Essay on SLP 1 INFORMATION NETWORKING AS TECHNOLOGY TOOLS, USES, AND SOCIO-TECHNICAL INTERACTIONS Web Browsers’ Utility

Paper on SLP 1 INFORMATION NETWORKING AS TECHNOLOGY TOOLS, USES, AND SOCIO-TECHNICAL INTERACTIONS Web Browsers’ Utility Exposition on SLP 1 INFORMATION NETWORKING AS TECHNOLOGY: TOOLS, USES, AND SOCIO-TECHNICAL INTERACTIONS: Web Browsers’ Utility Article on SLP 1 INFORMATION NETWORKING AS TECHNOLOGY: TOOLS, USES, AND SOCIO-TECHNICAL INTERACTIONS: Web Browsers’ UtilityFormally straightforward PC programs, programs have really become the principle interface between the Internet and the man and the way how they play out their assignments decides our view of the virtual world. Be that as it may, the response to the inquiry â€Å"Which program is better?† isn't so basic and includes a few viewpoints, specifically, â€Å"Which program is progressively dependable while sparing data about the session?† or â€Å"Which program is faster?† or â€Å"Which program is more functional?†Further in this paper, we will give the primary aftereffects of commonsense relative investigation of Mozilla Firefox, Opera and Lunascape.First of all, it ought to be denoted that Mozilla Firefox is my standard program, generally on the grounds that it gives a full arrangement of web applications for working with mail, news , customer talk which could be broadly customized and enhanced with a great deal of additional items, both paid and free. The benefits of the program incorporate simple work with bookmarks, specifically, the capacity to import bookmarks from a formerly spared duplicate or from an alternate program. When working with various news and internet based life entries (The Economist, Pinterest, Taobao.com, and so on.), I’ve additionally assessed security in obstructing windows and the capacity to work with RSS, which has consistently been Firefox’s need in promoting (Jin et al., 2011, p.83). For the most part, Firefox security and protection settings spread all the fundamental highlights: they square phishing destinations and different noxious locales, Do Not Track mode permits blocking outsider treats. Likewise, Firefox 16 obviously shows the degree of security of a bank or an exchanging site (regardless of whether it is protected, with wellbeing being referred to, or the ass et isn't secure) by showing the relating symbol in the location bar, which has been not seen in other browsers.On the other hand, each of the three contenders have multi-tab benefits, the capacities for preferring most fascinating destinations, and autosave of information input, which are all vital while working at different locales at the same time (for example, making a similar inquiry demand in both Google and Yahoo, sticking tabs with live news, and opening Facebook and Twitter from top choices). The programs viable additionally offer an enhancement that works at crisis shutting, and after the dispatch, the program prompts to reestablish the last meeting. The last capacity, in any case, is essentially balanced in Lunascape, where on account of a blunder on any website page, just a single tab, not the whole program, gets closed.On the other hand, Mozilla Firefox is commonly overwhelming, and we need to concur with Grigorik (2013, p. 113) who comments that a great deal of its sett ings and expansions unfavorably influence the RAM by its occupation. This occasionally prompts dynamic lockup of every one of the all the while running procedures, which was especially striking as far as I can tell with ATP World visit site over-burden with blaze and Java content. In any case, similar issues were likewise seen in my work with the most recent Opera variant, which was especially irritating by not recalling recently spared testaments. In any case, Opera has chances to stack pages from the Internet quicker than different programs because of explicit techniques for traffic preparing by Opera Turbo. This capacity assists with working with moderate Internet and a generally low volume of accessible traffic. The application changes the page and afterward stacks it not from the server yet from the nearby stockpiling, for example text and essential structure components are stacked promptly followed by the media information, and design. Be that as it may, its work isn't general ly steady, and as training indicated it is obviously not reasonable for pages written in AJAX, as Garsiel (2013) explains.In this respect, we have to concentrate especially on the exhibition appeared by Lunascape. Here, it must be referenced that since its appearance available, Lunascape has been known as The World’s First Hybrid Engine Browser, as it is consolidating three of the most well known motors for handling and show site pages Gecko (utilized in Firefox), Trident (utilized in Internet Explorer) and WebKit ( utilized in Safari and Google Chrome) (Toto, 2008). Because of an advanced usage of Gecko innovation, this program is quicker than every other person in handling JavaScript situations, which was demonstrated by beginning Amazon.com. All things considered, despite the fact that the program engineers guarantee that Lunascape is twice quicker than Firefox in information preparing (information were acquired based on SunSpider Javascript Benchmark test results, Toto, 2 008), Lunascape 5 Alpha form for the most part begins more slow than its rivals. In any case, which progressively significant, the program offers the interesting capacity to rapidly switch between the three rendering modules. Hence, opening a site, you can indicate which of the three motors should open it, just as further relegate a specific motor to a specific page, and even test and think about the appearance and conduct of website pages with various rendering innovation. Because of this unusual arrangement, Lunascape disposes of the considerable number of issues related with cross-program similarity. Then again, this permitted designers to position Lunascape as an option in contrast to introducing a few distinct programs on one gadget, which I ordinarily do, by having Chrome, Opera, and Firefox all the while to utilize them for various errands. In any case, the fundamental downside of Lunascape is the absence of visual speed dial board, similar to those that can be found in Opera or Mozilla Firefox and affirmed their practical viability.On an entire, the usefulness and execution of each of the three programs demonstrated very idealistic outcomes, while the testing of Lunascape opened up new point of view includes a program may have, and its further utilization in my day by day life will be considered explicitly. Be that as it may, at sparing memory by turning off superfluous Mozilla additional items, it end up being quicker than others in handling information and Java situations, just as, to my abstract sentiment, consoled its authority in the instinct of plan and effortlessness of exemplification.

buy custom Ambulatory Care essay

purchase custom Ambulatory Care article Wandering consideration is a clinical consideration which is given on an outpatient case. Some clinical diseases don't require the patient to be admitted to the emergency clinic. They can be relieved while one is at home. These may incorporate; when one need to have a blood test, x-beams and numerous others. Network wellbeing focuses are the centers which are situated inside a network where the outpatients get their treatment from. Reciprocal and elective medications are the drugs utilized that are not up to the standard of a certified specialist or attendants. Elective medications allude to the treatment one get from a non qualified specialist. Reciprocal drugs allude to the treatment one uses alongside that treatment of a certified specialist. Psychological well-being tells the condition of soundness of an individual. Regardless of whether that individual is in an ordinary prosperity, or not (Hunter 2008). I have picked the articles on the sound approach, the expense of inability to order wellbeing changes by Garrett, Buettgens, Doan in March 2010. The other article is the way the National human services will influence various states a report by RAND Corporation in April 2011. In the expense of inability to authorize wellbeing changes articles, they are examining about the quantity of uninsured individuals in America will go up in five years to come. They are additionally discussing the quantity of the poor who spend on the states social insurance projects will be twofold continuously 2020, if there will be no significant acclimations to the ongoing medicinal services strategy. There is a gathering which did an exploration, and assessed the progressions announcing examples and social insurance costs that will happen broadly from 2010-2020, if significant changes are not done. The creator gives an assortment of scenes to assess the result. He says that in the most dreadful case by 2015, there will be a huge number of individuals who will be uninsured. The number will have expanded by 2020. What other place, tere were less individuals who were not protected in 2010. He includes that the center individuals will bear torment most without the alterations in light of the fact that the quantity of individuals without the wellbeing inclusion is going up. Workers from the little scope firms can't get protected on the grounds that the little firms are going down not offering protection in their organizations and by 2020 there will be extremely less little firms or none who will offer the protection. Also, the businesses who will be adding to the medical coverage will lay the weight to the workers in this way making them to contribute a portion of their cash in order to cook for the wellbeing administrations in this manner; their consumption will be extremely high b y 2020. The record presents the outcomes on crafted by the uninsured individuals by 2020 without the changes, giving wellbeing recompense by bosses, and the expansion of duties. There was a battle by RWJF to help for inclusion of wellbeing for all residents of the United States (Garrett Buettgens, 2010). On the other article about on how the National social insurance will influence various states, the RAND Corporation gave out the outcomes which the national human services changes will have on specific states, speculating the expanded expenses , and inclusion that are assessed in five unique states when the progressions are completely actualized by 2016. Among all the states determined; California, Montana, Connecticut, Texas, and Illinois, the quantity of uninsured individuals diminishes definitely under wellbeing changes. The state news inexact the aftereffects of the fundamental treatment state of the Patient Protection and Affordable Care Act on everything about five states. They likewise incorporates approximates of where the residents will get spread, and how it will adjust state consumption. As they get ready for the numerous prerequisites of human services transforms, they ought to likewise anticipate on what is coming down the road. The creator approximated how the wellbeing coverr improvement arrangements affected the quantity of state occupants who got or changed wellsprings of medical coverage. The changes they did in private, and open area use, and the plans they had. They build up out that huge number of the youngsters will choose to purchase the spread through protection associations being set up in each state to support each and everybody to get wellbeing inclusion. These approximations are to help on determination of the policymakers and authorities to anticipate the decisions that will most likely be wanted by insurance agencies, governments, just as people a scope of necessities of wellbeing upgrades are actualized (RAND Corporation, 2011). On my own viewpoint, the results given by the writers on every article are probably going to occur if extreme measures are not taken. On the expense of inability to establish wellbeing changes article, the little firms should ensure that they have a protection spread for wellbeing for every single laborer in their organizations. The crusade ought to likewise underscore on each resident of America to have wellbeing inclusion with the goal that it will cost them less on the off chance that they become ill. On the other article, it tells how the five states will profit when the wellbeing changes are actualized, and how every individual will profit. Wellbeing strategies are the strategies, choices, and procedures that are taken so as to achieve specific medicinal services targets inside the people.(Hunter 2008). In the event that these data about how every resident ought to be safeguarded, and how these wellbeing changes can be executed can be utilized by those policymakers, they should state that it ought to be obligatory for each other resident to be guaranteed. They ought to likewise ensure that this wellbeing changes are actualized and in doing so every other individual would be protected on the off chance that he falls debilitated in light of the fact that it will be more affordable for him to be dealt with, and he would get the best treatment. Purchase custom Ambulatory Care exposition

GetApp

GetApp In Barcelona we interviewed the founder and CEO of GetApp,  Christophe Primault. GetApp is a marketplace for business applications that helps companies find the right app.Christophe provided some insights why its better to start your company in Spain instead of in the US, how the business model works, some market statistics, as well as great advice for first time entrepreneurs.Interviewer: Hi. Today we are in Barcelona with GetApp. Christopher, who are you and what do you do?Christopher: Good morning. I’m Christopher, I’m the CEO of GetApp. I founded this company five years ago with Manuel, my cofounder. We are a marketplace for business applications where businesses of all sizes come and discover applications for their business.Interviewer: How did you come up with this business idea?Christopher: Both Manuel and I, in our previous jobs, were facing this issue about to how to get products distributed in the new world of cloud computing and online. We realized that there was no so lution in place, so we decided to build one.Interviewer: What did you do before you started this company?Christopher: I started my career at NCR, which is not a startup, it’s a big American company that has been there for ages, and I spent 15 years there. I ended up being the VP of Global Marketing, and then decided to do something a bit more entrepreneurial. So I built my first startup which was about data integrity and security. This startup really failed. So that was my previous experience before GetApp.Interviewer: Did you found this startup or did you just join them?Christopher: Actually I joined the startup but at the very very beginning.Interviewer: Can you tell us a little bit more about the business model of GetApp?Christopher: GetApp has two value propositions for two main stakeholders. For businesses, we help them discover business applications wherever they need to find them, it can be searching on the web, it can be searching on their mobile, it can be when they use a nother application and they want to find an additional feature that is integrated with the application they’re currently using. So that’s our value proposition to them. Wherever you are, you will find new applications that are suitable for your business, and GetApp will help you discover the right one.Our second biggest stakeholders are our clients. They are developers of businesses applications, it can be Software as a Service providers, or native mobile applications. For these companies we serve as an online distribution channel. We are generation leads for them online. They come to GetApp, they give us information about their product, we review their product independently, and then we organize this information so that people who really need the application find it.Interviewer: For these businesses can you cluster them as related to some industries or so, maybe you have more focus on one industry?Christopher: Today we mostly deal with what we call horizontal applications, or a pplications that offer a feature that can be used in any industry. As an example, customer relationship management, or project management, or an accounting online software. This is currently the core of our business, but the market is developing a lot towards vertical applications, applications for the life science industry, applications for the retail industry, or ecommerce industry, so more and more we’re going to this space. Rather than selling verticals today, we sell more horizontal solutions, but verticalizing our marketplace is definitely on the agenda.Interviewer: So the revenue model basically works like this that you get paid for the lead from the app developers?Christopher: It works very much like Google. We feature applications and we get paid for that. It is pretty clear for the client, for the end user that the application they’re looking at has featured. And then we get paid per click or per lead. Sometimes we also have revenue sharing every month with our clients .Interviewer: In terms of corporate strategy, what do you think are the main drivers that make you company stand out of the crowd?Christopher: First of all the main market driver is that more and more companies are testing and buying cloud-based software or native mobile software, just because it’s easier to get started with it and also it’s cheaper than traditional software. Today it represents about 7% of the total business software market, but it’s growing much faster than the traditional software. And there’s no established distribution channel for this new part of the software industry. And this the space we want to grab. So GetApp’s intention is to become the dominant distribution platform for the online business application industry.Let’s talk about the global market. What has made us successful in the last five years is two main things. The first one is customer service, we are extremely focused on making our clients happy. We never compromise on the quality of t he traffic we are sending to them, the quality of the leads that we are sending to them. And if our clients for some reason are unhappy, we are really on top of it to make sure that we understand why, and how we can fix it.The second scene is that from day one we’ve been very clear that we wanted to turn this business into a profitable business as soon as possible. So we’ve been very focused on selling and selling directly to the advertiser. I see a lot of young entrepreneurs who believe that they’ve got a great idea, and they put it on the web and expect people to come and buy. Usually it doesn’t happen, especially in the B2B world, which is our world. You need to establish your very close relationship with your clients, and it means talking on the phone with them, meeting them on a regular basis, understanding their needs, really paying attention to them. And both my cofounder and I come from this culture of where you’re nurturing the relationship with the client. We jus t put it into practice and that’s our main differentiator.Interviewer: What type of customers did you focus on first when you started this company?Christopher: Any one. We want more people to join our platform. But we started with the smaller or mid-sized business software developers, and as we gained credibility in the market we managed to break into the much larger players. You need to prove yourself before you can attract the big players in this world. And this is what we did. We still do our best to cater for smaller clients because they’re at the beginning and they are the ones who gave us a chance to succeed. But, clearly, as we are running the business we also need to pay application to our bigger customers.Interviewer: In terms of market development and this kind of distributing of apps, what is roughly the global market size, maybe in the US where you’re mainly focused?Christopher: Yes, we focus today mostly in the North American market, which represents 2/3 of the gl obal market. And we went there from scratch. We never intended to start anywhere else but in the US, although we are based Barcelona, and today this represents 90% of our market. Just to give you an example, the next markets are UK, Germany, but each of them represents about 6% or 7% of the total market size. So it’s pretty obvious where we need to get started.Now we’re starting to branch out into new countries. We’re French, so we picked France as our first date for expanding in new geographies. And we’re actually launching getapp.fr next month. So that gives you the size of the market. Today Software as a Service market, which is our core market, is about $40 billion dollar market. It depends on which analyst you talk to. In terms of marketing span in this industry, which is the market we’re going after, it’s currently about $2 billion dollars, and it’s increasing pretty rapidly.Interviewer: This $2 billion is only made for, let’s say, online marketing and mobile m arketing?Christopher: Yeah. I’m only talking about online marketing. The percentage of sales and marketing cost for software business developers, online marketing span represents roughly between 15% and 20% of their total budget.Interviewer: As you said that you were branching into new countries like France, etc., did you buy the web domains in the first place and secured that, because I can imagine, for example, it is the same with us, we have some ideas where we want to go next maybe in two, three, four, five years, we don’t know yet what we will do, so maybe we did not secure them right now.Christopher: We did a bit of that, but not as much as we should have done. The main reason is that we bootstrapped this company initially. So it was our own money and we were pretty careful in how to spend it. We bought a few country domain names, but not that many. Actually we let a very important one go because we just didn’t renew it, which was really stupid, so we make mistakes. But we went into the market and bought as many important country domain names as we could, which has cost us quite a lot of money.Interviewer: Did you raise some external money after you bootstrapped?Christopher: Yes, in 2011 we raised one million dollar, which is one of the biggest VCs in Spain, they’re a very efficient company and a profitable company now. It’s been very useful to get this capital, but we’ve really decided to grow and focus on the cash flow of the company to keep control and be independent from raising more money, although this is something we may have to do in order to ensure the growth to the level we believe we should be. So that’s where we are.Interviewer: At the point when you raised this money, had you been profitable already and just wanted to fuel your growth, or…?Christopher: No, at the time we were not, so they helped us making some important decisions that we would not have made only with bootstrapping. That was very useful. But now we are in a si tuation where we are profitable, and if we raise money it’s more for the growth and we do it in the right conditions for the good reasons.Interviewer: Christopher, we always try to teach some first-time entrepreneurs or people interested in entrepreneurship what not to do or what to focus on. Imaging your best friend calls you and says, ‘Hey Christopher, I’ve got a great business idea’, what advice would you give them?Christopher: I think the main advice â€" and it’s always difficult to say that to entrepreneurs, because to be an entrepreneur you need to be crazy, if you’re not it’s not real â€" but they need also to be very realistic about their own capabilities. There are things we are good at and things we are not good at. That’s for me and that’s for anybody. So my biggest advice would be go and talk to people who have been there, that have expertise, ask them to do some sanity checks at every step as an integral part of your business, and learn from others. As entrepreneurs we tend to be over-optimistic and believe that we know it all, and it’s not the case. So go out there, test your ideas with people who can tell you whether you are right or wrong or in the right direction, and at the end of the day you make up your mind on whether you want to listen to them or not. But at least take this piece of advice from people who maybe have more experience than you.Interviewer: Thank you very much Christopher.Christopher: You’re welcome, thanks for coming.

GetApp

GetApp In Barcelona we interviewed the founder and CEO of GetApp,  Christophe Primault. GetApp is a marketplace for business applications that helps companies find the right app.Christophe provided some insights why its better to start your company in Spain instead of in the US, how the business model works, some market statistics, as well as great advice for first time entrepreneurs.Interviewer: Hi. Today we are in Barcelona with GetApp. Christopher, who are you and what do you do?Christopher: Good morning. I’m Christopher, I’m the CEO of GetApp. I founded this company five years ago with Manuel, my cofounder. We are a marketplace for business applications where businesses of all sizes come and discover applications for their business.Interviewer: How did you come up with this business idea?Christopher: Both Manuel and I, in our previous jobs, were facing this issue about to how to get products distributed in the new world of cloud computing and online. We realized that there was no so lution in place, so we decided to build one.Interviewer: What did you do before you started this company?Christopher: I started my career at NCR, which is not a startup, it’s a big American company that has been there for ages, and I spent 15 years there. I ended up being the VP of Global Marketing, and then decided to do something a bit more entrepreneurial. So I built my first startup which was about data integrity and security. This startup really failed. So that was my previous experience before GetApp.Interviewer: Did you found this startup or did you just join them?Christopher: Actually I joined the startup but at the very very beginning.Interviewer: Can you tell us a little bit more about the business model of GetApp?Christopher: GetApp has two value propositions for two main stakeholders. For businesses, we help them discover business applications wherever they need to find them, it can be searching on the web, it can be searching on their mobile, it can be when they use a nother application and they want to find an additional feature that is integrated with the application they’re currently using. So that’s our value proposition to them. Wherever you are, you will find new applications that are suitable for your business, and GetApp will help you discover the right one.Our second biggest stakeholders are our clients. They are developers of businesses applications, it can be Software as a Service providers, or native mobile applications. For these companies we serve as an online distribution channel. We are generation leads for them online. They come to GetApp, they give us information about their product, we review their product independently, and then we organize this information so that people who really need the application find it.Interviewer: For these businesses can you cluster them as related to some industries or so, maybe you have more focus on one industry?Christopher: Today we mostly deal with what we call horizontal applications, or a pplications that offer a feature that can be used in any industry. As an example, customer relationship management, or project management, or an accounting online software. This is currently the core of our business, but the market is developing a lot towards vertical applications, applications for the life science industry, applications for the retail industry, or ecommerce industry, so more and more we’re going to this space. Rather than selling verticals today, we sell more horizontal solutions, but verticalizing our marketplace is definitely on the agenda.Interviewer: So the revenue model basically works like this that you get paid for the lead from the app developers?Christopher: It works very much like Google. We feature applications and we get paid for that. It is pretty clear for the client, for the end user that the application they’re looking at has featured. And then we get paid per click or per lead. Sometimes we also have revenue sharing every month with our clients .Interviewer: In terms of corporate strategy, what do you think are the main drivers that make you company stand out of the crowd?Christopher: First of all the main market driver is that more and more companies are testing and buying cloud-based software or native mobile software, just because it’s easier to get started with it and also it’s cheaper than traditional software. Today it represents about 7% of the total business software market, but it’s growing much faster than the traditional software. And there’s no established distribution channel for this new part of the software industry. And this the space we want to grab. So GetApp’s intention is to become the dominant distribution platform for the online business application industry.Let’s talk about the global market. What has made us successful in the last five years is two main things. The first one is customer service, we are extremely focused on making our clients happy. We never compromise on the quality of t he traffic we are sending to them, the quality of the leads that we are sending to them. And if our clients for some reason are unhappy, we are really on top of it to make sure that we understand why, and how we can fix it.The second scene is that from day one we’ve been very clear that we wanted to turn this business into a profitable business as soon as possible. So we’ve been very focused on selling and selling directly to the advertiser. I see a lot of young entrepreneurs who believe that they’ve got a great idea, and they put it on the web and expect people to come and buy. Usually it doesn’t happen, especially in the B2B world, which is our world. You need to establish your very close relationship with your clients, and it means talking on the phone with them, meeting them on a regular basis, understanding their needs, really paying attention to them. And both my cofounder and I come from this culture of where you’re nurturing the relationship with the client. We jus t put it into practice and that’s our main differentiator.Interviewer: What type of customers did you focus on first when you started this company?Christopher: Any one. We want more people to join our platform. But we started with the smaller or mid-sized business software developers, and as we gained credibility in the market we managed to break into the much larger players. You need to prove yourself before you can attract the big players in this world. And this is what we did. We still do our best to cater for smaller clients because they’re at the beginning and they are the ones who gave us a chance to succeed. But, clearly, as we are running the business we also need to pay application to our bigger customers.Interviewer: In terms of market development and this kind of distributing of apps, what is roughly the global market size, maybe in the US where you’re mainly focused?Christopher: Yes, we focus today mostly in the North American market, which represents 2/3 of the gl obal market. And we went there from scratch. We never intended to start anywhere else but in the US, although we are based Barcelona, and today this represents 90% of our market. Just to give you an example, the next markets are UK, Germany, but each of them represents about 6% or 7% of the total market size. So it’s pretty obvious where we need to get started.Now we’re starting to branch out into new countries. We’re French, so we picked France as our first date for expanding in new geographies. And we’re actually launching getapp.fr next month. So that gives you the size of the market. Today Software as a Service market, which is our core market, is about $40 billion dollar market. It depends on which analyst you talk to. In terms of marketing span in this industry, which is the market we’re going after, it’s currently about $2 billion dollars, and it’s increasing pretty rapidly.Interviewer: This $2 billion is only made for, let’s say, online marketing and mobile m arketing?Christopher: Yeah. I’m only talking about online marketing. The percentage of sales and marketing cost for software business developers, online marketing span represents roughly between 15% and 20% of their total budget.Interviewer: As you said that you were branching into new countries like France, etc., did you buy the web domains in the first place and secured that, because I can imagine, for example, it is the same with us, we have some ideas where we want to go next maybe in two, three, four, five years, we don’t know yet what we will do, so maybe we did not secure them right now.Christopher: We did a bit of that, but not as much as we should have done. The main reason is that we bootstrapped this company initially. So it was our own money and we were pretty careful in how to spend it. We bought a few country domain names, but not that many. Actually we let a very important one go because we just didn’t renew it, which was really stupid, so we make mistakes. But we went into the market and bought as many important country domain names as we could, which has cost us quite a lot of money.Interviewer: Did you raise some external money after you bootstrapped?Christopher: Yes, in 2011 we raised one million dollar, which is one of the biggest VCs in Spain, they’re a very efficient company and a profitable company now. It’s been very useful to get this capital, but we’ve really decided to grow and focus on the cash flow of the company to keep control and be independent from raising more money, although this is something we may have to do in order to ensure the growth to the level we believe we should be. So that’s where we are.Interviewer: At the point when you raised this money, had you been profitable already and just wanted to fuel your growth, or…?Christopher: No, at the time we were not, so they helped us making some important decisions that we would not have made only with bootstrapping. That was very useful. But now we are in a si tuation where we are profitable, and if we raise money it’s more for the growth and we do it in the right conditions for the good reasons.Interviewer: Christopher, we always try to teach some first-time entrepreneurs or people interested in entrepreneurship what not to do or what to focus on. Imaging your best friend calls you and says, ‘Hey Christopher, I’ve got a great business idea’, what advice would you give them?Christopher: I think the main advice â€" and it’s always difficult to say that to entrepreneurs, because to be an entrepreneur you need to be crazy, if you’re not it’s not real â€" but they need also to be very realistic about their own capabilities. There are things we are good at and things we are not good at. That’s for me and that’s for anybody. So my biggest advice would be go and talk to people who have been there, that have expertise, ask them to do some sanity checks at every step as an integral part of your business, and learn from others. As entrepreneurs we tend to be over-optimistic and believe that we know it all, and it’s not the case. So go out there, test your ideas with people who can tell you whether you are right or wrong or in the right direction, and at the end of the day you make up your mind on whether you want to listen to them or not. But at least take this piece of advice from people who maybe have more experience than you.Interviewer: Thank you very much Christopher.Christopher: You’re welcome, thanks for coming.