stalls lining the sidewalks. As dusk approached and the crowds grew in anticipation of Theemithi, thick green metal fences prevented pedestrians from interfering with the steady traffic of trucks, buses and automobiles.
After the grit and funk of Little India, we drove to Marina Bay not far from the Fullerton Hotel. That area was defined by Singapore's economic engine, the Financial District's densely packed, high-rise glass and steel buildings.
Singapore Financial District
At the Merlion Park Jetty, we lined up to take a Singapore River Cruise. At the stern, we found good seats on the open-air deck. As the sun set and we motored in our little wooden boat from the marina into the Singapore River, we watched the city come alive with lights and music. We knew that at the same time the fire walking ceremony was taking place across town, here on the riverfront people crowded the streets not in religious pursuits but in the pleasurable search for food, drinks and entertainment.
Our cruise ended at Riverside Point. Dinner that night was all about crab. Singapore is famous for many dishes. Chili crab is one of those. We ate at Jumbo Seafood, a popular restaurant with a view of the river. Cooked in their shells, delicate fleshed mud crabs were flavored with a spicy-sweet red sauce. As the platters with chili crabs arrived, everyone tied on bibs. To fill out the meal, we added black pepper crabs, mee goreng noodles with scallops and shrimp and a plate of medium tofu fried with spinach and enoki mushrooms.
Chili Crabs at Jumbo Seafood
With fingers sticky from the crabs, we passed the plates around the table and ordered bottles of Singapore's Tiger Beer. We cracked crab legs and picked meat out of the bodies. We talked. We got to know one another. By the end of the meal we were very happy.
The shape of the tour
For our visit to Singapore, Fulton created a high-low itinerary as a way of experiencing the culture of the city. We would explore ethnic neighborhoods to eat rustic dishes in hawker centers, organized like food courts. And, we would be seated in fine dining restaurants to enjoy beautifully crafted meals. In between we would search out the purveyors who supplied both with fresh herbs, dried spices, just-picked produce and fruits and freshly caught shellfish and fish. And, we would explore the city's multi-cultural heritage.
In the morning, walking through the Bugis shopping district the next day, we stopped at Parkview Square. Nicknamed "Gotham City" for its black-and-gold Art Deco design and massively large statues, the complex felt like a Batman-version of New York's Rockefeller Center.
Fernando Botero's "Dressed Woman"
In the plaza in front of the entrance, we had our first encounter with Singapore's rich tradition of public art. A giant golden crane in flight, Fernando Botero's "Dressed Woman" (2003) and Xia Hang's "To Poseidon" (rusted Stainless Steel, 2015) dominated the main plaza. Looking up at the roof tops, we strained our necks to see sculptures of Atlas holding up representations of planet earth.
Matching the elegance outside was a gin bar and lounge just inside the entrance to the building. The interior of ATLAS took our breath away. The Art Deco grandness on the exterior was matched inside. On the walls at the entrance, muscular giants in metal reliefs scaled the jagged angularity of skyscrapers. A painting on the vaulted ceiling depicted a primeval landscape planted with stylized-Egyptian ferns and populated by gazelles leaping into the air. Besides gold, which was featured everywhere, the color scheme favored dark tones, ebony, forest green, burgundy and browns. Extravagantly beautiful floral displays decorated the edges of the room.
ATLAS interior
Framing the room were two elegant wooden bars, one designed for intimate conversations, the other as a grand setting. What had our attention was the gin bar. Like kids seeing a Ferris wheel for the first time, we stared at that amazing sight on the far side of the room.
Behind the bar and back-lit, a four story cabinet with over a 1,000 bottles of gin dominated the room. A delicate, curving staircase for bartenders-only reached the first level. To retrieve a bottle from the higher levels required the athleticism of a mixologist willing to be strapped into a Cirque-du-Soleil-style harness and hoisted up high like an angel in flight.
We vowed to come back to enjoy the bar that night but unfortunately we ran out of time. On a longer visit to Singapore, an evening at Atlas was definitely on our bucket list.
Only a few steps from the very modern Parkview Square and half a dozen other impressive skyscrapers, we walked on Haji Lane, a street of two-story wood-framed, colonial styled shop houses, colonial buildings with retail shops on the ground floor and living space above.
The shops sold a mix of designer chic clothing, inexpensive nick-knacks, paper products, hats and jewelry interspersed with small cafes, barber shops, art galleries and beauty salons.
Haji Lane, Arab Street and the Bugis are in the Muslim District, also called Kampong Glam.
When Singapore was laid out in a plan crafted by Stamford Raffles in the 1820s, ethnic groups (Europeans, Indians, Chinese, Malays and Muslims) were assigned different areas of the city. The modern version of that plan maintained the quality of those neighborhoods but allowed for diversity. Which meant that a Chinese Christian can live in the Muslim District and a European can live in Chinatown.
We continued our exploration of the district walking down Bussorah Street. The stores sold clothing, scarfs, aromatics mixed to order and discount shops selling household goods as well as Turkish, Mediterranean and Middle Eastern cafes, ice cream shops and even an American 7-11. Dominating the street was the large golden dome of one of Singapore's best known mosques, the Masjid Sultan Singapura Mosque, also known as the Sultan Mosque. We joined other visitors and walked inside to appreciate the elegant interior. Gold, green and white columns framed the large, carpeted prayer hall.
Masjid Sultan Singapura Mosque
Singapore's spiritual life was evident in the mosque and in the other ethnic neighborhoods. After we left Kampong Glam, we took a walking tour of Joo Chiat Road, a Peranakan community (Chinese and Malay). On Tembeling Road, we stopped at the Kuan Im Tng Temple, a shrine no larger than a small cottage with a giant jolly Buddha, its arms upraised in joyful celebration of life.
Hawker Centers
We were on a food tour, so we had to eat at hawker stands. Originally hawkers sold snacks and beverages in make-shift stalls on the sidewalks and from carts parked on the street. To modernize, Singapore engaged in large scale urban redevelopment which forced the relocation of hawkers into buildings called hawker centers. The stalls were individually owned. The food served was entirely the choice of the owner-cook. Some hawker centers were upscale. Many were not.
For lunch we stopped at the Chinatown Complex, a large concrete building. If you lived nearby, you would stop at the dry goods stores on the first floor to buy whatever you needed at home. If you were cooking that night, you'd go downstairs to the basement wet market to see what looked good in the stalls selling fresh eggs, meat, poultry, fish, spices, herbs and dry mixes like curry powder.
Since we were there to eat, we headed upstairs to the hawker center on the second floor. Pick vendors with lines, Fulton encouraged us, because that meant locals knew they were good. We spread out over the five aisles of stalls in search of savory treats. We rendezvoused back at a long table with way too much food, but we wanted to try local dishes we had never seen before.
I bought a hot pot of pork ribs (bak kut teh) in a delicious broth with a thickened soy sauce and bird's eye chiles. The seasoned soy sauce added salty heat to the fall-off-the-bone pork. I would tell you the name of the stall, but, unfortunately, the signage was in Chinese.
We had a plate of what is called white carrot cake, a local favorite. But carrots were not used. Steamed daikon (radish) was mashed together with rice flour to make a dough that is cooked with preserved vegetables, dried chilies, ground shrimp, palm sugar, tamarind and the juice from sweet and fragrant Calamansi limes. We shared a plate of Hainanese chicken with rice, a quintessential Singaporean-Chinese dish. When prepared correctly, and this was, the meat was tender and moist. The best flavors were in the rice, cooked with chicken fat and stock, and in the dipping sauces made with a chili sauce and salted, caramelized ginger.
We ate bowls of soup and noodles called laksa which has a great many versions. This one was flavored with ground dried shrimp and coconut milk which mellowed the broth. We had a plate of roasted meats, pork belly, roast pork and duck. They were crusty, smoky, moist and delicious. And, we sampled freshly squeezed juices including carrot, celery, apple & plum, soursop, strawberry and limeade, which was my favorite.
Plenty of food and culture too
Fulton introduced us to another local guide, Gluee Leong "Lee" Woon, who would help us explore the Joo Chiat and Katong Eurasian and Peranakan Districts. "Eurasian" refers to the descendants of Europeans who married Asians. "Peranakan" means "locally born" and refers to the children of Malay women who married Chinese men. From a culinary point of view Peranakan cuisine created a distinctive fusion of Malay recipes and spices with Chinese techniques and ingredients (most importantly, pork).
As we strolled through the area, Lee pointed out that the two-story buildings lining the streets in this area were shop houses like the ones we had seen in Kampong Glam. Similar to the tenement houses that populated New York's Lower East Side in the 19th century, shop houses in the colonial period housed as many as a hundred people in a limited space without modern conveniences. Given that Singapore does not have a great deal of land to build single family dwellings, today a shop house for a family of four can sell for between $2.5 and $5 million dollars.
The explosion of land values and the creation of a dramatically modern skyline has happened in a short amount of time. The large residential housing blocks where most people live were built by the government in an accelerated pace that continues today. Not unlike New York City, land reclamation projects filled in the shore line and added areas where today hundreds of thousands of people work and live.
Today Singapore is ranked with London, New York, Zurich and Hong Kong as one the world's most important financial centers. Given that only forty years ago modern sanitation was introduced, that transformation is nothing less than extraordinary.
Small restaurants with large flavors
Our visit benefited from Fulton's many trips to the area to search out destinations she loved. And, we had the advantage of local guides, who had grown up in the neighborhoods we were now exploring.
Without their guidance, I would never have walked into Har Yassin Restaurant with its aged plate-glass window and faded menus. Overhead lights cast a harsh glare on the bare bones interior with refrigerators in the dining area. Nothing in its appearance would suggest that the restaurant would serve a memorable meal.
On the way to our table, we stopped to watch the cook in the front window create crepe-thin sheets of dough on a blazingly hot iron griddle. On the same griddle, he transformed spiced ground beef into crisp granules which he then spread across the crepes. With quick, efficient flips of his metal spatula, he turned flaps of crepe onto each other, added more finely ground beef and created a neat packet, marked with caramelization. He was making murtabak, a popular South Indian dish.
We sat at a turquoise colored table. In addition to the ground beef murtabak with vegetable curry and lamb soup, we had deliciously salty, tender mutton with red sauce (tulang merah). To cool us on that warm night, we ordered bright pink glasses of rose cordial with evaporated milk (Bandung) and iced mint tea two ways, with and without milk.
Originally, these dishes and beverages were sold by Indian cooks to Indian laborers. They would carry mobile stoves to areas where work was being done. Once they had saved enough money, some opened hawker stands while others opened cafes like Har Yassin.
The Bold Food tour was designed to give us a view into the culture of Singapore and, later, Penang. Part of that culture was disappearing. Implements central to daily life like candles and brooms had been handmade. Under the pressure of industrialization, those crafts disappeared, some slowly, some overnight. During the tour we were able to take a snapshot of that world by visiting craftsmen who may be the last to do work that once gave their families identity and a living.
In a suburban area far from the steel and glass high-rises, we stood on a grassy field planted with five hundred twenty-foot tall poles. Hung high on those poles were song birds in cages. A dozen men lounged in a shaded area, talking and listening. For some, the park was a place to sell their birds. For others, they brought their birds to the field to learn new songs.
Before we arrived at the Kebun Bahru Birdsinging Club we were told not to wear sunglasses or baseball caps with the bill forward because that would make us look like hawks. We moved quietly and stayed a distance from the cages so we wouldn't scare the birds.
Across the street from the park, we met Ten Leng Foo in his BirdsAsia store. His handmade bird cages can take as many as two weeks to build and cost as much as $3,000. That's a lot of money, but not for a bird that can sell for $10,000 or even as much as $100,000.
Like Ten Leng Foo, Henry Ng is the last of his kind. He is the only craftsman in Singapore to make lion heads used in ceremonial dances. His southern Chinese style lion heads cost between $1,000-1,300 while ones imported from China cost $300. The dancers prefer his because they are stronger and more comfortable. He told us he had plenty of work, but his children did not want to learn the craft. It was only a matter of time before the only lion heads used in ceremonial dances in Singapore were Made in China.
We heard a similar story at Tay Guan Heng, a rough-hewn workshop in an industrial park where brothers Amos, Stephen and Albert were the third generation in their family to make hand-crafted decorations for joss-sticks and intricately detailed clay sculptures. Their children wanted to go to college and work in the high-tech and financial sectors not to work in a labor-intensive workshop.
Yeo Hung Teo was one craftsman who had adapted to the changing times. Chinese paper lanterns were the specialty of his Yeo Swee Huat Paper Agency, but low-cost imports made that product line unprofitable. His company still worked with paper, but he made offerings which were burned to honor ancestors in ceremonies to keep away "hungry ghosts." The paper offerings could be anything used in life that could be used in the afterlife. We saw paper replica slippers and miniature horses. If you wanted a full-sized house or boat made out of paper, no problem. His business was doing well, but he faced competition from an unexpected quarter. To avoid the environmental impact of incinerating paper, we were shown an app that "burns" virtual offerings. Good for the environment. Bad for Yeo Hung Teo.
Stone Crab Sea Urchin and Cucumber
A meal like no other at Restaurant André
For our final meal in Singapore we ate at Restaurant André. We had traversed the city exploring its history and culture. We had enjoyed meals in hawker centers and in local ethnic restaurants. On our last night, we had dinner at the Michelin-starred Restaurant André, celebrated as one of Asia's best restaurants and included on the list of the World's 50 Best Restaurants. The passion project of the Taiwanese-born, French-trained chef, André Chiang had created a unique restaurant in a small house on Bukit Pasoh Road.
Before we visited, Fulton had mailed us a copy of Chiang's Octaphilosophy: The Eight Elements of Restaurant André so we knew that the dishes would be visually stunning. From the recipes in the book, we also knew that Chiang was an inventive chef, a perfectionist in his execution and creative in his use of ingredients.
As described in Octaphilosophy, the restaurant was an outward expression of his inward thoughts. He expressed that self in every detail, from the color of the walls, the solitary olive tree in front, the serving plates, many of which he made himself, the dishes and most especially the wine list called the Book of Spirits.
The book had the appearance of a hand-written diary, with thoughts and drawings accompanying a list of well-chosen wines and spirits. Chiang had created a Proustian book of memories, his way of saying these wines were not only good, they were memorable.
As explained by his wife, Pam Chiang, who presided over the dining rooms, our dinner was intended to be a conversation that would engage all our culinary sensations. Texture, color, flavor and temperature would be put into play along with the artful presentations of each dish in unique jars, plates, carafes and bowls.
The night of our dinner happened to be the restaurant's eighth anniversary and the Chiangs' thirteenth wedding anniversary. The menu was a celebration of both. We would have seventeen savory dishes and ten end-of-the-meal dishes, a mix of cheeses and sweets. Each dish would be paired with a beverage.
Trained in the best French kitchens, Chiang learned about the wonders of French wines. But he also learned that the experience of those wines could not be guaranteed. The qualities of a bottle of wine would ultimately only be revealed after it was opened. Sometimes that was a good experience, but not always. In his search for perfection, he turned to his kitchen instead of the vineyard. He believed that he could better control the qualities of the pairing by creating juices made by carefully fermenting vegetables and fruits. Our meal would include pairings of both.
The meal began with a "Black Cherry, Red Coral" capsule. We were advised that we had to consume this marvel of molecular gastronomy within ten seconds, after which it would disintegrate. The outer cherry-essence shell evaporated in my mouth releasing a cool liquid with hints of sherry, balsamic vinegar, cocoa butter and seaweed.
The second experience began with a single clam served on kombu seaweed and a sheet of lava. The clam was sensuous and briny. To the side of the clam was another plate filled with what appeared to be sticks of Japanese binchotan charcoal. Except. One stick, Pam Chiang told us, was not made of charcoal but piquillos and sweet prawn puree. All the sticks looked pretty much the same. But there was one I thought had a slightly different texture. Taking a bite of the "charcoal," I hoped I had chosen correctly. If I had chosen badly, I would bite into a gritty piece of charred wood. Happily I had picked correctly. The flavors of the dish were delicious.
The charcoal was the first but not the last of Chiang's slights of hand. We would have spaghetti that was not pasta but thin strands made out of a squid body. We were served a delicate potato soufflé crown, topped with salty, cold pearls of caviar that was placed on top of what appeared to be soil but was actually made of granules of edible chocolate-garlic. We had risotto without rice and what appeared to be freshly grated slivers of white truffle that was not truffle.
These slights of hand were to challenge us. Did what we see control what we tasted? Or, could our eyes see one thing and our mouths taste a different reality?
Other dishes were fine dining versions of familiar dishes like fish and chips made, not with cod, but with tiny whole wakasagi fish flown from Tokyo's Tsukiji fish market, wrapped with potato threads and deep fried. The small fish was chewy. The potato threads crunchy. The dish finished with a clean strong salt flavor.
As we ate, we had a tasting of wines from the Book of Spirits that took us on a journey around France. We had a light and refreshing Cotes du Jura, 2015 Valentin Morel, Les Pieds Sur Terre (Naturé) with a dish that celebrated the heady flavor of mushrooms. A seared Gillardeau oyster topped with thin slices of scallop was served with a lovely wine, Alsace, Vague A l'Ame, Lieu-dit, Sunngass 2006 from a vineyard where no machines were used, only horses.
With exquisite flourishes, Chiang's dishes showed his skill as a chef to transform nature's products into art as well as food. But there was another way he practiced his art. In Octaphilosophy he talked about allowing nature to speak for itself. Which is what he did with a dish of stone crab. He cut tiny, paper thin circles of cucumber, edged with flakes of black pepper. Hidden beneath a pale green blanket was the centerpiece of the dish. Sweet crab and salty sea urchin. He didn't add an elaborate sauce. He didn't transform their shape or texture. Their superior qualities came entirely from the ingredients themselves.
The pairing for the crab was a Noëlla Morantin 2015 Vin de France 'LBL' and a fermentation labeled "7" made with an infusion of cucumber, pineapple and a small quantity of elderflower. The minerality of the 'LBL' was a good contrast to the crab. The fermented juices' mix of sweetness and crispness was exceptionally delicious.
The steady progression of dishes and pairings of wines from the south of France and fermentations from the kitchen led to the culminating events of the meal.
Most notably, his "Foie Gras Royale" with black truffle coulis, the first dish that Chiang created as a young chef. Over the years, many dishes were removed from the menu. But "Foie Gras Royale" was always served.
The dish arrived in what appeared to be an elegant porcelain bud vase which was actually a bowl with a tall lid. Foie gras and truffles were transformed into custards of differing colors. Using a demitasse wooden spoon, we scooped out some of both layers. One scoop. Two densities and textures. One spoonful and the flavors, fats and sweetness of the foie gras rolled onto the tongue. Coming so deep into the progression of dishes, the richness was intoxicating and a bit overwhelming. Happily, the paired Mas Coutelou NV Vin de France 'L'Oublié' had enough tannins to balance the richness.
Chef Andre Chiang
A conversation with Chef Chiang
At the end of meal, we had the opportunity to sit with Chiang. Even after a busy day of cooking, he was relaxed. What energized him, he told us, was the pursuit of perfection. He pursued the best ingredients and he challenged himself in an on-going process of experimentation. He talked about working with his team and encouraging them to explore new ideas.
We asked why he chose Singapore as a location for his fine dining restaurant? After spending most of his early years working in France, he told us, when he was thirty he decided he would come back to Asia. He had been in France too long. "I'm Asian," he said, "but I don't know much about Asia." When he was making the decision ten years ago, at that time he thought either Singapore or Hong Kong was the place to go. Four years in a row, he had worked in Singapore during Gastronomic Week in 2003-2006, so he felt he had a connection with the city.
He and his wife started modestly with four tables. And now, on his eighth anniversary, he had achieved many of his objectives. He talked about challenges to come and what the future might bring.
It was late. Almost 1:30 in the morning. We thanked chef Chiang for making us a wonderful meal and taking the time to sit with us. We left the restaurant.
In the morning we awoke to amazing news. At 3:30, just two hours after we left, chef Chiang sent out an email announcing that he was closing Restaurant André and giving back his Michelin stars. Chiang said he was moving to Taiwan to focus on development and innovation.
Restaurant André will serve its last meal on February 14, 2018. Given how abruptly he made the announcement, clearly he was ready to move on to the next chapter of his career. As in his cooking, so in his life, chef André Chiang takes bold steps in pursuit of artistic perfection.
An hour's flight north from Singapore to Penang, Malaysia and we were ready for the next stop on our Bold Food tour.
Stay tuned for the next article about our adventures in Penang...
Kuan Im Tng Temple
When you go:
Bold Food LLC, www.boldfoodco.com, +1-888-884-5702 or contact Muffie Fulton directly at Muffie@boldfoodco.com. The website has a schedule of cooking classes and food trips. In 2018 there are trips planned to Singapore and Penang, Malaysia; Bangkok and Chiang Mai, Thailand; Fukuoka and Tokyo, Japan – Ramen Trip; Barcelona, Spain; Austin, Texas; Lima, Peru and Mexico City. The tour price is based on the location, number of days, double occupancy and includes all costs during the trip, except for travel to and from the destination. Single room occupancy is available at an additional cost.
Amoy Street Food Centre, 7 Maxwell Road, Singapore 069111, +65 9660 2232, an affordable hawker center in the Central Business District with dozens of stalls serving fresh fruit beverages, Chinese, Indian, Japanese and Malay dishes
Ananda Bhavan Restaurant, 58 Serangoon Road, Singapore 217964, +65 6396 5464, said to be the oldest Indian vegetarian restaurant in Singapore
ATLAS, a Grand Lobby and Bar, Parkview Square, 600 North Bridge Road, Singapore 188778, +65 6396 4466, http://atlasbar.sg
BirdsAsia, Teng Leng Foo, across the street from the Kebun Baru Birdsinging Club, +65 9008 1382, https://www.facebook.com/BirdsAsia-345827982197873/
Chinatown Complex (hawker center), 335 Smith Street, Singapore 050335, the food court upstairs has favorite hawker dishes including soups, bbq meats, noodles, beverages and desserts. Visit the ground floor for clothing and dry goods and the basement level with stalls selling fresh produce, fruit, meats, poultry, seafood and dried spices, seeds and nuts.
Har Yassin Restaurant, 48A Changi Road, Singapore 419705, +65 6345 1027. An Indian Muslim restaurant specializing in mutton with sauce. In the restaurant's front window, watch a chef make murtabak on a giant griddle.
Jumbo Seafood, 30 Merchant Road #01-01/02, Riverside Point, Singapore 058282, +65 6532 3435, https://www.jumboseafood.com.sg/en/home, multiple locations. Please know that the peanuts, wet naps and tea placed on the table when you are seated are not complimentary. Unless you ask the server to remove them, you will be charged.
Kebun Baru Birdsinging Club, Ang Mo Kio Avenue 5, Block 159, Singapore 560159, +65 8182 2943, https://kebunbarubirdsingingclub.weebly.com
Lau Pa Sat (hawker center), 18 Raffles Quay, Singapore 048582. Located in a heritage Victorian glass and steel building, Lau Pa Sat is in the heart of the Central Financial District, so the prices are higher and the selection is a bit more eclectic than in other hawker centers.
Mayflower Market & Food Centre (hawker center), 162 Ang Mo Kio Avenue 4, Singapore 560162. Located in the suburbs, the stalls serve a great variety of dishes, with many Chinese-Malay combinations.
Restaurant André, 41 Bukit Pasoh Road, Singapore 089855, +65 6534 8880, www.restaurantandre.com. Lunch and dinner are served through the closing on 14th February 2018. Reservations for the "Farewell" menu can only be made online. Wine and fermented juice pairings are an added charge. Owner-chef: Chef André Chiang


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32-Business Models Rasmussen
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The Digital Imperative
Introducing Agile Business Planning - Entroids
BusinessModels-2012
BusCBCBsiness Model and Stragic Intent
Corporate Strategy in a Digital Age
Business Plan Workshop
Accenture Tata Communications Building Global Local Operating Model
Oliveira and Ferreira
Buisness Model Reinvention
Social Enterprise _ Legal Structure Change
Accenture Lodging POV
Hrm Competitive Advantage
abfbykennyong-bscandstrategicplanningv2-090507012350-phpapp01
S2-08A BC Selling ROI to the Chief Executive Officer 04
BIS4225.1
Nixon Burns (MAR)
Business Models and the Theory of the Firm
Working Paper No. 32
Bruce Rasmussen
Pharmaceutical Industry Project
Centre for Strategic Economic Studies
PO Box 14428 Melbourne VIC 8001 AUSTRALIA
Telephone +613 9919 1340
Fax +613 9919 1350
Contact email: bruce.rasmussen@vu.edu.au
The concept of a business model facilitates analysis of the way in which a firm
derives economic value from a newly developed technology. Indeed Chesbrough and
Rosenbloom (2002) have argued that it is the business model adopted, more so than
the technology itself, which is critical to the success of the commercialisation of new
The concept is concerned with how the firm defines its competitive strategy through
the design of the product or service it offers to its market, how it charges for it and
what it costs to produce. How it differentiates itself from other firms by the nature of
its value proposition. It also describes how the firm integrates its own value chain
with that of other firms in the industry's value networks.
One of the difficulties of employing the business model concept is that it is still in its
infancy in academic usage. It owes its origins largely to pragmatic development and
use in the business sector. Chesbrough and Rosenbloom (2002) quote a May 2000
search of the Web which found 107,000 references to the term 'business model' in
general use while a search of the academic literature (Econolit1) found only three
references to the term.
The purpose of this paper is to outline some of the business origins of the concept,
define the business model as well as possible from the academic literature and finally,
use the theories of the firm to enrich its predictive powers as to whether the model
will create value.
The business need for a business model
The concept of the business model is strongly associated with the emergence of e-
commerce and other new economy businesses. It grew out of a need to encapsulate
the essential features of a business in a short descriptive document in order that a
judgement could be made, for example by potential investors, on whether the business
was likely to achieve its financial and other objectives.
In this context the business model is designed to answer a series of questions essential
to any business – who are the customers, what do they value, how that value can be
delivered to the customer at an appropriate cost and how the business deploys its
assets. It includes a description of the key assets, both physical and intangible such as
intellectual property, governance structure and management. It consists of both a
narrative of how the business works and the numbers – how it makes a profit. The
concept came into vogue when the spreadsheet provided an easy way to test the
financial implications of the narrative in a financial model which contained
assumptions about costs, product demand, sales revenue and profit. The financial
The American Economic Association's electronic bibliography, EconLit, indexes more than thirty
years of economics literature from around the world (http://www.econlit.org/).
PIP Working Paper No. 32 1
outcome of changes to the narrative, or assumptions about product demand, etc. can
be tested in the spreadsheet model (Margretta 2002).
One reason for the popularity of the concept in the new economy, appears to have
grown out of the need for the emerging dot com firms to have a comprehensive, but
standard format, to explain to potential investors 'how they were going to make their
money'. The value proposition of dot com firms typically involved an innovative
service or process for attracting a customer base. The proposed business model was
often radically different. Often there was no precedent, no business experience, for
instance, on which to base likely demand levels.
Accordingly, investors demanded that the entire business strategy, processes and
outcomes be summarised and modelled in such a way that different scenarios could be
tested. The narrative of the business model, once reduced to a spreadsheet-based
financial model that encapsulated and quantified all the salient features of the
proposed business, enabled potential investors to 'stress test' the business
assumptions ahead of the decision to invest. The quality of the documentation of the
business model was an essential part of the communication process between the
entrepreneur and financier of the conceptualisation of the business model. Indeed the
efficiency of this process was often critical to the business being successfully
financed. An unsatisfactory documentation of a highly prospective business model,
could result in the failure of the business to be financed (Eliasson 2000).
Academic approaches to defining the business model
One academic response has been to generalise this pragmatically adopted framework
(Fisken and Rutherford 2002; Feng et al. 2001). Such a definition of a business model
is provided by Fisken and Rutherford (2002) in the following terms: '…the business
model outlines how a company generates revenues with reference to the structure of
its value chain and its interaction with the industry value system'.
This definition focuses on how a company uses its value chain and interaction with
the larger industry value system to generate revenues.
Another approach has been to seek to better define the concept of the business model,
by combining the theoretical traditions of the strategic management literature with
other relevant theories of innovation and the firm. For instance Amit and Zott (2001)
in their seminal paper on value creation in e-businesses, have used the theoretical
foundations of strategic management literature and other theoretical work, to
formulate and empirically test a business model of value creation for e-businesses.
They have turned to value chain analysis, Schumpeterian innovation, the resource
based view of the firm, strategic network theory and transaction cost economics to
provide the basis of an integrated model of value creation in the firm. They draw on
aspects of the various theories of particular importance to e-commerce, such as from
value chain analysis, the identification of the primary activities of the firm that deliver
value, from Schumpeterian innovation, the generation of rents following technological
change, from the resource based view of the firm, value creation from a unique bundle
of resources and capabilities, from strategic networks, value created by co-
specialisation of assets and finally from transaction cost economics, the need for
transaction efficiency. Amit and Zott (2001) suggest that no framework 'should be
given priority over the others when examining the value creation potential of e-
businesses' and that there is a strong interdependence between the various sources of
value (p509).
Hedman and Kalling (2002) adopt a similar approach in developing a business model
for IT businesses. The theoretical antecedents of their business model are organisation
theory including transaction cost economics, strategy theory, Porter's framework, the
resource based view and the strategy process perspective. The components of their
business model consist of a description of the:
• industry, customers and competitors,
• product offering,
• activities and organisation,
• resources and competencies,
• factor markets and suppliers.
Each of the components is substantially informed by the concepts provided by the
theoretical antecedents to the business model concept. For instance the concept of
bundling complementary assets is important in defining the product offering. The
concept of the value chain is important in describing the organisation of business
activities and the resource view of the firm is fundamental to defining resources and
competencies of the firm.
Developing a generalisable business model is a challenge. To date most other
academic formulations of the business model focus on taxonomic issues in defining
the relevant components of the model but offering little by way of empirical support
for their propositions or suggested causation between the components. Some business
model formulations provide little more than a comprehensive check list of things that
should be considered for incorporation in developing a business model (Afuah and
Tucci 2001).
The Chesbrough Rosenbloom approach
The Chesbrough Rosenbloom exposition and definition of the business model is both
comprehensive, and the most generalisable and operationalisable for the analysis of
technology firms including biopharmaceutical firms. It is also the concept that forms
part of the open innovation paradigm and is the one adopted in this thesis.
Chesbrough and Rosenbloom (2002) suggest that the business model of a technology
company is the construct that mediates the value creation process between the
technical and economic domains, selecting and filtering technologies and packaging
them into particular configurations to be offered to the market. In this value creation
process between the technical and economic domains there are strong echoes of the
concepts of 'economic competence' (Carlsson and Stankiewicz 1991; Carlsson and
Eliasson 1994) and 'competence bloc' (Eliasson 2000) both of which emphasise the
need for firms to take advantage of their business opportunities arising from
innovation to effect economic change.
As Carlsson and Stankiewicz (1991) point out:
Invention and innovation lead to economic change only to the extent that agents within the
system are successful in taking advantage of the opportunities to which they give rise. This is
where economic competence enters in. (p100)
The economic competence of a firm may be defined, then, as the sum total of its abilities to
generate and take advantage of business opportunities. (p101)
The business model then for a technology firm, needs to consider the many facets of
the firm's operations required to utilise the technology opportunity profitably.
Chesbrough and Rosenbloom (2002) suggest that:
the functions of a business model are to:
• articulate the value proposition, that is, the value created for users by the offering based
on the technology;
• identify a market segment, that is, the users to whom the technology is useful and for what
purpose; and specify the revenue generation mechanisms for the firm
• define the structure of the value chain within the firm required to create and distribute the
offering, and determining the complementary assets needed to support the firms position
in this value chain;
• estimate the cost structure and profit potential of producing the offering, given the value
proposition and value chain structure chosen;
• describe the position of the firm within the value network linking suppliers and customers,
including identification of potential complementors and competitors;
• formulate the competitive strategy by which the innovating firm will gain and hold
advantage over rivals. (2002, p7)
These will be discussed in turn. The articulation of the value proposition and
identification of the market segment are highly interdependent. The value proposition
requires the articulation of the nature of the offering to the chosen market segment.
This is seen as fundamental to the success of commercialisation of the innovation. It
means pitching the advantages of the technology, such as lower cost or new
opportunities, to the appropriate market segment to generate value for the business.
For many technologies there are a number of ways that a new technology can be
offered to particular target market segments. Matching the two can be of critical
importance. This involves developing the revenue model or how the firm is to
appropriate value from the innovation (Amit and Zott 2001). Part of this process is
specifying the revenue generation mechanisms best suited to the target market
segment. Technologies may be packaged into products and sold, licensed to the end
user or embodied into a service which is hired out involving quite different pricing
regimes each with different implications for pricing.
A further task in the Chesbrough and Rosenbloom concept of the business model is to
define the structure of the value chain, and determine the complementary assets
needed to support the firm's position in this value chain. This follows Porter (1985),
who has argued that analysing the value chain of a firm provides the source of its
competitive advantage. This may either be as a result of a cost advantage or through
product differentiation.
The value chain displays how total value is created by the firm and consists of value
activities and a margin. Value activities are physically and technologically distinct
activities performed by the firm (Porter 1985, p38), not unlike transactions defined by
Williamson (1981), by which the firm creates a product of value to its buyers. Every
value activity employs purchased inputs, human resources, some form of technology
and makes use of information. Porter divides value activities between primary
activities and support activities. Primary activities focus on the creation and sale of
the product to buyers whereas support activities include technology development,
procurement and human resources. These may be tailored to particular segments of
the value chain or support the entire value chain. The value created by the chain is
measured by the total product revenue. The margin is this value less costs (Porter
1985, p38).
The activities can be schematically shown in the value chain which provides a way of
examining the interaction of the activities of the firm (see Figure 1)
Figure 1 The Generic Value Chain
PRIMARY ACTIVITIES
Source: Porter (1985, p37).
Porter argues that the performance of each activity is a potential source of competitive
advantage, either by its performance at a lower cost or by delivering superior buyer
value and hence differentiation (Porter 1985, p39). Moreover the manner in which
activities are linked may also be a source of competitive advantage. Firms belonging
to the same industry may adopt value chain analysis as a diagnostic tool to regularly
compare their performance with their peers and identify activities in need of
improvement as part of creating and sustaining competitive advantage.
In Porter's framework, technology development is one of the support activities. It may
enter at any stage of the value chain such as to lower the costs of outbound logistics
through improved information management or to feature in the operations phase.
However this conception of the role of technology has greater application to mature
manufacturing companies where technology development is more likely to be
exogenous to the primary activities. However for a firm whose main activity is
innovation, consigning technology development to the category of support activity is
inappropriate. For such firms R&D forms a core part of their operations and
accordingly its performance needs to be viewed as a primary activity.
The Chesbrough and Rosenbloom business model contemplates the firm's use of
complementary assets (Teece 1986) to supplement those owned by the firm. This
causes the firm's value chain to intersect with the value chains of the owners of
complementary assets and raises the issue of distribution of value between the
participants discussed in the previous chapter. Chesbrough and Rosenbloom (2002)
use the term 'value network' to describe the relationship between the firm and its
suppliers and customers. The role of the business model is to position the firm in the
value network in such a way that the firm can capture value from its innovation.
The concept of the value network developed by Christensen and Rosenbloom (1995)
describes 'a nested commercial system' (p240) of firms which contribute to the
production of a particular computer component or set of components. These are then
sold downstream to the assemblers of these components for integration into the next
stage of the product pipeline.
Porter argues that a source of competitive advantage is optimising or better
coordinating the linkages between the firm's value chain and the value chains of other
firms. Integration of firm value chains with supplier or buyer value chains, for
instance can provide the opportunity for a realignment of activities that jointly
optimises activities across the firm boundaries. This is described by Porter (1985) as a
value system but is in some ways analogous to Christensen and Rosenbloom's value
network. However the concept of the value system has the greater application to a
traditional manufacturing process whereas Christensen and Rosenbloom's concept of
the value network has a greater focus on the integration of the joint contribution by
firms to innovative production processes.
The value proposition and the target market helps determine the likely pricing of the
chosen form of the product offering and its cost structure. Chesbrough and
Rosenbloom (2002) suggest that having determined what the market will bear for the
new product or service, places a discipline on the costs of development and
production. The development of the business model is not static but a dynamic
process subject to change through learning and adaptation. For instance the process of
deriving value from a technology based offering requires a learning process of
developing and adapting the technology to meet market requirements. Accordingly it
may be necessary to adopt an iterative process between adjustments to product and the
market segment to align the product with the cost of production.
Finally the concept of the business model includes consideration of the competitive
strategy by which the innovating firm gains and holds an advantage over its rivals.
There are a range of theoretical approaches to this problem suggested in the literature.
The resource based view (Wernerfelt 1984; Barney 1986, 1991; Deirickx and Cool
1989) suggests the development of strategic assets (Amit and Schoemaker 1993) is
the key to gaining and holding competitive advantage while the relational view (Dyer
and Singh 1998) would be more concerned with gaining a share of the value of joint
assets. If the firm was to follow the resource based view this component of the
business model would be concerned with the formulation of a strategy to develop and
preserve the value of strategic assets. Transaction cost economics (Williamson 1971,
1981, 1986, 1989) suggests an approach which would carefully consider integration of
activities into the firm's value chain. Economising on external transactions is likely to
favour more integrated company structures. The Porter approach would be more
concerned with a strategy for cost management or developing a differentiated product.
Contribution of theories of the firm to the concept of the
The advantage of the Chesbrough and Rosenbloom approach to the business model
concept is that its functions or components provide a comprehensive structure by
which to analyse different sources of value in firms. Compared for instance with Amit
and Zott's (2001) approach its functions or components are generic, rather than
specific sources of value for a particular type of business. However the Chesbrough
and Rosenbloom business model is still more of a framework than a theory (Teece
2006). By itself is does not enable predictions to be made of the behaviour of firms,
although it has attempted to identify the key factors that may make such predictions
possible. At the same time there are theoretical underpinnings that could be
incorporated into many of the components of the business model to increase its
capacity to be used as a predictive model. As with Amit and Zott's (2001)
development of the business model, this analysis suggests that there is no single
applicable theoretical framework, but that an integration of the various theoretical
frameworks is useful in examining the value creation potential of the firm's business
The approach adopted here is to enrich the concept of the business model with the
various a series of theoretical concepts based on the theory of the firm. The principal
theories are transaction cost economics (Williamson 1971, 1981, 1986), the resource
based view (Wernerfelt 1984; Barney 1986, 1991; Deirickx and Cool 1989) and the
relational view (Dyer and Singh 1998) of the firm. In addition the concepts of
dynamic capabilities (Teece and Pisano 1994; Teece et al. 1997), absorptive capacity
(Cohen and Levinthal 1990), complementary (Teece 1986) and strategic assets (Amit
and Schoemaker 1993), and value chain analysis (Porter 1985) as well as Teece's
(1986) analysis of the appropriability regime are all helpful.
Table 1 summarises the relevant theories and their implications for the innovative
firm with respect to each of the functions of the business model defined by
Chesbrough and Rosenbloom. There is no single one for one mapping of the theories
to the business model functions. Rather there is a good deal of overlap between the
key theories and the functions. For some functions several of the major theoretical
constructs are relevant. However different aspects of the theories are of particular
relevance to certain of the functions.
The resource based view would suggest that the value proposition would be based on
the most valuable offering that the firm can make in accordance with its strategic
assets. By definition, strategic assets are those that are valuable and inimitable.
However this may be complicated by the firm's participation in joint products.
The relational view suggests that the offering will not be the product of a single firm
but be a joint product developed by the alliance or value network. Any relational rents
generated will need to be shared between the participants of the alliance or network.
The manner of sharing them is suggested by Teece's appropriability regime. Firms
which have contributed assets with strong appropriability are likely to gain an
economic share. However those not so well protected will tend to lose out. Such firms
may be able to address this problem through their business models. For instance they
may be able to recast their value proposition to offer a product capable of being
protected by a suitable appropriability regime.
Table 1 Theoretical Contributions to the Business Model
Business Model Relevant Theories Implications
Value proposition RBV Offering based on value derived from
strategic assets / core competences
Relational view/ Value proposition designed to avoid
appropriability regime appropriability problems
Market segment and RBV Market segment chosen follows the
revenue model value proposition to gain maximum
value from strategic assets
Relational view Revenue model designed to gain
economic share of relational rents
Value chain Transaction cost Optimise level of vertical integration
RBV Identify need for complementary
Value chain analysis Comparative efficiency of individual
Cost structure and Relational view Profit depends on share of value
Value network Transaction cost Cost and risk reasons for alliance
economics formation
RBV Access complementary assets
Dynamic capabilities Adjust (build/acquire) internal and
external competences to dynamic
Absorptive capacity Increases capacity of the firm to gain
from alliances
Competitive strategy RBV Development of strategic assets
Appropriability regime Decision to access or acquire
complementary assets
Relational view Preserve adequate share of relational
Transaction cost Considerations of transaction
economics integration vs contract or alliance
Note: RBV = resource based view.
The market segment is substantially decided by the value proposition which targets
the firm's offering to a particular group of consumers. As for the value proposition,
the RBV and the relational view are relevant to the choice of market segment. In
doing so, the pricing structure, costs and profitability are likely to be substantially
determined, because the choice of market segment is likely to establish, given the
value of the offering to the customer, how much the customer will be prepared to pay
(Chesbrough and Rosenbloom 2002). The revenue model is likely to depend on
appropriability factors. The revenue model is primarily concerned with how the firm
charges for its product in such a way as to appropriate value (Amit and Zott 2002).
This effects the options available for the pricing structure, such as whether to license
the technology, sell outright, etc., so as to maximise the firm's share of relational
rents.
Analysis of the firm's value chain is instructive from a number of theoretical aspects.
One is to assess the efficiency of its existing activities using value chain analysis. This
may be helpful in identifying which of its strategic assets it possesses and which it
needs to access by alliances or to acquire outright. The RBV would predict that it
would form alliances to gain missing complementary assets. Whether these were
specialised, co specialised or generic would be expected to have a bearing on the form
of alliance and the likely distribution of relational rents. The RBV would predict that
access to generic assets would be acquired through market transactions. On the other
hand, transaction cost economics would be concerned with opportunism and asset
specificity in predicting whether such assets would be accessed through alliances or
integrated.
Value chain analysis would suggest that the efficiency of activities in the value chain
would deliver competitive advantage through lower cost structure and therefore
higher profit potential. The relational view is concerned with the need to ensure an
adequate share of relational rents for the firm to achieve sustainable profitability.
The importance of the firm's value network and the theoretical reasons for its
existence have been the subject of most of Rasmussen (2007) which examined the
theoretical reasons for firms to form alliances and those arguments will not be
repeated here. Each of transaction cost economics, the resource based view, dynamic
capabilities and the concept of absorptive capacity contributed to various aspects of
that analysis. In summary, the reasons for firms to participate in alliances or a network
are to acquire access to complementary assets and/or form a governance structure that
reduces the costs or risks of innovative activity. Dynamic capabilities emphasises that
this alliance formation is dynamic, in that firms need to be constantly adjusting their
competencies in the light of a rapidly changing environment. Firms with a greater
complementary knowledge base are likely to have a greater absorptive capacity and
therefore to have a greater capability to benefit from this participation.
Gaining an appropriate share of the relational rents becomes a central issue for
competitive strategy of an innovative start up firm. Positioning the firm's offering in
relation to its network partners is as important as positioning the product in relation to
its competitors. The RBV however suggests that it is the value of the firm's strategic
assets which are vital to the capacity to gain and hold competitive advantage. These
views are not necessarily in conflict, but there is a tension between the need for the
firm to develop strategic assets which are inimitable and the need to contribute these
assets to an alliance or value network, which increases the risk of them being copied
unless the appropriability regime is tight. This may have a bearing, as discussed by
Teece (1986) as to whether the firm should acquire the complementary assets rather
than risking diminution of the value in its strategic assets. Transaction cost economics
would also suggest that if there was risk of opportunism or the assets were highly
specific then they should be integrated rather than accessed through alliances or
From its origins as a tool of business, some progress has been made in defining the
business model in an academic sense. Its purpose has been described by Chesbrough
and Rosenbloom (2002) as providing the construct that mediates the value creation
process between the technical and economic domains, selecting and filtering
technologies and packaging them into particular configurations to be offered to the
market. Its six functions offer a framework that can be enriched by integrating the
theories of the firm. From this framework a set of hypotheses about value creation and
its capture by the networked firm can be developed and tested.
Afuah, A. and Tucci, C. 2001, Internet Business Models and Strategies: Text and
Cases, McGraw-Hill Irwin, London.
Amit, R. and Shoemaker, P. 1993, 'Strategic assets and organizational rent', Strategic
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Amit, R. and Zott, C. 2001, 'Value creation in e-business', Strategic Management
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Barney, J. R. 1986, 'Strategic factor markets: Expectations, luck and business
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technological paradigms, organizational dynamics, and the value network',
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Cohen, W. M. and Levinthal, D.A. 1990, 'Absorptive capacity: A new perspective on
learning and innovation', Administrative Science Quarterly, vol. 35, pp. 128-152.
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Value (Economics)
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text:
UHT Milk Bringing About Disruption in the Global Milk Industry
The global milk industry is continuously achieving new heights in terms of production and availability of milk across all major regions. Various forms of developments and innovations in this industry have introduced the concept of ultra-high temperature (UHT) milk. UHT milk has gained significant recognition in the recent years due to the distinctive features it has to offer to its consumers. The UHT milk industry is expected to grow at a noteworthy CAGR of 4.57% during the period from 2019 to 2024, as per the market analysis by BIS Research.
Factors Propelling the Growth of the UHT Milk Industry
The burgeoning global population, urbanization, and disposable income have proliferated the demand for premium milk. The various attributes of UHT milk, such as a long-shelf-life and convenience in usage, have influenced the urbane youth toward a wide consumption of UHT milk. The variants in UHT milk, such as skimmed and semi-skimmed, offer special benefits for a vital section of the health-conscious population.
UHT milk producers are currently focusing on attracting a large customer base for at least a single-time purchase of the product, which can act as a proper introduction for the consumers with regard to the taste and quality of UHT milk. To achieve this, the producers are fixing the pricing of the product as slightly higher than that of fresh dairy milk, so that it is not too expensive for first-time buyers. By collaborating with regional milk producers, major UHT milk producers are actively introducing heating technology involved for manufacturing UHT milk across both tier-1 and tier-2 cities globally.
Let us see the UHT milk industry scenario based on various factors:
By Milk Type: Semi-Skimmed Milk Growing at the Highest Rate in the UHT Milk Market
During the forecast period of 2019–2024, the semi-skimmed milk segment for the UHT milk industry is expected to display the highest growth rate of 5.42%. This milk type finds its proliferated usage in fulfilling the majority of the nutritional requirements of the population, with a balance of fat content, proteins, and vitamins obtained in semi-skimmed milk. It also helps curbing the risk of diabetes and cancer.
The demand for skimmed milk is also expected to witness a healthy growth in the upcoming years, owing to the increased adoption by the growing number of working women because of enhanced amounts of vitamin D and calcium in it.
By Application Area: Direct Sales to Contribute the Largest Sales Volume for UHT Milk
UHT milk is largely sold through two major distribution channels which are direct/institutional channel and retail channel. As of 2018, the retail channel for selling UHT milk contributed the largest volume of sales for this industry. Its increasing use in the food service industry, defense, and various workspaces, the sale of UHT milk through direct/institutional channel is expected to increase at the fastest rate during the forecast period.
By Region: Europe to Maintain its Market Dominance in the Forecast Period
Different regions have gradually increased the adoption of UHT milk products with varying degrees, mainly due to the government influence across countries. Europe is expected to maintain the market dominance in the UHT milk industry in the forecast period, owing to the increasing adoption of UHT milk by the majority of the population in the region.
The Chinese UHT milk market is expected to drive the sales volume due to the competitively priced product offerings. Stakeholders across Middle East and Africa are also showing an extensive degree of enthusiasm and exploring various arenas of investment for technologically advancing their industries.
Strategies Incorporated by Players to Sustain the Competition in the UHT Milk Market
Leading players in the UHT milk industry include Nestle S.A., Lactalis Group, Arla Foods, Sodiaal Group, China Mengniu Dairy Company Limited, Yili Group, and Fonterra Co-operative Group, among others. The highlight of the competitive landscape for the UHT milk industry includes companies adopting strategies such as business expansion backed by incentives of expanding to new regions and building a strong customer base.
Key players are also engaging in mergers and acquiring comparatively smaller companies, which have a strong regional presence. For instance, in January 2019, Lactalis Group acquired India-based dairy business of Prabhat Dairy to improve its regional presence in the country and cater to the increasing local demand for UHT milk.
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