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Ep15 Simplify the Sales Eco-System: A Story of PIP to Performance
Episode 15 • 19th August 2019 • Inside: Sales Enablement • Scott Santucci, Brian Lambert
Welcome to the Inside Sales Enablement Podcast, Episode 15
Brian and Scott bring key issues to life, through the lens of a seller:
The burden on Salespeople
Customer buying journey and buyer enablement
What sellers must do to sell more
Scott shares real-life situations of his journey (very openly and honestly — you likely will not hear this kind of stuff from your sellers unless you have deep personal relationships with them). He talks about his journey from selling products to selling solutions to executives.
The story starts off with a lot of excitement and thrill about doing something new but, by doing what he was told and taught - Scott found himself on a PIP (performance improvement plan).
Join us at https://www.OrchestrateSales.com/podcast/ to collaborate with peers, join Insider Nation, participate in the conversation and be part of the continued elevation of the profession.
Nick Merinkers 00:02
Welcome to the inside sales enablement podcast. Where has the profession been? Where is it now? And where is it heading? What does it mean to you, your company, other functions? The market? Find out here. Join the founding father of the sales enablement profession Scott Santucci and Trailblazer Brian Lambert as they take you behind the scenes of the birth of an industry, the inside sales enablement podcast starts now.
Scott Santucci 00:34
I'm Scott Santucci.
Brian Lambert 00:35
I'm Brian Lambert and we are the sales enablement insiders. Our podcast is for sales enablement, leaders looking to elevate their function, expand their sphere of influence, and increase the span of control within their companies.
Together, Brian and I've worked on over 100 different kinds of sales enablement initiatives, as analysts, consultants or practitioners, we've learned the hard way, what works? And maybe more importantly, what doesn't.
Our podcast is different. We use a conversational format to help share the experiences that only people have been there done that can provide, as we have been pushing the envelope on the profession for over a decade. And today, in this show, we will discuss what does the seller's experience really look like? Is your system set up to help sellers be successful? And what does an integrated enabling program look like? As usual, we start with a centering story to give our episode a theme. So, Scott, take it away from here.
Thank you, Brian. And Hello, everybody. One of the things that we get the opportunity to do and as more and more of you users, we're calling you inside our nation, keep listening. We get more and more feedback and I had had the opportunity to have a conversation with one of our If one of our listeners, I'm going to try not to out too much about her, because I'm sure this is embarrassing. And we were talking and one of the things that she was saying is that sometimes some of the things that I say, you know, make her feel stupid. And you know, are you an academic person? And Brian, you know, full well, boy, I hate being called academic, but maybe sometimes the way that I think about things and talk about them in that way. Yeah, you deserve it. Thanks. Thanks. I appreciate solidarity there, Brian. Just kidding.
It's an interesting thing.
One of the things is, uh, this topic is such a hard thing. It's it's both simple and easy as as we like to talk about sales. It's both fit sales is simple, but simple and easy. And one of the things that I'd like to share this time is to talk about what makes me so passionate about sales enablement. And actually, one of the things that I'd like to share is a story from when I was in the field. So, we're going to go back in the way, way way back machine, the company at the time I was working at at Mehta group. And in our third episode, we actually talked about how I built a sales enablement function there. But this is before even that, and I'm
actually, because you you actually came out of the field you were a seller before that. That's right, that's created in that episode. So, this is actually is that going to be the story when you were a seller?
Exactly. It's pretty cool. So the this story isn't, isn't really that great. It doesn't put me in the in the greatest light, but as a seller, we've just gone through sales training, and specifically it was solution selling training. And if you've seen the movie, Jerry Maguire, where Jerry wrote that letter, that memo out, everybody was really really excited. I was really, really excited at the time. We were selling the subscription services. So meta group is been acquired by Gartner group. So, if you could imagine buying reports, and we would sit there and be trying to talk about what the deliverables are, here's our service. Here's our ssms service or GNS service, here are the five things that you do here, deliverables about it, you get these deliverables, and you get this teleconferencing. You get these conference tickets, and blah, blah, blah. So, if that's what we were talking about, who do you think that I was selling to? I was selling people up like a guy named Mark fleischman, who actually was at bellcore. And his job was more or less a librarian. He would meet me in the cafeteria with me. He wouldn't even bring me in I would even get the code to get in. Right. That's That's how low level and we debate about how many license fees and what the what the the usage was, and we would haggle between $15,000 For $16,000 about what the renewal was for that particular service. That was a rough and it sure as heck wasn't what I thought was was selling. I walked out of this solution selling training, and I'm excited. I'm gonna go and learn to go talk to executives. That's, that's what I was gonna do. So, my primary focus was, I'm gonna go talk to executives. So, think about it going all in how you drank the Kool Aid, you're excited. I really drank the Kool Aid. I, I was a process zealot. At the time. I thought the solution selling thing was fantastic. I drank the Kool Aid, I went all in. That's good. Yes, it is good. So, the first thing that I did, at the time, my territory was the state of New Jersey. And the very first opportunity that I got, I decided you know what I'm going to do? I'm going to go call on the CIO at Merck. And literally This is no joke the the CIO at Merck's name was Dr. Popper.
So, you're gonna go from the library and eating a salad with a librarian to calling Dr. popper, the CIO at Merck.
Well, yeah, of course, right. That's what they wanted us to do in the training, right.
That's a transformative experience right there.
Well, we'll talk about that. So, I called up and I left a voicemail message. I can't remember exactly what it was. I went to lunch. I'm feeling pretty good. I come back, I see that I have a couple voicemails on my machine. I'm excited. Because Dr. popper is obviously gonna invite me back in so I can give him my pitch and all the solution selling stuff is great. Well, actually, on my voicemail, there were three voicemails, all of them were from Merck. None of them were from Dr. popper. And they were progressively more agitated, threatening, almost. And this is no lie, saying that I'm just a vendor. I'm not to talk to you. Good call on Dr. Dr. popper. I was gonna say Dr. Pepper doctor. And if you ever do this again, we're going to make sure that you don't sell anything to Merck ever again.
Dang. So that when only did you get one call? You got three calls back there just a little threatening.
That's right. So, I'd love to be able to tell you what awesome heroic thing that I did to be able to recover from that situation. But that wouldn't be the truth. The truth is, I said, screw it. I'm packed up my things. I went home. I shut the shades of my apartment at the time.
getting weird
I put on Free Willy and I just watched Free Will because I wanted to feel happy because I felt so small. I didn't call on a on a CIO again for a while. I went back to the RA Fleischmanns again, Michael fleischman again until finally, I Got my courage up again. So, my next time was, I said, all right, dust that off, you know, shake it off scotch shake it off, Scott, you still believe in that solution selling stuff. So, the next bat the next time I went after this was before Campbell soups moved their headquarters and their headquarters was in was in New Jersey. So, I called on the CIO of, of, of Campbell's soups and honest I can't even remember his name. And Brian had he did you see the movie Wall Street? Uh,
yeah, a long time ago, though, ya know, so, the Wayback Machine.
All my references are so David, I'm clearly not a millennial. But in Wall Street, there's this scene where bud Fox, the main character, Charlie Sheen, gets his meeting with Gordon Gekko. And how did he get his meeting with Gordon Gekko? Do you remember?
No, I don't tell us.
He called Gordon Gekko every day for like 80 days. in a row and showed up it is showed up the day of Gordon Gekko his birthday with a box of cigars. Oh, that's right. Gordon Gekko finally let him in. Well, you know, I'd seen that movie and I swear to God, I literally called this guy for 60 days straight till finally I got him on the phone. And every single time I left a voicemail so he you know, he kind of knew me. I would highlight research where I thought our research was better than Gartner's because I knew he was a big Gartner shop. And I just call kept calling kept calling. And lo and behold, one of those days he actually answered the phone. What did I do? What happened?
You froze up
That Yeah, exactly. I would love to tell you an awesome story about I had this great rap and I you know, got a meeting with them. Nope. I kind of went uhh and he was nice about it. Scott, you've been pretty persistent. Can you Please tell me how you're different than gardener? And then I fumbled through some words. You know, it was sort of like a word salad of a bunch of things that I had heard or that we've been talking about. And he said, Well, I gave you my ear time. Will you please stop calling me now? And I went yep. So, opportunity number two. I do, I went back down to sell into the sound of the cubicle people.
All right. No, Free Willy. No Free Willy tune.
Okay, so fast forward now. Now, you know, maybe two, two months later, I had worked on an opportunity and I built a I was able to get access to this guy named Keith Kebel. Keith Kebel, at the time, was the VP of shared services at Bristol Myers Squibb. I knew that he had he had responsibility for a budget It was $50 million. So good access right, access to adult money. And at the time they were, they were implementing SAP. And they had the Cooper's the Cooper's team in there, and we were talking about how now I'm getting more into a rap about what our products do, and our products are you should be thinking about our products like an insurance policy because who knows what the risk of a bad decision could be? And I had told them about like, what would happen if Hershey if you know you've heard about the Hershey incident where they had an SAP challenge, and they weren't able to ship candy? What would happen to you if you did that? So, all you have to do is buy our you know, our particular service or X number of dollars is like a decision-making insurance policies that all sounded great, invited us in. And really what what the goal was, I didn't really know what the goal was. And I didn't ask I said, Oh, yeah, awesome, like as excited. Sure. So, I brought my brought my subject matter expert, Barry wildermann and with me, and the two of us show up and there were 20 of them. Because this is such a big deal. And they started using a lot of language that I had no idea what these people were talking about, honestly, there was like words like, release and instance and things like that. I had no idea what they were. And I just wrote the keywords down when we were leaving in the parking lot to get back in the car. So, what happened in that meeting? Barry, how did it go? He said it went great. And he listed off three or four problems that they they were going to have. So, I was like, super great. So, I called Keith back the next day. Hey, Keith Baba had a great relationship. How did it go? He's like, it was great. You know, that was a great meeting. Thank you very much. And I said, see you're ready to do business with us. I'm getting ready to close on my solution sale. Brian. How did that go? He said, Well, Scott, you kind of confirm that we're on the right track. Well, Barry says you're gonna have problems. What are they?
Barry says you got problems.
And I said, Uh, I don't know, you want to get them back on the phone. And at that point in time, I lost all my credibility. Yeah, you're never able to get Keith Kebel on the phone ever again. So here I'm here I'm at six months into my solution selling experience. How do you think I was performing? What would my overall numbers like?
Zero?
Yeah. Dude, I was on a pip. Yeah, so.
So, you had these at bats. You're trying to do what the company says. And your manager puts you on a pip.
Yeah, yeah, I was gonna talk about that later. So, I was on a pip, and we could talk about what our plan was. I was on a pip. So now I'm like, oh my goodness, I'm worried about losing my job. I certainly wasn't, you know, killing it. As a rep I was about at Target about it plan, maybe 80% when I was selling to the selling products to the Fleischmanns, but my, my, my cubicle pipeline was all gone because as you know, it takes a lot of energy and a lot of effort to try to build relationships with with the executives. But thank goodness. And I sort of had this come to Jesus moment with myself saying what the heck just just be you. So, thank goodness I've been building a relationship with with one of the CIOs. So, the way j&j is organized was is around these sectors, and I built a relationship with one of the with one of the CIOs and one of the sectors and I've been talking with him about the idea of an insurance policy but About one product, but across all of our all of our products. I talked a lot about decision making. I said why don't we facilitate a meeting of your direct reports and one thing led to another and suddenly, things started clicking in and with a with a company, so large and so many different, so many different IT leaders. I, at the end of the year, I had done $3 million, a business with with Johnson and Johnson. So, I'd done basically, three x what what my quota was, and that's one of the reasons that I became one of the top reps. Let's try it from writing all the business of the story that we talked about in the second part.
So, solution selling did work.
Well see, I don't know whether it did or didn't because I didn't really follow the solution selling script. I use some of the elements of it. Yeah, basically what I did was just get back to, you know, what problems do you have? Mr. CIO, well, we're worried about making the wrong decisions. There's a lot of choices with technology. Well, we have a lot of experts. Would you like to have experts on hand? That sounds great. How does that work? Well, let's simulate how that works. Let's let's put it to use. And you know, because I kept working on helping them use it, they actually gave me a desk there. I actually had a badge that I will go in and my desk and when you're there and you hear all the challenges, it's kind of easy, right to sell, but it took building that relationship. It took forgetting a lot of the stuff that I that I learned in solution selling and focus more on the people. And that's a that's, that's my story.
Cool. So, it started out with Dr. popper, then Free Willy, then Charlie Sheen and cigars. Then Bristol Myers Squibb with the insurance policy pitch. And then six months in you're on a pip on a pip.
Yep, on a pip about ready to get fired.
Then you had your soul-searching moment you're like screw it, I'm just going to be myself if I'm gonna get fired, I might as well go down just being true to myself. I can relate and then you know j&j conference meetings. And then that's that's how we ended up at that other podcast can't remember the exact number but
Number three right yeah
yeah. So, they I mean and the cool thing about that is, um, it sounds like one you figured out how to get access to executives right?
Well, the hard way. Yeah. I mean, let's let's let's, let's be honest it would we want other people to learn that way?
No. Well, I mean, kudos to you a lot of people probably wouldn't have been as committed. I mean, that's what's cool about that story is you were all in you know, you came out of that experience you hit the outlaw you know the I believe button.
Oh, you have no idea how many of my friends told me to not they would say that stuff is BS, you know look at look at that and look at our pipelines you know at least you know we're not killing it either, but you know, at least money right like dude in my friends were what they thought they were watching out for me. So, I had that I had the internal talk track of not doing well. I had the my managers but my but and of course, when you're on a pip, it's not just your manager, right? You have a review with the VP of sales to
Because that's when that's when the help starts
The quote unquote, help.
Yeah. And you know, remember, remember in Episode 10, I'm looking at the list here. We talked about the five sales objectives. Let's use that for our listeners here to structure this out a little bit. You know, in the first objective If you have to have, you know, a perspective, you have to bring a perspective to the buyer. Right. And you've got different perspectives here that you
Will the first the first objective is, who are we selling to? Do I need a commitment from selling from cubicle workers to executive offices?
Executives. And that shifted the problem from a librarian view to an executive lens and you tried the insurance policy perspective. You tried the Hey, wouldn't it be nice to have decisions makers being influenced and experts at your beck and call, right? So, you tried different types of perspectives to those those people, those executives because they had different needs?
If you think about it, like, you're just sort of reacting to what you're saying, Brian, I would say that my go in perspective was for Dr. popper, boy, do I have a deal for you? You, you want Research Services, I'm ready to do discount
Here's my number just call me back. Here's my answering machine.
Yeah. And then then the next brilliant strategy is going after the CIO at Campbell Soup. I think my offer was, I got better research than the company that you're all in on. Right? All you need, just give me that one thing and one report is going to that's going to convince you right. Then the third one was I'm going to sell you one service 22 baby boomers $25,000 to protect you on one project. And your you run 50 you know you have a $500 million project or budget you might have more than one project. But I'm in with very narrow something very discreet. And if that doesn't pan out, or if I'm not able to go backwards and forwards inside and outside. That's not going anywhere. Either. Hey. Yep. And until ultras get any, we're gonna provide decision making fuel. We're gonna help help all of your executive lasers provide decisions, and I don't need to zoom in details on any of it.
Right. So that's that's a that's good. I mean, you, you figured out who they were. You tried different perspectives and angles to eventually do the second objective, which was to get access to those folks. Right? You tried the got it out. I'm gonna pound you on the phone all the way to the, Hey, tell me your problems. Tell me your challenges. Let's talk about that. Right. So that's cool. You figured that out? Yep. And then you had to have a third objective, you know, have a relevant meeting. So, you know, each one of those was different to it sounds like the first one. You know, with Dr. popper wasn't a meeting at all. It was three, you know, phones. calls from legal or whatever,
I got it here they were procurement officials. So basically, the first one I got thrown out at first base, right executive level access.
Right. There you go.
The second one. Second one. I eventually got executive level access by bludgeoning the poor guy's voicemail. Right. I got thrown out at second base, which was you tell me I didn't have a successful meeting. Tell me how you're different than Gardner. Whoa.
Yeah. The next one was the Bristol Myers Squibb one, I got thrown at it third. Because I wasn't able to connect to shared vision of success. So okay, you know, you've confirmed for us we know what we're doing here. I don't know what to talk about. Man is basically where he's coming from. Yeah. And I'm not but but you should buy us because you had a good meeting.
And and my subject matter experts said you got problems, but he's not here right now. Okay.
And I have no idea what he said cuz I know you guys were talking about that old meeting. I'm not an SAP expert.
Right. Yeah. And then then the next one is, you know, the next sort of run. Yeah, you score the run which means you made that value tangible and they they close the deal but look at what it look at what it took with j&j. It took a it almost It was almost lost because you didn't get the logo remember from Episode Three where we tried to have that meeting and you needed the logo and
That wasn't lost. I was already secured by that I'd never okay get in Episode Three.
Right But she so you got that. So, you you pursued and you did a figure it out approach until you score the score the run, you know you got the got the deal. And that's, that's cool because when you figured it out to you where you hit the I believe, but not solution selling and you know, for our listeners, the reason why I wanted to go through that was you know, how many salespeople would you guys like to have that go through a training and just go all in and hit the I believe button and, you know, stiff arm their peers and, you know, believe it's the right thing to do because the company tells you and that's one. Two, you know it yeah, okay, fine it might be 20 years or, you know, 15 years or whatever in between. But, you know, I gotta tell you, this experience happens today. I mean, most if you're driving right now, you're probably shaking your head. This is the exact same challenge and that and the challenge actually comes down to that that magical moment where the person answers the phone and says, Okay, go, you know, what are you going to say?
Yeah, I say I share this this story when I'm invited to do sales kickoffs, before I talk about anything that might sound, you know, abstract or theoretical and the receptivity is palpable. And I think it's because solution selling or what I did may as well be challenger selling or selling with curiosity or Sandler selling or Miller Heiman selling or value vision selling whatever the new sales methodology that you're rolling out because you want your reps to sell, you don't want them to sell the minions anymore to sell to the executives or if you're selling from it to business people that shift as in the conference room when you're making your plan sounds like it's little well duh. But the reality of that shift, it's so hard.
Yes, super hard. I mean, look, you got put on a pimp and I like to talk to your manager, and I have a bias toward the managers. I'm like, Where the hell is your manager and all this but that's a whole separate podcast. But the last point I want to have is this idea of for you to be successful, you know, look, look at what that look what that is. It was, it was actually less about your solutions and more about the value or the help that your company could provide in the customers context around decision making, and in other words, it became about them and their success. And that's how you got a desk there. Right? Yes. And I think that's, that's the key of today. And, you know, one of the things that I still do today and, and as a way to drive this point home because I've had discussions with execs and I've had discussions with reps and they say yeah, okay, you know, I'm fine This is a real thing. But no, this is palpable emotional like I'm at one here I'm like Free Willy's man. I don't know whether to laugh or cry cuz. But like, I've for 15 years I've been on this quest myself to find this the salesperson who can talk you know, two minutes about their their customers. And the only caveat that I have on this is you can't talk about your product yourself or your company for two minutes, you have to talk about your customer, and the challenges that they have for two minutes. And I, everybody says they can do it. And I would challenge our listeners, go go do it yourself. And see if you can talk about your company's customers for two minutes without talking about your solution, your your own products, your solutions, your yourself or your company. And sellers have that same gap. And I think that's, that's what I'm seeing here. I'm having this visceral reaction. Scott was you, you know, you you had to fight the system, so to speak, and you hit the I believe button, you had to come up with your own message that was all about your customer, and then come up with a creative solution around helping your customers successful, almost in spite of your company.
Well, I think that's that's the key point. Actually, you made several key points. So let me summarize some of them. So, one point is my Observation today is in general, we're pushing our sales, sales reps out. There's a lot of focus on improving our sellers. Let's train up our sellers. Let's get our salespeople to do this they don't do that. Let's throw more stuff at them. But really what we're not doing is we're not understanding what actually they have to go through. So, I guess it's true. It would be great if I had more role playing with my sales manager, but that still wouldn't cut it. Because all of the material that we had, Brian, everything that we had was based on our products, right. I didn't make a conscious effort to be I basically rewrote all my own collateral.
Yeah. All the PIP worked out of desperation.
Well, I don't know. I think I don't think people I don't think the pip we want to turn sellers into content creators. Yeah, what what got what got got home was, you mentioned, talking about value. I know, we don't want this to go on longer than then give two minutes about our customers. But really, for the, you know, the CIO at j&j that I was working with, yeah, but really the the, the crux of the matter here is, I got it down to something very simple. That may sound abstract to you, guys, to you. And that simple thing was, I'm in the business of providing content to fuel your decisions. And as simple as that, so that you can say, wow, that's weird. But the When is the last time you thought about decision making? Right? There are a lot of tools out there for decision making. And if you don't actually really think about decision making, how are you going to be able to leverage experts, right, and by going deep into that and all of those different parts that's really what it became. So, what I'd like to do is sort of shift into what was the prescription? So, after I got tapped on the shoulder, what do we actually end up building? And what I'm going to ask each of you guys to do is just to think about if you can't empathize with these particular situations, these these five stages from how hard the call is, it's easy to say in a conference room, yes, I'm gonna go sell to executives, that's the easy thing to do. The hard thing to do is to stay committed to doing it, especially when you run into challenges along the way. And if you make it sound so too easy, and you don't help them simulate the hardness, you're gonna create a situation where they think there's something wrong with them, and they're gonna stop doing it like a lot of my peers did, and I almost did, right. So, what I would suggest is, this is what we ended up building. So, So the story if you go back and visit, listen to our third episode, it's more of a story about Scott getting tapped on the shoulder. And maybe that'll help explain why I was a little more fiery when people were getting in my way and giving me sales prevention, because those people weren't about fired, and I was about fired. So maybe that's that that'll explain. But if you go back and listen to that episode, I was asked by the executive committee to come and fix some of this stuff that I that I was articulating. So really, there's five things that we did. So here are five things that you can go do in your your company. So, the first one is define what's the core value to whom you're targeting. So, all of the material that we had at Mehta group was targeted at the mark Fleischmanns of the world. We didn't have any clear value core value targeted at the executives So this case, if you're following along very specifically, that's decision-making fuel. That's what the core value was everything else was irrelevant decision-making fuel. Point number two. The next thing that we did was say, given that that's the issue, how do I add value? So going from the lesson learned from the Keith Capital One, I actually got half of the way there. But then I couldn't answer that question. So, there's no possible way that we can train all of our salespeople to be experts on the 17 different services that we had no way. What can we do to make them more valuable, we can train them on being decision making experts? So, we checked out of the solution selling business, the sales methodology business, and we started focusing on how do we teach our reps to be decision making experts. That was point number two. Point number three you had needed create a a way for that for customers to tangibly feel that value, tangibly manifest that value. That's not a demo guys. Right? What it is is is is a a way for them to experience it for us at Mehta group we ended up creating decision making engines, you know, a framework, we would give the framework away to our clients and they would go, Wow, that's great. How do you how do you keep making sure that you're making the right decisions, you need to buy our service to be able to do it, you need the content fuel, if they don't have a decision-making engine or a way in their head to do it. They couldn't do it. So, we concentrated on building these decision-making engines. I call that maybe a value framework or something like that. I don't necessarily have the right words for that. But for us at Mehta group, it was a decision-making engine but a framework of value that customers see themselves in?
Yeah. And I actually prefer you not to label it because that's one of the things in sales enablement to me is when we throw out something, somebody says, Oh, that's buyer persona. You're talking about buyer journey right now, aren't you Scott?
Right. And I'm like, I think some people would label what I'm talking about as a commercial insight. Right? I don't think this is a commercial insight.
Yeah, so let's not do that everybody, let's just let's not label it right. Now let's let's focus on these five things. Because one, they worked in two, they were field tested, and scaled. Right? So, first was define the value, the person you're targeting, or the buyer you're targeting, then and to help understand how you add value as a company, right? Not as an as a seller as both and then three is help the customer the buyers or the buyer network, you know, feel that value experience that value through a decision-making tool or just, you know, a portion of this service. Well,
Let's not call it a tool because I think part number four, because there's two more parts to this. Part Number four is we did create client facing guides. So, in other words, instead of asking our sellers to know all of the different things like we talked about SAP, but there's helpdesk, there's network, campus setup, network strategy, all of those other things, we created guides for all of the key topics. So, I think we ultimately had like 70 of these guides, that salespeople would just pick a plug and play and based on who they were talking to, and put in front of the client, they follow the same structure, all of them that followed the same uniform structure, the decision-making engine, that's what they trained on, there was a decision-making process. And any salesperson could walk through that material and evaluate away without knowing any of the subject matter expertise, because they had the structured tool. So, what we did is we work with the subject matter experts to get these these points. And it was client facing. We call those buying blueprints. But really, I would call them today maybe success recipes or something like that. And we had two editions, we had the client facing edition. And then we had a playbook for our sellers of what the key talking points were. And what what capabilities match to that based on the scenarios our customers would run into. So that was that was number four. And then number five, is instead of doing demand generation activities, what we did is we launched a integrated marketing program, where we launched how to teleconferences and basically the How to teleconference was was, we pick a big strategic theme, like, how do you do it? How do you how do you create an IT operations group to be more successful? Or how do you do CRM the right way? How do you do come Chain Management the right way. And what we did is I hosted all of those. And I asked the executives, not what the solutions were. But basically, what are the challenges that people have? And then what do they need to do to? What do they need to be thinking about, you know, aka what decisions do they need to be making in order to be successful, and we didn't talk anything about our products? So, we put all of those things together in an integrated way. As you can imagine, we work with we had to work all the way up with the CEO had to get bought in. We worked and retrained all the salespeople. We built these, these structures that our research or our product people had to buy into. We asked both marketers and solutions experts to build these these guides and they had to be very structured because they had the reps had to do it. And then we work with marketing in terms of setting up the demand generation program. All of that created that right environment. And what we did is after we rolled it out, our deal size increased 56%, our win rate decreased 25% and our sales cycle time or from first contact to close collapse 35%. So, we just had massive, massive, massive success, all really predicated on that story that I shared and being able to relate to the human issues and the, you know, navigating all the complexity and simplifying everything.
Yeah. So, the I love the human element on that, and also, you know, one, I'm biased, but to me, that's, that's what you just described is indeed sales enablement. And, you know, we can, we can debate that with our listeners on what that is or not, but, you know, hopefully, the folks that are listening to this agree, but the second piece of that is, but let me play devil's advocate because If I'm driving down the road right now, I'm gonna have to re listen to this podcast to get these 512. When I, when you rattle these off, it's a crap ton of work. You know? So, g Scott and Brian, you guys just created a whole bunch of work for me to go do this and you know, two and then three, how the hell am I going to do all this? Right? I don't have the resources. I don't have the people, even if I believe this is the right thing to do. I'm not sure how to go do it. So, thanks. You just screwed up my my commute and the rest of my day. Now. What would you say to that?
Well, I'd say if you want to know how call us now that's that that's a that's a different issue. I think the bigger question would be do are the things that are being done today? Like how committed Are you as a company to sell to executives? That's the first question I'd ask if it's strategically important as it is in many, many companies. What choice do you have? Honestly.
Well, this Same old the same old, same old trick.
The same old, same old isn't working.
Yeah, but at least I can check off the box and I was able to do stuff today. You know, again, I'm playing devil's advocate, but I
But but, but but like I said, Okay, so you check the box off. So, what if the company is investing lots of money to move the needle and the needle doesn't move? What's going to happen?
Yeah, eventually they'll say why do we have an enablement function? Right, let's just put it back the way it was.
Let's hire more reps instead. Yeah. And we'll make more calls because it's clearly a numbers game. And you know, the reason I think the reason that sales enablement is such an exciting potential as such exciting potential is because we can get into the business of less, less is more, and simplifying is more and higher quality is more, but if we're building generic personas, and we're targeting random stakeholders, and we're not dealing with, you know, the nuances that sellers run into on a day-to-day basis. And if we don't have a structure with which to organize it, we're not going to make a lot of progress. And my story about the sales enablement side on this, Brian is very much I wouldn't say it's all sales enablement. There's things that I didn't do that I would like to do like sales coaching, and you know, fixing some of the hiring, hiring challenges and making the CRM process much easier. There's so much more I could have done I would say this is a very much a flavor on the content side. How do you get the content side? How do you bring alignment there? What what's what does actually real tangible sales content look like? And if you don't get the buy in at the top, all you're going to be doing is just generating more stuff. We need playbooks. We need this we need we need persona guides, and it just explodes of tons and tons and tons of information and your reps are going to end up creating their own material anyway.
Yeah, yeah, that's why the stakeholder stakeholder management episode was so good. The one right before this 112, I believe, but the, you know, what strikes me on this, and then we have to wrap up, but I'd love your reaction to this. And we, you and I had this conversation, you know, 10 years ago. And you know, I've learned a lot since then. But we were talking, and I was like, you know, this is just, it's just a mountain of stuff. And it's so it seems so huge. And he said, you know, what, Brian, if we don't do it, if if we don't tackle the complexity, then who's going to do it? And remember, you wrote that one report that if this if this, if the complexity is not tackled and simplified on behalf of reps, they have two choices, they show up and throw up, or they push all the complexity to their, their customer in that regard. So, the customer ends up having to sort through it, to figure it out on their own. Or they do this superhuman heroic effort that you did. Where they they get put on a pip and almost fired and have to go create their own stuff to bridge that gap. And neither?
Yeah, yeah, forgot about that. Yeah. So, so we should probably go through that report and what you know, what Brian's referring to is a report I wrote called engineering valuable sales conversations. And we should have, we should probably revisit that I know, we had a few listeners that have brought that up before and said we should update it. But yeah, what Brian's talking about is that what what we're dealing with is a complexity problem. And no one likes to talk about complexity. And whether you like it or not, you have a complexity, coping strategy. coping strategy number one is no one else who's supporting sales confronts it. So, we push it on the backs of reps. Most of those reps aren't going to confront it. So, they'll push it back on the backs of customers and those customers are gonna have the procurement people yell at you and tell you we don't want to hear from you. Right?
Harder.
Right? Hmm. So that's that's basically what I was doing is pushing the complexity on to Dr. popper at Merck and the CIO at Campbell Soup. Well, now the next part then is well, that's clearly not working. So, Scott's decided that he's going to go into the business of creating his own content. And he started out doing that first. So, it's the heroic effort. I By the way, I also shut down a turned off, and I purposely would enter my data in incorrectly. So that corporate couldn't send out like, you know, have different email addresses a corporate couldn't communicate my prime target targets because, yeah, the information that they were sending was just so confusing.
Yeah. So, I know that free Willie moment you had a choice to make either I'm going to do this in spite of my system of my company and do this on my own, or I'm gonna quit before I get canned. Like, there's a lot of reps out there and myself included. I actually quit before you got it out kudos to you, but I, I hit the eject handle in my situation, but I think there's a lot of people out there are a lot of reps in particular that have that exact same free willie moment. Yeah.
Yeah. And so, then the other. The other coping strategy is the heroic effort, which is basically what we're asking people to do. When we do challenger sale or whatever, because the burden, we're asking them to figure out what the executive priorities are. We're asking him to figure out what the buying impacts are. We're asking him to figure out three to one environment. We're asking him to figure out make sure you follow the buying process. Make sure you do this make sure you do that. Make sure you do this and the amount of inspection but none of that stuff is accurate. Because there's no such thing as a buying school there's no executives has ever been through this is how I buy stuff. It just just doesn't exist or solve problems, right. So, we've put what we're basically putting the heroic effort on the backs of reps. And that's a very costly and risky proposition because only about 20% of the reps can do it. And really where we're Brian, I think about this is that the opportunity for sales enablement is to manage the complexity for the sellers, and come up with these integrated programs, like we just talked about here.
That's right. And that's a, that's gonna be how we end this is, you know, you all have a make have to make a decision to, you know, and to tackle that complexity or not. And there is a lot of opportunity to elevate your role and your function by tackling it. Give us a call if you're doing that. We certainly need more discussions around that Scott, and I have a lot to learn. Still, there's a lot of complexity that we have to navigate we need, and we would like to have more inputs around that from folks that are tackling these issues. So given Call shoot us an email and engage@insidese.com also tell us the stories, the good, the bad, and challenge us. You know this was a bit of a dated story. Is it still relevant or not? Call us out on it. Let us know. We appreciate you listening. We went a little bit over today, but I wanted to make sure we landed that. Scott, thanks for the stories. Thanks for your time. We'll see you guys later. Take care.
Thanks for joining us. To Become an insider and amplify your journey. Make sure you've subscribed to our show. If you have an idea for what Scott and Brian can cover in a future podcast or have a story to share, please email them at engage at insidese.com You can also connect with them online by going to insidese.com following them on Twitter or sending them a LinkedIn request.
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text:
CEO Memo
Michael W. Brown, President and CEO
This has been an exciting year for our organization. In my tenure at LSPI, I have seen the business transition in a myriad of ways, while continuing to grow and mature. As we debuted as an independent entity this year, we further strengthened our identity. In this issue, we want to highlight how LSPI's culture focuses on being a premier employer, an industry educator and a good neighbor.
This has been an exciting year for our organization. In my tenure at LSPI, I have seen the business transition in a myriad of ways, while continuing to grow and mature. As we debuted as…
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This year, LSPI was named a premier employer by two leading publications. The Houston Business Journal ranked LSPI as a Top Ten Best Place to Work, and the Houston Chronicle named us as a Top…
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redpajama_set_name: RedPajamaCommonCrawl


text:
Q: Why the following stochastic inequality is valid Consider a Banach space-valued dyadic martingale $M_n$ on $\Omega=\{-1,1\}^{\mathbb N_*}$ associated with to $\mathcal{A}=\sigma(\epsilon_1,\epsilon_2,\cdots,\epsilon_n)$, where $\epsilon_n:\Omega\to \{-1,1\}$ denotes the $n$-th coordinate. Also, let us write martingale difference $dM_n:=M_n-M_{n-1}$.  Therefore, by Representation of Paley–Walsh martingales it follows that there exists a $\mathcal{A}_{n-1}$-measurable function $\delta_{n-1}$ such that
$$
dM_n=\delta_{n-1}\epsilon_n.
$$
In a paper, it claim that for any $q\in (2,\infty)$, the following inequality is valid
$$
\int_{\Omega\times \Omega}|M_{n-1}(\omega)+\epsilon_n(\omega')\delta_{n-1}(\omega)|^q dP(\omega')dP(\omega)\leq \int_{\Omega}|M_n(\omega)|^qdP(\omega)
$$
Why ?

redpajama_set_name: RedPajamaStackExchange


text:
Huttonina angustipennis är en tvåvingeart som beskrevs av Tonnoir och Malloch 1928. Huttonina angustipennis ingår i släktet Huttonina och familjen Huttoninidae. Inga underarter finns listade i Catalogue of Life.

Källor

Tvåvingar
angustipennis

redpajama_set_name: RedPajamaWikipedia


text:
Home / Auto / Why classic cars survive the last decade?
Why classic cars survive the last decade?
20.06.2016 Auto 27 Views
We are not yet fully realized the scale of the disaster, but de facto the car in its usual form is living its last 10-20 years. In the past year, the leading countries-manufacturers signed a killer for industry documents, and are preparing to begin the implementation of the commitments.
A watershed summit
The turning point is to recognize СОР21 climate summit, held last year in Paris. It was then that the leading automobile powers, including Germany, Britain and several U.S. States (CA, NY) have signed a voluntary commitment to abandon the production and sales of classic cars with ice (internal combustion engine) already in 2050.
You say: Yes, Germany is part of the United States is not the whole of the country. However, the auto industry is a global phenomenon, and by "opinion leaders" will have to adapt to smaller players, so no doubt that Europe in the Alliance with the United States is able to deploy the Titanic of the car industry on a new course.
Closer than you think
As for the year 2050… It is not so far. The Deputy Minister of economy of Germany Rainer Baake said that if his country intends in fact to abandon the car in 2050, their sale should be stopped completely at the latest by 2030, the average period of ownership of personal cars in Germany — 20 years.
Development of a new generation, including car testing and production organization, is engaged in 4-5 years. The novelty of the electric cars for the mass automotive industry, this period will be slightly bigger: 7-8 years. This means to implement the ambitious plan is already in 2022-2023 years of the engineering centres of car manufacturers must be fully focused on the development of electric vehicles. Of course, a smooth transition begins early, but after that date on new vehicles with internal combustion engines will have to forget in an order.
Drummers and honors
Germany in theory restrains the inertia of its own industry, but Germany and a number of countries without a major auto industry, decided to set an example to the world. So, the ruling circles of the Netherlands and Norway have, in fact, agreed on a complete ban on the sale of cars with all types of internal combustion engines in 2025. It's not just about traditional cars, but all the variants of the hybrids.
Initially, green party, the Netherlands lobbied for the initiative banning in 2025, not only the sale, but even the use of cars in principle, but it was rejected: we agreed to ban sales.
Norway, meanwhile, is the most electromobility European country, which does not prevent even relatively cold climate (in fact, in populated parts of the country it is much softer than Russian). However, these results are mainly due to the frantic state incentives for the purchase of "green" vehicles, like the Nissan Leaf or Tesla Model S.
Continuing the trend
For the sake of justice it is worth Recalling that the EU, USA and Japan have long been obsessed with the idea of radical reduction of emissions of CO2, which, according to some scientists, is the main provocateur of the greenhouse effect (it is more active than nitrogen and oxygen absorb solar radiation).
For many years the EU is going step-by-step preparation for 2020, when every carmaker is obliged to produce cars, the average CO2 emissions which are within the limit of 95 g/km In first approximation, the CO2 emissions proportional to fuel consumption, and this provision means that the average fuel consumption of all produced in Europe, machines in 2020, to meet the 4 l/100 km.
In practice this means the following: for example, Audi wants to keep in the model number heavy duty Audi A8 with engine capacity of 550 HP (CO2 emissions of 290 g/km). Then after 2020 it will need to balance so many cars of small to average emissions to meet the limit of 95 g/km for Example, Audi will have every powerful A8 to sell 22 car similar to the Smart ForTwo with cahuachi 54-strong dizel'kom (CO2 emissions — 86 g/km). In this Smart, as we know, Audi has nothing to do, whereas in the framework of the concern VAG alternatives, yet not so much: for example, even the little Volkswagen Up 1.0-litre Bluemotion engine vykladyvaete 98 g/km.
In short, the largest producers are already preparing to focus mainly on economy and compact cars or electric vehicles. After all, the last formally CO2 emissions are 0 g/km (at least, if not to take into account the way we produce energy). So, with electric cars can "balance" the sale of powerful cars, which are very important for the German automotive industry.
All this for what?
All for the sake of saving the planet from global warming. Cars with internal combustion engines emit CO2, it absorbs sunlight, increases the average temperature, become more powerful hurricanes, melting glaciers, extinct marine animals… And since by themselves, the car manufacturers are not interested in the rejection fostered internal combustion engine to the demise of oil, they need to make arbitrary decision. That happens.
However, electric issues, no less. Yes, Holland has famously decided to abandon the car in 2025, although there is still no electric, able to move to Holland from North to South without recharging. Tesla says a beautiful figure the maximum runs, but experience shows that when driving in a familiar car, the rhythm, Yes, with included "stove", 300+ miles the Model S is not passing. A Tesla is something like "premium" electric cars, while the vast majority of electric vehicles like the Nissan Leaf or Renault Zoe, calculated on the nameplate mileage of about 160 km, but in reality 80 — 100km depending on conditions.
Of course, there's another ten years on an ambitious task, but the irony is that electric cars with mileage 80-150 km on a charge existed in the 70-ies of the last century, so since then, alas, the progress though, but I can't say revolutionary. For the mass of the leading market for the electric needs sources of "clean" electrical energy, and although Europe is actively building wind farms, and to produce CO2-neutral biological methane is even used cow dung, opportunities of "green" energy is not enough to supply the many millions of electric cars. Worse, the same as Germany abandons nuclear energy (after Fukushima) and Russian gas (after Crimea), reviving… coal-fired power plants, making electric cars very very strange phenomenon, more like a profanation. With the same success it is possible to restore the locomotives to replace diesel locomotives.
De facto, in the current power system, the main and almost only advantage of the electric car is a local ecology: it does not shit where he goes. However, many questions remain, not only to the methods of electricity generation, but also, for example, environmental hazards in the production and disposal of batteries — and they have an electric is not like a car.
What can we expect?
Whether you are implementing a radical scenario or not — hard to say, and much will depend on including the state of the global economy in the coming decades. After the transition to electric vehicles — a huge and very expensive task, which involves a revolution in particular in the field of the generation and transmission of electricity. Current initiatives are more political than "natural" nature, and the industry will not be easy.
And we need to get used to the idea that turbo-consumption with low online will become the norm that the machines will shrink and become more expensive. And the times when prized powerful engines and good chassis are fading.
Russia is immune to such trends, since, in principle, comes in the Wake of the environmental fever. But the time lag is not so great: this year Russia introduces the norms of Euro-5 for cars and fuels, and our own auto industry is not too independent, not to depend on Western trends. Therefore, if electric the fever doesn't break his neck in the coming years, albeit with a delay of ten years but will get it to us.
Tags cars classic decade" last survive
Nvidia establishes autonomous driving units in Israel
Hyundai will give the car a system of active suppression of road noise
In Dubai, introduced the fastest production supercar
Tesla was faster than a racing Porsche
In the near future, Tesla plans to release a new generation of its popular sedan …


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The Holocaust Memorial in Boston is often walked by or around with out people really knowing what it is. If you are ever in town, take the time to stop and remember.


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text:
Ulla Bussek (* 11. August 1943 in Beuel) ist eine deutsche Politikerin der Grünen Alternativen Liste (GAL).

Leben
Die gelernte Diplom-Psychologin arbeitet als Schulpsychologin bei REBUS (Regionale Beratungs- und Unterstützungsstellen).

Sie war von November 1986 bis Februar 1989 und von 1991 bis 1997 Abgeordnete in der Hamburgischen Bürgerschaft. Während der 15. Wahlperiode (1993–1997) war sie Vizepräsidentin der Bürgerschaft. Sie war für die Fraktion der GAL im Ausschuss für Schule, Jugend und Berufsbildung sowie im Sportausschuss.

Bei der Wahl 1997 wollte sie sich wieder zur Bürgerschaftswahl aufstellen lassen, wurde aber von der eigenen Partei nicht mehr berücksichtigt.

Von 2004 bis 2008 war sie Abgeordnete der GAL-Fraktion in der Bezirksversammlung Hamburg-Nord und dort schulpolitische Sprecherin ihrer Partei.

Anfang 2007 beteiligte sich Bussek am "Hamburger Appell". Der Appell wendet sich gegen die Abschiebungen von Familien nach Afghanistan.

Weblinks
 GAL Nord
 Interview mit Ulla Bussek in der Hamburger Morgenpost vom 17. April 1997.

Literatur
 Bürgerschaft der Freien und Hansestadt Hamburg, 14. Wahlperiode, Redaktion Hinnerk Fock, Hamburg 1992.

Einzelnachweise

Politiker (20. Jahrhundert)
Mitglied der Hamburgischen Bürgerschaft
Bündnis-90/Die-Grünen-Mitglied
Deutscher
Geboren 1943
Frau


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text:
Nordmende es una compañía alemana creadora de electrodomésticos de consumo. Actualmente es propiedad de One S.p.A.

Desde 2022, la marca NordMende es propiedad de Talisman Brands, Inc. d/b/a Established..

Historia

El inicio a Dresda

Fue fundada en 1923 en Dresde por Otto Hermann Mende con el nombre de Radio H. Mende & Co., como creadores de equipos de radio.
En los años 30, Nordmende se convierte en el tercer productor nacional de equipos de radio con alrededor 200.000 aparatos producidos por año y con una cuota de mercado del 10% en Alemania, y exportados al extranjero, en países como Gran Bretaña, Italia, Escandinavia y Estados Unidos. En plena Segunda guerra mundial, Mende produjo armas para la Wehrmacht. Aunque Finalmente en este conflicto la fábrica acabó destruida a causa de los largos e intensivos bombardeos aliados que destruyeron la ciudad de Dresde.
En 1947, Martin Mende en la ciudad de Bremen dio vida a una nueva sociedad denominada "Norddeutsche Mende-Rundfunk GmbH", de donde naceria la marca Nordmende.
.

Años 70
En los años setenta los televisores Nordmende se hicieron famosos por su estructura innovadora y por los rigurosos test de calidad que tenían el producto. Pero estos factores de excelencia representaron para la compañía altos costes en material de producción y de competitividad sobre el mercado.

1977/78: venta a la Thomson
En el 1978, la familia Mende cedió su compañía a la empresa Technicolor. En los años ochenta, las actividades de la Empresa Nordmende se vieron unidas con otras dos compañías alemanas de electrónica, que serían Telefunken y SABA,
Luego Nordmende se dividiría en dos, Norddeutsche Mende Rundfunk KG y Nordmende Vertriebs GmbH & Co. La producción de la Deutschen Elektronik-Werke GmbH (DEWEK), de la Süddeutschen Elektronikwerke GmbH (SEWEK), forman la producción SABA.
Finalmente en los años 80 DEWEK con la compañía Norddeutschen Elektronikwerke GmbH (NEWEK), y Telefunken-Produktionsgesellschaft, formarían la  Elektronik-Werke Deutschland GmbH (EWD).EWD se converteria más tarde en Thomson Television Germany GmbH (TTG).

Otras sociedades como la Nordmende Vertriebs GmbH & Co. oHG, la Nordmende Verkaufs GmbH, se Unirían en Nordmende International GmbH y luego dividiría en European Consumer Electronics GmbH (ECE) para la exportación de la marca Nordmende.
Nordmende International GmbH fue vendida a la Thomson Consumer Electronics S.A. de París, divenendo a Thomson Consumer Electronics GmbH.

Años 2000
La marca Nordmende hace su reaparición sobre el mercado europeo de la electrónica en 2007, cuando es adquirido por la multinacional india de electrónica y electrodomésticos Videocon, con los televisores CRT, plasma y LCD y los lectores DVD, producidos en el establecimiento italiano de Anagni.

En 2011 se dio la noticia que la marca Nordmende fue adquirida por la empresa italiana QBell de Udine para comercializar televisores LCD de propia producción.

En el 2012 la marca Nordmende, para Italia, España y Francia es exclusiva de la compañía One S.P.A partir de los productos con tecnología LED y LCD que fueron distribuidos a partir de mayo de 2012.

En el 2014 la Twenty s.r.l. de Roma obtiene el mandato oficial para la distribución de productos de la marca NORDMENDE.

Galería de imágenes

Notas

Enlaces externos
  Tote Marke NORDMENDE - Verblasster Stolz, Artikel im Manager-Magazin,
  Ein neues Programm, Artikel en der ZEIT, .
 Fernseher: Inder produzieren neue Nordmende, Artikel bei itespresso.de
  Videocon produziert Plasmaschirme für Nordmende, Artikel im pressetext.de, .
  , .
  , .

Empresas fundadas en 1923
Empresas de electrónica de Alemania


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As you all probably know, there was an ongoing poll that remained on our home page for almost a month with the simple question of whether our school is ready for the digital evolution we're looking at or not.
Majority of the 500 visitors at 80% of those who voted thought that the school is indeed ready while a minority believed that we are yet to be on the path to that digital age in Westminster. A few were kind enough to post their suggestions but all in all, it seemed that everyone was pretty sure that with a little bit of determination we can indeed achieve whatever we want to.


text:
Q: Is there a way to implement Two-Phase Locking in Rust? It's almost impossible to implement the growing phase C++ Implementation:

//growing phase
    for (int index : sorted_transaction) {
      Row &row = table[index];
      row.lock.lock();
    }
//critical section
    for (int index : random_transaction) {
      Row &row = table[index];
      int row_data = row.getData();
      row_data += 1;
      row.setData(row_data);
    }
//shrinking phase
    for (int index : sorted_transaction) {
      Row &row = table[index];
      row.lock.unlock();
    }

Rust Attempt
        let mut acquired_locks: Vec<&MutexGuard<i32>> = Vec::new();
//        sort phase
        sorted_readset.rdxsort();

//      growing phase
        for index in sorted_readset {
            let u_index = index  as usize;
            let row = &table[u_index];
            let guard = row.lock.lock().unwrap();
            acquired_locks.push(&guard);
        }
//critical section
        for index in random_readset {
            let u_index = index as usize;
            let mut row = &mut table[u_index];
            row.value = row.value + 1;
        }

//since this will become out of scope, it'll automatically shrink

As you can see, it's impossible since the Mutex is immediately released after exiting the loop, once ownership is released. I attempted to transfer ownership by appending it to a vector. That throws an error since the lockguard is a borrowed value.


I walked in my local Starbucks and ordered a Java Chip Frappuccino with an extra shot. Took a seat by the window, overlooking the serene night sky with the bustling traffic. I plugged in my laptop and connected to the internet and downloaded the indie adventure game, Coffee Talk. I figured that Starbucks is a fitting place to check this game out.
I went in blind, not knowing what to expect. I've seen the screenshots on the Steam page and I really didn't know what I was in for, so I went with the flow while sipping my evening drink.
As a heavy coffee drinker, I wasn't disappointed.
The game puts you in the shoes of a barista of the titular cafe, Coffee Talk, and you'll serve customers by their preferences. Your customers are humans, elves, orcs, succubi and all those fantasy creatures mixed into one joyful concoction. The interesting bit is that they don't explicitly tell you what they want, but you'll have to figure out what your customers want and the drink recipes by yourself.
From the demo, you'll be serving a few customers, and you'll get the gist of it on the get-go. You won't get your drinks wrong, trust me.
A triple-shot espresso. That's simple.
The thing about being a barista is that you'll get to listen to your customers, and that's an integral part of this game. The stories are the lifeline of a cafe, and this game has tons of interesting stories that make you look forward to the next piece of dialogue.
It's a visual treat, this game. The charming animation and graphics drew me in, reminiscing of a classic 90s game with lovely music that gives me that strong lofi hip-hop vibes to relax to, which that can be changed to another tune anytime using the iPhone-like menu on the bottom left of the screen.
The game is created by an indie studio located just east of where we live. Yes, our great neighbours of Indonesia has penetrated the indie market with a beautiful gem of a game.
I commend this game, and I urge you guys to try this game out. You won't regret this one.
The demo is available right now, but there's no actual release date yet other than a vague one on the Steam page; 'Before Midnight, sometime in 2019'.


text:
Patrick Macnee, The Avengers and a lament for a lost Britain
My new piece for RT.com OpEdge.
The actor Patrick Macnee, the star of the cult 1960s British adventure series The Avengers, who died last week aged 93, has been widely mourned.
Co-stars and fans paid generous tributes. There was a widespread feeling of sadness - not just because we had lost a fine actor and a very nice man, but also, I believe because of nostalgia for one of the greatest and most inventive television programs of all time- and the era in which it was made. When we mourn Patrick Macnee we are also mourning a more colorful, eccentric and laid-back Britain which sadly no longer exists. The Avengers was a product of a confident, but not aggressive country - the Britain of Harold MacMillan, Harold Wilson and detente- the Britain before Rupert Murdoch came to the country and before the neocon/neoliberal takeover of power which made our politics and our public life much uglier....
The Intelligent Punter's Guide to Wimbledon 2015
My latest IP Guide from The Week.
Anyone for tennis bets? Wimbledon starts today, and offers plenty of opportunities to serve up an ace and beat the bookies - provided the intelligent punter does their homework and bears in mind some key statistics.
Let's take the men's tournament first. While 128 players will compete for the title, only a small handful can entertain realistic hopes of winning the tournament, or even making it to the final....
You can read the whole Guide here.
Jeremy Corbyn-Why he's got Britain's anti-democratic democrats worried
My new column for Sputnik International:
It didn't take them very long, did it? Almost as soon as it was announced that veteran anti-war socialist Labour MP Jeremy Corbyn had achieved the requisite number of nominations to make it on to the ballot in the Labour leadership contest, the attacks by Blairities, 'elite' media commentators, and pro-war faux-left gatekeepers began.
You can read the whole article here:
Intelligent Punter's Guides to the US Open Golf and Royal Ascot 2015
A busy week for top sports action.
Here is my Intelligent Punter's Guide to the US Open Golf from The Week.
While here is the Intelligent Punter's Guide to Royal Ascot. Good luck with your selections!
'Political agenda to have World Cup taken away from Russia'
The latest interview with me on RT.
EU legislators have adopted a resolution that calls for FIFA President Sepp Blatter to step down immediately, a move that journalist Neil Clark calls political posturing and lacking any sort of democratic due process.
You can read the whole interview here:
Gee - What a load of hypocrisy and humbug at the G7!
My latest piece for RT OpEdge
The hills are alive… with the sound of G7 leaders talking absolute nonsense. Some described the event as a "world leaders" meeting in Bavaria, but that's not true. More accurate to say this was a meeting of the US and its closest lapdogs.
The menu for the G7 leaders at the Schloss Elmau luxury hotel, nestled in Germany's Eastern Alps, featured a hearty plate of Pomposity (with plenty of sauce on the side) and a stein of Double Standards.
The Intelligent Punter's Guide to the 2015 Epsom Derby
It's Epsom Derby Day. Who's going to win? Here's my Intelligent Punter's Guide from The Week.
A jumbo-sized problem- Africa's elephants in peril
My latest piece for RT.com OpEdge
Seventy years ago, there were between 3 million and 5 million elephants in Africa. Today, as the number of African bush elephants has dropped to nearly half a million, this magnificent animal faces extinction in some parts of the continent.
"If conservation action is not forthcoming, elephants may become locally extinct in some parts of Africa within 50 years," warns the World Wildlife Fund.
Others have said that elephants could be extinct in Africa within our lifetime.
Recent news about elephant populations has been heartbreaking. These wonderful animals are being slaughtered on a truly horrific scale.
'When our society was more equal, our football was more equal too'
My new piece from The Week on why Saturday was a sad day for football romantics.
First things first: Arsenal were great at Wembley and congratulations to manager Arsene Wenger, and to Gunners supporters. But for romantics, the FA Cup, the tournament that we're repeatedly told "anyone can win", has become a disappointment.
Consider the facts:
Patrick Macnee, The Avengers and a lament for a lo...
Jeremy Corbyn-Why he's got Britain's anti-democrat...
Intelligent Punter's Guides to the US Open Golf an...
'Political agenda to have World Cup taken away fro...
The Intelligent Punter's Guide to the 2015 Epsom D...
'When our society was more equal, our football was...


text:
Lepidurus is a genus of small crustaceans in the order Notostraca (tadpole shrimp). It is the larger of the two extant genera of the tadpole shrimps, the other being Triops. They are commonly found in vernal pools and survive dry periods with the help of long lasting resting eggs.

The genus contains the following species:
Lepidurus apus (Linnaeus, 1758)
Lepidurus arcticus (Pallas, 1793)
Lepidurus batesoni Longhurst, 1955
Lepidurus bilobatus Packard, 1883
Lepidurus couesii Packard, 1875
Lepidurus cryptus D. C. Rogers, 2001
Lepidurus lemmoni Holmes, 1894
Lepidurus mongolicus Vekhoff, 1992
Lepidurus packardi Simon, 1886

References

External links

Notostraca
Branchiopoda genera
Taxa named by William Elford Leach
Taxonomy articles created by Polbot


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Welfare, Economy, Central government
Work Programme fails to live up to expectations
The government has defended its flagship scheme to find jobs for unemployed people, although only 2.3% of those taking part in the Work Programme found long-term employment in its first year.
By Richard Johnstone | 28 November 2012
Statistics published yesterday by the Department for Work & Pensions show that 878,000 unemployed people were referred to the programme between its launch in June 2011 and July 2012. Only 20,000 of these stayed in their jobs for longer than three to six months, lower than the government's 5.5% target and the number of people who would have found jobs without any help.
Under the programme's payment-by-result contracts, private and voluntary providers receive a small attachment fee when they start to help each unemployed person find work.
Payments are made to the 18 prime contractors across Britain once they place people in jobs. A job outcome fee can be claimed after a participant has been in a post for three or six months, dependent on circumstances, with up to 26 subsequent 'sustainment payments' can be made.
Over the 13-month period, around 31,000 job outcome payments were made. Around 58,000 sustainment payments – indicating long-term jobs had been secured – were paid, based on around 20,000 people having retained jobs for the period required to trigger them.
The number of people in long-term jobs is below the number the Department for Work and Pensions estimated would have found employment if the scheme didn't exist. The 'non-intervention performance profile' for those on Jobseekers Allowance and Employment Support Allowance was 5% in the first year, the department stated in its initial Invitation to Tender.
Responding to the figures, employment minister Mark Hoban said 'it's still early days' in the programme. However, he added 'already thousands of lives are being transformed', with one in four people getting some work.
'More than half of the early starters have been off benefits and performance is improving,' he said.
'Clearly these figures only give a snapshot picture as we're one year in, and the Work Programme offers support to claimants for two years, but these results are encouraging and something providers can look to build on.'
The Social Market Foundation think-tank, which has examined the programme, said the figures raised 'serious questions about the DWP's expectations for the scheme'.
Director Ian Mulheirn said the lower number of people in long-term jobs showed ministers' ambitions for the scheme 'were nowhere near what past programme performance would suggest is achievable'.
He added: 'Finding sustained jobs for the long-term unemployed takes time, so the figures for the first year of the scheme were never going to be high. But the government knew this and still set as an absolute minimum that providers should find sustained work for 11 in every 200 jobseekers in the first 12 months of the scheme.
'Unless a better-funded service is provided, many jobseekers will slip into permanent worklessness. The principles behind the Work Programme are sound for more normal economic times but the funding mechanism has the unfortunate side-effect of cutting frontline unemployment services at times of high unemployment and increasing it when jobs are plentiful.'
The National Council for Voluntary Organisations, which represents some voluntary contractors in the scheme, said the figures were 'disappointing'.
Chief executive Sir Stuart Etherington said: 'The Work Programme is clearly not working well enough for many people that are struggling to find and stay in stable employment. Charities involved in the programme have been sounding the alarm bells on this since day one and the NCVO has consistently been calling for changes to improve the programme.
'The employment market, at present, is incredibly tough and the government, the private sector and charities need to work together to ensure the scheme delivers for job-seekers.'
Westminster's approach to Shared Prosperity Fund 'unhelpful and has undermined trust'
Value of county's commercial investments plummet
Oxfordshire councils to end formal partnership
Self-imposed housing moratorium costs council £1m
Government faces tough choice over welfare-to-work
Pathways scheme is working well
Get serious about pensions, by Richard Wilson


At L&M Home this Autumn/Winter, we are surrounding ourselves with artisan pieces to be appreciated in everyday life. We have revived traditional techniques for our new collection to create a range of beautiful modern pieces. Rich, moody colours are introduced this season, including our new Forest Green presented in our bedlinen, textured throws, cushions and decorative pieces. Our fusion of artisan folk and boho style has developed using a palette of earthy hues such as Ochre, Clay, Earth and Spice. We invite you to visit us and explore our new collection, and hope that you will walk away feeling inspired and invigorated. L&M Home. Worldly. Inspired.


After Hurricane Harvey hit, the Natural Hazards Research Group wanted to assess the extent of the flooding as it related to mapped floodplains, as part of ongoing research into flood insurance and hazard mitigation nationwide to inform the National Flood Insurance Program (NFIP). To facilitate this analysis, I retrieved Sentinel 1 satellite radar data from before and after the storm, near peak flooding, and estimated surface water extent. This is often difficult since pavement has similar reflectance properties, but I talked with radar experts and read up on the process to better inform the analysis. I then published these data layers both for download and for exploration using ArcGIS server and a quick ArcGIS Online viewer. Our team then used this along with historical flood insurance claims information to write a blog post with more information and context, and helped the analysis to be picked up widely in national media.
Copyright © 2019 Nick Santos. Powered by WordPress and Drop Shipping.


text:
Q: Link List Generation with malloc() How is malloc being used in  linked list generation? I do not see how it is being used to generate new linked lists, rather than reserve memory for linked lists
Tip: press Ctrl + F and look for  "(***)" (without quotes) to find the exact code location
Example 1:
#include <stdio.h>
#include <stdlib.h>

struct LinkedList {
    int data;                   /* The data part of the linked list */
    struct LinkedList *next;    /* The pointer part of the linked list */
};

int main(void) {

    /* Generate the 1st node ("head")  */
    struct LinkedList *head     /* I am not sure what this pointer */
    head = NULL;                /* is doing to the struct*/
    head = malloc(sizeof(struct LinkedList));   /* Head points to null. Now
                                                 * malloc() is being called
                                                 * and is assigned to head.
                                                 * Next line implies head is
                                                 * already pointing to a
                                                 * linked list, which means
                                                 * malloc() is making a new
                                                 * strucuture (***) */

    /* Generate the second node */
    head -> data = 1; // This implies head is already pointing to a linked list
    head -> next = malloc(sizeof(struct LinkedList));

    /* Generate the third node */
    head -> next -> data = 2;
    head -> next -> next = malloc(sizeof(struct LinkedList));

    /* Generate the fourth node */

    head -> next -> next -> data = 3;
    head -> next -> next -> next = NULL;

    return 0;
}

Example 2:
#include<stdio.h>
#include<stdlib.h>

struct LinkedList {
    int data;
    struct LinkedList *next;
}; // notice the semi-colon!

int main(void) {

    struct LinkedList *head = NULL;     /* why is it doing this? */
    struct LinkedList *second = NULL;
    struct LinkedList *third = NULL;

    // Generate the node structure:
    /* how does (struct LinkedList*) affect malloc? (***) */
    head = (struct LinkedList*)malloc(sizeof(struct LinkedList));
    second = (struct LinkedList*)malloc(sizeof(struct LinkedList));
    third = (struct LinkedList*)malloc(sizeof(struct LinkedList));

    // Now fill the first node with info:
    head->data = 1;         /* assign data to the first node */
    head->next = second;    /* Link the first node ("head") with the second
                             * node ("second") */

    // Now fill the second node with info:
    second->data = 2;       /* assign data to the second node */
    second->next = third;   /* Link the second node to the third node */

    // Now fill the second node with info:
    third->data = 3;        /* assign data to the second node */
    third->next = NULL;     /* Since node 3 is our last node to the link list,
                             * we give it the value of NULL */

    return 0;
}

The textbook describes a link list as being a chain structure.  Malloc() is used for dynamic memory management. However, malloc is being used to declare a new structure in these examples and I do not understand why. I thought it only reserves memory
For example, in example 1, malloc() reserves the space for the structure, but does not "create" it (struct LinkedList var would create a new linked list and store it in var)
For example, in example 2, it looks like  malloc() is being affected by (struct LinkedList*) (i.e. (struct LinkedList*)malloc(sizeof(struct LinkedList));), but I am unsure

A: You can look at linked list like on boxes connected with each other:
 ______        ______        ______
| data |      | data |      | data |
|______|      |______|      |______|
| next |      | next |      | next |
|______|----->|______|----->|______|----->NULL

Where each box is your:
struct LinkedList
{
    int data; /* The data part of the linked list */
    struct LinkedList *next; /* The pointer part of the linked list */

};

The size of your "boxes" (depends on arch) let's take x64 Linux machine is equal
to 16 bytes. To create linked list data type you need to store this boxes in memory (stack/heap) and connect them.
As I noticed the size is 16 byte for one "box" and it should be store in memory. For memory managment in userspace you can use malloc(), important thing here there malloc() is not "declare" anything it only allocate part of memory for your one "box" on the heap and you ask for exactly 16 bytes for your "box" using sizeof() operator.
struct LinkedList *head = malloc(sizeof(struct LinkedList));

It allocate memory for your "box" and now it look like this:
 ______
| data |
|______|
| next |
|______|----->NULL

When you do this:
head->next = malloc(sizeof(struct LinkedList));

Your allocate memory for another "box" and connect them:
 ______        ______
| data |      | data |
|______|      |______|
| next |      | next |
|______|----->|______|

When you do this one:
struct LinkedList *head = malloc(sizeof(struct LinkedList));
struct LinkedList *second = malloc(sizeof(struct LinkedList));
struct LinkedList *third = malloc(sizeof(struct LinkedList));

You create three "boxes" somewhere in memory 16 bytes each. And they not connected for now, they only located in memory;
   head         second      third
  ______        ______      _____
 | data |      | data |    | data |
 |______|      |______|    |______|
 | next |      | next |    | next |
 |______|      |______|    |______|

And you connected them doing this one:
head->next = second;
second->next = third;
third->next = NULL;

 head          second        third
 ______        ______        ______
| data |      | data |      | data |
|______|      |______|      |______|
| next |      | next |      | next |
|______|----->|______|----->|______|----->NULL

Usually second approach used in function like for ex add_node_front()
void add_node_front(struct LinkedList **head_ref, int data)
{
    /* 1. allocate node */
    struct LinkedList *new_node = malloc(sizeof(struct LinkedList));

    /* 2. put in the data  */
    new_node->a  = data;

    /* 3. Make next of new node as head */
    new_node->next = (*head_ref);

    /* 4. move the head to point to the new node */
    (*head_ref)    = new_node;
}

A: In the second example you also could allocate the memory statically:
struct LinkedList head;
struct LinkedList second;
struct LinkedList third;

Then you need to access with the dot-operator:
head.data = 1; //assign data to the first node
head.next = &second;

You could also use an array
struct LinkedList nodes[3];
node[0].data = 1;
node[0].next = &node[1];

and so on.
So, the malloc command is not essential to the concept of linked list.
But for many applications you do not know before, how big your linked list will be. And elements and the order will change during runtime. So, in this case the dynamic memory allocation with malloc/free is really helpful.

A:
How is malloc being used in linked list generation?

malloc is used for allocating memory dynamically. When you are creating linked list, you can use malloc for allocating memory for the nodes of the list.
Read more about malloc here.
From Example 1:
head = malloc(sizeof(struct LinkedList));

From Example 2:
head = (struct LinkedList*)malloc(sizeof(struct LinkedList));

The only difference is, in Example 2, you are explicitly casting the malloc result. The malloc return type is void * and void * can be cast to the desired type, but there is no need to do so as it will be automatically converted. So the cast is not necessary. In fact, its not desirable to cast malloc return. Check this.
Your both the examples are functionally same except the memory allocation sequence.
In Example 1, you are allocating memory to head pointer and then to head -> next pointer and then to head -> next -> next pointer.
In Example 2, you are allocating memory to head, second and third pointer and later assigning second to head -> next and third to head -> next -> next.

Additional:
Always check the malloc return, like this:
head = malloc(sizeof(struct LinkedList));
if (NULL == head) {
    fprintf (stderr, "Failed to allocate memory");
    exit(EXIT_FAILURE);
}

Also, make sure to free the dynamically allocated memory once you are done with it. Follow good programming practice.


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text:
Search Results: 164 books from 1 publisher. Learn more ›
The Constitution and the Bill of Rights
Roben Alarcon (author)
Publisher: Teacher Created Materials ISBN: 9781433390128
This informative book gives readers a look into the Constitution and the Bill of Rights. Readers will learn about the three branches of government--executive, legislative, and judicial--as well as the way each of those branches works to keep order and the various aspects including Congress, the Supreme Court, the House of Representatives and the Senate. Featuring detailed images, stunning facts, and supportive text, this book will have readers interested, engaged, and eager to learn more about the development of the Constitution. Other featured topics include the Federalist Papers, "checks and balances", the Preamble, vetoes, and impeachment. This book features a helpful table of contents and glossary to aid readers in learning all they can about this important part of U.S. history.
John Jay
John Jay served in all three branches of the government. Once the Constitution was written, he was a staunch supporter of the document, joining some other men in anonymously writing "The Federalist Papers", which explained to the public why the Constitution should be ratified. Soon after, he was made chief justice of the Supreme Court, and he was given the position of declaring laws unconstitutional for the very first time.
Causes of the Revolution
Jill K. Mulhall (author)
Great Britain passed the Stamp Act and the Townshend Acts, which made colonists angry. Eventually they boycotted and refused to purchase British goods. Great Britain sent soldiers to the colonies, which caused conflict like the Boston Massacre and the Boston Tea Party. "Common Sense" by Thomas Paine helped convince people that they were no longer British citizens. The foundation for the American Revolution had been laid.
Expanding the Nation
Readers will learn all about the United States' westward expansion in this interesting nonfiction book that uses appealing images, helpful maps, and supportive text to keep children engaged from beginning to end! The captivating facts will have readers excited and eager to learn more about such topics as the Louisiana Purchase, Monroe Doctrine, and the Alamo. A supporting glossary and table of contents are featured to aid in further understanding of the content and vocabulary.
The War of 1812
In this engaging nonfiction title, readers will learn about the War of 1812, the causes of it, and how it affected American citizens. Through detailed images, stunning facts, and easy-to-read text, readers are introduced to ideas and events that took place during this time, including embargoes, the Treaty of Paris, the War Hawks, and the Treaty of Ghent. Readers will have the opportunity to further enhance their understanding of the content through an accessible table of contents and glossary.
James Madison was an important Founding Father. This appealing biography allows readers to explore the inspiring life he led as a member of the Continental Congress and as President of the United States. The detailed images, supportive text, helpful glossary, and intriguing facts work in conjunction to highlight important events that Madison took part in including the Articles of Confederation, The Federalist Papers, and how he helped America make its way into "The Era of Good Feelings".
Pioneer Trails
Christi E. Parker (author)
In this nonfiction title, readers will discover the hardships that pioneers faced as they traveled West. Readers will love the exciting and adventurous images and stunning facts about the Oregon Trail, Sutter's Mill, the Donner Party, the Gold Rush, Homestead Act, and even about buffalo herds! A helpful table of contents and glossary aid in readers' understanding of life on the trails and prairies.
Laura Ingalls Wilder is the author of some of the best-known books about life as a pioneer. In this enlightening biography, children will be able to read about pioneer life the way that Laura experienced it. Through striking images, fascinating facts, and easy-to-read text, readers will learn about what impact the Homestead Act and malaria had on the Ingalls family, as well as the various types of homes they and many other pioneers had to live in, like dugouts and homes made of sod. This fascinating book also includes a feature on other famous pioneer women to keep readers engaged and interested in life as a pioneer!
Slavery in America
Marie Patterson (author)
Readers will discover what difficult lives slaves led in this nonfiction title. With its stunning facts, images, supportive text, and a helpful glossary, this book allows readers to learn about some of the most notable aspects of slavery in America, including slave auctions and masters, abolitionists, the Underground Railroad, Dred Scott, Abraham Lincoln, and the Emancipation Proclamation.
In this biographical book, young readers will learn about the brave life of Harriet Tubman. Readers will discover how Tubman bravely escaped from her life as a slave to cross the Mason-Dixon line into freedom and how she helped hundreds of other slaves into freedom through the Underground Railroad with the help of abolitionists. The vivid images, stunning facts, and supportive text work in conjunction with the helpful glossary, index, and timeline of Tubman's life to give readers an engaging experience as they move from cover to cover.
Sitting Bull was a powerful Hunkpapa Lakota Indian Chief who, along with the Lakota Indians and other nearby tribes, was involved in brutal battles with the United States over land issues. All tribes that were fighting to avoid the reservation eventually surrendered, and the Lakota people were no exception.
Civil War Is Coming
Why did the Civil War begin? Which states were part of the Union and which were part of the Confederacy? Readers will learn the answers to these questions and more as they move through this fascinating nonfiction title. The easy-to-read text, engaging facts, and vivid images and illustrations help highlight some of the aspects that led up to the Civil War including the slavery, the Underground Railroad, abolitionists, the Fugitive Slave Act, the Dred Scott Decision, and the Lincoln-Douglas debates. The accessible table of contents works in conjunction with the supportive glossary to help readers navigate their way through the book.
Wendy Conklin (author)
Robert E. Lee is often considered one of the finest leaders of the Civil War. This engaging biography allows readers to discover the honorable life Lee led, and learn how he made a great impact as a leader of the Confederate Army. Featuring such highlights in Lee's life as the Mexican War, the succession of the South from the Union, his relationship with Thomas "Stonewall" Jackson, and the Battle of Gettysburg, this book uses detailed images and illustrations in conjunction with fascinating facts and easy-to-read text to entertain and enlighten readers as they move from cover to cover.
Battles of the Civil War
This interesting nonfiction title allows readers to explore some of the most well-known battles of the Civil War. Through stunning facts, easy-to-read text, and colorful images and illustrations, this book will take children on a historical journey with the Confederate and Union armies as they fight the Battle of Bull Run, Battle of Gettysburg, and the Siege at Vicksburg. Along with the infamous battles, the Gettysburg Address, treason, and the Declaration of Independence are discussed to give readers a better understanding of why the Civil War began and the impact it had on Americans.


The lately declared 2017 Toyota Celica is gonna carry back what some earlier faculty lovers are already anticipating to see. The new model is intending to transmit back to the popular producer that the Celica was and show us precisely what it represented to the clients just before. Its functionality and luxury tasks have always been a person of the time frame of the car and the a different one is not likely to be an different.
The Toyota 86 model was supposed to be the faith based successor of the car. But details didn't be employed in the same exact fashion as anyone was expected. And so the time have got to restore the Celica supplier in their initial variety. The model is unquestionably about to be an attractive present accessory for the Toyota collection and can create additional entertainment to the segment as effectively. The followers of the label are surely preparing to be very able to see a classic feel returning.
If you are a rivaling company, what the competing firms considers this is but still as being decided, it is not really a exciting matter to ascertain an additional competitor in the sector. It might generate specific changes additionally, on the other hand it could possibly not. All of this always will have to be organized and in addition we are in for an attractive new period. This is the major reason why we've crafted our review and possess mainly focused it on the presented pictures and on the market today knowledge about the 2017 Toyota Celica.