The Effects of Alcohol on the Human Body Essay Example for Free

The Effects of Alcohol on the Human Body Essay Introduction Today, alcohol is one of the most common substances that people abuse. It is an addictive drink that has become a popular way of having a good time or relaxing in social gatherings. It is among the most commonly used psychoactive drugs. Alcohol is a popular social phenomenon, yet most societies forget its effects on their bodies. Research has carried out in the recent years on the effects that alcohol consumption is having on people. The resulting data has been extremely negative. The introduction of Alco pops, led to a substantial increase in the youth population drinking alcoholic beverages. On average, young people start drinking at approximately age thirteen. Parental and peer influences are a major factor in these early habits. Before the legal age of 21; almost seventy percent of people manage to get away with at least one alcoholic drink. This increases the probability of adolescent consumption in the future. Alcohol, specifically ethanol, depresses the central nervous system and it has many side-effects. Cell membranes in the human body have high permeability to alcohol, so alcohol diffuses into nearly every biological tissue of the body once it gets into the blood stream (Dasgupta 2011, pg.88). It starts affecting the body and mind from the second one sips it. After taking it for a while, one starts feeling more sociable, but drinking too much makes basic human functions like walking or talking harder. One might start saying things they don’t mean and behave out of character. Some of the effects of alcohol disappear overnight, while others stay longer or become permanent. Other effects are impaired judgment, addiction, poor mental health, hormonal change and withdraw as a result of deciding to quit. Alcohol affects most important organs within the human body. Alcohol interacts with the gamma amino butyric acid receptors located in the brain. These receptors are the center of inhibitory neurotransmission in the human body and is synthesized from glutamic acid (Miller 2006, pg. 23). First and foremost, it depresses the brain tissue, the nervous system and destroys brain cells. The problem with destroying brain cells is that, once lost they cannot be regenerated. Excessive drinking over a long period of time may cause severe problems to one’s memory and cognition. Alcohol affects parts of the brain like the cerebral cortex; limbic system; cerebellum and the hypothalamus. The cerebral cortex is the center of voluntary muscle movement and it processes one’s thoughts and senses. Once inhabited by alcohol, it slows down our bodies on reaction time and impairs judgment. This makes an intoxicated person more talkative and confident. Also in the cerebral cortex, alcohol increases the pain threshold. It affects the hippocampus as it impairs memory and causes inflated feelings (Miller 2006, pg. 48). The limbic system controls emotions and memory. Alcoholic effects on the limbic system occur when the intoxicated person endures memory loss and uncontrolled emotional outbursts. The cerebellum controls the body’s muscular movements. When it is affected by alcohol there is involuntary muscle movement and incoordination. The hypothalamus controls the body’s automatic functions and release of hormones. Alcohol affects the hypothalamus through sexual performance and arousal (Brigg 2010, pg. 71). An intoxicated person is more sexually aroused, though the performance is not as normal. The liver can fairly process alcohol safely when the drinking is moderate. Heavy drinking however, overtaxes the liver causing serious damage. A fatty liver is one of the first stages of liver destruction among heavy drinkers. It interferes with oxygen distribution and nutrition of the liver’s cells (Horsley 2008, pg. 94). Persistence of this condition causes the liver cells to die and form fibrous scar tissues. This is the second stage of the deterioration of the liver. Part of the liver cells may regenerate with proper nutrition and abstinence. However during the last stages of deterioration the damage to the liver cells is irreversible. Alcohol abuse is a major contributing factor in cancers, including mouth cancer and liver cancer, which are both on the increase. Alcohol comes second to smoking as risk factors for digestive tract and oral cancers. Research suggests that this happens since alcohol breaks down into a substance called acetaldehyde. This substance then binds to proteins in the mouth triggering an inflammatory response from the body. In severe cases, cancerous cells eventually develop. Alcohol alters the chemistry within the brain and increases depression risk. It is associated with various mental health problems. People suffering from either anxiety or depression are twice likely to be heavy or addicted drinkers. Extreme drinking levels may often cause psychosis. This is a severe mental illness that causes development of hallucinations and delusions of persecution. Psychotic symptoms may also occur when heavy drinkers suddenly decide to stop drinking and as a result develop a condition referred to as ‘delirium tremens’. Moderate drinking does not suppress food intake. It may actually increase appetite. Heavy alcohol consumption has an opposite effect. It causes euphoria, which leads to lack of appetite. As a result, heavy drinkers often eat poorly and get malnourished. Alcohol contains seven calories per gram thus is rich in energy. However, just like fat or pure sugar, these calories lack nutrients. The more calories consumed in alcohol make it hard for the drinker to eat enough food to get enough nutrients. Worse still, alcohol abuse displaces calories from required nutrients and interferes with metabolism of nutrients in the body. This damages the liver, the digestive system and most every bodily organ. Alcohol irritates and disturbs the stomach. Therefore, heavy drinking may easily cause nausea, diarrhea and also sickness. Alcohol also has a dehydrating effect (Newell 2004, pg. 39). This is one reason why heavy drinking may lead to a severe pounding headache the next morning. Hydration also determines the extent of a hangover. After drinking heavily, unconsciousness may occur and extreme consumption levels often lead to alcohol poisoning. Death can also occur in a situation where alcohol concentration within the blood stream is more than the blood. Alcohol may also cause death when there is asphyxiation from vomit (Haven 2001, pg.43). Drinking too much alcohol is not good for your skin either. It causes dark circles under a person’s eyes and bloating. It also dries out the human skin and may lead to premature aging and wrinkling. Drinking heavily may cause acne rosacea (Taylor 2000, pg. 70). This is a skin disorder which starts with likelihood to blush and flush and eventually progresses to facial disfiguration known as rhinophyma. Conclusion Use of alcohol is a great, enjoyable and safe experience if used moderately and with caution. If one does decide to drink they should drink slowly and responsibly. A drinking person should always consume alcohol with food. A person should drink no more than one drink in an hour. Consuming plenty of water in between drinks is also very important and helpful. Pregnant women should not drink and also one should not drive under any alcoholic influence whatsoever. Mild and moderate alcohol use benefits the coronary system (Newell 2004, pg. 98). Generally, for healthy people, moderate alcohol is considered as one drink a day for women and around less than three drinks a day for men. This is considered the maximum advised amount of alcohol consumption. Healthy people refer to those women who are not pregnant, people who are not addicted to alcohol and without any pre-existing medical conditions. However, the quantity of alcohol safely consumed by an individual is highly personal and dependent on genetics, family history, sex, weight and age (Taylor 2000, pg. 79). References Brigg, J. 2010. The Practitioner, Volume 5. California: University of California. Dasgupta, A. 2011. The Science of Drinking: How Alcohol Affects Your Body and Mind. Boston: Rowman Littlefield. Haven Emerson, G. N. 2001. Alcohol and Man. New York: Ayer Publishing. Henry Newell Martin, H. C. 2004. The human body: a beginners text-book of anatomy, physiology and hygiene : with directions for illustrating important facts of mans anatomy from that of the lower animals, and with special references to the effects of alcoholic and other stimulants, and. New York: Henry Holt and Company. Horsley, S. V. 2008. Alcohol and the human body . London: Macmillan. Miller, M. W. 2006. Brain Development: Normal Processes And the Effects of Alcohol And Nicotine. Oxford: Oxford University Press. Taylor, B. 2000. Everything You Need to Know About Alcohol. New York: The Rosen Publishing Group.

Essay --

Q1: Analysis of the book industry prior to the Internet Consolidation was the major theme in the book publishing industry in the early to mid 1990s; as the result, the industry appeared to be an oligopoly, dominated by only a few names such as Random House, Simon & Schuster, Harper Collins, Pearson and McGraw Hill. †¢ Rivalry: high o With the domination of only a few players in the book publishing industry mentioned above, the competition among these publishers was quite fierce. Each of them always attempted to grab more market shares from other competitors to enhance profits and market power. o Major book publishers in most cases offered similar editing and marketing expertise, while the resources for them to generate revenues--the right to publish excellent works and the relationships with promising authors--were scarce. Due to the lack of major differentiators for publishers, the results of resources allocation often depended on the prices they bided on the copyrights. The bidding process could become intense and therefore drove up the price for new books to millions of dollars. †¢ Threat of new entrants: low o To start a new book publishing business, the capital requirement for the upfront payment to offices, equipment and staff would be high, especially during the pre-Internet time in 1990s, in which editing and publishing machineries such as computers and printers were pricy. o Distribution channels were key to the survival of a book publisher. Existing major players had long established stable relationships with book chains and super stores across the country, namely with huge retailers like Barnes & Noble and Borders. New comers in the book publishing industry could hardly obtain similar relationships with these dominatin... ...nline retailing platform that sells both physical books and eBooks, in order to withhold the impact of powerful online retailers like Amazon. Some publishers have already done so. In 2001, Random House, Penguin Putnam, Harper Collins, and Simon and Schuster agreed to skip online retailers and sell contents directly through Yahoo.com †¢ Work closely with Universities and other educational institutions, providing exclusive contents to faculties and students. The proprietary relationships with schools can lock-in a large group of loyal customers. †¢ Develop security technologies against pirating and illegal downloading so that publishers' lawful benefits will not be lost. †¢ Build good relationships with popular authors, solicit more exclusive contracts to produce, promote and distribute their works through publishers' own channels in order to garner the strong demands.

DropBox it just works

I was searching for a new opportunity that was more Drop client software to a Windows, Mac, or Linux PC or to an phone, pad, Blackberry, or Android mobile device, the software created a local Drop folder for accessing files of any size or type via an encrypted Internet connection from other Drop-enabled devices or from any web browser. The client software tracked changes in real-time to any file in the user's local Drop folder, then instantly synchronized a copy of the file on Dropsy's servers, updating only the portions of he file that had changed, in order to save bandwidth and time.Likewise, within milliseconds, copies of the file were synchronized in local Drop folders on all other devices connected through the user's account. â€Å"We engineered Drop so it just worked, all of the time,† Drew explained, â€Å"We supported all the major operating systems and handled all kinds of obstacles, from flaky wireless connections to corporate firewalls, which was not an easy task. † The company adopted a fermium business model, that is, it offered both free and premium accounts.Users got 2 gigabytes of storage for free and had the option to ay $10 per month for 50 gigabytes or $20 per month for 100 gigabytes. Industry observers estimated that 2% to 3% of Dropsy's users were paying customers, which implied a $10 million to $15 million annual revenue run rate in mid 2010. 1 At that time, the company had 25 employees, most of whom worked in engineering or support functions. Drop had raised $7. 2 million in two rounds of venture capital funding from Sequoia Capital and Cell Partners.Market Overview Drop was a late entrant to the fiercely competitive online backup and storage services space. The first firms in the space, which had small companies as customers, ere launched in the late asses by startups offering outsourced storage at remote decanters. As costs declined, services also became available for consumers seeking to backup their data online. Most ear ly users were technically adept, for example, college students downloading music from peer-to-peer file sharing services.Few firms in this first wave of services survived the dot. Com crash, but by late 2006 the market was crowded again with new competitors. In July 2007, the tech blob Amassable published a list of more than 80 online backup and storage services. 2 Market research vendors like DC fueled the hype by predicting that the worldwide market for online backup services would grow to $71 5 million by 2011. 3 Investor interest in online storage surged when Muzzy was acquired by EMCEE for $76 million in late 2007.Houston was confident that Drop could succeed in the face of intense competition. He reasoned that Drop would be able to collect revenue from some users, because consumers generally understood that storage cost money, whether it came in the form of a physical drive or an online service. When challenged by endure capitalists to explain why the world needed another clou d backup company, Houston asked them, â€Å"How many of those services do you personally use? † The answer from Vs. was almost invariably, â€Å"None of them. 4 Houston asserted that direct experience with rival services, which often failed to transfer data across firewalls and sometimes balked with big files or large numbers of files, was helpful in innovations that contributed to these advantages: 2 The first generation of cloud storage services was based on a simplistic model, where file accesses were redirected over the Internet instead of to your computer's hard rive. Your operating system and all your applications assume that accessing your hard drive is cheap and fast, but when these requests are instead routed to a server thousands of miles away, they can take an order of magnitude longer.This subtle but critical distinction explains why when working remotely, even simple actions like browsing a directory can freeze your computer for seconds at a time. We needed to t ake a completely different approach by storing files locally and updating the cloud copy in the background using a number of time- and vindications optimizations. Launching Drop It's hard to imagine Tom Cruise in Minority Report sending himself files via Gamma or lugging around a USB thumbprint. Ђ? Drew Houston After his frustrating experience on the bus, Houston started working on Drop full time in late 2006. He said: I needed it badly. I worked on multiple desktops and a laptop and could never remember to keep my USB drive with me. I was drowning in email attachments trying to share files for my previous startup. My home desktops power supply literally exploded one day, killing one of my hard drives, and I had no backups. I tried everything I could find but each product inevitably suffered problems with Internet latency, large files, bugs, or Just made me think too much. To help with the project, Houston recruited Rash Overdose, who dropped out of MIT and later became Dropsy's co-founder and chief technology officer. The pair spent the next four months coding a prototype in a tiny Cambridge apartment. With a working prototype in hand, Houston came up with an innovative approach for testing demand for a minimum viable product. He had produced various recruiting videos for his college fraternity; with this know-how he created a three-minute crassest of a product demo and uploaded it to Hacker News, a popular forum for developers. â€Å"l did this out of necessity.There was no way I could ask for people's files before we were 100% sure our code was reliable. But I had a prototype that showed off the product's best features. â€Å"7 Houston used the screens to recruit beta testers and to solicit feedback on features that Drop might include. He added, â€Å"Not launching is painful, but not learning can be fatal. We got a lot of feedback through that video, so we were learning while we were building. † Houston had another reason for posting the video on Hacker News: he hoped to ND selective Y Combinatory seed fund and incubator program.He recalled, â€Å"l had Just submitted my application to Y Combinatory and as a gambit to get their attention, I submitted the video to Hacker News. I hoped it would work. â€Å"8 It did: in April 2007, Drop received $15,000 in funding from Y Combinatory (see Exhibit 1 for excerpts from Dropsy's Y Combinatory application). In exchange for a small percentage of a startup's common equity-?usually 2% to 10%-?Y Combinatory provided up to $20,000 of seed capital as well as mentoring, workspace, and introductions to other advisors ND investors over a three-month period.Many startups applied to Y Combination's program, which had a track record for matching strong technical teams with elite venture capital firms. 3 Upon conclusion of the Y Combinatory program in September 2007, Drop raised $1. 2 million of convertible debt from Sequoia Capital. â€Å"We fit into Sequoia's sweet spot: we were two youn g technical founders, working out of an apartment, targeting a big market. It helped that we were ranked at the top of our Y Combinatory cohort,† Houston recalled.He and Overdose moved to San Francisco to continue building the many, but despite the capital infusion, they continued to run lean. Drop delivered its service through Amazon's SO cloud storage platform, avoiding the need for infrastructure investments and positioning the company to scale rapidly. The co- founders created a private beta program for a limited group of users who registered through a simple landing page. The page contained a short description of Drop and requested an email address from visitors interested in participating in the beta test (Exhibit 2).Houston commented: There's a spectrum of well-informed opinions about when to launch your product. At one end, Paul Graham tells entrepreneurs, â€Å"Launch early and often† to accelerate learning. At the other end, [respected software guru] Joel Spoo ky says, â€Å"Launch when your product doesn't completely suck. † We were managing people's files, and it's a big deal if you lose or ruin them. That meant moving toward Spooky end of the spectrum and keeping our beta test small. Next, Houston devised ways to generate demand for the beta service.In a guerilla marketing move, he produced another short demo video and posted it in March 2008 on Dig, a site that showcased web content deemed popular by Digs users. Houston felt it was essential to communicate in an authentic manner with the tech enthusiasts who frequented Dig. He sprinkled â€Å"Easter eggs† into the video, for example, references to Chocolate Rain (a Youth phenomenon), TIPS reports used in the movie Office Space, Mitt's Gillian Hall, and the 09 IF key for decrypting Blurry disks (dissemination of which, in the face of movie studio legal threats, was a hacker crusade).With this tongue-in- cheek nod to its tech-sway audience, the Drop video soared to the top of Dig, few days. Overnight, the list for Dropsy's private beta Jumped from 5,000 to 75,000 Ames, far exceeding the team's expectations. Building the Company Make something people want. -? Y Combinatory motto Based on consumer response to the second video, it appeared that the promise behind Drop-? â€Å"It Just works†-?resonated with potential early adopters, especially those who were familiar with the performance limitations of existing online backup/ storage services. Houston shifted his focus to product development.The Drop team was comprised almost entirely of engineers during the first two years of the firm's existence. Early on, board members tasked Houston with hiring a reduce manager to help coordinate engineering efforts and prioritize features. Houston reflected: If you ask ten people what a product manager is, you'll get ten different answers. They tend to fall on a continuum with the end points being â€Å"poet† and â€Å"librarian. † A librarian i s focused on blocking and tackling, coordination, and facilitating communication. This type of PM is inherently organized and follows up relentlessly.A poet PM listens to the voice of the customer during usability tests and focus groups and based on that insight formulates an aesthetic vision, a grand strategy, and a product roadman. Our first product manager was 4 more of a librarian than a poet, because we needed a librarian's discipline: even today we don't have enough of that DNA in the company. But he Just drove people nuts. It was painful, but we had to let him go after six months. For the next year, until Drop hired another product manager, the company relied on Houston and Overdose to drive the product roadman.Development proceeded more slowly than Houston had originally expected. In his April 2007 Y Combinatory application, Houston had projected availability of a version that he could charge for thin 8 weeks, but launching Drop to the public actually took 18 months. Houston said, â€Å"As a result of doing a few things well, we left a lot of other things behind. We had no business people, we were terrible at getting mainstream PR, and running fast and loose didn't make for the most predictable engineering organization. 9 Public Launch Drop opened its beta to the public in September 2008 at Outstretched, an annual competition showcasing high-potential startups. Drop was one of 50 startups selected to present at the event from a pool of over 1,000 applicants. ND also provide a product development deadline for the team. Houston mused that since Drop was following a tried-and-true blueprint for launching a consumer Internet service, his next step would have to be devising a marketing plan. Drop retained an online marketing consultant to help with this task.Houston said, â€Å"What do most web companies do? Apply to Outstretched, check. Buy Towards, check. Get real marketing people, check. â€Å"10 Early on, Drop attempted to acquire new customers throu gh paid search advertising. However, incumbents had bid up the cost per click for obvious search keywords. As a result, it cost Drop more than $300 to acquire a paying customer (Exhibit 3). This was not sustainable, since an annual subscription for 50 KGB service was priced at $99. Drop had tweaked its sign-up process to increase the conversation rate from free user to paying customer.The company also experimented with hiding the free service option for visitors who arrived via search ads. Houston recalled, â€Å"Our average acquisition cost per paying customer went from thousands of dollars to hundreds, but we still had a problem with our economics. And we didn't feel good about doing sneaky things to our users to get them to pay. 11 Sequoia Capital and Cell Partners subsequently led a $6 million Series A round of financing in October 2008, but even with additional capital in the bank, relying on paid search would not be a viable long- term option.In addition, the team had experim ented with display ads and affiliate programs, but these efforts also yielded unacceptably high acquisition costs per paying customer. Houston realized that with a fermium strategy, optimization of marketing messages and pricing would be critical to Dropsy's success; consistent with this priority, the company hired an analytics engineer as its eighth employee. Inspired by the Backbone â€Å"growth† team dedicated to user acquisition and engagement, Houston later assigned 30% of engineering resources to optimizing customer acquisition efforts.This team closely tracked metrics across Dropsy's conversion funnel by cohort,a for example: the percent of landing page visitors who registered as free users; the percent of registrants who still were active free users after X months; and the percent of free users who upgraded to paid subscribers after Y months. Houston said, â€Å"We run our business based on the ‘Startup Metrics for Pirates' framework developed by investor Dave McClure. He says firms should a A cohort was a set of prospects or users acquired at the same time and/or via the same marketing method. Closely track metrics around the acquisition of landing page visitors; activation of those visitors into users; retention of users; referral of new visitors by satisfied users; and revenue earned from users. † The team used A/B testing to fine tune page layouts free storage given to users. Analytics showed that gigabytes were not necessarily the best measure of value for Drop users. â€Å"We had all kinds of people paying us for Drop but not even bumping against their quota,† Houston said. Analytics likewise revealed that few users were accessing past versions of their files, all of which-?including deleted files-?were being permanently stored by Drop at a significant and rapidly growing cost. The company modified its policy, offering 30 days of undo history free of charge and making unlimited undo history a premium option. Houston sai d, â€Å"Just a tenth of a percent improvement in conversion rates, or a small decrease in the cost of serving a customer can have a huge impact on profitability. Premium is a spreadsheet game-?one you win with lots and lots of little moves . â€Å"13 Fourteen Months to the EpiphanyDespite improvements through analytics, Houston and his colleagues struggled to make the company marketing programs profitable. Nevertheless, the service grew rapidly, reaching 200,000 users ten days after launch and 1 million users seven months later. The vast majority of these users were acquired through word-of-mouth referrals and viral marketing efforts, rather than paid advertising. A relentless focus on ease of use and reliability had paid dividends in the form of loyal users who encouraged friends, family, and co-workers to try Drop. Houston commented, â€Å"The power of focus can't be understated.If you look at a feature matrix of Drop versus everyone else, we would never come in first. We woul d rather do a few things well rather than present Drop in a confusing way. â€Å"14 To identify ways to improve ease of use, the Drop team tracked support forums closely. Houston said, â€Å"We get feature requests for things we already have. These are particularly bad because it means that even though we've implemented something, our users can't find it. We pay close attention when that happens. â€Å"1 5 The company also maintained a â€Å"Vote† on its site, allowing users to vote and comment on treasures they would like to see added.Since the team gained insight on users' preferences through support forums and the Vote, the company did not conduct regular consumer surveys, but it did conduct occasional usability tests. In one instance, the entire team watched as not one of five typical consumers recruited from Scraggliest could successfully install and interact with the application. Houston recalled: Watching them fail was excruciating. Imagine if your coffee maker Just spit coffee all over the counter every third time you used it or your car stopped in the middle of the road. That's the computer experience for a normal person.The PC is always conspiring against you to lose your stuff or break in some weird way. You have no idea what happened or what you did wrong. Watching those five consumers struggle to try to figure out how to use our product was probably the most painful day we ever had as a team, but afterward, we created a list of 70 things to fix. B A/B tests divided a set of similar individuals into a control group that experienced a status quo product and a test group that experienced a product with one modified element, to determine if the modification yielded a statistically significant DropBox it just works I was searching for a new opportunity that was more Drop client software to a Windows, Mac, or Linux PC or to an phone, pad, Blackberry, or Android mobile device, the software created a local Drop folder for accessing files of any size or type via an encrypted Internet connection from other Drop-enabled devices or from any web browser. The client software tracked changes in real-time to any file in the user's local Drop folder, then instantly synchronized a copy of the file on Dropsy's servers, updating only the portions of he file that had changed, in order to save bandwidth and time.Likewise, within milliseconds, copies of the file were synchronized in local Drop folders on all other devices connected through the user's account. â€Å"We engineered Drop so it just worked, all of the time,† Drew explained, â€Å"We supported all the major operating systems and handled all kinds of obstacles, from flaky wireless connections to corporate firewalls, which was not an easy task. † The company adopted a fermium business model, that is, it offered both free and premium accounts.Users got 2 gigabytes of storage for free and had the option to ay $10 per month for 50 gigabytes or $20 per month for 100 gigabytes. Industry observers estimated that 2% to 3% of Dropsy's users were paying customers, which implied a $10 million to $15 million annual revenue run rate in mid 2010. 1 At that time, the company had 25 employees, most of whom worked in engineering or support functions. Drop had raised $7. 2 million in two rounds of venture capital funding from Sequoia Capital and Cell Partners.Market Overview Drop was a late entrant to the fiercely competitive online backup and storage services space. The first firms in the space, which had small companies as customers, ere launched in the late asses by startups offering outsourced storage at remote decanters. As costs declined, services also became available for consumers seeking to backup their data online. Most ear ly users were technically adept, for example, college students downloading music from peer-to-peer file sharing services.Few firms in this first wave of services survived the dot. Com crash, but by late 2006 the market was crowded again with new competitors. In July 2007, the tech blob Amassable published a list of more than 80 online backup and storage services. 2 Market research vendors like DC fueled the hype by predicting that the worldwide market for online backup services would grow to $71 5 million by 2011. 3 Investor interest in online storage surged when Muzzy was acquired by EMCEE for $76 million in late 2007.Houston was confident that Drop could succeed in the face of intense competition. He reasoned that Drop would be able to collect revenue from some users, because consumers generally understood that storage cost money, whether it came in the form of a physical drive or an online service. When challenged by endure capitalists to explain why the world needed another clou d backup company, Houston asked them, â€Å"How many of those services do you personally use? † The answer from Vs. was almost invariably, â€Å"None of them. 4 Houston asserted that direct experience with rival services, which often failed to transfer data across firewalls and sometimes balked with big files or large numbers of files, was helpful in innovations that contributed to these advantages: 2 The first generation of cloud storage services was based on a simplistic model, where file accesses were redirected over the Internet instead of to your computer's hard rive. Your operating system and all your applications assume that accessing your hard drive is cheap and fast, but when these requests are instead routed to a server thousands of miles away, they can take an order of magnitude longer.This subtle but critical distinction explains why when working remotely, even simple actions like browsing a directory can freeze your computer for seconds at a time. We needed to t ake a completely different approach by storing files locally and updating the cloud copy in the background using a number of time- and vindications optimizations. Launching Drop It's hard to imagine Tom Cruise in Minority Report sending himself files via Gamma or lugging around a USB thumbprint. Ђ? Drew Houston After his frustrating experience on the bus, Houston started working on Drop full time in late 2006. He said: I needed it badly. I worked on multiple desktops and a laptop and could never remember to keep my USB drive with me. I was drowning in email attachments trying to share files for my previous startup. My home desktops power supply literally exploded one day, killing one of my hard drives, and I had no backups. I tried everything I could find but each product inevitably suffered problems with Internet latency, large files, bugs, or Just made me think too much. To help with the project, Houston recruited Rash Overdose, who dropped out of MIT and later became Dropsy's co-founder and chief technology officer. The pair spent the next four months coding a prototype in a tiny Cambridge apartment. With a working prototype in hand, Houston came up with an innovative approach for testing demand for a minimum viable product. He had produced various recruiting videos for his college fraternity; with this know-how he created a three-minute crassest of a product demo and uploaded it to Hacker News, a popular forum for developers. â€Å"l did this out of necessity.There was no way I could ask for people's files before we were 100% sure our code was reliable. But I had a prototype that showed off the product's best features. â€Å"7 Houston used the screens to recruit beta testers and to solicit feedback on features that Drop might include. He added, â€Å"Not launching is painful, but not learning can be fatal. We got a lot of feedback through that video, so we were learning while we were building. † Houston had another reason for posting the video on Hacker News: he hoped to ND selective Y Combinatory seed fund and incubator program.He recalled, â€Å"l had Just submitted my application to Y Combinatory and as a gambit to get their attention, I submitted the video to Hacker News. I hoped it would work. â€Å"8 It did: in April 2007, Drop received $15,000 in funding from Y Combinatory (see Exhibit 1 for excerpts from Dropsy's Y Combinatory application). In exchange for a small percentage of a startup's common equity-?usually 2% to 10%-?Y Combinatory provided up to $20,000 of seed capital as well as mentoring, workspace, and introductions to other advisors ND investors over a three-month period.Many startups applied to Y Combination's program, which had a track record for matching strong technical teams with elite venture capital firms. 3 Upon conclusion of the Y Combinatory program in September 2007, Drop raised $1. 2 million of convertible debt from Sequoia Capital. â€Å"We fit into Sequoia's sweet spot: we were two youn g technical founders, working out of an apartment, targeting a big market. It helped that we were ranked at the top of our Y Combinatory cohort,† Houston recalled.He and Overdose moved to San Francisco to continue building the many, but despite the capital infusion, they continued to run lean. Drop delivered its service through Amazon's SO cloud storage platform, avoiding the need for infrastructure investments and positioning the company to scale rapidly. The co- founders created a private beta program for a limited group of users who registered through a simple landing page. The page contained a short description of Drop and requested an email address from visitors interested in participating in the beta test (Exhibit 2).Houston commented: There's a spectrum of well-informed opinions about when to launch your product. At one end, Paul Graham tells entrepreneurs, â€Å"Launch early and often† to accelerate learning. At the other end, [respected software guru] Joel Spoo ky says, â€Å"Launch when your product doesn't completely suck. † We were managing people's files, and it's a big deal if you lose or ruin them. That meant moving toward Spooky end of the spectrum and keeping our beta test small. Next, Houston devised ways to generate demand for the beta service.In a guerilla marketing move, he produced another short demo video and posted it in March 2008 on Dig, a site that showcased web content deemed popular by Digs users. Houston felt it was essential to communicate in an authentic manner with the tech enthusiasts who frequented Dig. He sprinkled â€Å"Easter eggs† into the video, for example, references to Chocolate Rain (a Youth phenomenon), TIPS reports used in the movie Office Space, Mitt's Gillian Hall, and the 09 IF key for decrypting Blurry disks (dissemination of which, in the face of movie studio legal threats, was a hacker crusade).With this tongue-in- cheek nod to its tech-sway audience, the Drop video soared to the top of Dig, few days. Overnight, the list for Dropsy's private beta Jumped from 5,000 to 75,000 Ames, far exceeding the team's expectations. Building the Company Make something people want. -? Y Combinatory motto Based on consumer response to the second video, it appeared that the promise behind Drop-? â€Å"It Just works†-?resonated with potential early adopters, especially those who were familiar with the performance limitations of existing online backup/ storage services. Houston shifted his focus to product development.The Drop team was comprised almost entirely of engineers during the first two years of the firm's existence. Early on, board members tasked Houston with hiring a reduce manager to help coordinate engineering efforts and prioritize features. Houston reflected: If you ask ten people what a product manager is, you'll get ten different answers. They tend to fall on a continuum with the end points being â€Å"poet† and â€Å"librarian. † A librarian i s focused on blocking and tackling, coordination, and facilitating communication. This type of PM is inherently organized and follows up relentlessly.A poet PM listens to the voice of the customer during usability tests and focus groups and based on that insight formulates an aesthetic vision, a grand strategy, and a product roadman. Our first product manager was 4 more of a librarian than a poet, because we needed a librarian's discipline: even today we don't have enough of that DNA in the company. But he Just drove people nuts. It was painful, but we had to let him go after six months. For the next year, until Drop hired another product manager, the company relied on Houston and Overdose to drive the product roadman.Development proceeded more slowly than Houston had originally expected. In his April 2007 Y Combinatory application, Houston had projected availability of a version that he could charge for thin 8 weeks, but launching Drop to the public actually took 18 months. Houston said, â€Å"As a result of doing a few things well, we left a lot of other things behind. We had no business people, we were terrible at getting mainstream PR, and running fast and loose didn't make for the most predictable engineering organization. 9 Public Launch Drop opened its beta to the public in September 2008 at Outstretched, an annual competition showcasing high-potential startups. Drop was one of 50 startups selected to present at the event from a pool of over 1,000 applicants. ND also provide a product development deadline for the team. Houston mused that since Drop was following a tried-and-true blueprint for launching a consumer Internet service, his next step would have to be devising a marketing plan. Drop retained an online marketing consultant to help with this task.Houston said, â€Å"What do most web companies do? Apply to Outstretched, check. Buy Towards, check. Get real marketing people, check. â€Å"10 Early on, Drop attempted to acquire new customers throu gh paid search advertising. However, incumbents had bid up the cost per click for obvious search keywords. As a result, it cost Drop more than $300 to acquire a paying customer (Exhibit 3). This was not sustainable, since an annual subscription for 50 KGB service was priced at $99. Drop had tweaked its sign-up process to increase the conversation rate from free user to paying customer.The company also experimented with hiding the free service option for visitors who arrived via search ads. Houston recalled, â€Å"Our average acquisition cost per paying customer went from thousands of dollars to hundreds, but we still had a problem with our economics. And we didn't feel good about doing sneaky things to our users to get them to pay. 11 Sequoia Capital and Cell Partners subsequently led a $6 million Series A round of financing in October 2008, but even with additional capital in the bank, relying on paid search would not be a viable long- term option.In addition, the team had experim ented with display ads and affiliate programs, but these efforts also yielded unacceptably high acquisition costs per paying customer. Houston realized that with a fermium strategy, optimization of marketing messages and pricing would be critical to Dropsy's success; consistent with this priority, the company hired an analytics engineer as its eighth employee. Inspired by the Backbone â€Å"growth† team dedicated to user acquisition and engagement, Houston later assigned 30% of engineering resources to optimizing customer acquisition efforts.This team closely tracked metrics across Dropsy's conversion funnel by cohort,a for example: the percent of landing page visitors who registered as free users; the percent of registrants who still were active free users after X months; and the percent of free users who upgraded to paid subscribers after Y months. Houston said, â€Å"We run our business based on the ‘Startup Metrics for Pirates' framework developed by investor Dave McClure. He says firms should a A cohort was a set of prospects or users acquired at the same time and/or via the same marketing method. Closely track metrics around the acquisition of landing page visitors; activation of those visitors into users; retention of users; referral of new visitors by satisfied users; and revenue earned from users. † The team used A/B testing to fine tune page layouts free storage given to users. Analytics showed that gigabytes were not necessarily the best measure of value for Drop users. â€Å"We had all kinds of people paying us for Drop but not even bumping against their quota,† Houston said. Analytics likewise revealed that few users were accessing past versions of their files, all of which-?including deleted files-?were being permanently stored by Drop at a significant and rapidly growing cost. The company modified its policy, offering 30 days of undo history free of charge and making unlimited undo history a premium option. Houston sai d, â€Å"Just a tenth of a percent improvement in conversion rates, or a small decrease in the cost of serving a customer can have a huge impact on profitability. Premium is a spreadsheet game-?one you win with lots and lots of little moves . â€Å"13 Fourteen Months to the EpiphanyDespite improvements through analytics, Houston and his colleagues struggled to make the company marketing programs profitable. Nevertheless, the service grew rapidly, reaching 200,000 users ten days after launch and 1 million users seven months later. The vast majority of these users were acquired through word-of-mouth referrals and viral marketing efforts, rather than paid advertising. A relentless focus on ease of use and reliability had paid dividends in the form of loyal users who encouraged friends, family, and co-workers to try Drop. Houston commented, â€Å"The power of focus can't be understated.If you look at a feature matrix of Drop versus everyone else, we would never come in first. We woul d rather do a few things well rather than present Drop in a confusing way. â€Å"14 To identify ways to improve ease of use, the Drop team tracked support forums closely. Houston said, â€Å"We get feature requests for things we already have. These are particularly bad because it means that even though we've implemented something, our users can't find it. We pay close attention when that happens. â€Å"1 5 The company also maintained a â€Å"Vote† on its site, allowing users to vote and comment on treasures they would like to see added.Since the team gained insight on users' preferences through support forums and the Vote, the company did not conduct regular consumer surveys, but it did conduct occasional usability tests. In one instance, the entire team watched as not one of five typical consumers recruited from Scraggliest could successfully install and interact with the application. Houston recalled: Watching them fail was excruciating. Imagine if your coffee maker Just spit coffee all over the counter every third time you used it or your car stopped in the middle of the road. That's the computer experience for a normal person.The PC is always conspiring against you to lose your stuff or break in some weird way. You have no idea what happened or what you did wrong. Watching those five consumers struggle to try to figure out how to use our product was probably the most painful day we ever had as a team, but afterward, we created a list of 70 things to fix. B A/B tests divided a set of similar individuals into a control group that experienced a status quo product and a test group that experienced a product with one modified element, to determine if the modification yielded a statistically significant

The Effects of Racism and Misogyny in Othello Essay example

The Effects of Racism and Misogyny in Othello Race and gender heavily influence the course of peoples’ lives. Shakespeare’s â€Å"Othello† depicts a society in which racist and misogynist behaviour informs and affects how characters are perceived and treated. Women in the play are viewed by men as objects, available for their possession and use. The constant subtle and overt racism that Othello encounters throughout the play contribute to his downfall. The unjust treatment of women and people of colour in â€Å"Othello† is proof that their society is one of racism and misogyny. Male characters in the play perceive women as objects to possess and use as they see fit. Unwed women were considered the property of their fathers until marriage, and†¦show more content†¦This becomes indisputable when Emilia says, â€Å"’They are all but stomachs, and we all but food;/ they eat us hungrily, and when they are full,/ they belch us.’† (3 .4.98-103). Emilia remarks on the way men use women with a lack of reverence, treating them as food to consume when they want and to throw away when they are finished. This statement is an accurate metaphor for Bianca and Cassio’s relationship, but also for that of Emilia and her verbally abusive husband, Iago. Every female character in Othello faces disrespect, mistreatment and misogyny from the men in their lives. Racism is prevalent and poignant in Venetian society. Iago uses racist language to amplify the anger in Brabantio when he reports on Desdemona’s marriage to Othello. Iago shouts, â€Å"‘Even now, now, very now, an old black ram/ is tupping your white ewe.’†(1.1.89-90). Iago uses racial slurs to his advantage, by calling Othello â€Å"an old black ram† he is referring to the Elizabethan-period belief that black men were animalistic sexually, and he is trying to anger Brabantio with the imagery of his daughter sleeping with an older black man. Brabantio’s racism is the dominant reason for his reaction to Desdemona and Othello’s marriage. This is evident when he claims, â€Å"‘She, in spite of nature,/ of years, of country, credit, every thing,/ to fall in love with what she fear’d to look on?’†(1.3.96-98). In this quote, Brabantio is trying to explain that the idea ofShow MoreRelatedA Malevolent Villain Essay1086 Words   |  5 Pageswork. Another malicious character is Iago, the villain in one of William Shakespeare’s greatest tragedies, Othello. In this play Iago sets out to destroy Othello for multiple reasons, most of which are unsubstantiated imaginings. Iago’s role as a malicious villain is evidenced by his misogynist, racist, and manipulative behaviors. The first evidence of Iago’s malicious villainy is his misogyny. Iago hates women and repeatedly debases sex. He is cruel to his wife and does not show her love. 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