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kalau dh baca ni tolong ws saya kat 01119884456, lets create our ws group to ease us ! okay???

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And kami ada buat juga , pasal Vivy Yusof and we had upload it on morpheus and go to take a look!

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Hai guys, we are the another 4 members that u find. Susahnya nak cari korang !!!
Zizi(59215)
Iffah(59192)
Raziq
Izzam

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Founder Chairman and CEO of IBM

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In the history of computing sometimes you can track down a single individual who was responsible for what happened, but more often than not it was a team effort and it is very difficult to say who did what or who was really responsible for the step forward.

The name of IBM occurs time and time again in any look back over the important events of computing. It is almost as if the company was a single creative force pushing the development of computing. For a generation of computer users, the IBM PC was computing - anything else was a pale imitation at a lower price. This cannot have been achieved by the random efforts of its employees.

Thomas J Watson Senior was the first of its guiding lights and is gnerally considered to be the Father of IBM.
Thomas J Watson Sr (1874-1956)
Many people think of IBM as a huge monolith of a company that has always been there, probably never deserved to be there and is certainly no good thing. The same sort of attitude extends to its founder - Thomas J Watson. He is often stereotyped as the super salesman, interested in nothing but sales and totally uninterested in products. If you follow this view you can be led to believe that IBM was drawn into computing by accident, that Watson even resisted the move, and only made a success of it all by being good at selling. In this picture IBM might as well as have been a frozen food company as a designer and seller of computers. This isn't so...

Thomas Watson was born on February 17, 1874 into a family of Scottish decent who had emigrated from Ireland to avoid the potato famine. They were involved in the lumber business and the young Watson must have been influenced by the idea of commerce from an early age. When he finished school his father had ambitions of him becoming a lawyer but he had other ideas - he would be a teacher. A single day of teaching cured him of this plan!

So the next idea was to go into business. His father agreed as long as he went to business school. He completed the courses in accounting and business and immediately landed himself a job at $6 a week keeping the books of a butchers shop. But he didn't see sitting on a high stool with a pen keeping books as his lifetime's career. His next move was the one that probably set the course of the rest of his life. He went on the road selling sewing machines and pianos with a travelling salesman.

He studied the sales techniques but he was not good at selling. He watched the more experience salesmen's techniques while holding the horses and learned. Eventually he got so good at it that when he quit the boss offered to sell him the business.

Learning to sell - the NCR experience

After a few faltering attempts to get a good job he eventually ended up with the National Cash Register company - NCR - or "the cash" as it was locally known. Watson fell under the spell of a talkative Irish salesman-cum-manager called John Range. This was where Watson really learned the skills he would need in the coming years. Not just the salesman's technique but the role of father-figure and boss of countless other salesmen. In this instance he was on the receiving end but soon he would practice the role himself.

When Watson failed to sell any cash registers, Range set about telling him that excuses weren't good enough. A demoralising tongue-lashing that ended in an uplifting and sympathetic examination of what the difficulties in selling were. They went out on the road together and Watson was amazed. Each time Range was involved in the selling, they sold a machine. Eventually Watson, at 25 years old, was the top salesman in the area.

His next move was to be manager of his own branch - Rochester. Near the bottom of the NCR sales league when Watson took it over, within a few months it was sixth from the top. Then the sales fell off, partly due to market saturation but also due to competition in the area. Watson, like all NCR men, knew how to deal with competition - make their machines malfunction. The dirty side of the business made Watson feel ashamed but he indulged nevertheless.

His first big managerial job was to set up a spoiling operation against the second-hand trade in cash registers that had started up. He set up a shop next door to any second-hand shop and sold machines at cut down prices. With a million NCR dollars to use he drove the opposition out of the market. This work was probably illegal but Watson, ever loyal to "the cash", got on with the job and did it well.

Eventually Watson was summoned to head office to meet the boss. John Henry Patterson was the real super salesman behind NCR. He had taken it from nothing by improving the design of the machines and by writing a manual for salesmen. His ideas on how a corporation should be run were revolutionary. He built a factory of glass with trees and greenery - a paternalistic idyll. But unlike the true industrial philanthropists Patterson was only interesting in increasing the efficiency of his work force by improving its well being. "It pays", said Patterson. "Hungry people, people with bad diets or in poor health, are not good producers."

Watson's position within NCR grew more and more important until he reached the top executive level. Patterson was so pleased with Watson that he bought his prize employee a house and a car. Then it all went sour. Watson and 38 other NCR executives were accused of unfair business practices and the subsequent trial received much publicity.

He was engaged to Jeanette Kittredge at the time and offered to end their engagement because of the embarrassment - but they were married in 1913 two weeks after the trial at which he received a one-year jail sentence and a $5,000 fine. He appealed and the case remained pending for several months - casting a long shadow over his future.

Just short of his 40th birthday he argued with Patterson and was instantly fired. Although he was offered many rewarding jobs he was badly hurt and confused by Patterson's attitude. To go from top man to being sacked in so short a time would have been a sobering experience for any man.

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In the history of computing sometimes you can track down a single individual who was responsible for what happened, but more often than not it was a team effort and it is very difficult to say who did what or who was really responsible for the step forward.

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Jan Koum (Ukrainian: Ян Кум; born February 24, 1976) is a Ukrainian-American internet inventor[2] and computer programmer. He is the CEO and co-founder of WhatsApp (with Brian Acton), a mobile messaging application which was acquired by Facebook Inc. in February 2014 for US$19 billion.

In 2014, he entered the Forbes list of the 400 richest Americans at position 62, with an estimated worth of more than seven and half billion dollars. He was the highest-ranked newcomer to the list that year

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WhatsApp cofounder Jan Koum, whose company was acquired by Facebook in 2014, just sold another $203 million (£153 million) of Facebook stock, according to a document filed with the Securities and Exchange Commission (SEC) on Thursday.

Koum has been unloading Facebook stock at a steady clip under a prescheduled trading plan, with new sales several times a month, since February 2016.

Last month, Business Insider asked Equilar, a company that specialises in analysing executive compensation and corporate data, to help us examine all the SEC filings related to Koum's sales for 2016.

It turned out he'd sold more than 22 million shares worth roughly $2.8 billion (£2.1 billion) since January.

Facebook agreed to buy WhatsApp in February 2014 for over $19 billion (£14 billion) in stock, and the price had gone up to $22 billion (£17 billion) by October, when the deal closed, thanks to Facebook's rising stock price. Koum owned about 45% of the company when he sold it, Forbes estimates, which means his take on paper was about $10 billion (£7.5 billion). He also got a seat on Facebook's board.

At the end of 2015, according to Facebook's annual proxy filing, Koum owned over 60 million shares of common stock. He also had another 19 million restricted stock units (RSUs), which vest over time and serve as an incentive for him to stick around until November 2018.

Based on that vesting schedule, it looks like he's earned about 3 million of those RSUs so far this year.

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So overall, he's sold about one-third of his current stake in Facebook this year.

Koum's stock sales come as WhatsApp continues to grow rapidly and as the company is making changes to the service that could open up new moneymaking opportunities, but also risks alienating some users.

Last month, Facebook announced that WhatsApp was changing its privacy policy for the first time since the acquisition to allow Facebook to see the phone number that a user shares when they sign up for WhatsApp. Facebook can use this information to allow businesses to contact users directly through WhatsApp, as they can already do through Messenger, and will allow Facebook to show more relevant ads to logged-in users. However, WhatsApp said it would not share these phone numbers directly with users.

WhatsApp passed more than than 1 billion monthly users in February and is the most popular chat app in more than half of the world, according to recent stats from SimilarWeb.

Koum himself has an amazing rags-to-riches story - his family emigrated from Ukraine when he was 16 years old, and the family lived briefly on welfare and food stamps.

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Facebook had no comment on the sales, as it doesn't comment on peoples' investment decisions.

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WhatsApp founder Jan Koum just sold another $203 million in Facebook stock

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WhatsApp cofounder Jan Koum, whose company was acquired by Facebook in 2014, just sold another $203 million (£153 million) of Facebook stock, according to a document filed with the Securities and Exchange Commission (SEC) on Thursday. Koum has been unloading Facebook stock at a steady clip under a prescheduled trading plan, with new sales several times a month, since February 2016.

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Page is the chief executive officer (CEO) of Google's parent company, Alphabet Inc. After stepping aside as Google CEO in August 2001 in favour of Eric Schmidt, he re-assumed the role in April 2011. He announced his intention to step aside a second time in July 2015 to become CEO of Alphabet, under which Google's assets would be reorganized. Under Page, Alphabet is seeking to deliver major advancements in a variety of industries.

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Lawrence Edward Page (born March 26, 1973) is an American businessperson, computer scientist and internet entrepreneur best known for co-founding Google with Sergey Brin.

Page was chief executive officer of Google from 1997 until August 2001 when he stepped down in favor of Eric Schmidt and then again from April 2011 until July 2015 when he became CEO of its newly formed parent organisation Alphabet Inc. which was created to deliver "major advancements" as Google's parent company, a post he held until December 4, 2019 when he along with his co-founder Brin stepped down from all executive positions and day-to-day roles within the company. He remains an Alphabet board member, employee, and controlling shareholder.

As of October 2023, Page has an estimated net worth of $118 billion according to the Bloomberg Billionaires Index, making him the sixth-richest person in the world. He has also invested in flying car startups Kitty Hawk and Opener.

Page is the co-creator and namesake of PageRank, a search ranking algorithm for Google for which he received the Marconi Prize in 2004 along with co-writer Brin.

Lawrence Edward Page was born on March 26, 1973, in Lansing, Michigan. His mother is Jewish; his maternal grandfather later immigrated to Israel, though Page's household while growing up was secular. His father, Carl Victor Page Sr., earned a PhD in computer science from the University of Michigan. BBC reporter Will Smale described him as a "pioneer in computer science and artificial intelligence". Page's paternal grandparents came from a Protestant background. Page's father was a computer science professor at Michigan State University and his mother Gloria was an instructor in computer programming at Lyman Briggs College at the same institution. Larry's parents divorced when he was eight years old, but he maintained a good relationship both with his mother Gloria and his father's long-term partner and MSU professor Joyce Wildenthal.

During an interview, Page recalled his childhood home "was usually a mess, with computers, science, and technology magazines and Popular Science magazines all over the place", an environment in which he immersed himself. Page was an avid reader during his youth, writing in his 2013 Google founders letter: "I remember spending a huge amount of time pouring [sic] over books and magazines". According to writer Nicholas Carlson, the combined influence of Page's home atmosphere and his attentive parents "fostered creativity and invention". Page also played instruments and studied music composition while growing up. His parents sent him to music summer camp- Interlochen Arts Camp at Interlochen, Michigan, and Page has mentioned that his musical education inspired his impatience and obsession with speed in computing. "In some sense, I feel like music training led to the high-speed legacy of Google for me". In an interview Page said that "In music, you're very cognizant of time. Time is like the primary thing" and that "If you think about it from a music point of view, if you're a percussionist, you hit something, it's got to happen in milliseconds, fractions of a second".

Page was first attracted to computers when he was six years old, as he was able to "play with the stuff lying around"-first-generation personal computers-that had been left by his mother and father. He became the "first kid in his elementary school to turn in an assignment from a word processor". His older brother Carl Victor Page Jr. also taught him to take things apart and before long he was taking "everything in his house apart to see how it worked". He said that "from a very early age, I also realized I wanted to invent things. So I became interested in technology and business. Probably from when I was 12, I knew I was going to start a company eventually."

Page attended Okemos Montessori School (now called Montessori Radmoor) in Okemos, Michigan, from ages 2 to 7 (1975 to 1979). He attended East Lansing High School, graduating in 1991. In summer school, he attended Interlochen Center for the Arts at Interlochen, Michigan, playing flute but mainly saxophone for two summers.

Page received a Bachelor of Science in a major in computer engineering with honors from the University of Michigan in 1995 and a Master of Science in computer science from Stanford University in 1998.

While at the University of Michigan, Page created an inkjet printer made of Lego bricks (literally a line plotter), after he thought it possible to print large posters cheaply with the use of inkjet cartridges-Page reverse-engineered the ink cartridge and built the electronics and mechanics to drive it. Page served as the president of the Beta Epsilon chapter of the Eta Kappa Nu honor society, and was a member of the 1993 "Maize & Blue" University of Michigan Solar Car team. As an undergraduate at the University of Michigan, he proposed that the school replace its bus system with a personal rapid-transit system, which is essentially a driverless monorail with separate cars for every passenger. He also developed a business plan for a company that would use software to build a music synthesizer during this time.

PhD studies and research

After enrolling in a computer science PhD program at Stanford University, Page was in search of a dissertation theme and considered exploring the mathematical properties of the World Wide Web, understanding its link structure as a huge graph. His supervisor, Terry Winograd, encouraged him to pursue the idea, and Page recalled in 2008 that it was the best advice he had ever received. He also considered doing research on telepresence and self-driving cars during this time.

Page focused on the problem of finding out which web pages linked to a given page, considering the number and nature of such backlinks as valuable information for that page. The role of citations in academic publishing would also become pertinent for the research. Sergey Brin, a fellow Stanford PhD student, would soon join Page's research project, nicknamed " BackRub." Together, the pair authored a research paper titled "The Anatomy of a Large-Scale Hypertextual Web Search Engine", which became one of the most downloaded scientific documents in the history of the Internet at the time.

John Battelle, co-founder of magazine, wrote that Page had reasoned that:

"[the] entire Web was loosely based on the premise of citation-after all, what is a link but a citation? If he could devise a method to count and qualify each backlink on the Web, as Page puts it "the Web would become a more valuable place.""

Battelle further described how Page and Brin began working together on the project:

"At the time Page conceived of BackRub, the Web comprised an estimated 10 million documents, with an untold number of links between them. The computing resources required to crawl such a beast were well beyond the usual bounds of a student project. Unaware of exactly what he was getting into, Page began building out his crawler. The idea's complexity and scale lured Brin to the job. A polymath who had jumped from project to project without settling on a thesis topic, he found the premise behind BackRub fascinating. "I talked to lots of research groups" around the school, Brin recalls, "and this was the most exciting project, both because it tackled the Web, which represents human knowledge, and because I liked Larry.""

Search engine development

To convert the backlink data gathered by BackRub's web crawler into a measure of importance for a given web page, Brin and Page developed the PageRank algorithm, and realized that it could be used to build a search engine far superior to existing ones. The algorithm relied on a new technology that analyzed the relevance of the backlinks that connected one web page to another.

Combining their ideas, the pair began utilizing Page's dormitory room as a machine laboratory, and extracted spare parts from inexpensive computers to create a device that they used to connect the now nascent search engine with Stanford's broadband campus network. After filling Page's room with equipment, they then converted Brin's dorm room into an office and programming center, where they tested their new search engine designs on the Web. The rapid growth of their project caused Stanford's computing infrastructure to experience problems.

The mathematical website interlinking that the PageRank algorithm facilitates, illustrated by size-percentage correlation of the circles. The algorithm was named after Page himself.

By early 1997, the BackRub page described the state as follows:

"Some Rough Statistics (from August 29, 1996)

Total indexable HTML URLs: 75.2306 Million

Total content downloaded: 207.022 gigabytes

...

BackRub is written in Java and Python and runs on several Sun Ultras and Intel Pentiums running Linux. The primary database is kept on a Sun Ultra series II with 28GB of a disk. Scott Hassan and Alan Steremberg have provided a great deal of very talented implementation help. Sergey Brin has also been very involved and deserves many thanks."

-  Larry Page page cs.stanford.edu [47]

BackRub already exhibited the rudimentary functions and characteristics of a search engine: a query input was entered and it provided a list of backlinks ranked by importance. Page recalled: "We realized that we had a querying tool. It gave you a good overall ranking of pages and ordering of follow-up pages." Page said that in mid-1998 they finally realized the further potential of their project: "Pretty soon, we had 10,000 searches a day. And we figured, maybe this is real."

Page and Brin's vision has been compared to that of Johannes Gutenberg, the inventor of modern printing:

"In 1440, Johannes Gutenberg introduced Europe to the mechanical printing press, printing Bibles for mass consumption. The technology allowed for books and manuscripts - originally replicated by hand - to be printed at a much faster rate, thus spreading knowledge and helping to usher in the European Renaissance [...] Google has done a similar job."

The comparison was also noted by the authors of The Google Story: "Not since Gutenberg [...] has any new invention empowered individuals, and transformed access to information, as profoundly as Google." Also, not long after the two "cooked up their new engine for web searches, they began thinking about information that was at the time beyond the web" such as digitizing books and expanding health information.

Page in 2003

Mark Malseed wrote in a 2003 feature story:

"Soliciting funds from faculty members, family and friends, Brin and Page scraped together enough to buy some servers and rent that famous garage in Menlo Park. [Soon after], Sun Microsystems co-founder Andy Bechtolsheim wrote a $100,000 cheque to "Google, Inc." The only problem was, "Google, Inc." did not yet exist-the company hadn't yet been incorporated. For two weeks, as they handled the paperwork, the young men had nowhere to deposit the money."

In 1998, Brin and Page incorporated Google, Inc. with the initial domain name of " Googol", derived from a number that consists of one followed by one hundred zeros-representing the vast amount of data that the search engine was intended to explore. Following inception, Page appointed himself as CEO, while Brin, named Google's co-founder, served as Google's president. Writer Nicholas Carlson wrote in 2014:

"The pair's mission was 'to organize the world's information and make it universally accessible and useful." With a US$ 1-million loan from friends and family, the inaugural team moved into a Mountain View office by the start of 2000. In 1999, Page experimented with smaller servers so Google could fit more into each square meter of the third-party warehouses the company rented for their servers. This eventually led to a search engine that ran much faster than Google's competitors at the time."

Early management style

During his first tenure as CEO, Page embarked on an attempt to fire all of Google's project managers in 2001. Page's plan involved all of Google's engineers reporting to a VP of engineering, who would then report directly to him-Page explained that he did not like non-engineers supervising engineers due to their limited technical knowledge. Page even documented his management tenets for his team to use as a reference:

Don't delegate: Do everything you can yourself to make things go faster.

Don't get in the way if you're not adding value. Let the people doing the work talk to each other while you go do something else.

Don't be a bureaucrat.

Ideas are more important than age. Just because someone is junior doesn't mean they don't deserve respect and cooperation.

The worst thing you can do is stop someone from doing something by saying, "No. Period." If you say no, you have to help them find a better way to get it done.

Even though Page's new model was unsustainable and led to disgruntlement among the affected employees, his issue with engineers being managed by non-engineering staff gained traction. Page also believed that the faster Google's search engine returned answers, the more it would be used. He fretted over milliseconds and pushed his engineers-from those who developed algorithms to those who built data centers-to think about lag times. He also pushed for keeping Google's home page famously sparse in its design because it would help the search results load faster.

Left to right, Eric Schmidt, Sergey Brin and Larry Page, 2008

Changes in management and expansion

Before Silicon Valley's two most prominent investors, Kleiner Perkins and Sequoia Capital, agreed to invest a combined total of $50 million in Google, they applied pressure on Page to step down as CEO so that a more experienced leader could build a "world-class management team." Page eventually became amenable to the idea after meeting with other technology CEOs, including Steve Jobs and Intel's Andrew Grove. Eric Schmidt, who had been hired as Chairman of Google in March 2001, left his full-time position as the CEO of Novell to take the same role at Google in August of the same year, and Page moved aside to assume the President of Products role.

Page led the acquisition of Android for $50 million in 2005 to fulfill his ambition to place handheld computers in the possession of consumers so that they could access Google anywhere. The purchase was made without Schmidt's knowledge, but the CEO was not perturbed by the relatively small acquisition. Page became passionate about Android and spent large amounts of time with Android CEO and cofounder Andy Rubin. By September 2008, T-Mobile launched the G1, the first phone using Android software and, by 2010, 17.2% of the handset market consisted of Android sales, overtaking Apple for the first time. Android became the world's most popular mobile operating system shortly afterward.

Assumption of CEO position at Google

Following a January 2011 announcement, Page officially became the chief executive of Google on April 4, 2011, while Schmidt stepped down to become executive chairman. By this time, Google had over $180 billion market capitalization and more than 24,000 employees. Reporter Max Nisen described the decade prior to Page's second appointment as Google's CEO as Page's "lost decade" saying that while he exerted significant influence at Google via product development and other operations, he became increasingly disconnected and less responsive over time.

Schmidt announced the end of his tenure as CEO on January 20, 2011, jokingly tweeting on Twitter: "Adult-supervision no longer needed."

As Google's new CEO, Page's two key goals were the development of greater autonomy for the executives overseeing the most important divisions, and higher levels of collaboration, communication, and unity among the teams. Then Page also formed what the media called the "L-Team", a group of senior vice-presidents who reported directly to him and worked near his office for a portion of the working week. Additionally, he reorganized the company's senior management, placing a CEO-like manager at the top of Google's most important product divisions, including YouTube, AdWords, and Google Search.

Following a more cohesive team environment, Page declared a new "zero tolerance for fighting" policy that contrasted with his approach during the early days of Google, when he would use his harsh and intense arguments with Brin as an exemplar for senior management. Page had changed his thinking during his time away from the CEO role, as he eventually concluded that ambitious goals required a harmonious team dynamic. As part of Page's collaborative rejuvenation process, Google's products and applications were consolidated and underwent an aesthetic overhaul.

Changes and consolidation process

At least 70 of Google's products, features and services were eventually shut down by March 2013, while the appearance and nature of the remaining ones were unified. Jon Wiley, lead designer of Google Search at the time, codenamed Page's redesign overhaul, which officially commenced on April 4, 2011, "Project Kennedy", based on Page's use of the term "moonshots" to describe ambitious projects in a January 2013 interview. An initiative named "Kanna" previously attempted to create a uniform design aesthetic for Google's range of products, but it was too difficult at that point in the company's history for one team to drive such change. Matias Duarte, senior director of the Android user experience when "Kennedy" started, explained in 2013 that "Google passionately cares about design." Page proceeded to consult with the Google Creative Lab design team, based in New York City, to find an answer to his question of what a "cohesive vision" of Google might look like.

The eventual results of "Kennedy" which were progressively rolled out from June 2011 until January 2013, were described by The Verge technology publication as focused upon "refinement, white space, cleanliness, elasticity, usefulness, and most of all simplicity." The final products were aligned with Page's aim for a consistent suite of products that can "move fast", and "Kennedy" was called a "design revolution" by Duarte. Page's "UXA" (user/graphics interface) design team then emerged from the "Kennedy" project, tasked with "designing and developing a true UI framework that transforms Google's application software into a beautiful, mature, accessible and consistent platform for its users." Unspoken of in public, the small UXA unit was designed to ensure that "Kennedy" became an "institution."

Acquisition strategy and new products

When acquiring products and companies for Google, Page asked whether the business acquisition passed the toothbrush test as an initial qualifier, asking the question "Is it something you will use once or twice a day, and does it make your life better?". This approach looked for usefulness above profitability, and long-term potential over near-term financial gain, which has been noted as rare in business acquiring processes.

In August 2011, Page announced that Google would spend $12.5 billion to acquire Motorola Mobility. The purchase was primarily motivated by Google's need to secure patents to protect Android from lawsuits by companies including Apple Inc. Page wrote on Google's official blog on August 15, 2011, that "companies including Microsoft and Apple are banding together in anti-competitive patent attacks on Android. The United States Department of Justice had to intervene in the results of one recent patent auction to 'protect competition and innovation in the open source software community' [...] Our acquisition of Motorola will increase competition by strengthening Google's patent portfolio, which will enable us to better protect Android from anti-competitive threats from Microsoft, Apple and other companies". In 2014, Page sold Motorola Mobility for $2.9 billion to Personal Computer maker, Lenovo which represented a loss in value of $9.5 billion over two years.

In January 2013, Page participated in a rare interview with , in which writer Steven Levy discussed Page's "10X" mentality-Google employees are expected to create products and services that are at least 10 times better than those of its competitors-in the introductory blurb. Astro Teller, the head of Google X, explained to Levy that 10X is "just core to who he [Page] is", while Page's "focus is on where the next 10X will come from." In his interview with Levy, Page referred to the success of YouTube and Android as examples of "crazy" ideas that investors were not initially interested in, saying: "If you're not doing some things that are crazy, then you're doing the wrong things." Page also stated he was "very happy" with the status of Google+, and discussed concerns over the Internet concerning the SOPA bill and an International Telecommunication Union proposal that had been recently introduced:

"I do think the Internet's under much greater attack than it has been in the past. Governments are now afraid of the Internet because of the Middle East stuff, and so they're a little more willing to listen to what I see as a lot of commercial interests that just want to make money by restricting people's freedoms. But they've also seen a tremendous user reaction, like the backlash against SOPA. I think that governments fight users' freedoms at their peril."

At the May 2013 I/O developers conference in San Francisco, Page delivered a keynote address and said "We're at maybe 1% of what is possible. Despite the faster change, we're still moving slow relative to the opportunities we have. I think a lot of that is because of the negativity [...] Every story I read is Google vs someone else. That's boring. We should be focusing on building the things that don't exist" and that he was "sad the Web isn't advancing as fast as it should be", citing a perceived focus on negativity and zero-sum games among some in the technology sector as a cause. In response to an audience question, Page noted an issue that Google had been experiencing with Microsoft, whereby the latter made its Outlook program interoperable with Google but did not allow for backward compatibility-he referred to Microsoft's practice as "milking off". During the question-and-answer section of his keynote, Page expressed interest in Burning Man, which Brin had previously praised-it was a motivating factor for the latter during Schmidt's hiring process, as Brin liked that Schmidt had attended the week-long annual event.

In September 2013, Page launched the independent Calico initiative, a R&D project in the field of biotechnology. Google announced that Calico seeks to innovate and make improvements in the field of human health, and appointed Art Levinson, chairman of Apple's board and former CEO of Genentech, to be the new division's CEO. Page's official statement read: "Illness and aging affect all our families. With some longer term, moonshot thinking around healthcare and biotechnology, I believe we can improve millions of lives."

Page participated in a March 2014 TedX conference that was held in Vancouver, British Columbia, Canada. The presentation was scripted by Page's chief PR executive Rachel Whetstone, and Google's CMO Lorraine Twohill, and a demonstration of an artificially intelligent computer program was displayed on a large screen.

Page responded to a question about corporations, noting that corporations largely get a "bad rap", which he stated was because they were probably doing the same incremental things they were doing "50 or 20 years ago". He went on to juxtapose that kind of incremental approach to his vision of Google counteracting calcification through driving technology innovation at a high rate. Page mentioned Elon Musk and SpaceX:

"He [Musk] wants to go to Mars to back up humanity. That's a worthy goal. We have a lot of employees at Google who've become pretty wealthy. You're working because you want to change the world and make it better [...] I'd like for us to help out more than we are."

Page also mentioned Nikola Tesla with regard to invention and commercialization:

"Invention is not enough. [Nikola] Tesla invented the electric power we use, but he struggled to get it out to people. [You have to] combine both things []... invention and innovation focus, plus [...] a company that can really commercialize things and get them to people."

Page announced a major management restructure in October 2014 so that he would no longer need to be responsible for day-to-day product-related decision making. In a memo, Page said that Google's core businesses would be able to progress in a typical manner, while he could focus on the next generation of ambitious projects, including Google X initiatives; access and energy, including Google Fiber; smart-home automation through Nest Labs; and biotechnology innovations under Calico. Page maintained that he would continue as the unofficial "chief product officer". Subsequent to the announcement, the executives in charge of Google's core products reported to then Google Senior Vice President Sundar Pichai, who reported directly to Page.

In a November 2014 interview, Page stated that he prioritized the maintenance of his "deep knowledge" of Google's products and breadth of projects, as it had been a key motivating factor for team members. About his then role as the company's CEO, Page said: "I think my job as CEO-I feel like it's always to be pushing people ahead."

On August 10, 2015, Page announced on Google's official blog that Google had restructured into a number of subsidiaries of a new holding company known as Alphabet Inc with Page becoming CEO of Alphabet Inc and Sundar Pichai assuming the position of CEO of Google Inc. In his announcement, Page described the planned holding company as follows:

"Alphabet is mostly a collection of companies. The largest of which, of course, is Google. This newer Google is a bit slimmed down, with the companies that are pretty far afield of our main Internet products contained in Alphabet instead. [...] Fundamentally, we believe this allows us more management scale, as we can run things independently that aren't very related."

As well as explaining the origin of the company's name:

"We liked the name Alphabet because it means a collection of letters that represent language, one of humanity's most important innovations, and is the core of how we index with Google search! We also like that it means alpha‑bet ( Alpha is investment return above benchmark), which we strive for!"

Page wrote that the motivation behind the reorganization is to make Google "cleaner and more accountable." He also wrote that there was a desire to improve "the transparency and oversight of what we're doing" and to allow greater control of unrelated companies previously within the Google ecosystem.

Page has not been on any press conferences since 2015 and has not presented at product launches or earnings calls since 2013. The Bloomberg Businessweek termed the reorganization into Alphabet a clever retirement plan allowing Page to retain control over Google, at the same time relinquishing all responsibilities over it. Executives at Alphabet describe Page as a "futurist", highly detached from day-to-day business dealings, and more focused on moon-shot projects. While some managers of Alphabet companies speak of Page as intensely involved, others say that his rare office check-ins are "akin to a royal visit" .

On December 3, 2019, Larry Page announced that he would step down from the position of Alphabet CEO and be replaced by Google CEO Sundar Pichai. Pichai also continued as Google CEO. Page and Google co-founder and Alphabet president Sergey Brin announced the change in a joint blog post, "With Alphabet now well-established, and Google and the Other Bets operating effectively as independent companies, it's the natural time to simplify our management structure. We've never been ones to hold on to management roles when we think there's a better way to run the company. And Alphabet and Google no longer need two CEOs and a President."

Other interests

Page is an investor in Tesla Motors co-founded by friend and fellow billionaire Elon Musk. He has invested in renewable energy technology, and with the help of Google.org, Google's philanthropic arm, promotes the adoption of plug-in hybrid electric cars and other alternative energy investments. He is also a strategic backer in the Opener startup which is developing aerial vehicles for consumer travel.

Page has also invested in flying car startups Kitty Hawk and Opener.

Page is also interested in the socio-economic effects of advanced intelligent systems and how advanced digital technologies can be used to create abundance (as described in Peter Diamandis' book), provide for people's needs, shorten the workweek, and mitigate the potential detrimental effects of technological unemployment.

Personal life

In the early 2000s, Page briefly dated Marissa Mayer, American business leader and former CEO of Yahoo!, who was a Google employee at that time.

On February 18, 2005, Page bought a 9,000 square feet (840 m ²) Spanish Colonial Revival architecture house in Palo Alto, California, designed by American artistic polymath Pedro Joseph de Lemos, a former curator of the Stanford Art Museum and founder of the Carmel Art Institute, after the historic building had been on the market for years with an asking price of US$7.95 million. A two-story stucco archway spans the driveway and the home features intricate stucco work, as well as stone and tile in California Arts and Crafts movement style built to resemble de Lemos's family's castle in Spain. The Pedro de Lemos House was constructed between 1931 and 1941 by de Lemos. It is also on the National Register of Historic Places.

In 2007, Page married Lucinda Southworth on Necker Island, the Caribbean island owned by Richard Branson. Southworth is a research scientist and the sister of British actress and model Carrie Southworth. Page and Southworth have two children, born in 2009 and 2011 respectively.

Page's superyacht Senses, docked in Helsinki

In 2009, Page began purchasing properties and tearing down homes adjacent to his home in Palo Alto to make room for a large ecohouse. The existing buildings were "deconstructed" and the materials donated for reuse. The ecohouse was designed to "minimize the impact on the environment." Page worked with an arborist to replace some trees that were in poor health with others that used less water to maintain. Page also applied for Green Point Certification, with points given for use of recycled and low or no-VOC ( volatile organic compound) materials and for a roof garden with solar panels. The house's exterior features zinc cladding and plenty of windows, including a wall of sliding-glass doors in the rear. It includes eco-friendly elements such as permeable paving in the parking court and a pervious path through the trees on the property. The 6,000 square feet (560 m ²) house also observes other green home design features such as organic architecture building materials and low volatile organic compound paint.

In 2011, Page bought the $45-million 193-foot (59 m) superyacht Senses. Later on, Page announced on his Google+ profile in May 2013 that his right vocal cord is paralyzed from a cold that he contracted the previous summer, while his left cord was paralyzed in 1999, and that the doctors were unable to identify the exact cause. The Google+ post also revealed that Page had made a large donation to a vocal-cord nerve-function research program at the Voice Health Institute in Boston. An anonymous source stated that the donation exceeded $20 million. In October 2013, Business Insider reported that Page's paralysis were caused by an autoimmune disease called Hashimoto's thyroiditis, and prevented him from undertaking Google quarterly earnings conference calls for an indefinite period.

In November 2014, Page's family foundation, the Carl Victor Page Memorial Fund, reportedly holding assets in excess of a billion dollars at the end of 2013, gave $15 million to aid the effort against the Ebola virus epidemic in West Africa. Page wrote on his Google+ page that "My wife and I just donated $15 million [...] Our hearts go out to everyone affected."

In August 2021 it was revealed that Page holds a New Zealand resident's visa and had traveled to the country on a medivac flight from Fiji for his son's treatment in New Zealand, despite New Zealand promulgating an act not to allow any outsiders while in a critical state due to worsened situation across the country due to pandemic. The flight took place on January 12, 2021. Page had been living in Fiji with his family during the duration of the COVID-19 pandemic.

In 2023, the US Virgin Islands tried several times to serve Page a subpoena in the lawsuit over JP Morgan Chase's links to Jeffrey Epstein.

Awards and accolades

PC Magazine has praised Google as among the Top 100 Web Sites and Search Engines (1998) and awarded Google the Technical Excellence Award for Innovation in Web Application Development in 1999. In 2000, Google earned a Webby Award, a People's Voice Award for technical achievement, and in 2001, was awarded Outstanding Search Service, Best Image Search Engine, Best Design, Most Webmaster Friendly Search Engine, and Best Search Feature at the Search Engine Watch Awards.

In 2002, Page was named a World Economic Forum Global Leader for Tomorrow[citation needed ] and along with Brin, was named by the Massachusetts Institute of Technology (MIT)'s Technology Review publication as one of the top 100 innovators in the world under the age of 35, as part of its yearly TR100 listing (changed to "TR35" after 2005).

In 2003, both Page and Brin received an MBA from IE Business School, in an honorary capacity, "for embodying the entrepreneurial spirit and lending momentum to the creation of new businesses."

In 2004, they received the Marconi Foundation's prize and were elected Fellows of the Marconi Foundation at Columbia University. In announcing their selection, John Jay Iselin, the Foundation's president, congratulated the two men for "their invention that has fundamentally changed the way information is retrieved today."

In 2004, Page and Brin received the Golden Plate Award of the American Academy of Achievement.

Page and Brin were also Award Recipients and National Finalists for the EY Entrepreneur of the Year Award in 2003.

Also in 2004, X PRIZE chose Page as a trustee of their board and he was elected to the National Academy of Engineering.[citation needed ]

In 2005, Brin and Page were elected Fellows of the American Academy of Arts and Sciences.

In 2008 Page received the Communication Award from Prince Felipe at the Prince of Asturias Awards on behalf of Google.

2009-present

In 2009, Page received an honorary doctorate from the University of Michigan during a graduation commencement ceremony. In 2011, he was ranked 24th on the Forbes list of billionaires, and as the 11th richest person in the U.S.

In 2015, Page's "Powerful People" profile on the Forbes site states that Google is "the most influential company of the digital era".

As of July 2014, the Bloomberg Billionaires Index lists Page as the 17th richest man in the world, with an estimated net worth of $32.7 billion.

At the completion of 2014, Fortune magazine named Page its "Businessperson of the Year", declaring him "the world's most daring CEO".

In October 2015, Page was named number one on the "America's Most Popular Chief Executives" list, as voted by Google's employees.

In August 2017, Page was awarded honorary citizenship of Agrigento, Italy.

References

External links

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Lawrence Edward Page (born March 26, 1973) is an American businessperson, computer scientist and internet entrepreneur best known for co-founding Google with Sergey Brin. Page was chief executive officer of Google from 1997 until August 2001 when he stepped down in favor of Eric Schmidt and then again from April 2011 until July 2015 when he became CEO of its newly formed parent organisation Alphabet Inc.

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Matthew Mickiewicz is one of the co-founders of the company Sitepoint, which many, many of you will already know. Sitepoint also runs the website 99designs which became an overnight success, reaping in millions of dollars for Matthew. Speaking of his success Matthew stated the idea of the whole business came about after becoming engrossed in website design and development. 11Yrs since the start of his career Matthew is still going strong and the businesses show no sign of slowing. Good on you Matthew.

www.sitepoint.com

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Blake Ross is an American software developer, known best for his work with Mozilla Firefox. That’s right at the age of 25yrs he has been able to accumulate a total fortune worth $150 million. In 2005 he was nominated for the Wired Magazines top “Rave Award” opposite some very popular names including Larry Page and Jon Stewart. Blake also co-founded the company Parakey which was eventually bought out by https://www.mozilla.com Ross is most well known for co-founding the Mozilla Firefox project with Dave Hyatt. Ross discovered Netscape very soon after it open-sourced and began contributing; his mother's frustrated user experience with Internet Explorer being the main driver.He worked as an intern at Netscape Communications Corporation at the age of 16. In 2003, he enrolled at Stanford University.While interning at Netscape, Ross became disenchanted with the browser he was working on and the direction given to it by America Online, which had recently purchased Netscape. Ross and Hyatt envisioned a smaller, easy-to-use browser that could have mass appeal, and Firefox was born from that idea. The open source project gained momentum and popularity, and in 2003 all of Mozilla's resources were devoted to the Firefox and Thunderbird projects. Released in November 2004, when Ross was 19, Firefox quickly grabbed market share (primarily from Microsoft's Internet Explorer)[citation needed], with 100 million downloads in less than a year[citation needed].

Ross is the author of Firefox For Dummies (ISBN 0-471-74899-4; published January 11, 2006).

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Hans Christian Andersen was a Danish author best known for writing children's stories including "The Little Mermaid" and "The Ugly Duckling."
http://www.biography.com/people/hans-christian-andersen-9184146

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MD shekhanul 55297,Hans Christian Anderson

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MD shekhanul 55297,Hans Christian Anderson

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Hans Christian Anderson's fierce determination and self-starter mentality make him great example of a famous entrepreneur.

Anderson grew up poor, but set off alone to Copenhagen at 14 when a fortuneteller told him that although he would suffer early on, eventually he would become famous.

Those predictions came true, as Anderson first tried and failed to become actor and singer. Seeing something special in Anderson, the director of the Royal Danish Theater took him under his wing and attended to his education. Anderson was teased terribly at school and harassed by students and a hateful headmaster, and he considered those some of the darkest days of his life.

After leaving school, Anderson began to publish his writing. His fairy tales became immensely popular and eventually earned him the fame he was promised as a child. He never forgot his initial poverty--The Little Match Girl was inspired by how his mother was forced to go begging in the streets as a young girl.

Today Hans Christian Anderson is still beloved, known for rich fairy tales, many of which have inspired Disney animation classics (which, it should be noted, have much happier endings than the original tales).

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ZALORA Malaysia: Online Shopping for Fashion & Lifestyle

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Shop Fashion, Beauty & Lifestyle Product Sale in Malaysia & Brunei. Buy Now Pay Later ✔ 30-Day Free Return T&C Applies ✔ Free Shipping T&C Applies ✔

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1. Mohd.Hazim Afiq- 45677
2. Md Mortuza Minhaz- 55270
3. Saifuddin Tipu- 54398
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5. Md shekhanul Islam- 55297

We all five members tried to find another five members but we could not find. We also gave some post on PERTEKMA group to find people but no one responsed.

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What we can learn from Steve Jobs to run business better

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What we can learn from Steve Jobs to run business better

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Some valuable lesson that we can learn and apply to our business later.
1. Do what you love
2. Put a dent in the universe
3. Connect things to spark your connectivity
4. Say 'No' to 1000 things
5. Create insanely different experiences
6. Master the message
7. Sell dreams,not product

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Seven lessons in success from the Apple legend.

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Tips on how people success in running their business

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Tips on how people success in running their business

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Small Business Advice Help For Startups and Entrepreneurs

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1. Visualize success

Do you see your business successful? You hear people talk about their dreams, but I don't like that word in this context. I do agree that is good to have dreams, but don't confuse dreams with visualizing business success. When you are visualizing success you are doing more than daydreaming. You are actually thinking about ways to get there. Dreaming is passive while visualizing is active. Picture what it would look like to reach your next goal. Do you want to get 100 new clients in the next six months? What would you business look like with 100 new clients? How would it impact the way you do business? How many people would you need to hire? Would you need to manage your company differently? Will you need more capital? Visualize your goals and think through possible scenarios.

Use the following steps to visualize success:

Picture exactly what you want. Be specific. If you are not clear about your goals, you will not get there.

See what it will look like. Associate your goal with an image. It could be a group of new customers or an improved version of an application. Whatever it is, associate it with an image.

Visualize daily. Repetition makes it more real.

2. Strive for optimal instead of maximum performance

How to run a successful business?

Today the average passenger car engine is built to last at least 200,000, running at optimum performance. A NASCAR engine that is run at maximum performance must be rebuilt after each race. The biggest problem with running your business at maximum performance is that it is unsustainable. You will burn yourself and your staff out.

An optimally run business will outperform a business that is running at maximum performance for several reasons:

If you are in it for the long haul, you want an optimally run business. Getting the most out of yourself, and your team sounds great, but in reality, it will burn out you and your staff before you have time to succeed. You will resent your business and your employees will jump ship.

You should only grow your business at a rate that enables you to manage and finance your growth.

You can expect people to work 14-hour days, but you won't get 14-hours worth of work. It is fine to pull an all-nighter once in a while, but it is not sustainable.

Just because you can sell 100 more new customers, it doesn't mean that you are able to provide quality service. It is tempting to rev up your sales efforts, but in the long term, you could harm your reputation.

Don't grow your team faster than you can train them.

3. Build your business to last

How to start a successful business?

Hopefully, you will sell your business one day and retire rich. - Reality check. Only about 1 out of 10 businesses are ever sold. - But, even if you sell your business one day, build it as if you would own it forever. Many businesses are started out of a passion for a product or an industry or the idea of entrepreneurship.

Here are a few key points to building a business that lasts:

Be patient. To have patience is one of the rarest advice in American business. As the third generation CEO of the German company Mennekes stated: "sometimes it is good if you stick to your core competence, and then one day, if you have the patience, there is a topic where you can suddenly jump on."

Always chose security over growth. As Ulf Poppel, third-generation managing director of BSW, a 400-employee company said: "If we could decide between 5 percent growth and 100 percent security, we would choose security."

Narrow your horizons. Always choose depth over breadth. Minimize competition by narrowing your business niche. Always strive to become the absolute expert in your field. When you are the best in your field it is unlikely that anyone will beat you. I know everyone tells you that they are the best in their field, but are they really?

Focus on markets that are either growing or stable. Never enter a shrinking market even if it is attractive as a short-term prospect.

Go beyond your geographical area. If you can expand to the next city, that is good. If you can go global, that is great.

Continually innovate.

Do more for your customers than your competition is willing to do. Going the extra mile is what builds brands. For instance, a 10-year old girl asked people to help her find her lost LG E400 phone the word spread through social media. When the news reached LG the company surprised her with a brand-new LG Swift L3II.

Manage your business as if you had expected it to live forever.

4. Engage with your target market

The most successful brands are great at building relationships with their audience. Focus on building relationships before you are selling. If you can manage to build an authentic relationship with your market, they will want to buy from you. People want to buy things from people they know and trust.

Find out where your customers are and meet them there. You can do this through events, forums, and social networks. You could post articles on websites they frequent. Or, become part of the conversation on social networks. For example, you can search Twitter for topics relevant to your market and engage with people.

Engagement takes time. It doesn't happen overnight. You are building relationships. As your participation increases, you grow the number or people who know and trust you, and if you have the right product for them they will buy.

Here is how to define your target market:

Who are your best customers?

Who are your competitors' customers? If your business is brand new and you don't have any customers, study your competition. Who are your competitors targeting? Are there markets your competitors are not going after? Sometimes it is better to find an underserved niche than to take on your competitors head on.

List the benefits of your service. If you are building websites for small businesses, make a list of businesses that are currently underserved. Your goal here is to find small niches with a laser focus.

Be very specific about your target demographics. Your B2C customer demographics should include:

For B2C customers also consider psychographics such as:

Your B2B customer profile should include:

Location

Industry

Number of employees

Revenue

Who are the decision makers?

Can you attract enough customers to build a business?

5. Learn from your competition

Businesses that learn from the competition are winning. Everybody has competition. If you haven't found yours that means that you haven't looked hard enough. Don't get turned off by it. Learn from it.

Think of your competitors as your teachers.

It is your job to discover what your competitors do and why they are doing it. Of course, the key is not to copy, but to improve.

There are several valuable things you can learn from competitors:

Pricing - Setting the right price is hard. There is no real science to it. It is more like a mesh of art and science. You can learn so much from your competitors' pricing structure. If you are new, it gives you a quick snapshot of how much businesses charge for comparable products or services. Such insight can save you a lot of time.

Marketing - Find out how they market their services. Monitor social networks, sign up for their email lists, check out where and how they advertise. Do they offer webinars? Do they attend tradeshows and seminars?

Customer satisfaction - Customers are quick to share the good, bad, and ugly. You can monitor social networks, forums, search engines, review sites, etc. to get a good idea how customers speak of your competition. If customers complain, it is your opportunity to become the alternative. If customers love them, you have to up your game to make a mark.

Errors - Every company makes errors. They give you opportunities to learn and hopefully avoid them with your own business.

6. Customer Acquisition Cost (CAC) and Customer Lifetime Value (CLV)

CAC tells you how much it costs to acquire a new customer. CAC is essentially your cost of sales and marketing. If you don't understand this number, you can't justify spending on sales and marketing. CLV is the profit attributed to the entire future relationship with a customer.

We use the CAC and CLV in conjunction. For example, if your CLV is $300 per customer and your CAC is $600 your business is in trouble because you are spending twice as much as you are earning. Your CAC must be less than your CLV if you want to stay in business. In the above scenario, you either have to increase your CLV or decrease your CAC.

Understanding the relationship between your CAC and CLV is crucial. Both are real numbers with an actual dollar value you can measure. The numbers may change over time and as they do you will be able to make the necessary adjustments.

7. Emailing your prospects and your current and past customers

Email marketing offers a simple and cost-effective way to communicate yet most businesses continue to ignore it. Sending one or two emails here and there is not enough. Proper email marketing is about staying in touch. The most effective tool to stay connected is email. You should email your lists at least once a month. Depending on your industry or the seasonality of your business, you might need to adjust the frequency, but the key is to email regularly.

There are at least three groups you should email; your prospects, your current customers, and your past customers. Your prospects may not yet be ready to become customers, but you must continue to engage them. Educate them about your products or services, provide customer testimonials. Think less about selling and more about providing value through guidance, training, and education. As a direct result of email marketing, your prospects will view you as an authority instead of someone who is simply trying to sell something. Your current customers may be interested in a new product or service you offer. You can also ask their feedback to improve a product or service.

Email your past customers to let them know what's new. Have you introduced a new product or service? Have you made improvements? Offer incentives to encourage them to return or to refer others. Maintaining contact through regular emails with your past customers gives you a chance to stay top of mind when they are ready to buy, again.

8. Ask for feedback

Some businesses are concerned about asking for feedback because they are afraid of negative feedback. In business, no news is never good news. The reality is that your business will benefit more from negative feedback than no feedback. Feedback also gives an outsider's point of view. It gives you a chance to understand what your customers like and don't like. It helps you to make adjustments. Asking for feedback allows your customers to feel important. We all want to think that our opinions matter and your customers are no exceptions. Think of customer feedback as free advice you are getting from those that matter the most, your customers.

Any business that wants to succeed should strive to continuously improve. When you ask for feedback you show that you are willing to turn a wrong into a right. We often hear customers rave about companies that managed to turn a negative experience into a positive one.

Some frequently asked customer feedback questions are:

Would you refer us to your friends?

What did you like the most about our product/service?

What did you like the least about working with our company?

Asking for feedback will make you a better entrepreneur.

9. Decide the role of social media in your business

Social media is here to stay, and if you won't use it your competitors will. The question is not "Should I use social media?" it is "What social media platform should I use?" If you haven't used social media, it can be overwhelming at first. The key is to take it one step at a time. Don't try to be on all social platforms. Instead, focus on one or two to start. Also, keep in mind that your social strategy will be different if you are a B2C business than if you are a B2B business. For example, while Facebook is an excellent platform for B2C brands, LinkedIn is generally more effective for B2B companies.

One of the most common excuses for the lack of social media is time. You can accomplish a lot in a little time. In a few minutes, you could post a company update on Facebook, or share a press release on LinkedIn.

Social media empowers you to grow your focus of influence. It helps you introduce new products and services. Social media can be your tool to solicit customer feedback. There is nothing magical about social media. It is simply a tool you can use every day to improve your business and to make you more competitive. It will provide you with opportunities to stay connected and in front of your prospects and current and past customers.

10. Manage your cash

Even successful business go bankrupt. When you run out of money your business dies. It's that simple. With cash in the bank, your business lives for another day. Managing cash is one of the most difficult tasks entrepreneurs deal with. You spend too much you run out of money. You spend too little, you miss opportunities for growth.

There are many ways to increase cash in your business:

Expect the worst. The best businesses are conservative with cash even during the good times. Even if things are going well for your business, expect rainy days to come.

Cut costs. Yes, you can always cut costs. Renegotiate your office rent or find less expensive options. Reduce your energy costs. There are many ways your business can cut costs.

Don't spend on anything that would be "nice" to have. Only spend on things that grow your revenue or must have items. If it would be nice to have a larger office space, optimize your current workspace before you spend more on rent.

Sell unused or unneeded assets.

If you are a service business, take large upfront payments for projects. 50% down payment should be the smallest amount to ask for to start on a project.

If you are a product business sell excess inventory.

Bill your customers early and often. Don't wait. The sooner you send an invoice the sooner you get paid. Fire customers who pay late.

Keep your cash in interest earning accounts.

Ask for net-10-30-90 payment terms of your vendors.

Offer incentives for early payment.

Hire a collections agency or freelancer to help you collect for old accounts receivable.

Introduce subscription or recurring revenue models to your business.

Pre-sell products or services.

Buy used instead of new equipment.

Barter for products or services.

Get a business line of credit. Only use it in a case of emergency.

photo credit: BC Gov Photos Not sure you want it? Sample it!

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10 Simple Strategies to Be Successful in Business

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How to be successful in business? Often the simplest changes can help you succeed in business. If you want your business to succeed, forget about searching for secrets and focus on the following simple strategies. I recommend that you read The Ultimate Blueprint for an Insanely Successful Business.

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Some tips for people that have growing business

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Some tips for people that have growing business

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Here are what i get learning from the site that give tips to people on how to manage their business
1. Get organized
2. Be creative
3. Always keep detailed
record
4. Analyze your competition
5. Understand the risk and reward

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Quite popular shop for people that like online shopping

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This is currently trending business nowadays.Maybe we can do these business:
1. Online clothes business
2. Food delivery
3. Kids friendly apps
4. Health care consulting
5. healthy vending machines

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Amazing History of Amazon.com

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Amazing Amazon Story - Jeff Bezos Full Speech

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Amazing Amazon Story - Jeff Bezos Full Speech. Watch out the real story of Amazon.com - The world's online megastore. Video Source: Academy of Achievement http://www.achievement.org Brought to YouTube by Corporate Valley http://www.corporatevalley.com

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Charles Ranlett Flint (January 24, 1850 – February 26, 1934) was an American businessman, best known as the founder of the Computing-Tabulating-Recording Company which later became IBM. For his financial dealings he earned the moniker "Father of Trusts".

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in 1911, Charles Ranlett Flint, 61, formed the Computing-Tabulating-Recoridng Company. In 1924, it was re-branded as International Business Machines (IBM).

Flint served on the board of directors of IBM until 1930 when he retired

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Charles Ranlett Flint, 61 - Entrepreneur, Founder of IBM

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in 1911, Charles Ranlett Flint, 61, formed the Computing-Tabulating-Recoridng Company. In 1924, it was re-branded as International Business Machines (IBM). Flint served on the board of directors of IBM until 1930 when he retired

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A great video about the beginning and success of IBM

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A great video about the beginning and success of IBM

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This is how entrepreneurship begins.....

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Question Answer English Natural Language Review Full Part

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The History of IBM: the Personal Computer to Watson

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Uploaded by WatchMojo.com on 2011-06-14.

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Another giant example of the entrepreneurship is IBM - International Business Machines Corporation which is a multinational technology and consulting organization. Having its genesis in US, IBM is now one of the leading technology organizations all over the globe. IBM is headquartered in Armonk, New York, US. Its forte lies in marketing computer peripherals - hardware and software, hosting and consultation solutions including computers, social and technological attributes.

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A great era of Entrepreneurship begins with the founder of Amazon

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A great era of Entrepreneurship begins with the founder of Amazon

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Jeff Bezos Startup Advice

" We are stubborn on vision. We are flexible on details…. We don’t give up on things easily. Our third-party seller business is an example of that. It took us three tries to get the third-party seller business to work. We didn’t give up.”
“If you’re not stubborn, you’ll give up on experiments too soon. And if you’re not flexible, you’ll pound your head against the wall and you won’t see a different solution to a problem you’re trying to solve.”

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7 min read

Opinions expressed by Entrepreneur contributors are their own.
Founder of Amazon.com
Founded: 1995
"Our vision is to be the world's most consumer-centric company, where customers can come to find anything they want to buy online."- Jeff Bezos

In 1994, Jeff Bezos was already what many would consider extremely successful. The youngest-ever senior vice president at Wall Street investment banker D.E. Shaw & Co., the 30-year-old Bezos was already making an estimated six-figure salary and was destined to rise even further in the company ranks. But Jeff had other plans. Fueled by a secret passion for the infant business of electronic retailing, Jeff dreamed of creating his own company in the vast, then virtually uncharted wilds of the World Wide Web. It was a risky move, but it quickly paid off. Just four years after Bezos created Amazon.com, the virtual bookstore became the template for how e-commerce businesses should be run, with sales of more than $610 million and more than 13 million customers worldwide.

Bezos first got the idea to start an Internet enterprise in 1994. While surfing the Internet in search of new ventures for D.E. Shaw & Co. to invest in, he came across the statistic that World Wide Web usage was growing by 2,300 percent a month. Bezos immediately recognized the expansive possibilities of selling online and began exploring the entrepreneurial possibilities of developing an Internet business.

He drew up a list of 20 potential products he thought might sell well via the Internet, including software, CDs and books. After reviewing the list, books were the obvious choice, primarily because of the sheer number of titles in existence. Bezos realized that while even the largest superstores could stock only a few hundred thousand books, a mere fraction of what is available, a "virtual" bookstore could offer millions of titles. The die was cast. Bezos passed up a fat bonus, packed his wife, MacKenzie, and their dog, Kamala (named after an obscure "Star Trek" character), and headed for Seattle.

For Bezos, Seattle was the ideal city for his new business. Not only was it home to a tremendous pool of high-tech talent, it was also in close proximity to Ingram Book Group's Oregon warehouse. While MacKenzie drove, Jeff spent the trip pecking out a business plan on a laptop computer and calling prospective investors on a cell phone. With $1 million raised from family and friends, Bezos rented a house in Seattle and set up his business in the garage.

For nearly a year, Bezos and a crew of five employees worked out of the garage, learning how to source books and setting up a computer system that would make Amazon.com easy to navigate. A true marketing visionary, in addition to creating a user-friendly interface that would streamline the "needle in a haystack" process that bookstore shopping often entails, Bezos wanted to establish a "virtual community" where visitors could "hang out." To achieve this goal, he and his team created a number of innovative programs, including one that would let customers add their own book reviews to the site and a feature that recommends books based on a customer's previous purchases.

In July 1995, Amazon.com opened its virtual doors, calling itself "Earth's Biggest Book Store," with more than 1 million titles to choose from. Fueled by word of mouth, or more accurately, word of e-mail, Amazon.com rocketed off the line like a nitro-burning dragster. Enraptured by the enormous selection of books, the superior customer service and the user-friendly design of the site, Internet users ecstatically plugged Amazon.com on Internet newsgroups and mailing lists.

The orders poured in, and by September 1996, Amazon.com had grown into a company of 100 employees and had racked up more than $15.7 million in sales. Three years later, those figures would rocket to more than 3,000 employees (including some in Britain and Germany) and more than $610 million in sales.

Amazon.com's success did not go unnoticed by bookstore giant Barnes & Noble, who quickly put up its own Web site, www.barnesandnoble.com. To combat Amazon.com's claim that it was "Earth's Biggest Bookstore," Barnes & Noble embarked on an aggressive marketing campaign proclaiming that they offered twice as many books as Amazon.com. But it was a strategy doomed to failure. The forward-thinking Bezos had already expanded Amazon.com's product line to include CDs and replaced "Earth's Biggest Book Store" with the tagline "Books, Music and More," leaving Barnes & Noble, as one writer put it, "wrapping its fingers around the neck of a phantom."

Amazon.com has continued to stay ahead of its closest competitor, boasting 85 percent of the Web book market to Barnes & Noble's 11 percent. But that may soon change. In fact, in the near future, they may no longer even be considered competitors. After his successful venture into the music market, Bezos set his sights on expanding Amazon.com into other markets. Shortly before the 1998 Christmas season, Bezos added a temporary gift section to Amazon.com, where customers could buy toys and games. He also began experimenting with "Shop the Web," a program giving Amazon.com a commission for directing its customers to other, noncompeting online retailers. In late January 1999, Amazon.com went after the $150 billion U.S. pharmacy market, buying a share of Drugstore.com, a company that sells everything from breath mints to Viagra online.

To cash in on the growing popularity of online auctions such as eBay and uBID, Amazon.com joined Sotheby's Holdings Inc. in June 1999 to launch the online auction site sothebys.amazon.com. As if that weren't enough, less than a month later, Amazon.com officially added two new sections to its site that offered toys and consumer electronics.

All this begs the question, What is Bezos up to? Is he trying to make Amazon.com the Web's first superstore? Perhaps. In a March 1999 PC Week article, he explains, "We are trying to innovate in the e-commerce arena. That's our heritage. We are building something that can't be pigeonholed. We defy easy analogy. It's not a vision that can be communicated in a sound bite. We want to be the most customer-centric company in the world. Come and discover and buy anything online."

Cadaver.com?
When Jeff Bezos first started his virtual venture, he wanted to call the company Cadabra, as in abracadabra. He phoned his Seattle lawyer to try out the name, but the attorney misheard Bezos and replied, "Cadaver! Why would you want to call your company that?" Bezos quickly reconsidered and adopted the name Amazon.com, after the world's second-largest river.

Sales: $610 Billion; Profits: $0
Perhaps one of the most remarkable things about Amazon.com is that even though its sales are growing at a rate of 3,000 percent annually and it is the country's third-largest bookseller, the company has yet to make a dime. In 1997, Amazon.com lost about $30 million, followed by another $1.25 million loss in 1998. But that doesn't bother Jeff Bezos. "To be profitable [now] would be would be a bad decision," he told PC Week. "This is a critical formative time if you believe in investing in the future." Bezos' plan is to forego profits, at least initially, in favor of establishing brand-name recognition. To this end, he has poured most of Amazon.com's revenue into marketing and promotion. "There are always three or four brands that matter," Bezos says. "With the lead we have today, we should be the No. 1 player."

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7 min read Opinions expressed by Entrepreneur contributors are their own. Founder of Amazon.comFounded: 1995 "Our vision is to be the world's most consumer-centric company, where customers can come to find anything they want to buy online."- Jeff Bezos In 1994, Jeff Bezos was already what many would consider extremely successful.

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Matric no:54398
The world remembers the person who did something bigger. To create or invent something awesome makes people famous.Yes, this is entrepreneurship.I am gonna talk about a giant online business company named Amazon.com  and that company is the bezos top marketplace all over the world.
This startup story features Jeffrey P. Bezos, the innovative founder of Amazon. The company, which now generates over $61 Billion in Revenue and holds the title as the world’s largest  online retailer, was started out of Bezos’s garage at 30 years old.

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Another famous company which is commonly known as Disney.The Walt Disney Company was founded in as a cartoon studio in 1923  by brothers Walt Disney and Roy O. Disney.
It is also one of the most famous names in the animation industry, known for providing entertainment directed to adults and children alike.
Famous names such as Mickey Mouse began with Disney.
The Walt Disney Company, together with its subsidiaries and affiliates, is a leading diversified international family entertainment and media enterprise with the following business segments: media networks, parks and resorts, studio entertainment, consumer products and interactive media.

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Image credit: Shutterstock

6 min read

Opinions expressed by Entrepreneur contributors are their own.

Most entrepreneurs spent years working long hours to reach the success they have today. Wonder how you can do that too? Study their best practices, mistakes and key character traits to emulate them and dramatically shorten your own path to success.

Usually, it takes years of trial and error to figure out these secrets. I've crushed that excuse of not knowing what to do and am giving them to you right here. But the only real secret is that it's action, not knowledge, that fosters true accomplishment.

Ready to get started? Here are the seven secrets that I consider vital to any entrepreneur's success:

1. Hire to succeed despite your limitations.

Everyone has limitations. Maybe you have trouble focusing on one thing at a time, say yes to too many things, have a health condition or don't know much about technology. Maybe you're great at ideas but bad at implementation. It doesn't matter. You can still succeed by bringing the right people onto your team.
Related: 10 Tips That Will Help Launch Your Startup Faster
Billionaire founder of Spanx, Sara Blakely, says the best thing you can do is hire to make up for your weaknesses as soon as you can afford to. Jump past barriers and countless years of indecision by hiring a business partner that gives you the kick you need to stay motivated or a sales representative to get your product out in stores. Whatever your weakness is, identify it and hire it out as soon as possible.

2. Raise more money than you think you need.

Venture capitalist Sam Hogg suggests every founder raise twice the money they think they need, and plan on it taking twice as long as they expect. Founders worry about dilution, but as HelloSign founder Joseph Walla discovered, having enough money meant reaching cash flow positive, and it didn't mean going out and raising another round during development.

The essential lesson here is that time spent raising money is time you aren't spending growing your company. There's a tremendous temptation to ask for less so that you aren't disappointed if your bigger ask falls short, but curb the impulse for the good of your company. Get it done all at once, and in a way that gives you the working capital you actually need -- not just what you think will do.

3. Research the market extensively.

The number-one reason that startups fail is a poor fit in their markets. Identify the value you can provide for your customers and how to reach them fast and effectively.

Do you have a compelling value proposition or short-term event that triggers a customer to make a purchase? Is your market timing finely tuned? Is the group of people whose problem you solve big enough to sustain your success? Forget about success in 30-days, or at all, if you don't know who you're trying to reach or if the market is even ready for you.

4. Use the right tools to acquire customers.

Successful entrepreneurs know which tools work despite the hundreds available and conflicting reviews circulating online. Don't succumb to overwhelm by the sheer thought of available options. Instead, focus on what successful business owners have to say.

I personally recommend several tools such as Wyzowl to create web-ready videos and MailChimp if you're just getting your feet wet with email marketing. Whether you follow my advice or someone else's, do your own testing to figure out if tools you're using are providing a solid return on your investment.
Related: Your Product May Be Minimal, But Is It Viable?
5. Prepare for change.

It's no surprise that stuff happens and will challenge your business. Business can be unpredictable and throw a serious wrench into your plans.

Maybe a competitor just launched a beta version of the product you're currently developing. Maybe your supplier has serious problems fulfilling orders and maintaining quality. Maybe your partner wants out to pursue another idea and wants a buy-out. Whatever the case may be, get ready to pivot and implement change quickly regardless of the challenges you're facing.

Take inventory of issues that could leave your business exposed, then follow suit accordingly, such as putting a shotgun clause in your partnership agreement or investigating new technology.

6. Focus on the 20 percent.

Whether we're talking about life or business, 80 percent of all results are achieved from 20 percent of your efforts. As a result, successful business owners focus on the 20 percent that matters the most, and many outsource the remainder.

Steli Efti, founder of Close.io, shared the lessons he learned while outsourcing non-essential tasks. Among them? Don't outsource sales too soon, be hands-on during the onboarding of your contractors, and be sure to follow up with all prospects.

7. Provide customers with amazing service.

Many companies fail to reach their potential because they're so focused on the sale that they forget to provide a phenomenal customer-service experience. Customer service isn't just about handling complaints. It also involves loyalty programs, incentives for referrals and other customer-focused activities.

It's been said that "Sales without service is like putting money into a pocket with a hole in it," and I wholeheartedly agree. If you aren't investing in this key area of growth, it's time to allocate more resources to this critical need. You may find it helpful to spend a day working with your customer-service team to see where issues arise, or you can poll employees working in this department on the biggest challenges they encounter.

However you approach the issue, take action on your findings. Don't just say you need to provide better service -- do it. Follow through, and be sure you're measuring the impact of your actions. If you don't see a measurable improvement in the key performance indicators you've associated with your service metrics, keep iterating your process until you come across the winning combination.

No matter who you are or what you're trying to do as an entrepreneur, you can find success by emulating the techniques entrepreneurs before you have used and personalizing them for your own business. Are you ready to take action?
Which of these success secrets will you act on today? Share your favorites in the comments section below. Related: 10 Entrepreneurial Land Mines to Avoid

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The 7 Secrets to Entrepreneurial Success

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6 min read Opinions expressed by Entrepreneur contributors are their own. Most entrepreneurs spent years working long hours to reach the success they have today. Wonder how you can do that too? Study their best practices, mistakes and key character traits to emulate them and dramatically shorten your own path to success.

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In 1995, a former school teacher from China named Jack Ma visited the United States for the first time.

Ma had recently started a translation company to capitalize on China's export boom.

When he was in the U.S., as part of his translation business, a friend showed him the internet. His friend told him that just about everything was on the internet.

Ma decided to search for beer. The results didn't turn up a single Chinese option. In fact, he could hardly find anything about China on the Internet at all.

When he returned home, he decided to found China Pages, a directory of various Chinese companies looking for customers abroad, and some say, the country's first internet business.

China Pages was a flop. But four years later, Ma took another stab at an internet business. He called his second company Alibaba.

Next week, Alibaba will start trading on the New York Stock Exchange, in what could be the biggest offering in U.S. history. Bloomberg reports that Alibaba wants to sell 12% of the company. Analysts value the company at $160 billion. Tht would mean Alibaba raises ~$20 billion, which is more than Visa, the current high for an IPO which raised $19.65 billion.

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Ma still owns a 8.9% stake in the company, which means he'll be worth ~$14.5 billion if the $160 billion valuation holds. Ma is no longer the CEO of Alibaba. He's the chairman, but he's still the face of the company.

Ma has never been a typical tech CEO. He failed the college entrance exam twice before he finally got in. He founded an enormous tech company, yet he had studied to become a teacher and still doesn't know how to code. Back in the mid-2000s, when Alibaba was battling eBay in China, reporters used to call him "Crazy Jack" because of his animated manner of speaking and bold goals.

Ma's story starts in Hangzhou, China, a city of 2.4 million people near Shanghai, where he was born in 1964 to parents who made a living as professional ping tan performers (a traditional style of storytelling and ballad singing).

"I was scrawny when I was young, but I was a terrific fighter," Ma recalls in "Alibaba," a book by Liu Shiying and Martha Avery. "I was never afraid of opponents who were bigger than I."

Although he got into fights with classmates - he was teased for his size - he turned on the charm when it came to foreign tourists. He used to go to a local hotel every day so that he could meet people and learn English. He also bought a radio so that he could listen to the English broadcast every day.

Despite how well he took to learning another language, he never excelled at math. Low marks on the mathematics portion of China's college entrance exam caused him to fail twice.

Finally, after rigorous prep for his third try at the test, he passed, and eventually graduated from Hangzhou Teacher's Institute in 1988. He says that he was rejected for a number of jobs - including a manager position at Kentucky Fried Chicken - right after he graduated.

However, he eventually became an English teacher, making about $12 a month at a local university. Here's a shot from the documentary Crocodile in the Yangtze, an amazing film that shows the rise of Alibaba:

During China's export boom, Ma ended up starting a translation company, which would ultimately lead him to visiting the United States for the first time in 1995 where he discovered the Internet.

China Pages, his first attempt at an internet business, was ultimately frustrating. Ma was pressured into a joint venture with China Telecom and ultimately lost control of the company, according to The New York Times.

But Ma was determined to try again. In 1999 - as Internet fever was hitting Wall Street in the U.S. - Ma corralled 17 friends into his apartment. The team set to work building their own online marketplace.

The site, Alibaba.com, let exporters post product listings that buyers could browse, and it started to attract members from all around the world. By October 1999, the company had raised $5 million from Goldman Sachs and $20 million from SoftBank, a Japanese telecom company that also invests in technology companies.

Footage from those early days (which you can see in " Crocodile in the Yangtze") reveal Ma as a captivating speaker who could make his big dreams infectious. Even as the team began to grow, Porter Erisman - the creator of the documentary and an early Alibaba employee - says it felt more like a close-knit family. Ma motivated the team by creating an ethos of being a scrappy little company ready to take on giants.

"We will make it because we are young and we never, never give up," he says on tape to gathering of employees.

He made bold claims to the press about how fast the company would grow, at one point telling Erisman that if the company wanted to get some free advertising, they had to say some crazy things.

With a love of performance (probably inherited from his parents), Ma also helped create a quirky, fun atmosphere at the company. When Alibaba first became profitable, Ma provided every employee with a can of Silly String to go wild with. When the company decided to start Taobao, its eBay competitor, in the early 2000's, he got the team working on it to do handstands during breaks to keep their energy levels up.

Even today, Alibaba hosts an annual talent show every year in an enormous stadium that gets employees rehearsing for weeks. Ma has blessed hundreds of newlywed Alibaba employees in wedding attire during an annual ritual, according to The Wall Street Journal.

Of course, he wasn't without mistakes in those early days. The company grew very fast but was burning through cash, and in 2001 Ma had to lay off his entire international staff. Erisman can remember a phone call after Ma had decided to close Alibaba's U.S. office, where Ma was questioning himself, wonder whether or not he was a bad person.

Ultimately though, it was Ma's willingness to take risks and his dedication to creating a website that catered to the needs of China's citizens - many of whom were just discovering the Internet - that helped the company beat eBay in China in the mid-2000's. Taobao is now one of the top twenty most-visited websites globally, and, combined with another Alibaba site, Tmall, it had a total transaction volume of $240 billion in 2013.

Ma stepped down as the CEO of the company in 2013. The new CEO is Johnathan Lu, who had previously been the company's senior vice president.

"I thought it would be easier when I stepped down from CEO," he told The Wall Street Journal, "But now I'm finding out being a chairman, if you want to be a good chairman, is much busier than being a CEO."

After the company filed for its IPO, Ma wrote a letter to Alibaba employees, which was printed by The Wall Street Journal. In it, Ma tells the team that there is "unparalleled ruthlessness and pressure" ahead, but that the company can overcome it by sticking to its original mission and culture.

Here's a nugget from the letter: "We know well we haven't survived because our strategies are farsighted and brilliant, or because our execution is perfect, but because for 15 years we have persevered in our mission of 'making it easier to do business across the world,' because we have insisted on a 'customer first' value system, because we have persisted in believing in the future, and because we have insisted that normal people can do extraordinary things."

NOW WATCH: How China's Reacting After Alibaba's Jack Ma Left Hong Kong Behind

Get the latest Alibaba stock price here.

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How Jack Ma Went From Being A Poor School Teacher To Turning Alibaba Into A $160 Billion Behemoth

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In 1995, a former school teacher from China named Jack Ma visited the United States for the first time. Ma had recently started a translation company to capitalize on China's export boom. When he was in the U.S., as part of his translation business, a friend showed him the internet.

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I want to talk about Alibaba Group which is chinese e-commerce company. The key person of this company is Jack Ma, chairman of this group.The Founder along with 18 people started their business by launching its first website Alibaba.com in 1999.
Today the company operate leading wholesale and retail online marketplaces as well as Internet-based businesses offering advertising and marketing services, electronic payment, cloud-based computing and network services and mobile solutions.

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Some stories of super succesfull who overcome failure

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Some stories of super succesfull who overcome failure

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5 min read

Opinions expressed by Entrepreneur contributors are their own.

Failure is not the alternative to success. It's something to be avoided, but it's also only a temporary setback on a bigger, more significant course. Everybody encounters failure at one point or another. What truly matters is how you react to and learn from that failure.

Take the stories of these six entrepreneurs. Their stories end in massive success, but all of them are rooted in failure. They're perfect examples of why failure should never stop you from following your vision.

1. Arianna Huffington got rejected by 36 publishers.

It's hard to believe that one of the most recognizable names in online publications was once rejected by three dozen major publishers. Huffington's second book, which she tried to publish long before she created the now ubiquitously recognizable Huffington Post empire, was rejected 36 times before it was eventually accepted for publication.
Related: Barbara Corcoran: Failure Is My Specialty
Even Huffington Post itself wasn't a success right away. In fact, when it launched, there were dozens of highly negative reviews about its quality and its potential. Obviously, Huffington overcame those initial bouts of failure and has cemented her name as one of the most successful outlets on the web.

2. Bill Gates watched his first company crumble.

Bill Gates is now one of the world's wealthiest individuals, but he didn't earn his fortune in a straight line to success. Gates entered the entrepreneurial scene with a company called Traf-O-Data, which aimed to process and analyze the data from traffic tapes (think of it like an early version of big data).

He tried to sell the idea alongside his business partner, Paul Allen, but the product barely even worked. It was a complete disaster. However, the failure did not hold Gates back from exploring new opportunities, and a few years later, he created his first Microsoft product, and forged a new path to success.

3. George Steinbrenner bankrupted a team.

Before Steinbrenner made a name for himself when he acquired ownership of the New York Yankees, he owned a small basketball team called the Cleveland Pipers back in 1960. By 1962, as a result of Steinbrenner's direction, the entire franchise went bankrupt.

That stretch of failure seemed to follow Steinbrenner when he took over the Yankees in the 1970s, as the team struggled with a number of setbacks and losses throughout the 1980s and 1990s. However, despite public fear and criticism of Steinbrenner's controversial decisions, eventually he led the team to an amazing comeback, with six World Series entries between 1996 and 2003, and a record as one of the most profitable teams in Major League Baseball.
Related: To Manage Innovation, Manage Failure Better
4. Walt Disney was told he lacked creativity.

One of the most creative geniuses of the 20th century was once fired from a newspaper because he was told he lacked creativity. Trying to persevere, Disney formed his first animation company, which was called Laugh-O-Gram Films. He raised $15,000 for the company but eventually was forced to close Laugh-O-Gram, following the close of an important distributor partner.

Desperate and out of money, Disney found his way to Hollywood and faced even more criticism and failure until finally, his first few classic films started to skyrocket in popularity.

5. Steve Jobs was booted from his own company.

Steve Jobs is an impressive entrepreneur because of his boundless innovations, but also because of his emphatic comeback from an almost irrecoverable failure. Jobs found success in his 20s when Apple became a massive empire, but when he was 30, Apple's board of directors decided to fire him.

Undaunted by the failure, Jobs founded a new company, NeXT, which was eventually acquired by Apple. Once back at Apple, Jobs proved his capacity for greatness by reinventing the company's image and taking the Apple brand to new heights.

6. Milton Hershey started three candy companies before Hershey's.

Everyone knows Hershey's chocolate, but when Milton Hershey first started his candy production career, he was a nobody. After being fired from an apprenticeship with a printer, Hershey started three separate candy-related ventures, and was forced to watch all of them fail.

In one last attempt, Hershey founded the Lancaster Caramel Company, and started seeing enormous results. Believing in his vision for milk chocolate for the masses, he eventually founded the Hershey Company and became one of the most well-known names in the industry.

Draw inspiration from these stories the next time you experience failure, no matter the scale. In the moment, some failure might seem like the end of the road, but remember, there are countless successful men and women in the world today who are only enjoying success because they decided to push past the inevitable bleakness of failure.

Learn from your mistakes, reflect and accept the failure, but revisit your passion and keep pursuing your goals no matter what.
Related: 3 Stories on Bouncing Back From Failure

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6 Stories of Super Successes Who Overcame Failure

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5 min read Opinions expressed by Entrepreneur contributors are their own. Failure is not the alternative to success. It's something to be avoided, but it's also only a temporary setback on a bigger, more significant course. Everybody encounters failure at one point or another.

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iPhone is one of it product that attract many people to use it.Recently, iPhone 7 just released to public.Who like to use iphone?

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Go big or go home: Apple's iPhone 7 Plus, with its amazing dual cameras, is the one to buy.
At long last, the iPhone 7 and the iPhone 7 Plus are here, and yes, everything you've heard is true. There's no headphone jack, you can dunk the new iPhones in water, and the camera on the iPhone 7 Plus can perform all sorts of magic tricks. Otherwise, the changes are quite subtle, so the phone should feel familiar to longtime users.

We've been using the iPhone 7 and iPhone 7 Plus since they came out in September. We gave both the iPhone 7 and the iPhone 7 Plus stellar reviews, which you can read in full below. Here's everything you need to know, including specs, features, pricing, and availability.
Read our iPhone 7 review Read our iPhone 7 Plus review
Small design changes on a waterproof body

The iPhone 7 and the 7 Plus don't look all that different from last year's iPhone 6S and 6S Plus - you'll have to wait for next year's iPhone 7S/8 for major changes, and of course, rumors are already plentiful.

The biggest cosmetic difference (besides the removal of the headphone jack - hello, elephant in the room!) is that both the iPhone 7 and 7 Plus are (finally!) water- and dust-resistant, with an IP67 rating. That means you'll be able to take either of them under up to 1 meter of water for about 30 minutes. The water-resistance level isn't as high on the iPhone 7 and 7 Plus as it is on the Galaxy S7 and most other water-resistant phones, all of which support IP68 water and dust resistance. The difference is that you can submerge the Galaxy S7 in 5 meters of water versus 1 meter with the iPhone 7. Unless you literally swim with your phones, it's really not a huge deal, but it's a shame that Apple's water-resistance rating is lower.

We dunked both new iPhones in a beer stein full of water to see if they'd pass the test, and they did - with flying colors. Both phones were fully operational after several submersion tests. We even played music on the iPhone 7 Plus while it was underwater in the glass, and it pumped out sound like normal. If anything, the speakers sounded better with the amplification of the glass and water.

Speaking of speakers, the iPhone 7 and 7 Plus now have two speaker grills on the bottom edge of the phone because the 3.5mm headphone jack is gone. That's right, folks. You only have the lightning port now for headphones, or you have to go wireless or use the provided adapter, which comes in the box - more on that later.

Apparently, the headphone jack took up a ton of space, and now that it's gone, Apple added a taptic engine in its place, which provides haptic feedback when you press the Home button. The haptic feedback is key because now the home button isn't a physical button - it's a flat, solid surface. You "press" it to unlock your phone, double-press it to trigger Apple Pay when the screen is off, and double-press it when the screen is on to trigger multitasking mode. When you press it, it provides the same haptic feedback you feel when you use 3D Touch on an app icon. You feel a small vibration, and that's it. Some people will miss the physical button, but we don't miss it at all.

The jet Black model is as fingerprint-prone as any glass-backed Galaxy S7, and that's a real shame.

The iPhone 7 and 7 Plus have the same aluminum body and the only difference is the placement of the antenna lines. Now, they curve around the corners instead of slashing across the back. The new iPhones even share the same respective screen sizes as last year's iPhones: a 4.7-inch display on the 7, and a 5.5-inch screen for the 7 Plus. The Plus sports a resolution of 1,920 x 1,080 pixels, and its smaller brother packs 1,334 x 750 pixels. Both screens are 25 percent brighter than the 6S and display a wide color gamut.

But the differences btween the old and new models are still noticeable, and they're particularly obvious on the new color options: Black and jet black. Jet black features a "pristine, mirror-like surface" and a high-gloss finish.

"The high-gloss finish of the jet black iPhone 7 is achieved through a precision nine-step anodization and polishing process," according to Apple. "Its surface is equally as hard as other anodized Apple products; however, its high shine may show fine micro-abrasions with use. If you are concerned about this, we suggest you use one of the many cases available to protect your iPhone."

Julian Chokkattu/Digital Trends

Yes, Apple just recommended you get a case for the jet black iPhone 7 because it's prone to scratches. It also picks up fingerprints like nobody's business. The jet black model is as fingerprint-prone as any glass-backed Galaxy S7, and that's a real shame. It looks so pretty until you touch it, and then it's covered in oily smears. Personally, I hate fingerprint-covered phones and I much prefer the matte Black finish. Apple still offers silver, gold, and rose gold for traditionalists who don't want the new black models.

The camera on the rear still sticks out, but the most noticeable difference is on the iPhone 7 Plus. It features dual-cameras on the rear, similar to smartphones like the LG G5. It's the first iPhone to ever have such a feature, which is easily identifiable on the back of the device. We'll go into more detail on the cameras later in this article.

No headphone jack

Both new iPhones also utilize stereo speakers - both at the top and bottom of the devices - and Apple says they feature "increased dynamic range." However, those speakers are exactly where the headphone jack used to be.

The iPhone 7 and 7 Plus no longer feature a 3.5mm headphone jack. That means you'll have to rely on a Lightning converter for your current headphones, or upgrade to a pair of Bluetooth earbuds. To make up for the missing headphone jack, Apple is including a pair of Lightning-connected (wired) EarPods in the box and a Lightning-converter for your 3.5mm headphone plug. The big downside: you cannot charge your phone and listen to music at the same time.

Our take: If the iPhone's headphone jack dies, Apple wins and you lose

So just how bad is life without a headphone jack? The answer is, it depends. If you, like many iPhone users I know, only use the earbuds Apple always includes in the box with your iPhone, then you probably won't care. Apple gives you a pair of earbuds just like last year's, but they connect to your phone with lightning instead of a 3.5mm headphone jack. The only time you will care is when you want to charge your phone and listen to music simultaneously because now you can't do that without a gross-looking dongle. If you already use wireless headphones, you won't even notice the headphone jack is gone.

Julian Chokkattu/Digital Trends

However, if you have a beloved pair of wired headphones, prepare to be seriously pissed off and thoroughly put off by the iPhone 7 and 7 Plus. Sure, you can use the included 3.5mm to lightning headphone adapter, but dongles aren't exactly preferable. It's small, so you could easily lose it, and the wire connection between the 3.5mm port and the lightning connector feels flimsy. Much like the included iPhone charging cords, which always break, we suspect this adapter may not have the longest life. We shall see.

It certainly is nice that Apple included the adapter, it's just a shame that it's so flimsy.

The lack of a headphone jack also prompted Apple to improve wireless audio - the result is the W1 wireless chip. It's implemented in another new Apple product, the AirPods, which are completely wireless and get 5 hours of battery life. They aren't included in the box, and you can read more about the $160 wireless earbuds here. You can also use any normal wireless headphones with the iPhone 7 and 7 Plus. You can check out our favorites here.

Although there aren't many lightning connected headphones out yet, we expect many more will come in the following months. We've already reviewed a pair from Audeze, which sound great.

More processing power

Apart from the new high-gloss finish and water-resistant rating, there are several other major changes under the hood of the iPhone 7.

The iPhone 7 and 7 Plus utilize Apple's most powerful processor ever - the A10 Fusion. It's a 64-bit quad-core processor that's 40 percent faster than the A9 in the iPhone 6S and 6S Plus. Apple says it's 120 times faster than the original iPhone. Although that's hard to prove in a short test, we did notice that iOS 10 runs a bit smoother on the iPhone 7 and 7 Plus than it does on the iPhone 6S and 6S Plus.

The first two cores are for high-performance actions, and the remaining two are high-efficiency ones. Apple has designed a performance controller to determine which actions make use of either set of cores. For example, checking your email will most likely be powered by the high-efficiency cores, which is better for saving battery life.

The processor also improves the iPhone 7 and 7 Plus' graphics - it's 50 percent faster than the A9.

It's hard to compare iPhones to Android phones when it comes to processing power because the iPhone doesn't use the Qualcomm Snapdragon chips that most Android phones use. However, here are some benchmark results in Geekbench 4:

iPhone 7 Plus: 3,367 single core/5,491 multi-core

Samsung Galaxy S7: 1,869 single core/5,366 multi-core

LG G5: 1,672 single core/3,401 multi-core

Huawei P9: 1,823 single core/5,152 multi-core

The battery is also the best ever compared to previous iPhones. The Cupertino, California, company says the new iPhone 7 will last 2 hours more than the iPhone 6S, and the iPhone 7 Plus will add an additional hour over the iPhone 6S Plus. The battery does seem to last a couple hours longer on both iPhones. The iPhone 7 Plus can easily do a day and a half.

Dual cameras are impressive on the iPhone 7 Plus

The iPhone 7 has a spectacular camera, but it doesn't have anything on the iPhone 7 Plus' dual-camera setup. You'll have to shell a little more money for the iPhone 7 Plus, but boy is that camera tech worth it.

Let's start with the normal iPhone 7, seeing as it's one part of the system on the 7 Plus. The 12-megapixel camera officially features optical image stabilization, a 28mm wide-angle lens with a f/1.8 aperture, and a high-speed sensor that's 60 percent faster than before. It's also 30 percent more energy efficient. It takes great photos from what we've seen so far, so your shots will be slightly better on the iPhone 7 than they were on the iPhone 6S. Optical Image Stabilization (OIS) also helps.

Julian Chokkattu/Digital Trends

Apple's new image signal processor in the iPhone 7 offers twice the throughput of Apple's previous ISP, and even the True Tone flash has gotten an upgrade - it has four LEDs that offer 50 percent more light. A new flicker sensor also adds artificial light, for brighter images in low-light scenarios.

The camera can detect faces and bodies and offers wide color capture. There's so much more going on when you take a shot, such as white balance, noise reduction, and combining multiple images. Apple says there are 100 billion operations every time you take a picture, all in the span of 25 milliseconds. This is marketing lingo, but what the phone is able to do in a fraction of a second is impressive.

Professional photographers will be happy to know that the iPhone 7 finally supports RAW image format in Lightroom, allowing for more control when editing photographs.

On the front of the phones, the selfie camera on the 7 and the 7 Plus has jumped to 7 megapixels, and also features wide color captures and automatic image stabilization. Selfies certainly do look sharper, and that's a good thing. Selfies are quickly taking over social media, so it's essential to have a strong front camera. Apple's 7-megapixels shooter is even more high resolution than the one on the Samsung Galaxy S7 and many other Android competitors.

The iPhone 7 Plus has a better rear camera, though. It uses the same camera as the iPhone 7, but there's another 12-megapixel camera next to it. This one's a 56mm-telephoto lens with an f/2.8 aperture. What's special is a built-in zoom feature.

When you take a picture, a 1x icon will pop up in the camera. You'll be able to tap it to bring it up to 2x and drag this slider from 1x to 10x - that lets you zoom in for spectacularly-detailed images and a better crop. The camera uses a 2x optical zoom, but it switches to digital zoom when you move closer to 10x. The physical 2x zoom looks great and produces sharp close-ups that far surpass what you'd get on the standard iPhone 7 or iPhone 6S.

However, once you get to the digital zoom, things start to get less crisp. Digital zoom is good up to 5x. A tripod may help, and we still have to test it in various lighting conditions, but so far, the zoom on the iPhone 7 Plus is impressive. It's better than we've seen on any other smartphone to date. You just shouldn't push it beyond 5x.

Additionally, there's a new bokeh effect that's currently being worked on by Apple's camera engineers. It adds a blur effect to the backdrop of images to offer a depth effect that's on par with DSLR cameras. You can turn this feature on or off, and you can also see a live preview of it before you take a shot. This feature will come via a software update. Even now, you can see slight selective blurring in the background when you focus on a close-up subject. You can also try it out in the beta of iOS 10.1.

Availability and price

The iPhone 7 and 7 Plus are available in stores and online, though you might have some trouble snagging certain models. The jet black variant of the iPhone 7 and 7 Plus is facing a global shortage, thanks to the devices not hitting Apple's quality standards.

About 30 to 40 percent of the manufactured glossy models need to be retooled, causing delays that now have the models shipping in November. Pre-orders for other colors are shipping faster than expected, according to MacRumors.

On October 14, iStockNow suggested that there are a few jet black models available in the U.S. If you're in Chicago, Houston, Los Angeles, Miami, New York, Philadelphia, Phoenix, San Diego, and San Francisco, you may just be in luck, but you ought to either make an online reservation, or call your local store ahead of time to see if the phone of your dreams is still around.

And iOS 10 is also available to download if you have not updated your device yet.

If you have an iPhone 6 or older, you'll want to consider grabbing an iPhone 7 or iPhone 7 Plus. However, there is not much of an improvement jumping to the regular iPhone 7. We recommend upgrading to the iPhone 7 Plus, though. The dual-camera system is worth it.

The iPhone 7 starts at $650 and for the first time, there is no longer a 16GB storage option. We are so glad Apple said goodbye to the 16GB model. It's completely insane to offer a phone with so little storage in this day and age. Instead, you can choose from 32GB, 128GB, and 256GB. The jet black color only has a 128GB and 256GB internal storage option. The iPhone 7 Plus starts at $770 and also has the same storage options.

You can also now order the sim-free version of both the iPhone 7 and iPhone 7 Plus. That means you'll have to set up a contract with a carrier yourself, but you do have the freedom to choose the plan and company you want. Apple is offering buyers of the sim-free version an 18-month payment plan, or they can pay the full price (starting at $769) upfront.

You can read more about all your upgrade options, deals from all four major carriers, and the iPhone Upgrade program here.

Apple is also upgrading the storage options for the iPhone SE, the iPhone 6S and 6S Plus - there's no longer a 16GB variant. Several iPads are also getting the same treatment.
Highs

Dual cameras and zoom on the iPhone 7 Plus is impressive

Sleek aluminum design is now waterproof

Top performance from the A10 Fusion chip

Storage starts at 32GB and ranges to 256GB

iOS 10 runs like a dream

Lows

No headphone jack

No dual cameras on the iPhone 7

Some major phones come with 64GB

Expensive

Article originally published on 09-28-2015. Julian Chokkattu, Kyle Wiggers, Andy Boxall, and Christian de Looper contributed to this report. Updated 10-14-2016 by Lulu Chang: Added news of jet black and sim-free iPhone availability.
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