HOW TO MAKE MONEY SELLING INFORMATION!

Tania Velten experimental photographer 39 years old ,has founded several years ago a "info broking " company: "INFORMATIN" .Along with five associates ,she provide variety informations:from a simple phone number and contact person to data banks ,from store information to the references of great personalities,from statistical date to market research.Informatin team search,found and sell informations about everything.
For exemplae a production hause demanded one day to found a lesby couple which grows a child.In another day a large newspaper editorial try to find Boris Becker teacher.
With internet,and phone help especially with a large relationships of company ,which enriches every day ,the team manage to find in time nearly any information demand by customers.

BUSINESS STARTED WITH MONEY BORROWED TO HIS FRIENDS

Credit for busines start-up it's impossibile to obtain in Germany ,most bankers didn't trust fot this busines concept ,said Tania Velten.Hitting the banks refusal and savings hauses ,she was preoccupied in the first phase to decrease as much possible of costs .Started with testing his busines idea .Directed first to informations on field of work placement and concluded that the projet is realible,and can him provide financial independence
With startup capital to 2500 euro money borrowed by a friend ,she rented a modest office and equipped with second hand equipment(PC,phones,fax) and started busines.
Using intelligent few resource that she has in special his own agend she did to obtain the first orders for looking informations.
It wasn't easy but in short time the activity increased .Whaen I 've oppened this busines I didn't have money for expensive advertising campaigns so I might to think to a less expensive advertising campaign ,remembered Tania Veltren newspaper ads ,banners and posters nor is irrelevent,so I might to find another advertaising way.The cheap way to found was direct-mailling.

Floatation of Stock Exchange could make its main shareholders euro-millionaires

by Andrei Chirileasa ZF

The Bucharest Stock Exchange (BSE) will float on its own market in two months' time at the latest, after the Stock Exchange Board selected brokerage company Intercapital Invest to handle the operation.

The listing of the BSE is the leading move of its kind in the last two years, with the last major company to be floated on the Stock Exchange being Teraplast Bistrita in July 2008. Currently put at around 50-60 million euros, the listing would propel the BSE straight into the top 20 of the biggest listed companies, and would make its around 50 shareholders euro millioners brokers and individuals hold over 80% of the Stock Exchange's capital.

Mircea Musgociu, who holds 4.3% of the Stock Exchange's shares, cold sell them for over 2.5 million euros after floatation.
Up until last year, all transactions with BSE shares had to be approved by the Stock Exchange Board, which made the process drag on. Since October 2009 sales procedures were simplified, in order to prepare the share listing, with few official data available on transactions conducted since then. The latest buying offers on the website of the Stock Exchange put the market operator at 48 to 56 million euros.

FARMING RABBITS TODAY BUSINESS STARTUP PROJECT

HI MY NAME IS SEIT EREN AND TODAY I'LL SHOW YOU HOW CAN YOU START ,FARMING RABBITS BUSINES PROJECT.
Look why it's worth to start a farming rabbits busines project.
It's low investment which provide you an significant profits
The rabbits multiply quickly and grow to unfriendly conditions
the rabbits can be recovered in 2 to 6 production cycles per year
For developmind a rabbit farm can be accessed grand founds FEADR
The demand for obtained products and sub products it'high in UE
Competition is low in rabbit farming
It's require less labor and less time spent to care activity
You can transform the farming rabbit activity into profit activity
You can start witha limited number o f rabbits 9 females and one male
Investment generate a return to 3-5
You need following information to start this busines:
-breeds of rabbits with high efficency
-reproduction and planing activity
-feeding and maintenance
-specific disease and how to act against their
-major list of rabbits breeders
-useful advice to rabbits breed
FEDAR founds you can used for :

1 investments in buildings and equipments for agricultural destination,modernization ,refurbishment of already unit
2 treating wast product and waste harmful,subproduct recovery resulting from processing,for water supply sewerage and roads in rural areas
3 acquisition of new equipment and machinery,Pc software ,agricultural vehicale

BRIEF INFORMATION
START-UP CAPITAL -1500 EURO
EFFECTIVE NUMBER 10 FEMALE RABBIT AND 2 MALE
TIMEFRAME 2 HOURS/DAY
REVENUE IN FIRST YEAR ~13 000
FIRST YEAR PROFIT ~9 000
DEVELOPMENT POTENTIAL HIGH
MARKET SITUATION HIGH DEMAND,LOW SUPPLY,SMALL COMPETITION
RISK FACTORS UNWARE DISEASES

Learn how to make your online business advertising

A research made by Millward Brown company show that one of six ads which running at Tv reach to be successuful in online.The research has analized 102 successful ads which running initially on tv subsequently being loaded on the most largest tv online portal in the world YOUTUBE .So the succes online ads is conditionate ,By four essentiall things:
-how vizibel is the ads
-but the ad is returned by users

Millward Brown provided with this opportunity ten useful advises in creating an ad in online environment ,they are:
1 Be realist and don't discourage yourself -few ads make indeed valve
2 Innovation is the based is necessary to build a different ads to others
3 Don't forget ads must imprinted certain emotions to promovate brand in the peoples mind
4 Think if a celebrity is useful in your ad because it can make the difference
5 Think about the potential to continue that ad in future and leave the gets open to an extensive campaign
6 Place the ad on as a many online channels
7 Place intelligently the ad sometimes it's necessary to avoid certain channels
8 Put name to the ad which be easy to detect and consider pay emphasize
9 Integrate! viral campaign in other campaign
10 Hold fists raised!

Daimler Targets Sales at Double Industry Growth Rate (Update1)

April 14, 2010,By Chris Reiter Bloomberg

April 14 (Bloomberg) -- Daimler AG, the maker of Mercedes- Benz cars and trucks, aims to increase deliveries twice as fast as this year’s worldwide auto-market growth rate as the latest models of the E-Class and S-Class sedans attract buyers.

“Our global sales target for the year is ambitious but realistic,” Chief Executive Officer Dieter Zetsche said today at the annual shareholders meeting in Berlin. The sales gain includes a projected 50 percent jump in sales of the E-Class, including sedan, wagon, coupe, and convertible versions.

Carmakers’ deliveries will increase 3 percent to 4 percent this year, Daimler said in February. The Stuttgart, Germany- based manufacturer is seeking to close the gap with luxury-car market leader Bayerische Motoren Werke AG while fending off efforts by Volkswagen AG’s Audi division to become the world’s biggest high-end automaker by 2015. Zetsche didn’t specify Daimler’s car-sales target for this year.

Daimler is targeting earnings before interest and taxes of at least 2.3 billion euros ($3.1 billion) this year after an Ebit loss of 1.51 billion euros in 2009. The manufacturer stuck to a forecast today that revenue in 2010 will exceed last year’s 78.9 billion euros but be “significantly” below the 98.5 billion euros of 2008.

‘Fragile’ Economy

The global economy is “too fragile” to allow Daimler to commit to a timeframe for raising the automaking division’s Ebit as a proportion of sales to 9 percent, Zetsche said. Munich- based BMW reaffirmed a target last month of achieving an Ebit margin in carmaking of at least 8 percent by 2012.

Sales at the Mercedes-Benz Cars division, which includes the Smart minicar and Maybach luxury nameplates, rose 11 percent to 271,200 vehicles in the first quarter, the company said on April 6. Including deliveries to dealers, Mercedes-Benz brand sales jumped by almost 27 percent in the period, boosted by a surge of more than two-thirds for the top-of-the-line S-Class, Daimler said today.

Daimler rose as much as 52 cents, or 1.4 percent, to 36.52 euros, the highest intraday price since Jan. 20, and was up 1.2 percent as of 1:59 p.m. in Frankfurt trading. The stock has declined 2.1 percent this year.

The company is also the world’s largest truckmaker with Freightliner vehicles in the U.S. and Fuso models in Asia. Daimler said first-quarter truck sales rose 8 percent and orders nearly doubled, even as markets remain “weak.” Bus sales increased 23 percent in the first three months of 2010, and van deliveries jumped 62 percent, Zetsche said.

Iran Pullback

Reacting to rising international tensions with Iran over the country’s nuclear research, Daimler said today that it’s abandoning a 30 percent stake in a diesel-engine venture with Iran Khodro Co. Daimler also withdrew an application with the German government to export three-axle trucks to Iran and will halt delivery of such vehicles indefinitely.

“The policies of the current Iranian leadership have compelled us to put our business relationship with that country on a new footing,” Zetsche told about 5,000 shareholders. “Our business activities with Iran will now be limited to meeting our existing contractual obligations and continuing our cooperation with established customers.”

Cooperation With Renault

The manufacturer, seeking to expand its line-up of small cars while holding back costs, announced plans a week ago to cooperate with the Renault-Nissan alliance on developing compact Mercedes-Benz and Smart vehicles. A new line of Smart city cars, including two- and four-seat versions, will share a platform with Renault SA’s Twingo. The French partner will supply 3- and 4-cylinder gasoline and diesel engines for Mercedes-Benz cars.

The cooperation represents “a decisive strategic step” that will help Smart enhance its position as a “young” brand, Zetsche said. While the project will help Mercedes-Benz hold back the expense of introducing smaller models, the brand “will not tolerate any compromises to our claim ‘the best or nothing,’” Zetsche added.

Working with Renault and Nissan Motor Co. may not bring the benefits that Daimler is planning, Ingo Speich, a Frankfurt- based fund manager with Union Investment, said at the meeting.

“We have grave doubts that the new partnership will be a success,” Speich said. “The traces of missteps run like a red thread through Daimler’s cooperation history.”

After losing ground to Munich-based BMW in reducing vehicle emissions, Daimler aims to almost double annual spending to develop batteries and fuel-saving engines, to 1 billion euros in the next two years from an average 567 million euros in the past three years, Thomas Weber, the company’s development chief, said on March 3.

Electric-Car Projects

The German company plans to develop an electric car for China with BYD Co., the Shenzhen-based automaker backed by billionaire Warren Buffett. It’s also building a factory in eastern Germany to produce lithium-ion batteries by 2012 and has taken a stake in Tesla Motors Inc., the Palo Alto, California- based manufacturer of electric sports cars.

“Daimler aims to be, and will be, a pioneer in the field of electric mobility” as the car industry phases out oil-based powering systems, Zetsche said. “When alternative drive systems go into mass production in a few years, we will be ahead of the competition.”

A net loss of 2.64 billion euros last year because of the global car-market contraction prompted Daimler to cancel its dividend for the first time since at least 1999. Daimler posted the loss, its first for a full year since 2001, even after reducing spending by 5.3 billion euros by building fewer vehicles and cutting pay in response to the recession.

Daimler reiterated today that it plans to resume dividend payments after returning to profit this year.

Ford's Plan for Global Domination

By John Rosevear

Want a sign that Ford (NYSE)will be able to sustain its earnings growth for a while? I've seen several lately -- they keep showing up in my news feed, with the word "China" attached.
Ford's recent increases in U.S. market share are welcome signs for shareholders, but let's face it: The company is just winning slightly larger pieces of a fairly static pie. U.S. auto sales may be on a solid recovery trajectory but they aren't going to set new records any time soon -- much less sustain huge annual growth rates.

For that kind of market growth, you've got to look overseas -- and Ford has been doing a lot of that lately

Big strides in China

The Chinese auto market -- now the world's largest, having grown sevenfold in the last decade -- is a convoluted and fast-evolving one, with a long list of domestic Chinese companies going head-to-head with more familiar names. Volkswagen and General Motors have the largest market share among foreign companies, with domestic hybrid- and electric-car specialists BYD having similar success.

While many of the Chinese companies are bit players, with monthly sales of a few thousand or less, there are

While many of the Chinese companies are bit players, with monthly sales of a few thousand or less, there are a few heavyweights attracting major global attention and investment. Geely's recent purchase of VOLVO from Ford was a sign of size and seriousness, as was Berkshire Hathaway's (NYSE: BRK-A - News; NYSE: BRK-A News ,NYSE
BRk -B news purchase of 10% of BYD in 2008 Ford, however, has trailed far behind these leaders in China for a long time, and behind Toyota (NYSE:TM-NEWS) Honda (NYSE:HMC-News) and Nissan as well. But that's starting to change -- the first quarter of 2010 was Ford's best quarter ever in China, with sales up 84%. The actual numbers don't (yet) rival Ford's U.S. sales, but they're significant -- 153,362 vehicles were sold by Ford and its various joint ventures in China during the quarter, versus 428,596 for Ford's U.S. arm.

China's rapid growth means it's likely to represent an even bigger piece of Ford's total sales before too long -- if Ford can manage to make enough cars to keep up, that is.

Production is the gating factor

Ford's recent efforts -- and successes -- in China represent a significant shift in strategy, as the company races to catch up with the established leaders. In recent years, Ford's attention and resources have been focused on survival -- on rebuilding its core businesses in the U.S. and Europe -- and previous management teams did little to build Ford's presence in Asia. But a RETURN TO PROFITABILITY has led to a return to investment in growth -- and China, along with India and Latin America, are where CEO Alan Mulally's team sees significant opportunities for gains.

Those opportunities tie in with the company's current focus (so to speak) on smaller cars and greener-propulsion technologies -- small, efficient vehicles are what these markets demand. But because of the lack of attention in the past, Ford's Asian production capacity is constrained -- and although that's changing, as Ford has added shifts at existing plants and is constructing a third Chinese factory in Chongqing, the company is running a tight race between capacity expansion and sales growth.

As business problems go, that's a nice one to have -- but it's still a problem.

Dollar slides on strong earnings, data

NEW YORK – The dollar slid Wednesday as improved bank and technology earnings, strong retail sales and accelerating economic growth overseas drove traders into riskier investments such as commodities and emerging-market currencies.
Meanwhile Federal Reserve Chairman Ben Bernanke told Congress' Joint Economic Committee that he has confidence the unfolding economic recovery will have staying power. He also repeated the Fed's pledge to keep interest rates at record lows for an "extended period." Low interest rates have weighed on the dollar.

The euro rose to $1.3656 in late New York trading from $1.3594 late Tuesday. The European currency has been moving higher since European leaders and the International Monetary Fund released details of a rescue plan for Greece if the heavily-indebted country needs it.

The dollar dropped against nearly all of the most active currencies Wednesday as the government said U.S. retail sales jumped more than economists had estimated. Better-than-expected earnings from JPMorgan Chase & Co. and Intel Corp. also pushed the safe U.S. currency lower.

In other late trading, the British pound rose to $1.5473 from $1.5375. The dollar slid to 1.0519 Swiss francs from 1.0545 francs and dropped to its lowest point since June 2008 versus the Canadian dollar at 99.95 Canadian cents from 1.0026 Canadian dollars late Tuesday. The dollar was flat against the Japanese yen which is also seen as a safe haven, at 93.15 yen.The dollar was lower against currencies from developing countries in Latin America and Asia. The Mexican peso and the Brazilian real rose after strong retail sales data from Brazil. Singapore's extremely fast growth during the first quarter and an upgrade for South Korea's credit rating from Moody's Investors Service helped send Asian currencies higher.

OFFICES LEASED With Hours (today Busines startup project)

Hi everybody today I'll present you a business idea ''office leased'
Jaqueline is manager to small company and today has a important business meeting .Give customer meeting in lobby building to Boulveard Champs Elysee and goes together in the office In the waiting room the secreterygive him letters and faxes.She told him that she received two important phones,but Jaqueline said him to make immediately contact with that person.Then she get in with his customer in the office,but ,well this isn't his office .As a matter of fact Jaqueline didn't get in this building the more in the office .The secretary didn't see him never and most likely they never met again .The letters,faxes and phones to be it flam.Certainly not Jaqueline Is aserious busines women and his company goes well but she can't afford to buy an office on the Champs Elysee .And than she has an important busines meeting which it's means the great shot turned to a company specialize in rental offices.The company gives their customers full services :one secretary,correspondence,an office equipped with all equipment and specilly arranged so to seems familiar several filles puts floppy like office occupant had worked late the night before .To the entry of the building is panel fitted with names of companys ,names wich found on the door office.On demand it couln'd receive phone and faxes very important.In addition the personal evidence it's kept carefully so ,that one of them receive a message ,that's returned with promtitly .Also the company provide specialize assistance ,consulting services,protocol what with it's need for good working.The demand it's very high ,so the appointments are made with several days before,but it's kept several for urgent cases wich obviously are special taxes

Bernanke: Need more time to recoup job losses

By Jennifer Liberto, senior writerApril 14, 2010: 10:50 AM ET

WASHINGTON (CNNMoney.com) -- Fed chairman Ben Bernanke said that private sector demand will be "sufficient" to spur a moderate economic recovery in coming months, but he added that more time is needed to recover job losses.

"A recovery in economic activity appears to have begun in the second half of last year," Bernanke told the Joint Economic Committee.
WASHINGTON (CNNMoney.com) -- Fed chairman Ben Bernanke said that private sector demand will be "sufficient" to spur a moderate economic recovery in coming months, but he added that more time is needed to recover job losses.

"A recovery in economic activity appears to have begun in the second half of last year," Bernanke told the Joint Economic Committee.
Bernanke's speech was mostly upbeat, noting all the different areas where the economy has picked up. He pointed to higher GDP rates, increasing auto sales and a strengthening financial system as catalysts for the Federal Reserve to wind down programs that were propping up those sectors.
Going forward, consumer spending should be aided by a gradual pickup in jobs and earnings, the recovery in household wealth from recent lows, and some improvement in credit availability," Bernanke said.

He cautioned that the unemployment rate and the housing market remain areas of concern.

"I am particularly concerned about the fact that, in March, 44% of the unemployed had been without a job for six months or more," Bernanke said. "Long periods without work erode individuals' skills and hurt future employment prospects. Younger workers may be particularly adversely affected if a weak labor market prevents them from finding a first job or from gaining important work experience."

Bernanke also spoke about the need for policymakers to start tackling the growing federal deficit, to maintain "the confidence of the public and financial markets."
Sen. Sam Brownback, R-Kansas, asked Bernanke about whether the nation could face problems like Greece or Ireland, with countries doubting the U.S.'s ability to control its debt.

Bernanke stressed that the United States has a more "diversified," economy, but acknowledged that, "at some point, the markets will make a judgment about our political will to achieve longer term stability."

HTC's HD2: Beautiful But Endangered

The HD2 smartphone is a design masterpiece that runs a Windows version that will be out-of-date by yearend. A gorgeous, archaic piece of art?
The Good: Largest smartphone screen on the market, lightning-fast processor, 5 megapixel camera

The Bad: Won't run Microsoft's upcoming Windows Phone 7 operating system; dearth of applications

The Bottom Line: A great smartphone for consumers who don't feel they need to own a device running Google or Apple software
Sometimes timing is everything. After several weeks of testing HTC 's gorgeous new HD2 smartphone, I can tell you it's unquestionably the best device yet that runs Microsoft's(MSFT)Windows Mobile 6.5 operating system.

Therein lays the problem. Microsoft plans to release a major overhaul to Windows for smartphones—called Windows Phone 7—by the end of the year. As good as the HD2 is, it may have a very short shelf life.
The HD2, which went on sale on Mar. 24 in the U.S., through T-Mobile, is a design masterpiece. It uses Qualcomm's QCOM speedy 1 Ghz Snapdragon processor and sports a stunning 4.3-in. screen surrounded by a thin, black bezel.
Yet HTC's stunning hardware is hobbled by a lack of applications for users to download from Microsoft's Windows Mobile Marketplace. By my count, there are less than 1,000, compared to more than 185,000 from Apple's (AAPL) App Store and more than 30,000 from Google's (GOOG) Android Marketplace for phones that run its operating system. Worse, Microsoft says many of today's apps won't work when it rolls out Windows Phone 7.

If that doesn't bother you—or you want to take a chance that Microsoft will change its stance—I'd recommend the HD2 wholeheartedly. It's available for $199 with a two-year contract from T-Mobile.

Adopting the less-is-more approach that's increasingly common in the smartphone market, the HD2 has hardly any buttons. On the bottom of its face, from left to right, there's a dedicated phone button, one that calls up a customizable home page of applications, a button to access Windows applications, a back button, and a power toggle.

A Couple OF EXTRAS IN THE US

The phone doesn't have much usable memory, but users can add up to 16GB of storage with an additional microSD card. (It takes some work to remove the rear panel to access the slot where you place the card.)
The T-Mobile version of the HD2 includes Blockbuster on Demand software for watching movies and free access to MOBITV for a month. European versions of the HD2 don't offer those.

From a usability perspective, the HD2 stands out by cleverly layering HTC's Sense user interface on top of Windows Mobile 6.5. Reviewers panned the operating system when Microsoft released it last fall, despite a belated move to icon-based applications, or widgets, which do away with a terrible dropdown system that had made navigation a nightmare.
The lower portion of the screen includes a dock that handles the discovery and social aspects of using the phone. The dock includes quick access to a Web browser, YouTube,Twitter a calendar, and other information, including music and video collections. There's also weather, in the form of photorealistic animations of clouds moving across the screen and a windshield wiper when it's raining.

Amazon's Smart Innovation Strategy

Amazon shows how it is possible to build a business with the capability to transform itself
Building a great business and operating it well no longer guarantees you'll be around in 100 years, or even 20. In 1958, the average length of time a company remained on the S&P 500 was 57 years; by 1983, it had dropped to 30 years; in 2008, it was just 18.

Shorter business life cycles require a new sort of management discipline capable of leading an organization through an ongoing process of transformation and renewal. To thrive in today's marketplace, to be built to last, every business now must be built to transform. Consider Amazon which emerged from the dot-com bubble one of the few winners and continued to blaze a trail of impressive growth (from about $4 billion in 2002 to nearly $20 billion in 2008). One of the most unexamine facets of Amazon's high-profile success is its unabashed embrace of transformational growth in its white space Amazon survived the dot-com bust because it had a viable and innovative business model built around a market-changing customer value proposition and a radical profit formula, which upended the staid book industry. Then it quickly expanded beyond books to include all sorts of easily shippable consumer goods, growing from its core into near adjacencies. But Amazon didn't stop there.
A few years later, the company seized its white space when it devised a new value proposition, offering a commission-based brokerage service to buyers and sellers of used books. Then it moved into its white space again by developing a model to serve an entirely different customer: third-party sellers. By opening up its storefront to other retailers that were essentially competitors, Amazon transformed its business from direct sales to a sales-and-service model, aggregating many sellers under one virtual roof and receiving commissions from the other companies' sales.
Then Amazon did it yet again, identifying a new area of potential growth by finding another new customer—the IT community. Serving this new customer's needs required different processes,new busines model In 2002 Amazon launched a web services platform. Perhaps it was risky for a young company that had only reached profitability in that same year to invest its innovation resources in new business models rather than stick to its core, but within five years the site used by Amazon's web-services platform had grown into the seventh-largest in the world. And Amazon kept going. In late 2007, it set up Lab126, whose first product, the Kindle e-book reader, came to market wrapped in a business model not only foreign to Amazon's DNA but also potentially disruptive to the entire publishing industry.

To launch this high-margin, product-based offering, Amazon had to become an original equipment manufacturer (OEM). It wrapped this technology in a seamlessly integrated iTunes-type digital media platform that combined both transaction- and subscription-based content delivery. It partnered with content producers in innovative ways and created an open back-end that allowed independent publishers to generate new content for the Kindle. In its first year, Amazon sold an estimated 500,000 Kindles. Amazon has greatly expanded the market for e-books and positioned itself for success not only in this market but in newspaper and periodical distribution as well.

Amazon at its roots is built to transform. When it finds opportunities to serve new customers, or existing customers in new ways, it conceives and builds new business models to exploit them. Amazon has the unique ability to launch and run entirely new types of businesses while simultaneously extracting value from existing businesses.
Amazon's journey forward will likely be marked by a series of transformations, as it continues to pursue its vision unafraid of white space, business model innovation, or renewal.

To be built to transform requires the courage to focus on delivering value for the customer first. Identifying value begins by thinking of an important unserved or underserved job that customers want done and then coming up with a well-defined value proposition to address that job, however foreign to your current offerings that may be. "If you want to continuously revitalize the service that you offer to your customers, you cannot stop at what you are good at," says CEO Jeff Bezos. "You have to ask what your customers need and want, and then, no matter how hard it is, you better get good at those things." With a well-defined customer value proposition serving a focused, well-articulated job, business leaders and project teams can work together to design the appropriate profit formulas, key resources, and key processes the company needs to thrive.

To do this, business leaders need to become business model thinkers, to understand that both the current model underpinning their existing business and any new models they may devise are complex systems with interdependent elements that must work together to deliver real value. To build these systems, they must think like architects or engineers, to begin with blueprints, build prototypes, and develop working structures that can deliver on new areas of opportunity. Although they can't devise all the answers up front, they can ask the right questions. Then they must pursue those answers like an artist would, exploring with a process of structured creativity that allows everyone involved to freely imagine the possible, not just the easily done.

Business model innovation thrives in cultures of inquiry, environments in which new value propositions, new ways to turn a profit, and ideas for new business models are met with interest and encouragement. In built-to-transform companies, managers recognize that becoming is part of being, and that the road to the next big thing can be traveled only by those with open minds.

Apple updates MacBook Pros with Core i5, i7 processors

Apple on Tuesday released an updated line of its MacBook Pro portable computers, adding in faster processors, new graphics chips, and a longer-lasting battery
The 15-inch and 17-inch MacBook Pros saw the biggest jumps, as they now use Intel’s Core i5 and i7 processors. Designed with a 32-nanometer process, the Core i5 and i7 sport integrated memory controllers and Level 3 caches. A Turbo Boost feature lets the dual processor cores optimize their performance, allowing speeds of up to 3.06GHz for dual core tasks, and 3.33GHz for tasks involving just one core.

As with the previous iterations, both the 15-inch and 17-inch MacBook Pro models feature two graphics processors, in this case the Nvidia GeForce GT330M for high-performance needs and the Intel HD graphics for more power efficiency. And in an improvement over the last generation, Apple says the system will automatically figure out which graphics processor is needed for a program or operation, and switch as necessary to give you both the best in performance and battery life. In the past you had to go into System Preferences, choose a graphics option, and log out and back in for the change to take effect.We wanted to make the process much more seamless for the user,” a representative told us during a briefing on the Apple campus Tuesday. To that end, the company made it so the Macs intelligently switch between integrated and discrete graphics as needed.Apple also made the point that the company isn’t using Nvidia's Optimus techonology for graphics switching, but rather an Apple-developed technology. Unlike Optimus, Apple said, the MacBook Pro looks for frameworks needed by individual apps at launch (such as OpenGL and Core Animation) to decide when to switch, rather than looking at a specific list of applications. If you’ve been checking your e-mail, surfing the Web, or even watching 720p HD video in iTunes (none of which requires dedicated graphics) and launch Aperture, for example, the MacBook Pro will automatically switch to the GeForce dedicated graphics for all of your work until you quit that app.
One interesting note: the Mini DisplayPort connection on all of the new MacBook Pro models now supports audio output as well. So using an adapter such as the $40 griffin video display converter you can connect a MacBook Pro to an HDTV using HDMI, for example, with a single cable carrying HD video and multichannel digital audio. (Apple said that not all Mini DisplayPort-to-HDMI adapters support audio.)

Pricing has shifted somewhat on the MacBook Pro line as well: while the lowest 15-inch configuration is now $100 more expensive than its predecessor, the top 15-inch model now costs $100 less. And the 17-inch MacBook Pro now sells for $200 less than before.

Meanwhile, the 13-inch MacBook Pro now has faster Core 2 Duo processors, 4GB of RAM, and Nvidia’s new GeForce 320M integrated graphics processor. Fans of swappable batteries may shed a tear, as the 13-inch’s battery is now built-in—that said, Apple’s claiming 10 hours of battery life, which is a pretty solid tradeoff. Batteries can be replaced by Apple Authorized service providers: it’s $129 for the 13-inch or 15-inch models and $179 for the 17-inch model, including disposal of the old battery and installation of the new one.

Battery life in general is also a focus of the line. The 15-inch and 17-inch models can supposedly run for 8 to 9 hours, thanks to highly tweaked power management. From an efficiency standpoint, all Mac notebooks meet Energy Star 5.0 requirements and achieve EPEAT Gold Status. The trackpad on the new MacBook Pros also supports inertial scrolling, which Apple describes as an intuitive way to scroll through large documents and photo libraries.13-inch MacBook Pro
All models feature a 1066MHz front-side bus, 4GB of 1066 MHz DDR3 SDRAM (expandable to 8GB), LED-backlit displays, a slot-load 8x SuperDrive, AirPort Extreme 802.11n wireless networking, Bluetooth 2.1+EDR, iSight video camera, Multi-Touch trackpad, and illuminated keyboard.

The 13-inch is available in two configurations: a 2.4GHz model with a 250GB hard drive for $1,199 and a 2.66GHz model for $1,499. Ports include a Mini DisplayPort video out, two USB 2.0 ports, a FireWire 800 port, an SD card slot, and combined analog/digital headphone and line in jack. The display boasts a resolution of 1280 by 800, and is available only in a glossy option; build-to-order options include a 320GB or 500GB hard drive, both running at 5400 rpm.

13-inch MacBook Pro
All models feature a 1066MHz front-side bus, 4GB of 1066 MHz DDR3 SDRAM (expandable to 8GB), LED-backlit displays, a slot-load 8x SuperDrive, AirPort Extreme 802.11n wireless networking, Bluetooth 2.1+EDR, iSight video camera, Multi-Touch trackpad, and illuminated keyboard.

15-inch MacBook Pro
There are three 15-inch MacBook Pro configurations: a $1,799 model with a 2.4GHz Core i5 processor and 320GB hard drive, a 2.53GHz Core i5 and a 500GB hard drive for $1,999, and a 2.66GHz Core i7 with 500GB hard drive, for $2,199. All have both the integrated Intel HD graphics and the Nvidia GeForce GT 330M discrete graphics chip with 256MB of VRAM and a 1440 by 900 glossy display. In terms of ports, they included Gigabit Ethernet, two USB 2.0 ports, one FireWire 800 port, an SD card slot, audio line in (analog/digital), and audio line out/headphone (analog digital).

The 15-inch build-to-order options include a 15-inch 1680 by 1050 high-resolution display available in both glossy and antiglare options.

Famous entrepreneurs History of Fedex company (2 part)

At once demonstrated that is demand,the things went well for him,in the sense that apperead major investors like: Alstrate,Newport securities.The expand wasn't simple,but like this dimension it wasn't way to be.Counted that the business moved permanently to 'breakeven point" that point which income chart intersect with chart spending indicating that the investment was recover after 26 months.

Growth,Growth and Growth

at the midle os 70's Federal Expres made a strong lobby for cargo transport liberalization,thing that happened in 1977 .This change allowed company to use big planes likes:Boeing 727 and Mcdonnell-Douglas Dc-13 so his growth becomed explosive.At the begining at 80's the company reported annual growth of 40%,and in 1983 reached a turnover of 1 billions $ after 10 years of activity .The international expand began in 1984 with services for Europe and Asia .In 1988 penetrated the japanese market then acquisition of Tiger International made to growing the number of countries at 21.In 1995 obtained the acces on the chinese market,thanks an agreement with International Airlines and under this authority become the only us courier company with operating rights in worlwide.
Today Fedex have have largest cargo air fleet (671 planes),including 130 airbus A-300 and A-310,over 200 Boeing and 256 Cessna with a total carrying capacity de 12 000 tonnes,planes fly daily 800 000 km,while land transport with cars (41 000) totals 3.5 milions km in 24 hours the equivalent at 100 detours at the Earth Number of packeges and documents delivered daily over 3.2 million.
The name change to FedEx occured in 1994 based on the customers signs which they
used entirly this option,FEdex Become a verb which means seding an overnight package

What Fred Smith Did say?

' It's essential to have a busines plan which show what have to do but be prepared for course changes.In courier domain any change of price fuel meatters enormously"

"I tell alway to my Employees "you'll not delivery sand and gravel you'll deliver the cardiac simulator of someone,rare medicine and and a vital evidence in a legal proces"

"Surround the people which tell only the truth .If you don't do as busines increases you risk to not be aware with everything what's happens at your company"

Harris Corporation and LG Electronics Demonstrate Scalable Full-Channel Mobile DTV Technology

LAS VEGAS, April 12 /PRNewswire/ -- With an eye on the future for spectrum owners interested in reaching millions of mobile TV viewers, Harris Corporation (NYSE)today took the wraps off its latest technological innovation developed with LG Electronics — mobile digital television delivered in "Scalable Full-Channel Mobile Mode." The demonstration features functioning hardware for both transmission and reception of mobile DTV signals using enhanced technology.

The new system enables as many as 16 different video programs to be sent in the same 6 MHz bandwidth utilized by a TV broadcaster. It has been proposed for standardization to the Advanced Television Systems Committee (ATSC) and is being unveiled this week at the 2010 National Association of Broadcasters (NAB) convention.

Current TV broadcasters are required by the Federal Communications Commission to offer at least one standard-definition digital TV program in their 19.4 Mbps broadcast bitstream. Owners of other 700 MHz spectrum, however, have more flexibility. The Harris/LG demonstration will show spectrum owners and all terrestrial broadcasters how to maximize spectrum use with a greater variety of TV programs to reach mobile viewers "on the go" as viewing habits change.

This demonstration can be seen in the ATSC-OMVC Mobile Digital TV Pavilion (Booth SU5217A, South Hall, Las Vegas Convention Center) during the entire 2010 NAB Show.

Multiple Mobile Programs on One Channel

To achieve its robust approach to Scalable Full-Channel Mobile Mode, LG and Harris engineers have trimmed the main digital program to enable a mere trickle of data — enough to advertise available mobile programs on the service to in-home viewers. Most of the 19.4 Mbps bitstream in the 6 MHz TV channel is then cleared for transmission of various mobile programs, which can all be beamed from the same broadcast infrastructure.

"We realize there are applications for digital broadcasting that go far beyond the services transmitted by TV stations," said Dr. Jong Kim, president of LG Electronics' U.S. R&D lab. "Companies that own 700 MHz spectrum are beginning to ask how they might put the power of ATSC mobile digital broadcasting to use, and we're responding by creating a new method of utilizing digital transmission to transmit even more programs. With our Scalable Full-Channel Mobile Mode system, we can offer multiple programs for mobile devices and a 'barker program' that can be seen by in-home viewers."

The LG-Harris Scalable Full-Channel Mobile Mode is designed to be compatible with the ATSC A/153 Mobile DTV Standard adopted by the ATSC last October. It will offer non-traditional broadcasters an effective way to reach millions of mobile, portable and handheld devices.

"LG is committed to providing reception chips to equip receiving devices for Scalable Full-Channel Mobile Mode within four months of standard adoption," Dr. Kim said. "Co-developed by LG, Zenith and Harris, this technology shows how Mobile DTV can be applied to help non-traditional broadcasters reach the viewing public. We're using commercially available Harris transmission equipment and LG Mobile Digital TV receivers — such as portable TVs, netbook computers and prototype mobile phones — to show how spectrum owners might offer multiple programs of diversified content."

About LG Electronics USA

LG Electronics USA, Inc., based in Englewood Cliffs, N.J., is the North American subsidiary of LG Electronics, Inc., a global force and technology leader in consumer electronics, home appliances and mobile communications. In the United States, LG Electronics sells a range of stylish and innovative home entertainment products, mobile phones, home appliances and business solutions, all under LG's "Life's Good" marketing theme. Digital television pioneer and long-time consumer electronics leader Zenith merged with LG Electronics in 1999.

About Harris Corporation

Harris is an international communications and information technology company serving government and commercial markets in more than 150 countries. Headquartered in Melbourne, Florida, the company has approximately $5 billion of annual revenue and more than 15,000 employees — including nearly 7,000 engineers and scientists. Harris is dedicated to developing best-in-class assured communications® products, systems, and services

Famous entrepreneurs History of Fedex company (1 part)

How hasn't hear Fedex? The most big courier company in the world ? 25 billions $ annual revenues,138 000 employess ,presented in 220 countries.His reputation is illustaded in the movie" Shipwrecked" by Tom Hanks this company is one of the almost characthers:Tom Hanks plays Fedex manager ,a excellet opportunity for the name of company to show apear in movie.Fedex clled untill 1994, Federal Express is a Young company.It was founded in 1971 honored first command in 1973,and 1975 it was the number 1 in the US ,amd already fixed the standard of the service.His Story illustrade very well that a big business must haven't a 100 years history and famous investors.

A viabel idea

In 1965 Fred Smith was student at Yale University and to economic courses had to propose a business project .He was thinking at a new delivery system ,because the system of that period it seemed stiff and quite weak .They was enough goods ,like medicine and electronic components which need delivered urgently and depending on passenger flights created problems.Six years later thought to put his idea in practice.It was in 1971 ,ijust back Vietnam,he said,I flew in 200 missions as a pilot I leave the world experience so that the busines startup it wasn' intimidating me.But the problem was money,Fred it wasn' poor (his father managed some business) but the financial effort was great ,because the business must starded urgently to large-scale there couldn't be alocal courier services,which to expand by time.
'I wanted custumers like IBM and Xerox' remembered Fred Smith.They were installed equipment in the whole US and the equipments required frequently spare parts.I couln't go to ask them and proposed that I can deliver the pices in just three cities' .Fot begining thought to test the system.He used his owen money to create a network of office and park cars in 25 cities ,and then he rented some planes and during 2 weaks he flew with them naked allond the cross US.It was risky to founded this network beforehe make sure that busines will go,but he considered that it was the only solution to consolidate the avantage first came on the market,avantage that it seems essential.

How to obtain a 90 millions $ financing?

The first step it was made but the great challenge now started .for to expand and become operational nationwide as he wanted at the begining ,FRED Smith neede 90 millions $ .Alot of money,but for getting them he 's based on some things.First 'I'm not only a man which have a idea i put a lot of money in this busines,my own money and this weighs heavily in every investor's eye.
And secondly the busines was working already and it's viability could be proved by his daily activity:the growt for this service it was big,addition demanded to Market research company achivments of markets research and teir concluzion were favorable

Clearway growing on new software IP

In the quiet town of Medfield, a 13-year-old company says it is about to change the way people handle information on their computers. To do so, it has more than doubled in size, spun off five subsidiaries and raised cash from one of the top-ranked golfers in the world — all in the last year.

Clearway Technology Partners Inc. was making a comfortable living for its employees — as well as CEO Kevin Cotter and president and COO Eugene Rodgers — as a consultancy focusing mostly on Microsoft Corp. solutions. But when a series of opportunities to acquire some intellectual property arose that would give the company its first software products on the market, Clearway jumped at the chance.

“We went from a services company to a services and software company. We know that they are two different models,” Cotter said.

Cotter, who was president at Aimnet Solutions and started Application Systems Group in 1987, and Rodgers, whose pedigree goes back to the inventors of the Internet, certainly had the experience to add software sales to the mix. But the profitable firm didn’t have the extra capital lying around.

Enter the world’s No. 10-ranked golfer, Ireland’s Padraig Harrington. Cotter and Rodgers said that Harrington is both a hands-off private investor and a willing participant in the company’s marketing efforts, having spoken before at Clearway client meetings.

With the funding in hand, Clearway bought the so-called game-changer IP from former Digital Equipment Corp. marketing consultant and former Boston College football star Tony Sukiennik, who had been working on the concept for six years at his now-defunct startup Infogenome LLC.

That IP has been spun out into Clearway Insight, and its software will launch this summer, first in a free consumer version.

The software enables the user to save anything he runs across while using his computer and automatically creates links with other related content to enable users to share their content with other Insight customers. It also allows users to pull various elements together into a structured format and publish it like a blog. But the potential killer app is the search function that would possibly cut down search times by as much as 20 percent, Cotter said.

One of the reasons they say the demand for a partner to buy into the product will be so great is because it will allow for ad targeting based on the stored and connected content, not just random search terms.

After the consumer version comes a corporate version for which will they will charge an as-yet undetermined amount, and which will be completely locked down within a corporate firewall for security purposes.

Now at 100 employees, Clearway thinks that it might need to reach 300 across all subsidiaries in one year’s time. To handle the anticipated massive traffic from the planned 2 gigabytes of storage Insight will give each user, the company is building a data center in Hyderabad, India, that will be launched in about 30 days, the company said.

Cotter and Rodgers are not shy about their claims for Insight.

“Whoever we embrace with this is going to have a much better position in the browser wars,” Rodgers said. He specifically targeted Google Inc.’s much-hyped and much-condemned Wave content sharing application.

“We think we can kill Wave,” he said.

Investors may look past earnings this week

2009 is easy to improve upon, but can companies continue profit growth
NEW YORK - For stock market investors, everything outside of what companies earn is pretty much noise.

Profit reports for the January-March quarter will start to trickle in this week and they are sure to look good. That's because business is improving, but also because the economy was so bad last year that it won't take much for companies to post better numbers. What investors want to know now is whether companies can keep the good news coming.

The early recovery in earnings came from heavy cost-cutting. By shearing away expenses, companies could generate profits on far less business than before the recession began at the end of 2007. Then, the newly slimmed down companies got a boost from heavy government stimulus spending and record-low interest rates. Investors will be looking for signs that companies can continue to do better even after the government removes emergency supports and businesses do more than just replace depleted inventories.

Equities Day Trader Business Project

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Wall Street gains with energy sector, Dow touches 11,000

(Reuters) - U.S. stocks rose on Friday with the Dow surpassing 11,000 for the first time in a year-and-a-half after Chevron's upbeat outlook and wholesale inventories data reinforced bets on an improving economy.
The S&P energy sector .GSPE, up 1.1 percent, led the market's advance Chevron Corp CVX.N climbed 2.4 percent to $79.50 a day after it said its refining and marketing arm would return to profit in the first quarter.

Data showed U.S. wholesale inventories rose more than expected in February and sales at wholesalers reached their highest level in 16 months, brightening prospects for first-quarter economic and earnings growth.

Shares of technology companies, which are often among the first to benefit from economic strength, also outperformed the broadded 1.4 percent to $30.33ader market. Cisco Systems gained 1.2 percent to $26.60 and Microsoft Corp(MST.O)added 1.4 percent to $30.33
Most investors acknowledge that the recession has ended, and the question facing the market now is, 'Are we moving from a recovery to sustainable growth?'" said Michael Sheldon, chief market strategist at RDM Financial in Westport, Connecticut. "Economic data so far in April has been fairly encouraging."

The Dow briefly surpassed the psychologically important 11,000 mark late in the session for the first time since September 2008, when Wall Street was reeling from the credit meltdown, though on Friday, the Dow closed a shade below that milestone.

The three major U.S. stock indexes scored a sixth straight week of gains -- a positive run not seen since stocks rebounded from more than 12-year lows in March 2009.The Dow Jones industrial average DIJI gained 70.28 points, or 0.64 percent, to 10,997.35. The Standard & Poor's 500 Index .SPX rose 7.93 points, or 0.67 percent, to 1,194.37. The Nasdaq Composite Index IXIC added 17.24 points, or 0.71 percent, to 2,454.05.

For the week, the Dow rose 0.6 percent, the S&P 500 gained 1.4 percent and the Nasdaq advanced 2.1 percent.

Though some momentum indicators suggest the rally could start to run out of steam, the market has continued to grind higher and add another leg to the run-up started last March. The S&P 500 has gained 76.5 percent since it hit a 12-year closing low March 9, 2009.

"It's hard to rationalize how a market can keep going up without increasing amounts of volume to support the rally," Sheldon said. "At some point, that will become a factor, but at least for now, the trend remains higher."Worries about Greece's debt problems, which have weighed on stocks for weeks, eased after a European Union source said policy-makers had reached an agreement on terms of possible emergency loans for Athens. The U.S. dollar index .DXY slipped 0.8 percent. Earlier, stocks pared gains on news that Fitch downgraded Greece's debt rating