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Small Business Loans and Grants: A Guide for Women-Owned Businesses
Estrategias para el crecimiento
This article is for informational purposes only and is not intended as financial or legal advice.
Women-owned businesses are on the rise.
There are 11.3 million women-owned businesses in the United States, according to American Express' 2016 State of Women-Owned Business Report - that's about 38 percent of all businesses. Since 2007, the number of women-owned businesses increased by 45 percent, five times faster than the national average, according to the same report.
Yet despite this growth and how much women-owned businesses contribute to the economy — they employ nearly 9 million people and generate over $1.6 trillion in revenues as of 2016, according to American Express' report — it can still be difficult for women business owners and entrepreneurs to access capital.
In this article, we discuss:
What problems do women business owners face when it comes to funding?
Private grants for women
Resources for women business owners
Learn more about Square Capital.
Get a loan to grow your business.
Accessing capital is difficult for all small business owners. Twenty-seven percent of small businesses that apply for funding are denied or only partially funded, according to the Federal Reserve Banks' 2016 Small Business Credit Survey, and 44 percent don't even apply — whether it's for fear of denial or because they are debt averse.
But for women-owned businesses, data points to a lending gap.
For example, women-owned businesses don't get a proportionate share of loans. Women own about 38 percent of all businesses in the U.S., but only receive about 18 percent of small business loans, according to SBA Lending Statistics for Major Programs. And a study by Babson College found that businesses owned exclusively by men are four times as likely to receive venture capital funding.
And despite the fact that women are starting businesses at a faster rate than men, only 5.5 percent of women use bank loans to start their businesses, compared to 11.4 percent of men, according to the US Small Business Administration.
Where does this gap come from?
In some cases, it may be due to the same factors that affect all small business owners. Of business owners whose loan applications were denied or partially funded in the Fed's 2016 Small Business Credit Survey, 31 percent had insufficient collateral, 29 percent had a low credit score, and 28 percent had insufficient credit history.
Women may also be less likely to apply for funding. The Department of Commerce found that women are more likely to self-finance their businesses rather than access outside financing.
Despite these statistics, there are women business owners out there getting funding every day. And we know that capital is important for growth — it's what allows you to invest in new equipment, open a second location, and hire more employees.
So if you want to access new capital for your business, you need to educate yourself about your options. Here we review two of them: small business loans and private grants.
When used strategically, small business loans are an excellent way to spark growth or relieve issues with cash flow. (Here are five ways you might use a small business loan.)
There are many types of business loans. You might apply for a traditional small business loan through a bank. But getting a small business loan from a traditional bank can be tough for any small business owner, especially if you're just starting out.
For example, banks sometimes require collateral, that is, physical property that can be claimed by a bank if a loan is not repaid and becomes delinquent. And startup business owners oftentimes don't yet have equipment or real estate that they can use as collateral — and understandably may not be willing to use their personal property either. (Here are some other pain points of applying for a traditional small business loan.)
Luckily, traditional banks aren't the only avenue for small business owners to secure funding.
Square Capital provides access to small business loans — the average size of a loan through Square Capital is $6,000. And the ability to repay as a percentage of daily card sales works with the cash-flow needs of small businesses; you pay more when you're busy and less if things slow down.
With Square Capital, the application process takes just a few clicks, and upon approval, funds can be transferred into a borrower's bank account in as little as one business day.
Over the past two years, Square Capital has helped over 140,000 businesses grow with more than $1.8 billion in financing. Fifty-four percent of loans through Square Capital went to women, according to a 2017 survey, compared to 18 percent of traditional loans.1
The 2017 survey also found that over 80 percent of women entrepreneurs who accepted funding through Square Capital indicated they were able to grow their business with the funds. Most used their loans to purchase inventory, purchase new equipment, and help fund day-to-day expenses.
Unlike a loan, a grant is money that you don't have to pay back. Sounds great, right? It is, but it's also much more restrictive than most other funding options available to small business owners. Most grants come with strict guidelines as to who qualifies for funds and what those funds can be spent on.
There are a number of grants out there for women-owned businesses. We've highlighted a small group of private grants here (there are also government-backed grants that you can find out about through the SBA). But if you are interested in this route, make sure to do your own research. There may be industry- or geographic-specific grants that you qualify for that aren't included here.
The Cartier Women's Initiative Awards
The jeweler awards 18 early-phase women entrepreneurs heading businesses that have significant growth potential in six global regions. Six first-place finalists receive $100,000 and personalized mentoring (all other finalists get $30,000). All the finalists benefit from coaching, workshops, and media exposure.
Eileen Fisher Women-Owned Business Grant
The women's clothing retailer awards $100,000 to up to 10 businesses that have at least 51 percent women ownership and leadership. To be eligible, your business must be at least three years old, have less than $1 million in annual revenue, and focus on environmental or social change.
Tory Burch Foundation Fellowship
The Tory Burch Foundation awards a fellowship to 10 women who own a majority stake in a business and manage those businesses on a day-to-day basis. The fellowship includes a $10,000 grant and the opportunity to pitch industry leaders for a $100,000 grant.
FedEx Opportunity Knocks Small Business Grant Contest
FedEx rewards $100,000 in grants to 10 small businesses ($25,000 to the first prize winner). To enter, they ask businesses to share how they got started, their philosophy and goals, and what a grant could help them accomplish. Part of the judging involves the general public voting for the finalists via social media. This grant program isn't limited to women business owners.
InnovateHER: Innovating for Women Business Challenge
Backed by the SBA and the Sara Blakely Foundation, this challenge rewards women entrepreneurs who run businesses dedicated to providing products and services that impact women and families. Applicants are entered into a local contest first; winners of those local competitions move to the semifinals. From there, finalists present their businesses at a national competition hosted by the SBA. The winner could receive up to $70,000 in grant money.
Open Meadows Foundation
This organization provides grants for women-backed projects that promote gender, racial, and economic justice. To enter, you must be a woman and your business must benefit women and girls. The foundation provides grants of $2,000 and only considers applicants with no more than $75,000 in resources.
Amber Grant
This foundation awards $10,000 to a different women-owned business each month. At the end of each year, one of the 12 monthly winners is awarded an additional $25,000. To apply, explain what your business is and describe what you'd do with the grant money. Judges look for women with passion and a good story.
National Association for the Self-Employed
This organization provides grants up to $4,000. To qualify you need to be a member, describe how you'll use the funds and how it will support growth, and provide the appropriate documentation. (This nonprofit is also a good resource if you're self-employed.)
Tips for applying for a grant
Read the synopsis and guidelines. Be sure that you are eligible before you put time into applying.
Keep organized by putting together a list of all the documents you need to submit with your proposal.
Grant applications can be technical, so don't be afraid to ask for help — especially if you've never written a proposal before. Organizations like the SBA and SCORE can provide coaching for grant applications.
Review, review, review. Have a few people look over your application to ensure that you're including all the appropriate documents.
Sometimes, it's nice to have a little guidance. While not all of these organizations provide funding, they can be invaluable resources for small business owners as they look to grow.
There are a lot of organizations dedicated to helping women succeed as business owners and entrepreneurs. We've put together a handful that we think are useful, but it's not exclusive. If you want an organization or group dedicated to your particular industry or focused in your hometown, do a little searching — you'll probably find it.
Women's Business Centers
These SBA-sponsored centers are designed to help women entrepreneurs with business development and access to capital. There are almost 100 centers across the country. Some lend money directly, while others just help you find grants and loans that you may be eligible for. If you're not close to a Women's Business Center, check out an SBA Small Business Development Center.
National Association of Women Business Owners (NAWBO)
This dues-based organization represents the interests of women entrepreneurs across all industries. Members get access to events, e-learning, and a library of resources that includes topics like accessing capital.
U.S. Women's Chamber of Commerce (USWCC)
This is a nonpartisan organization that works to increase economic growth opportunities for women. Its areas of focus include access to capital, education, and political office. It also certifies women-owned businesses that want to be eligible for federal contracts.
American Business Women's Association (ABWA)
This group provides opportunities for women entrepreneurs to grow personally and professionally through ongoing education and networking.
This is an organization that helps connect women entrepreneurs and angel investors. Even if this isn't the road you want to go down, it has a great resources section that includes helpful tools and blogs.
This nonprofit is the biggest network of volunteer business mentors in the U.S. An SBA partner, it provides free business counseling. It also provides low-cost seminars and online training.
TED for Women
TED provides global conferences focused on "ideas worth spreading" — and videos of these talks are all available online. Great if you're looking for some inspiration.
Getting funding doesn't have to be a headache. With improved access to capital, through online lending sources like Square Capital, grants, and sponsorships, women can knock their business goals out of the park.
(1)This online survey of 7,000 Square sellers who have accepted loans through Square Capital was commissioned by Square Capital and conducted by Qualtrics. The survey has an overall margin of error of 1–2% at 95% confidence interval. Participation in the survey was optional and all data was self-reported by study participants. Responses and insights gathered were shared with Square Capital in an aggregated and anonymous manner. Respondents participated in the study between January 9 and 11, 2017.
This communication is for informational purposes only and is not intended as financial or legal advice.
Square, the Square logo, Square Capital, and others are trademarks of Square, Inc. and/or Square Capital, LLC. Square Capital, LLC is a wholly owned subsidiary of Square, Inc., d/b/a Square Capital of California, LLC in FL, GA, MT, and NY.
All loans are issued by Celtic Bank, a Utah-Chartered Industrial Bank. Member FDIC, located in Salt Lake City, UT. The individual authorized to act on behalf of the business must be a U.S. citizen or permanent resident and at least 18 years old. Valid U.S. bank account and Social Security number or Individual Taxpayer Identification Number are required. Actual fee depends upon payment card processing history, loan amount and other eligibility factors. Loan eligibility is not guaranteed. All loans are subject to credit approval. Square Capital, LLC is a licensed servicer and debt collector with the following License Information. FW1118
How Can You Invest More in Your Business?
Do you have ambitions to expand your business? Here's how.
5 Smart Ways to Use A Small Business Loan
4 Pain Points of Applying for a Traditional Small Business Loan
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Mathematical! A Real BMO From 'Adventure Time' Was Built From LEGO And A $35 Computer.
We've celebrated our love for Adventure Time with GIFs on two separate occasions, and now one of the characters, BMO, has been re-created in real life. Better yet, this real-life BMO was made with LEGO and a Raspberry Pi, the $35 computer that's smaller than a deck of playing cards and runs Linux with enough graphics power to play 1080p videos.
Thomas made this LEGO BMO from the Model B Raspberry Pi (700Mhz, 512Mb RAM), a 2.5″ TFT display from adafruit, a 4GB SD card running Raspbian Linux OS, a $25 external battery, and some various other bits. He displayed it at Brickcon last weekend.
This is definitely the coolest merging of LEGO and Raspberry Pi we've seen since the dirt cheap parallel computer. But still not as cool as a merging of LEGO and raspberry pie. Mmmm, crunchy.


Explore Turkey 4X4, contrary to the general belief, is not only for amusement, but a good way to Travel Turkey's remote and less visited areas. Back roads of Turkey are full of authentic villages, natural history parks and archaeological sites waiting to be explored and can only be accessed by 4×4 vehicles. Asia Minor Travel & Tours Explore Turkey 4X4 tours are not noisy jeep tours for fun, but, will let you go off the road to explore while having some adventure.
Explore Turkey 4X4 is also a real means for relaxing and a way to gain self-consciousness through struggling against nature and to learn how to survive in the nature, while providing a good opportunity to travel. Particularly for the people, who by falling apart from the nature and their own realm under the heavy stress of the rushing rhythm of the big towns became desperate, adventure traveling is the best way to get rest and to get a mental nourishment, and Turkey offers a great variety for this.
We can build your 4×4 expeditions all over Turkey, and our programs are a great mixture of culture, off-road, nature, archaeology and wildlife. Please contact us for your custom trip in Turkey.
Please click for detailed itinerary and photographs.


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Tag: Waitangi. Showing results 121 - 130 of 252
Showing results 121 - 130 of 252
Filter by All resultsShowsNewsVideosTamariki
No more official Waitangi pōwhiri for Te Tii Marae
7:02pm, Friday 9 June 2017
Pita Paraone will inform Te Tii Marae they will no longer be hosting any official pōwhiri for Waitangi Day celebrations.
Te Tii
Polynesian Lions re-connect with Pacific at Waitangi
A large crowd turned out today to see the British & Irish Lions team welcomed on to Te Tii Marae, in Waitangi. For three of their Pacific players, it was a special occasion to be welcomed back to Polynesia.
British & Irish Lions welcomed at Waitangi
The welcoming of the 2017 British & Irish Lions to Waitangi today provided a spark to the start of their tour of New Zealand in what was a spectacle that attracted hundreds of international visitors and media interest.
Northland Māori Rugby Chair protests trampling of Māori protocols
The Chair of the Northland Māori Rugby Board is in protest at the trampling of Māori protocols as the British & Irish Lions begin their 2017 tour in Northland.
New home for three of New Zealand's most treasured documents
6:59pm, Friday 21 April 2017
Three of Aotearoa's most important documents will soon be moved and made available to the general public. The Treaty of Waitangi along with The Declaration of Independence and the Women's Suffrage Petition are headed for their new home at the National Library, where they will live in a new exhibition space called, He Tohu.
Young women strive to become top navigators
6:17pm, Monday 6 February 2017
Two young women are about to enter a male dominant arena. Teira Tohu and Hinerapa Rupuha are aiming to become one of New Zealand's fewest female master navigators. Heeni Brown caught up with them.
Mana Wahine
Waka Hourua
Waitangi day for all to learn
This year marks 177 years since the Treaty of Waitangi was signed. Aotearoa is now home to a range of cultural diversity but does our multicultural society know and understand what Waitangi Day is all about. It's a question Te Kāea put to festival patrons at the first Waitangi Kiwi Festival on Auckland's North Shore.
Festival of Elements uplifts Waitangi celebrations in Wellington
Celebrating its 25th year, Porirua kicked off its Waitangi Day celebrations with the Festival of the Elements. The festival attracts thousands of people each year with its focus on New Zealand's multi-cultural society.
Porirua
Mean bombs from the bridge at Waitangi
While Waitangi copes with an influx of guests, media and sightseers for Waitangi Day, local rangatahi spend their time swimming, diving and perfecting 'bombs' from the local bridge. Our online team caught up with a group of enthusiastic jumpers who were eager to show off some of their techniques.
Willie Jackson confirms he will stand for Labour
6:44pm, Sunday 5 February 2017
Willie Jackson has confirmed he will stand as a list MP for the Labour Party at this year's election. The announcement was made at Waitangi moments before the party was welcomed on to Te Tii Marae.

redpajama_set_name: RedPajamaCommonCrawl


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redpajama_set_name: RedPajamaGithub


text:
Buffalo Bills' Damar Hamlin discharged from hospital week after collapsing on field
Wednesday, January 11th 2023, 10:44 AM CST
In this Sept. 19, 2022, file photo, Damar Hamlin of the Buffalo Bills is shown after a game against the Tennessee Titans at Highmark Stadium, in Orchard Park, N.Y.
Timothy T. Ludwig/Getty Images, FILE
ORCHARD PARK, N.Y. (AP) — Bills safety Damar Hamlin was released from a Buffalo hospital on Wednesday, more than a week after he went into cardiac arrest and had to be resuscitated during a game at Cincinnati, after his doctors said they completed a series of tests.
A news release from the Bills quoted Dr. Jamie Nadler as saying: "We have completed a series of tests and evaluation and in consultation with the team physicians, we are confident that Damar can be safely discharged." Nadler said Hamlin will continue his rehabilitation with the Bills.
Hamlin is going home after spending two days undergoing tests at Buffalo General Medical Center. He was transferred to Buffalo after spending last week at the University of Cincinnati Medical Center, where the 24-year-old from the Pittsburgh area experienced what doctors called "a remarkable recovery."
Hamlin collapsed on the field after being struck in the chest by Bengals receiver Tee Higgins while making what appeared to be a routine tackle during the first quarter of Buffalo's since-canceled game at Cincinnati on Jan. 2.
He spent the first two days in hospital under sedation. He was awakened and able to grip people's hands at his bedside, and eventually taken off a ventilator and able to address his teammates on Friday.


Do you want to have fun with us and discover new venues in Brussels to party? Do you like meeting new people, challenge yourself and discuss with people all around the planet with a drink?
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You must get your ticket before!
Important: you have to register to get in this party!
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text:
L'Open di Zurigo 1999 è stato un torneo femminile di tennis giocato sul cemento indoor. È stata la 16ª edizione del torneo, che fa parte della categoria Tier I nell'ambito del WTA Tour 1999. si è giocato nell'Hallenstadion di Zurigo in Svizzera, dall'11 al 17 ottobre 1999.

Campionesse

Singolare

 Venus Williams ha battuto in finale  Martina Hingis 6-3, 6-4

Doppio

 Lisa Raymond /  Rennae Stubbs hanno battuto in finale  Nathalie Tauziat /  Nataša Zvereva 6-2, 6-2

Collegamenti esterni

redpajama_set_name: RedPajamaWikipedia


So are the in game moderators monitoring / regulating for multiple account ?
How / who do you report multiple account users to?
nobody is monitoring anything. but amazingly enough, the cheaters are doing a poor job. the solo SA that has been getting people (or his multi accounts, dvs and such) to manipulate his AR - just got hit. was a good time.
Yeee. Glad to know that at least there is some of rectification.
"Multi" seems to be doing pretty well this round.
I just spied him. Hilarious.
Honestly, I think piggy is a huge component in the early game, especially for the 3rd alliance.
Using mult-account is now only frowned upon.
Last edited by Jerrysminion; 30-11-2015 at 11:02 PM.
So yeh, this is a major gripe - tl;dr - cheaters are unskilled little dimwits with zero chance of accomplishing **** in life. Enjoy your grannies basement worthless little fraud and waste of human life.
Returning after 6 years, truly chocked to see what has happened, and is happening, to this game. Still addictive, and still one of my best nostalgic trips back to my varsity days.
However, the fact that Azzer doesn't give a crap pisses me off. Seriously, just shut down the servers and be done with it. Not sure why you'd let a rotting corps survive on heart, long and oxygen machine. Just let it DIE. DO NOT RESUSCITATE!
Solo cheating ******* able to hold below rank 30, with clear as day, day after day, outright farming of his multi partners, is absolutely disgusting.
I'm calling you out, little crybaby *****. Show some balls and give us your opinion. Openly, publicly for all to see. You are obviously active enough to see this post, and too much of a little low life retard to understand that you have no skill whatsoever.
Come on and prove us wrong. Give us your side of the lies. Did your mom not breastfeed you when you were little? Did someone take your puppy away before you could torture it to death? Did the priest not wanna touch your wee-wee during confession? Give us the reason why you honestly think that you are not a waste of breath, and oxygen thief, a pervy little old man playing with things he shouldn't be playing with.
How do you justify logging on every day, on ALL 15+ of your multi's, cheat your way through ranks, and taking from players what rightfully you could never accomplish with a single ID - You have no skill, and you have no heart for games. You'll be rubbish for life, and I hope your mamma has a look of utter disappointment and disgust on her face when she looks at what poor sack of **** she has given life to.
The CLAN is being watched and I hope you die a slow horrible death.
Thank to the few who still come back, round after round, making the game enjoyable, telling jokes, sharing fond memories of better days and NOT applying well developed bushtarion skills to using multiple ID's to destroy this brilliant and fun game.
Just a personal thank you. Through the assistance of some awesome players, the Bushtarion god himself came down from the heavens and locked those thieving little *******s away till the end of their days.
I see hope at the end of this Bushtarion tunnel. This is sincerely appreciated Azzer and all the best with your health.
Didn't know the b-word for illegitimate offspring was a swear word. Now it looks like I keep using the f-word...strange.
Mate you don't even know the scope of it, it was stupid.


text:
Norwegian Ministry of Finance to sell EU Emission Allowances through Barclays Capital
Photo: www.ec.europa.eu
Norway is linked to the EU Emissions Trading Scheme (ETS). The allocation plan for Phase II of ETS (2008-2012) was adopted in March 2009. The total volume to be added to ETS by Norway is about 75 million EUAs (tons of C02), which is about 15 million EUAs annually. A total of 39 million EUA is allocated to Norwegian installations and 4.2 million to a New Entrants Reserve. The balance of 31.8 million EUAs will be sold in the market. In 2009 about 12.7 million EUAs will be offered in the market by the Ministry of Finance.
Following a public procurement process Barclays Capital (Barclays) has been awarded the mandate to conduct the sale in 2009. The Ministry of Finance has an option to make further sales through Barclays in the 2010 – 2012 period.
Starting on 18 May and ending on 13 November 2009, Norway will sell regular volumes of EUAs, on a daily basis, through a combination of spot and December 2009 deliveries. At the outset 50 per cent will be sold on a spot basis; 50 per cent for December 2009 delivery. The allocation between spot and futures might be changed by the Ministry of Finance. In doing this, the Norwegian Government will achieve an average market price across 2009, in a cost efficient manner.
"Norway is a strong advocate of cap and trade systems and keen to contribute to the development of an efficient European market. Through outright sale of EUAs we are not only adding liquidity to the benefit of the whole market, we also reinforce that carbon has a cost. We aim at selling the Norwegian quota (EUAs) in a prudent and transparent way. By regular offering of EUAs on a daily basis we will not distort the market, and we achieve an average market price across the six month' sale period. We are pleased to award the contract to Barclays and confident that Barclays will do this job in a professional manner in the best interests for the development of this rather young market," Mr. Geir Axelsen, State Secretary of the Ministry of Finance says.
Source: Government.no
New help for struggling Utøya survivors
by The Norwegian American · Published September 28, 2011
Oil discovery close to the Vigdis field
by The Norwegian American · Published March 27, 2009
Book review: Invisible Hands
by Christine Foster Meloni · Published July 29, 2016 · Last modified May 10, 2021
Next Northern (L)attitudes to open at Scandinavia House
Previous Arctic leadership from Russia, Norway


Although the GDPR went into effect on May 25, our goal at FormAssembly is to continue providing valuable resources to help you maintain compliance. In the last of our three-part webinar series, FormAssembly's Director of Marketing Ashley McAlpin co-hosted alongside our CEO and founder, Cedric Savarese. They were joined by Ian Gotts, CEO and Founder of Elements.Cloud, who helped shed light on linchpin topics like understanding informed consent and transparency under the GDPR.
"The whole area of tracking personal data is probably the biggest change to the way customers are expecting their data to be held, but also from the company's perspective – the way we now have to operate," Gotts said.
Under the GDPR, there are six lawful bases that allow for data processing. The three most commonly used bases include contract, consent, and legitimate interest. Gotts shared several noteworthy "do's and dont's" of consent and emphasized the need to make consent a clear and affirmative act on the part of the user.
Gotts also shared three top mistakes that he's seen in the days before and since GDPR. These errors include sending unnecessary emails, bombarding consumers with legalese, and fighting for customer attention, yet losing.
"One of the things that the drafters of the GDPR understood and made very clear in the law is that there's no such thing as consent without information," Savarese shared.
Savarese explained why it's important to establish transparency at the point of data collection. It's critical to disclose certain information to customers such as the purpose of processing, company contact details, the duration of processing, and the data protection officer's name (if one is in place). Moreover, it is better to disclose this information in a format or location that the consumer will easily see and read.
Savarese also emphasized the need to think critically about the full life cycle of data. Under GDPR, organizations must disclose to the user how long data will be kept. Additionally, the GDPR regulations hone in on automatic profiling and how that may impact personal freedoms. For companies who use automatic decision making, GDPR simply underscores the need to disclose such a process with the user in a transparent way.
With the GDPR in effect, it's more important that ever to select data solutions that promote compliance and accountability. FormAssembly's robust information and security policies are designed to meet requirements of the GDPR in addition to other regulations, like PCI Level 1 and the US HIPAA regulation.
Under the GDPR, a basic checkbox to indicate user consent may no longer be a suitable option. That's where the Elements.Cloud Data Privacy Manager comes in, to help organizations overcome obstacles presented by new regulations. Available on the Salesforce AppExchange, the Data Privacy Manager is simple to implement and integrates seamlessly with marketing automation and FormAssembly.
Ready to learn more about informed consent and transparency? Take some time to watch the full recorded webinar!


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text:
Audio Cat
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183 words •
Women in Love
Written by: D. H. Lawrence
Narrated by: Paul Slack
Release Date:08-28-17
Publisher: Naxos AudioBooks
Considered the most widely read novel of the 20th century, D. H. Lawrence's fiery fifth book continues the loves and lives of The Rainbow's Brangwen sisters, Gudrun and Ursula. Gerald Crich, son of a wealthy colliery owner, captures the heart of Gudrun, while Ursula becomes enamored with Rupert Birkin, a school inspector – their complex relationship likely modelled on that between Lawrence, his wife Frieda, and John Middleton Murry and Katherine Mansfield. Things are far from harmonious, and the discord and conflict leads to many heated and elaborate philosophical discussions about modern society and the nature of love, while tragedy looms large. Lawrence held this to be his best book, and F. R. Leavis regarded it to be his most profound and rewarding.
Download the accompanying reference guide.
Public Domain (P)2017 Naxos AudioBooks
Download (vj6s)
Classics, Fiction | British, D. H. Lawrence | 29/08/2017 • 10:07
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text:
There's a .00006% Chance of Building a Billion Dollar Company: How This Man Did It
David Friedberg was driving home from his job at Google, stuck in traffic in the pouring rain. On the side of the road, he noticed a bike rental shop for tourists, shuttered early due to the weather. The next day, he saw the same thing, and the next — for a week. "It got to the point where I'm sure the guy who owned the place wasn't even showing up — no one wants to ride bikes in the rain. And I thought to myself, that's a pretty crappy business."
But then he thought about it more. "It occurred to me that whether or not this guy was making money in a given month was based on how many days it rained. That's actually a huge problem." Digging a little deeper, Friedberg discovered that upwards of 70% of businesses are affected by the weather every year — a simple stat that gave birth to an idea: an insurance service for companies that would pay out when bad weather was on the way.
At the time, he didn't know anything about the insurance — or really the weather, for that matter. But he founded the company anyway and called it Weatherbill. Last week, he sold it for $1 billion.
Today, it's better known as The Climate Corporation, a service used by thousands of farmers across the country to protect their income against nasty weather — and the Valley's most recent success story. But this victory was hard won. In fact, right before unveiling the company's rebrand in 2011, Friedberg gave a Stanford Entrepreneurship Corner talk about exactly how hard it was, and what it taught him about entrepreneurship — all before he had glimpse of his eventual happy ending.
Never Say 'I Want to Do a Startup'
For Friedberg, anything worth doing has to start with a deserving problem. The desire to build companies isn't enough to get you through the process.
Saying you're going to do a startup or you want to be a 'serial entrepreneur' has about as much meaning as saying 'I'm going to jump off a plane.'
"Why would you undertake any activity where you get your ass kicked every day, don't get paid enough, and suffer through years of misery only to maybe find a problem worth solving?" he says.
The only reason to do this is if you feel passionate about changing the world in a meaningful way. You have to start with a problem that really impacts people's lives and then present a solution they actually want. This is how he felt about Weatherbill.
Starting with the Bike Hut on the Embarcadero in San Francisco, Friedberg saw a country full of businesses big and small losing millions of dollars due to the weather. Beyond that, he saw livelihoods lost that could be protected by the right business model. That's what kept him driving hard through the red tape, through years of poor market fit, through endless investor rejections.
Just look at the numbers, he says: "There's a 0.00006% chance of building a company that will grow to be worth more than a billion dollars. Even if youdo raise money and sell a company or take it public, your median time to doing that is probably 49 months. Assuming there are three founders, your median expected payoff would be $300,000 each — that's the equivalent of $73,000 a year. And the probability of making nothing is 67%. So if your motivation for doing a startup is financial reward, you're better off going to Google, a hedge fund, choosing a career with stable income potential."
As you can tell, Friedberg is somewhat of a numbers guy. And in his work, he's all about finding the data he needs to get the job done. In order to learn everything you need to know — in order to survive tough break after tough break — you have to be committed to a long view of success. In his case, that's also how you win at a business you started off knowing nothing about.
So then, where do you start?
Get Rid of Luck
"When you say you got lucky, you got lucky because you didn't know what was going to happen. The corollary is, if you know what's going to happen, then there is no luck. There's also no uncertainty and no risk," Friedberg says. "In this context, shouldn't your objective be to always know what's going to happen? To always remove the unknowns?"
That's the fundamental premise of how to think about building a business: figure out what you don't know and then know it.
If you make this your goal, at the end of the day you'll be left with truth and facts. You'll know what's going to happen and how to achieve what you want. This is, of course, an ideal, but one worth striving for. "Every business has some degree of inherent risk," Friedberg says. In fact, there's a lot you probably don't know. A brief sampling:
Where is your market headed?
What do your competitors have waiting in the wings?
Will people buy your product? Can you sell it at a particular price point?
Can you keep your operating costs low enough to sustain profit margins?
Are you actually adding value to people's lives? Will they come back for more?
Can I recruit the engineers I need to build an even better product?
"These are only some of the risks and uncertainties when you're in the early stage, but the more of those you can identify, the easier it's going to be for you to take them off the table," he says. "Identify the unknown. Mitigate the unknown. Only then can you enable the outcomes you want, and that's how you increase the value of your company."
There are a lot of ways to bust open unknowns. Start with an ever-growing list of questions in the right-hand column of a spreadsheet and design tactics to move them into the left 'known' column. Ask your advisors and investors and customers the right questions, build things to test and be scientific and intentional about how you deploy them to your users.
In the case of WeatherBill, the first unknown Friedberg needed to eliminate was whether the business model could work. The idea wasn't a simple one. It went something like this: Weather can be bad for business. Luckily, weather can be statistically modeled. So, it stands to reason that an insurance product could be designed to cover a business against weather-related losses, transferring the risk to a third party.
Also important to the model: there'd be no claims process or proof of loss because the weather could easily be monitored through multiple data feeds. To test his theory he built a prototype and used his own money to buy weather data from 200 stations going back 30 years. He also developed a formula for pricing coverage. This was enough to bag $300,000 in seed funding. At this point, he felt pretty good about what he knew. Good enough to quit his job at Google, leaving a considerable amount of stock on the table.
What he still didn't know was how hard it would be to raise more money. Shopping the idea around Sand Hill Road, he was told over and over again that his business model was too untested, too challenging to buy into — that the market he was going after was too broad, and that he'd need to refine his plan. Only with the help of angels and some post-IPO Googler friends was he able to string together enough to prep for launch. Again, things seemed to be on track.
"When we launched in 2007, we'd been working 24-7 with no sleep for months, and we really believed that we'd put up this great website, and 70% of the world's businesses who had problems with the weather would show up and say, 'Finally, here's the product I've always wanted to buy. Let me pull out my credit card,'" Friendberg recalls. "Of course, no one bought."
So what was the problem? Limited data? They expanded from 200 to 400 weather stations. No change. They started going to industry conferences, talking to energy companies about the weather-derivatives market, and meeting with potential clients one on one. "We were literally out there saying hey Mr. Construction Company, doesn't rain cause delays in your operations? Hey Mr. Farmer, if there's a freeze, you lose your whole citrus crop, right?"
Cold calling is something that's pretty critical, and something you can't be afraid to do if you're dealing with customers. You have to do it to understand what your customers want.
Through this process, the team was able to eliminate another unknown: People do actually want this type of product. Weatherbill was able to close sales — about $2 million that became its lifeblood later on — but only after doing tailored analysis for every single client. "We were using our own website to sell products to people who wouldn't go to our website because they needed handholding for the technology to work for them. We had proof of technology, but we didn't know how to turn it into a product yet." Friedberg was willing to do things that didn't scale – but ultimately closed the sale.
The issue was market fit. And after cold calling travel agencies, outdoor food stands and tourist bus companies, Friedberg and his team realized they were spread too thin. "We learned a lot about customers in a bunch of different markets, but we couldn't go deep enough to provide a solution any of them wanted."
After hundreds of calls, they busted the mother of all unknowns. Here they thought they had a dead ringer: ski resorts would be a top customer. They had to be. But it turned out they weren't even dependent on the weather — they could make their own snow if they needed to. It was time for Weatherbill to rethink its model. They needed to find just one sector highly-impacted by weather that would yield a steady stream of customers.
"In 2009, we made the decision to focus the entire business around agriculture," he says. "I told the team, we're going to focus on farmers because if we do it the right way, we'll build a product that they can use over and over again. It was the market with the best opportunity for us to build a scalable business."
In the end, it took well over two years to find the right gap in the market. And through it all, Friedberg was candid about holes in his knowledge not only with his employees, but also the people and firms who had helped him cobble together that first vital funding. Don't be afraid to tip your hand about it, he says. Ignorance can be a strength.
"We said outright here's all the stuff we don't know, and here's all the stuff we're starting to know," Friedberg says. "The more transparent you are about this, the more your team will believe in your mission, the more aligned everyone in the company will be, and the more investors will believe in you being the right kind of person to execute on the opportunity in front of you."
Total transparency about what's working and what's not makes it clear to everyone how you are going to succeed.
This need, to ditch luck in favor of clarity is the first part of building any strong business. The second part is more tactical — a perennial phase Friedberg lovingly refers to as "the grind."
Stop Worrying and Learn to Love the Grind
Once Weatherbill zeroed in on weather insurance for farmers, they got started building a product that would fit that audience's needs. The first thing they did was switch out their 400 weather stations for close to 1 million individual weather monitoring grids. "No one cares about rainfall 150 miles away, they want it to be measured at their location. That was a big reason a lot of people weren't buying, and that's when we realized the technology needed to measure the weather more locally. Today we use Doppler radar and satellite imagery, and all sorts of things that can pinpoint the weather at your exact location."
A lot of work went into getting the company from point A to point B — but not only in terms of the technology. Friedberg and his small team had multiple learning curves to climb, including agriculture and the insurance business. He's emphatic that you can't back away from the challenge presented by research — heavy, nearly insurmountable research. Even if you are an expert in a particular area, you'll need to learn so much more to be effective.
"None of us came from an agricultural background. None of us came from an insurance background. And it turns out farmers won't buy your product unless it's written on licensed insurance paper. So we essentially had to figure out how to build an insurance company. That meant getting regulatory approvals in 51 jurisdictions just so we could issue checks when weather occurred — it was all a big hustle but it had to be, and it worked." Sometimes there just aren't any shortcuts.
The Weatherbill team realized how important it was to initiate their customers into the tech slowly and thoughtfully. Sure, they would get them using their website, but by learning how to draw up insurance papers, they were able to meet farmers in a place they recognized and felt comfortable with.
In 2010, WeatherBill launched its Total Weather Insurance Program — finally a model that worked, that scaled, that met industry regulations. People could buy the product every season, and sale after sale closed on the website every day. "Suddenly we had a product that every farmer wanted to buy, so we were able to raise a bunch of money on the basis of how quickly we were growing."
David Friedberg, CEO of The Climate Corporation
This is the grind's payoff: growth, buy-in, credibility. When Friedberg first started out, he talked about the billion dollar opportunity weather insurance presented. But it was only when Weatherbill focused its efforts and invested in making its technology useful that the true potential became apparent: It turns out weather insurance for farmers represents $20 billion in revenue per year in the U.S. alone, and more than half of the farmers who were offered the company's product chose to buy it because of its ease and value-add.
What had been lacking before, Friedberg says, was self-awareness.
"You have to be brutally self-honest and self-aware as you go through this process. We've had to change what we're doing and how we're doing it so many times during the development of this business. You can't get stuck in one place."
This can get pretty personal.
"In order to succeed, you're going to have to recruit people to help you do all the research and testing you can't do on your own, and in order to do that you have to be self-aware about what you're good at, what your team is good at, and whether you have the people you need to accomplish your goals."
When his team hit high-velocity growth, Friedberg decided a name change was in order. That's when Weatherbill became The Climate Corporation: emblematic of maturation, with a nod toward continuing evolution. "You have to see every day as a new challenge and as a potential solution to that challenge. As long as you keep living every day like that, you'll progress," he says. "That's why 'founder' isn't really a title I like. A lot of founders cling to that title and to that role because it's what they know and it's their baby. But you need to avoid that. I call myself the CEO of the company today, and I know I might not necessarily be the best CEO of the company tomorrow."
Making progress as you scale requires perpetual change. This gets harder and harder as a company grows, but it doesn't stop being important. "Early on, you take risks all the time on new things, but having them not work out is sort of counterintuitive to what people consider to be success," Friedberg says. "When you take risks, odds are you're going to fail. Successful people don't like to fail. So the challenge with innovating as you scale is that you have to get people in the mindset that failure is part of the process — it's part of this iterative process of grinding."
Innovation is the only sustainable competitive advantage a company can have.
Here, he points to two examples from different eras: RIM and the Wright Brothers.
"We could spend hours talking about all the companies that have failed because they didn't or couldn't follow an innovative path," he says. "You could say, well RIM didn't innovate as fast and as well as Apple innovated with its OS, so that's why Blackberry failed." This, he says, is what happens when scale gets in the way of change.
Early-stage companies have the benefit of being able to iterate and fail fast — but they need to keep it going once they start to grow. They need to be the Wright Brothers, Friedberg argues.
Start with a big problem: "We need to get into the sky. How do we do it?"
Break it into smaller, knowable unknowns: "They knew they didn't know the drag coefficient or the optimal wing design, and they set out to solve both."
Grind and innovate: "They taught themselves engineering principles, and designed prototypes of flexible wings to test. They knew they needed to tactically implement a solution to test quickly, so they built a wind tunnel. Suddenly they could test over 200 wing designs, and finally they arrived at a better wing that worked. It wasn't a breakthrough, it was the grind."
The big difference is, when you're running a startup, you're not just looking to take that first flight. It's your job to do it over and over again.
There is No Dearth of Problems to Be Solved
While a lot of articles have asserted that innovation in Silicon Valley is dead, Friedberg argues that people just aren't looking hard enough for problems worth solving.
"I hear so many people saying things like, 'Oh we can build a photo sharing app for students at Stanford!' or 'We can do something like X for Y!'" Friedberg says. "But just look around. There are problems in the world today that are more substantial than anything we've ever faced in history — and it's not just in software, or in California, or for your peers."
For those who dare to be disruptive, he has some advice: "When you look at the markets in the world today, you can probably break it apart market-by-market and say, 'Here's something fundamentally flawed with the way businesses in this market are operating.' Ask yourself, what are they doing wrong? Beyond that, how are governments not operating efficiently? When you look at it this way, there are 100,000 different ways to break apart the opportunity that exists for you to solve the big problems of today. It might take more than a weekend in the library or on the Internet to see, but they're there."
More importantly, now is a critical time for young, smart entrepreneurs to be breaking these problems apart. "If information was once the grist for ideas, over the last decade it has become competition for them — we have started to prefer knowing things over thinking because knowing has more immediate value," Friedberg says. "This keeps us in a loop. It keeps us connected to our friends and our cohort, and this implies a society that no longer thinks big."
We're facing global stagnation in economic development, and innovation is the only way out.
In Friedberg's context, The Climate Corporation may have started out as an idea with big, nebulous potential, but it ended up touching a multitude of companies, jobs, lives. And all of these people touch millions more by producing food for the masses. Given his experience, he sees a future where venture capital and entrepreneurs will be even more aligned to take on non-traditional problems like Weatherbill brought to the table. Especially now, with the proof of a major exit under his belt.
"There are a lot of problems out there that can and should be solved, and not just because it'll be great for you, but because it'll be great for everyone," Friedberg says. "Once you have this premise — once you've found the right thing to do — the strategy is to first know what you don't know, the tactic is to grind, and the value is to remember: there are plenty of places to innovate."
Click here to watch the original video of David Friedberg's Stanford Entrepreneurship Corner talk.
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Miner Petra Diamonds plans to have a positive cash flow by the second half of 2019, the company said today even as production fell in the third quarter of the financial year.
The companys mines spat out 924,000 carats of diamonds, down 6.9 per cent on the year before as production decreased at its Finsch mine.
Output at the mine dropped 30 per cent to 387,000 carats, around 55,000 below expectations. The mine faced delays to a winder upgrade and the belt on a conveyor tore in January, the firm said.
However, production for the financial year to date is still up four per cent to 2.9m carats, the company revealed.
Chief executive Richard Duffy, who took the position two weeks ago, said the firm aims to be cash flow positive in the second half of 2019. His short-term focus is on "stabilising the operations as we transition from a stage of high capital investment," Reuters reported.
"We expect to announce strategy towards the end of the calendar year," Duffy added.
It is also in negotiations with authorities in Tanzania which seized a parcel of diamonds in 2017 in an attempt to get more revenue from foreign mining companies.
Drew Barrymore's Empowering Clutch Is $44 on Amazon Prime – Need We Say More?


Have you ever wondered how others have reached their goals? Have you ever wanted to be more engaged and present? You don't need to climb Mount Everest, row across the Pacific Ocean, swim the English Channel, or ski to the North Pole to experience a life of adventure. In Adventure in Everything, you'll learn a framework for making changes guaranteed to weave excitement and a sense of possibility into every single day. Whether it's finding a dream job, discovering a way to turn old responsibilities into new passions or enhancing your most significant relationships you have the potential for a life infused with exciting possibilities.


Online lending platform Credy which facilitates small-ticket, online personal loans and school fee financing loans has raised $1.4 Mn in Seed funding from prominent investors including Y Combinator, Khosla Ventures, Vy Capital, and a bunch of Silicon Valley-based angel investors.
The startup will use the proceeds to significantly ramp up the loan book, forge partnerships with institutional lenders, hire talent for operations, and further build the technology to underwrite the customer.
Founded in January 2017 by ex-Goldman Sachs employees Pratish Gandhi, Abhash Anand and Harshit Vaishnav, with 15+ years of finance and technology experience, Credy was also part of Y Combinator's W'17 batch, which included other Indian companies such as Playment, Bulk MRO, Servx, WiFi Dubba and Supr daily.
Credy is an online platform where one can apply for instant short ticket personal loans and school fees financing at reasonable rates. The interest rates range from 10% to 12% per annum. The average ticket size is $540 (INR35, 000), and the average repayment tenure is eight months. The digital engine facilitates instant online credit profiling via algorithms and credit bureau integration.
For availing a loan, a user needs to sign up and upload the required financial documents. Verification is done via Aadhaar number, thus eliminating the need for attested copies and photographs and the loan agreement is signed digitally. It takes about 24 hours for approval and 48 hours to get the money into the bank. Credy charges a 2% processing fees to consumers.
As per the startup's claims, it has an automated eight channel repayment management tool for the disbursed loans, an in-house customisable loan management system (LMS), and a strong track record of risk management. The startup has invested a lot into fraud prevention, geared primarily towards weeding out frauds like the submission of counterfeit documents. It has also recently launched its borrower mobile app after several months in beta testing.
Credy levies a penal interest on the due amount, in case of non-payment by due date.
The Bengaluru-based lending startup with over 19 people in the team has also recently forged a lending partnership with Fullerton India. In addition, it has also applied for its own NBFC license and awaiting approval from RBI, said Pratish.
While speaking to Inc42, Pratish did not reveal the total amount of loans disbursed, but he claimed that the order book has been growing 35% to 40% month on month. With Fullerton as a partner, Credy expects it to continue to grow at the same pace.
Meanwhile as far as defaults are concerned, the startup's 90 day NPA is around 2% at the moment. To keep defaults in check, Credy actively tracks 15, 30, 45, 60, 75 day NPA rate as well as the performance of vintage loans. Shedding light on the vintage performance, Pratish reveals that around 60%-65% of the loans have either been fully paid back or have been through more than 50% of the loan life cycle.
When questioned as to how Credy differentiates itself from other online lending startups, he mentions that one way it does so is by the way it has structured the products. Through the school fees financing product, Credy taps into the market of parents looking to fund their kid's education. As most parents do not want to compromise on it, they are most likely not to default on the loans. Hence one arm of the startup is only looking into school fees financing loans, where Credy makes the payments to the school on behalf of the parents and collects the instalments from the parents.
Hence through this way, the Y Combinator-backed startup is walking a unique path of acquiring customers who do not necessarily have any credit footprint and helping them build credit lines. Most fintech companies tend to ignore the customers with no credit history and focus on salaried people. Credy aims to differentiate itself by tapping into that white space.
As per a report released by the International Financial Corporation (IFC), small businesses in emerging markets, such as India, are facing a funding gap of $2 Tn. Further, in its report Credit Suisse indicated that the global consumer and SME loan market is expected to reach $3 Tn over the next decade, owing to government's initiatives to provide hassle-free and cashless financial transactions.
A NASSCOM report has earlier forecasted that Indian fintech software market will touch $2.4 Bn by 2020, from the present $1.2 Bn. In this competitive space, Credy competes with many other players in the lending space such Cash Suvidha, Aye Finance, NeoGrowth Credit, OptaCredit etc., of whom many have grabbed investors' attention earlier.
This month itself, Delhi-based online lending platform Cash Suvidha raised $2.5 Mn in debt financing through financial institutions and private placement. Last month, Gurugram-based online lending startup Aye Finance raised $6.28 Mn (INR 40 Cr) as a Term Loan from Northern Arc Capital Limited (formerly known as IFMR Capital Limited).
By opening up online lending to a wider group of borrowers and lenders, Credy hopes to leverage the ongoing wave of paperless, hassle free financing and digitisation in India. With this recent round funding, the Y Combinator-backed online lending startup hopes to make a dent in the burgeoning consumer lending market in India.


Hand built in 1945 by current, wood craftsman original owner. Beautifully maintained, solid 2428 sf 4 bedroom, 2 bath on 3 levels. Real wood is the theme here with real oak floors, custom "SilvaPly" and solid Birch walls, also massive (3" X 12") clear fir planks right from Burrard Ship Builders in 1945, provide the most 'solid feeling' house I've ever shown! Loft up that could be cool Master w/ huge new Ensuite. Down just needs Kitchen finished off to make a 968 sf 1 Bedroom suite. Currently it has great Recreation room w/ wet bar, complete w/ hidden Wine and Murphy-Bed nook. Sunny South facing back yard. Large detached double garage w/ 220V workshop plus bonus carport, all within a short walk to PNE, parks & shopping.


text:
Home→Judgments→Foreign and International Courts
Juliana et al v United States of America et al
United States District Court, District of Oregon, Eugene Division
Case no. 6:15-cv-01517-TC
In this matter, the plaintiffs argue that by permitting, encouraging and enabling continued exploitation, production and combustion of fossil fuels, the President of the United States and numerous executive agencies have their substantive due process rights to life, liberty and property and that they have violated their obligation to hold certain natural resources in trust for the people and for future generations.
Follow the matter on the Our Children's Trust website.
Motion to dismiss the action for lack of subject-matter jurisdiction and failure to state a claim
Judge: Aiken J
The defendants and various fossil fuel companies who intervened in the matter, moved to dismiss the action for lack of subject-matter jurisdiction and failure to state a claim. Their motion was dismissed.
Download the judgment
View the press statement by Our Children's Trust
Petition for a writ of mandamus
Judge: Chief Justice Thomas
The defendants argued that by allowing the case to proceed would result in burdensome discovery obligations on the federal government that would threaten the separation of powers. The Court however dismissed the petition and found that the issues raised by the defendants on mandamus were better addressed through the ordinary course of litigation.
Download the opinion


text:
using tensorflow::strings::StrCat;

namespace tensorflow {
namespace ffmpeg {
namespace {

const char kFfmpegExecutable[] = "ffmpeg";
const int32 kDefaultProbeSize = 5000000;  // 5MB

string GetTempFilename(const string& extension) {
  for (const char* dir : std::vector<const char*>(
           {getenv("TEST_TMPDIR"), getenv("TMPDIR"), getenv("TMP"), "/tmp"})) {
    if (!dir || !dir[0]) {
      continue;
    }
    struct stat statbuf;
    if (!stat(dir, &statbuf) && S_ISDIR(statbuf.st_mode)) {
      return io::JoinPath(dir, StrCat("tmp_file_", getpid(), ".", extension));
    }
  }
  LOG(FATAL) << "No temp directory found.";
}

std::vector<string> FfmpegCommandLine(const string& input_filename,
                                      const string& output_filename,
                                      const string& input_format_id,
                                      int32 samples_per_second,
                                      int32 channel_count) {
  return {
    "-nostats",  // No additional progress display.
    "-nostdin",  // No interactive commands accepted.
    "-f", input_format_id,  // eg: "mp3"
    "-probesize", StrCat(kDefaultProbeSize),
    "-i", input_filename,
    "-loglevel", "info",  // Enable verbose logging to support debugging.
    "-map_metadata", "-1",  // Copy global metadata from input to output.
    "-vn",  // No video recording.
    "-ac:a:0", StrCat(channel_count),
    "-ar:a:0", StrCat(samples_per_second),
    // Output set (in several ways) to signed 16-bit little-endian ints.
    "-codec:a:0", "pcm_s16le", "-sample_fmt", "s16", "-f", "s16le",
    "-sn",  // No subtitle recording.
    "-y",  // Overwrite output file.
    StrCat(output_filename)
  };
}

[[noreturn]] int ExecuteFfmpeg(const std::vector<string>& args) {
  std::vector<char*> args_chars;
  std::transform(args.begin(), args.end(), std::back_inserter(args_chars),
                 [](const string& s) { return const_cast<char*>(s.c_str()); });
  args_chars.push_back(nullptr);

  ::execvp(kFfmpegExecutable, args_chars.data());
  // exec only returns on error.
  const int error = errno;
  LOG(ERROR) << "FFmpeg could not be executed: " << error;
  ::_exit(error);
}

}  // namespace

Status ReadAudioFile(const string& filename,
                     const string& audio_format_id,
                     int32 samples_per_second,
                     int32 channel_count,
                     std::vector<float>* output_samples) {
  // Create an argument list.
  string output_filename = GetTempFilename(audio_format_id);
  const std::vector<string> args =
      FfmpegCommandLine(filename, output_filename, audio_format_id,
                        samples_per_second, channel_count);

  // Execute ffmpeg and report errors.
  pid_t child_pid = ::fork();
  if (child_pid < 0) {
    return Status(error::Code::UNKNOWN, StrCat("fork failed: ", errno));
  }
  if (child_pid == 0) {
    ExecuteFfmpeg(args);
  } else {
    int status_code;
    ::waitpid(child_pid, &status_code, 0);
    if (!status_code) {
      return Status::OK();
    } else {
      return Status(error::Code::NOT_FOUND,
                    StrCat("FFmpeg execution failed: ", status_code));
    }
  }
}

}  // namespace ffmpeg
}  // namespace tensorflow


text:
Q: Unable to pass intent extras from Activity to fragment inside Viewpager I'm using ViewPager and a TabLayout to show two fragments. I'm getting an URL as an intent extra from the previous activity and passing them as an argument from current activity to the fragment. But inside the fragment, I'm not getting any Bundle and when using toast message in the fragment, it shows null.
Here is my code for MainActivity
ViewPager viewPager = (ViewPager) findViewById(R.id.pager);
ViewPagerAdapter adapter = new ViewPagerAdapter(getSupportFragmentManager());

String url_one = getIntent().getStringExtra(EXTRA_URL);

// I'm getting this Toast as url sucessfully
Toast.makeText(this, url_one, Toast.LENGTH_LONG).show();

Mylecture f = new Mylecture();
Bundle args = new Bundle();
args.putString("key_one", url_one);
f.setArguments(args);

adapter.addFragment(new Mylecture(), "Lectures");

viewPager.setAdapter(adapter);

TabLayout tabLayout = (TabLayout) findViewById(R.id.tabs);
tabLayout.setupWithViewPager(viewPager);

And inside the fragment, I'm using
Bundle bundle = getArguments();
if(bundle != null) {
    url = bundle.getString("key_one");
} else {
    Toast.makeText(getActivity(), "Bundle is empty", Toast.LENGTH_LONG).show();
}

This returns the Bundle is empty.
How can I solve this? Thanks in advance.

A: When you are adding fragments in your ViewPager, you are actually not passing the fragment where you have put the bundle and that's why you are not getting anything in your fragment.
You need to do the following.
Mylecture f = new Mylecture();
Bundle args = new Bundle();
args.putString("key_one", url_one);
f.setArguments(args);

// adapter.addFragment(new Mylecture(), "Lectures"); // Do not new a fragment
adapter.addFragment(f, "Lectures"); // Use this instead

Hope that helps!

redpajama_set_name: RedPajamaStackExchange


text:
This Thangal of Pambankulam was the seventh among the Primary Nizhal Thangals (places of worship). It is west of Kadambankulam in the Tirunelveli-Kanyakumari National Highway east of Panakkudy.

A thangal was constructed during the  'Desa-sanjara'  of Vaikundar. It was called the Pattakasalai Pathi.

See also

 Pathi
 Worship centers of Ayyavazhi

References

 K. Amalan, Ayya Vaikundar Punitha Varlaru, Akilam Pathippakam, 2000.
 G. Patrick, Religion and Subaltern Agency, University of Madras, 2003.

Nizhal Thangals


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Dumbo home cooks and food lovers, rejoice! The neighborhood is getting a new weekly farmers market.
Created by the Dumbo Improvement District in partnership with Down to Earth Markets, Dumbo Farmers Market will bring an array of locally sourced produce and meats, baked goods, and organic and sustainable specialty food to the Pearl Street Triangle — located in the shadow of the Manhattan Bridge's archway — every Wednesday starting June 8.
Down to Earth Markets, formerly known as Community Markets, ran a farmers market in 2009 and 2010 in the same location. The market previously closed so the company could "pursue other opportunities," a representative told DumboNYC.
The company currently manages 15 community markets in and around NYC, including a weekly market in Greenpoint and a twice-weekly market in Park Slope.
Since the first market's closure, the next-closest sizable farmers market has been at Borough Hall, where GrowNYC hosts vendors on Tuesdays and Saturdays year round.
Around 15 vendors are expected for new Dumbo market's first day, with expansion planned depending on community support, according to a press release.
So far the roster includes Arlotta Food Studio, selling infused olive oils and handmade pasta; Karl Farmily Farms, bringing meat, poultry and eggs raised in the Hudson Valley; Pickle Licious, offering old-fashioned-style barrel pickles; and La Petite Occasion, selling with caramels and toffees made from local milk, among others.
The market will run from noon to 7 p.m. on Wednesdays through November 16. For more information, including a full list of vendors, see the market's website.


Your organization has minimal email marketing history. Either you are a startup or you are an old school business that is just starting to expand into marketing efforts (trust us, there are more of those than you can imagine). You won't miss what you don't know, so start off with the basics and move up from there.
You are still shopping around for an email marketing platform and do not anticipate having the time to conduct in-depth analytics for the first few months. Choosing a platform should take considerable time, weighing on your analytics needs, total record count and frequency of sends. If you do need to send out that holiday eblast pronto, there is no need to rush your decision making, just rely on Salesforce until you are ready.
250 emails per send for Professional Edition; 500 emails for Enterprise Edition; 1,000 for Unlimited Edition. This is limited to a total send of 1,000 emails per day.
You cannot track email results when an email is sent via a trigger on a time-based workflow. While this is on Salesforce's radar as an important feature, it does not look like they will be releasing the product anytime soon.
While utilizing the Salesforce email platform allows you to maximize your investment, it does not replace the essential tracking tools and analytics needed to craft a results-driven email marketing campagin. Consider it a time to grow into your marketing strategy.


text:
#include "tensorflow/compiler/tf2xla/lib/util.h"
#include "tensorflow/compiler/tf2xla/xla_op_kernel.h"
#include "tensorflow/compiler/tf2xla/xla_op_registry.h"
#include "tensorflow/compiler/xla/client/lib/math.h"
#include "tensorflow/compiler/xla/client/lib/matrix.h"

namespace tensorflow {
namespace {

class BatchMatMulOp : public XlaOpKernel {
 public:
  explicit BatchMatMulOp(OpKernelConstruction* ctx) : XlaOpKernel(ctx) {
    OP_REQUIRES_OK(ctx, ctx->GetAttr("adj_x", &adj_x_));
    OP_REQUIRES_OK(ctx, ctx->GetAttr("adj_y", &adj_y_));
  }

  void Compile(XlaOpKernelContext* ctx) override {
    auto result = xla::BatchDot(MaybeConjugate(ctx->Input(0), adj_x_), adj_x_,
                                MaybeConjugate(ctx->Input(1), adj_y_), adj_y_);
    ctx->SetOutput(0, result);
  }

 private:
  bool adj_x_;
  bool adj_y_;
};

REGISTER_XLA_OP(Name("BatchMatMul"), BatchMatMulOp);
REGISTER_XLA_OP(Name("BatchMatMulV2"), BatchMatMulOp);

}  // namespace
}  // namespace tensorflow