Monday, January 27, 2014
Monday, January 20, 2014
Understanding Current
Different strokes:
India Essen Welding
& Cutting 2012
Electricity
To explain electricity with a simple
example. Think of electricity as
water flowing through a pipe or
garden hose. The water is really
electrons in the metal that makes up
the wire. The hose is the wire that
transports electricity. Basically,
electricity is created by magnets
spinning inside a whole bunch of
wires. The magnets spinning around
cause electrons to move which
creates electricity.
The three most basic units in
electricity are voltage (V), current (I)
and resistance (r). Voltage is
measured in volts, current is
measured in amps and resistance is
measured in ohms.
Once again using transport of water
to explain the above phenomenon,
the voltage is equivalent to the
water pressure, current is equivalent
to the flow rate and resistance is like
the pipe size.
There is a basic equation in electrical
engineering that states how the
three terms relate. It says that the
current is equal to the voltage
divided by resistance. Further,
kVA = Volts x A
kW = Volts x Amps x Power Factor
or [kVA x Power Factor]
Looking at different electrical
equipment, you will notice that the
India Essen Welding
& Cutting 2012
Electricity
To explain electricity with a simple
example. Think of electricity as
water flowing through a pipe or
garden hose. The water is really
electrons in the metal that makes up
the wire. The hose is the wire that
transports electricity. Basically,
electricity is created by magnets
spinning inside a whole bunch of
wires. The magnets spinning around
cause electrons to move which
creates electricity.
The three most basic units in
electricity are voltage (V), current (I)
and resistance (r). Voltage is
measured in volts, current is
measured in amps and resistance is
measured in ohms.
Once again using transport of water
to explain the above phenomenon,
the voltage is equivalent to the
water pressure, current is equivalent
to the flow rate and resistance is like
the pipe size.
There is a basic equation in electrical
engineering that states how the
three terms relate. It says that the
current is equal to the voltage
divided by resistance. Further,
kVA = Volts x A
kW = Volts x Amps x Power Factor
or [kVA x Power Factor]
Looking at different electrical
equipment, you will notice that the
power ratings are either expressed
in kVA or sometimes in kW . To
understand the difference between
kw and kva - KW is called actual or
real power, or simply the amount of
power that is available to do real
work. On the other hand kVA is
known as “apparent” power.
Monday, January 13, 2014
Everything Store: Questions on Flipkart!
Unlike traditional retailers, Amazon boasted what was called a negative operating cycle. Customers paid with their credit cards when their books shipped but Amazon settled its accounts with the book distributors only every few months. With every sale, Amazon put more cash in the bank, giving it a steady stream of capital to fund its operations and expansion.14 The company could also lay claim to a uniquely high return on invested capital. Unlike brick-and-mortar retailers, whose inventories were spread out across hundreds or thousands of stores around the country, Amazon had one website and, at that time, a single warehouse and inventory. Amazon’s ratio of fixed costs to revenue was considerably more favorable than that of its offline competitors. In other words, Bezos and Covey argued, a dollar that was plugged into Amazon’s infrastructure could lead to exponentially greater returns than a dollar that went into the infrastructure of any other retailer in the world.
Not sure FK qualifies on any of the counts above 1) negative op cycle or positive float business 2) consolidated warehouses (probably yes) and 3) return on $ of infra far higher for the company!
Look, you should wake up worried, terrified every morning,” he told his employees. “But don’t be worried about our competitors because they’re never going to send us any money anyway. Let’s be worried about our customers and stay heads-down focused.
Nice!
Clock of the Long Now, an aspirational project aimed at building a massive mechanical clock designed to measure time for ten thousand years, a way to promote long-term thinking
Theoretical response:
You seem like a really nice guy, so don’t take this the wrong way, but you really need to sell to Barnes and Noble and get out now,” one student bluntly informed Bezos.
“Amazon had to be focused on its own business,” says Tinsley. “Our biggest mistake was thinking we had the bandwidth to work with all these companies.”
Could a Wal-Mart-type story still occur in this day and age? My answer is of course it could happen again. Somewhere out there right now there’s someone—probably hundreds of thousands of someones—with good enough ideas to go all the way. It will be done again, over and over, providing that someone wants it badly enough to do what it takes to get there. It’s all a matter of attitude and the capacity to constantly study and question the management of the business.
Toys are so fad driven, it’s a little like betting on Oscar winners only by looking at movie trailers,” Miller says.
customer obsession, frugality, bias for action, ownership, and high bar for talent. Later Amazon would add a sixth value, innovation.
“The membership fee is a onetime pain, but it’s reinforced every time customers walk in and see forty-seven-inch televisions that are two hundred dollars less than anyplace else,” Sinegal said. “It reinforces the value of the concept. Customers know they will find really cheap stuff at Costco.”10
At a two-day management and board offsite later that year, Amazon invited business thinker Jim Collins to present the findings from his soon-to-be-published book Good to Great. Collins had studied the company and led a series of intense discussions at the offsite. “You’ve got to decide what you’re great at,” he told the Amazon executives.
Bezos announced that employees could no longer use such corporate crutches and would have to write their presentations in prose, in what he called narratives
a six-page limit on narratives, with additional room for footnotes.
The goal was to get employees to distill a pitch into its purest essence, to start from something the customer might see—the public announcement—and work backward. Bezos didn’t believe anyone could make a good decision about a feature or a product without knowing precisely how it would be communicated to the world—and what the hallowed customer would make of it.
This is excellent!
The jewelry industry had a simplistic pricing model with generous margins. Retail markup was significant; stores doubled the wholesale cost (a practice known as keystone pricing) or even tripled it (known as triple-keystone pricing). Jewelry manufacturers and retailers clung tightly to that custom, which didn’t fit well with Bezos’s newly adamant resolve to offer the lowest prices anywhere.
Not sure FK qualifies on any of the counts above 1) negative op cycle or positive float business 2) consolidated warehouses (probably yes) and 3) return on $ of infra far higher for the company!
Look, you should wake up worried, terrified every morning,” he told his employees. “But don’t be worried about our competitors because they’re never going to send us any money anyway. Let’s be worried about our customers and stay heads-down focused.
Nice!
Clock of the Long Now, an aspirational project aimed at building a massive mechanical clock designed to measure time for ten thousand years, a way to promote long-term thinking
Theoretical response:
You seem like a really nice guy, so don’t take this the wrong way, but you really need to sell to Barnes and Noble and get out now,” one student bluntly informed Bezos.
“Amazon had to be focused on its own business,” says Tinsley. “Our biggest mistake was thinking we had the bandwidth to work with all these companies.”
Could a Wal-Mart-type story still occur in this day and age? My answer is of course it could happen again. Somewhere out there right now there’s someone—probably hundreds of thousands of someones—with good enough ideas to go all the way. It will be done again, over and over, providing that someone wants it badly enough to do what it takes to get there. It’s all a matter of attitude and the capacity to constantly study and question the management of the business.
Toys are so fad driven, it’s a little like betting on Oscar winners only by looking at movie trailers,” Miller says.
customer obsession, frugality, bias for action, ownership, and high bar for talent. Later Amazon would add a sixth value, innovation.
“The membership fee is a onetime pain, but it’s reinforced every time customers walk in and see forty-seven-inch televisions that are two hundred dollars less than anyplace else,” Sinegal said. “It reinforces the value of the concept. Customers know they will find really cheap stuff at Costco.”10
At a two-day management and board offsite later that year, Amazon invited business thinker Jim Collins to present the findings from his soon-to-be-published book Good to Great. Collins had studied the company and led a series of intense discussions at the offsite. “You’ve got to decide what you’re great at,” he told the Amazon executives.
Bezos announced that employees could no longer use such corporate crutches and would have to write their presentations in prose, in what he called narratives
a six-page limit on narratives, with additional room for footnotes.
The goal was to get employees to distill a pitch into its purest essence, to start from something the customer might see—the public announcement—and work backward. Bezos didn’t believe anyone could make a good decision about a feature or a product without knowing precisely how it would be communicated to the world—and what the hallowed customer would make of it.
This is excellent!
The jewelry industry had a simplistic pricing model with generous margins. Retail markup was significant; stores doubled the wholesale cost (a practice known as keystone pricing) or even tripled it (known as triple-keystone pricing). Jewelry manufacturers and retailers clung tightly to that custom, which didn’t fit well with Bezos’s newly adamant resolve to offer the lowest prices anywhere.
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