Good morning, everyone. I'm Donna Prosser with the Patient Safety Movement Foundation. We're here to bring you another COVID-19 update. Our speaker today, Dr. Ed Kelly from the World Health Organization. Hello, Ed. Be remiss, we didn't give you a little bit of an update about where things are and I guess especially given some of the foundation's core group coming from around the world, but also especially in the US, one thing to flag is the large number still of cases, the biggest cases in the United States and Russia, the in terms of confirmed cases and also deaths. You know, we are down in terms of the rate of increase, which was at a very high rate about a week and three weeks ago even, but still moving at high rates and still increasing in a whole number of countries. Next slide, please. And you can see this on the graph here. The back when we thought things were crazy is the first part of that little orange when things were in China. The number of cases is going up. It's at a rate that's a bit slower than we had earlier at the end of March, but still rising. Deaths have fallen and those are particularly because of death rates falling in a number of European countries, but we'll come back to that next slide. And I'll just go through the different regions. I won't spend so much time on them. I really encourage you to look at these because it's fascinating the different shape of the curve. And you can see very different, it's not strictly speaking a case fatality rate, but if you can see the distance between the black line and the top of the cases curve, it gives you some idea of the difference across the different regions. Concerns and whiplos is that things have moved into very big countries such as Philippines. And I would just flag briefly here this issue of solidarity and the issue on Singapore, which I'll come back to before we close. Next slide. And you can see Sierra, a very steep climb as it's moved into India, Indonesia and Bangladesh. In a big way. Next slide. Euro, you can see everybody I know who lives around where we are, particularly in Switzerland, which has had good results recently and France less good, but still better, much better than recently. Very excited. My daughters are pleased, but there is a very slow and cautious process right now about considering about reopening. And we can come to some of those in your questions and answers. That's not been the case with some nations and some states in the U.S. I guess without singling out any given country or state, that has to be done by local officials. I think we have to be cautious about the move forward on some of this. Next slide. The, this is the picture for MRO with the rising set of cases was just on with the regional office today, both with regional director and the deputy regional director. A lot of concern about big new cases in Saudi Arabia as well as in other parts of the other parts of the region. But very interesting in terms of the death rates and flattening basically through that whole time. So it looks very different from what happened in Europe. Next slide. PAHO, which obviously is heavily influenced by what's happened in the U.S. deaths just recently down in the U.S. But I would just say if you can look back a couple weeks, we thought we were headed down on deaths and cases and deaths, both of them jumped back up. So I think we should not expect that death rate to continue to fall necessarily if you look up above it with a big increase in cases that could come. Next slide please. And Afro, a very different picture in terms of we've got a lot of numbers are very much, much lower. You've got a very different case fatality rate interestingly, very different age structure there, but also very, very different capacity. We had a call with, anyway, the tiny, tiny microcosm of the continent, but South Tome and Principate, they basically have zero lab capacity. So they are, there was some WHO has managed as part of this big global supply chain operation, which was launched yesterday at a press event at the UN Palae here. We've managed to get solidarity missions with supplies to all 52 of our Afro countries, which is a great thing, but and rapid diagnostic tests out there. Actually, some countries like South Tome and Principate because of the limitations on lab capacity are using these rapid diagnostic tests, actually not in line with WHO's recommendations about those rapid diagnostic tests because there are not other capacities. So I think the health system capacity will be a big question mark for Afros as we go forward. Next slide, please. Just a quick view and I'll come back before we break, but to break question by John about Sweden's approach, but the overview of age and sex in the case reporting form, the CRF, that's our database here. Again, I'll come to the conclusions on this just after this. So next slide. And you can see here, interestingly, the sort of the age and sex breakdown that we have here across the different age groups, sort of relatively equal in terms of the two. So gives you the outbreak in different parts of the world really, but quite equal across the two time periods. Next slide, please. So just, you know, some conclusions is very rare to detect cases in children. Those of you who have followed some of the news today about this sort of, I mean, it's not a Kawasaki syndrome-like scenario, but this sort of rapid deterioration of post infection for some very, very small number of children. So that's something to apply. But generally, very small cases in children and some countries with having a shift to the oldest age cohorts and other countries with that have more of a pyramid-shaped population of disease shifted to slightly younger and middle ages. So the age distribution isn't changing much in countries across different countries. We see a few exceptions I know there. But some of this, we think, could be also the way that we track cases and tests. And then a slight difference of severity and disease based on gender as well. And obviously, we've talked about the age distribution in terms of the severity. Next slide, please. So just to spend a bit, a moment on this issue of health systems in COVID. It's been a huge, huge burden. It is, for all of our regions, the number one concern right now is the impact on essential health services and the potential for both regular chronic care services to just be left aside as well as essential sort of acute services to be done. And a big dilemma about balancing the risks associated with keeping health services up and running and what you put off to later. Next slide. So we've given a bit of an update on our work. And again, I'll go, I'm going through it quickly just so we leave time for some questions since we've left a shorter time period for this and logged on late. But we have this health services and systems work within WHO's response. That is a core piece of work that funding is coming for from World Bank, from the EU, from Gavi Global Fund and others, four countries. There's operational guidance on this. We've now just finished some work on guidance on how to maintain essential community based treatment and outreach services. Those are big important pieces of health care delivery around the world. We've also really pushed for obligatory hand hygiene stations in public spaces and given guidance about that. In some countries you see that really taking off and others like my own in France, I really wish we had some more and there's going to be a push for that as the country starts to open back up after May 11. Next slide. There's some important guidance on and work that we do on coordination and convening and really trying to manage some of the knowledge work. I think having this feature with the Patient Safety Movement Foundation has been a core piece of that in terms of both gathering information and also getting information out there. Next slide. This is the picture of the guidance and the recommendations that are there. There's a set of targeted immediate actions around this and really trying to help countries think about six real areas. Next slide. Give them programmatic guidance about how to maintain services. It's really about setting up the governance mechanisms for the response protocols in terms of the services. Identify what are the services you're keeping there. We suggest some but obviously it's related to the specific context. Trying to optimize those service delivery settings. So setting up the triage and shifting tasks and shifting services as they need to be. Ensuring effective patient flow and we have guidance on that and also redistributing health workforce capacity and then looking at what are the mechanisms to maintain available medical essential medications. The second biggest concern that all of our countries have is on this global supply chain and how the interruptions because of border closures as well as even within countries restrictions on travel have meant that essential supplies in many parts of the world were difficult to get to the front line already. So now it's even doubly difficult and some of the focus now on getting PPE and sort of testing and this kind of thing to the front line with big planes flying around means that this is something that we will have difficulty now making sure that some of the central medicines can be also brought along as well. Next slide please. So some of the hand hygiene recommendations we have already put out there in terms of obligatory stations and then trying to really improve hand hygiene and its approach on the next slide. I would try to remind people about the 5th of May which is five five and it's a meaning five fingers and on your two hands and that's our official hand hygiene day every year. It's part of our was our first global patient safety challenge and this is our global day and this year what the focus was already on the year of the nurse and the role of nurses and midwives and safe patient care and some of the messages there you see that's really for everybody. So just that's coming up and I would really encourage people to get on social media and we can through the foundation we hope to amplify the the message on this and DG Tedros will be making some good messages on this as well. Next slide. So the couple tools that are out there that help plan some of this issues around task shifting and around and around essential supplies we've mentioned and these are the the items that are there and they're available on the website. Next slide and just to close with the idea that this it's very clear that this isn't just about delivering COVID care it's about essential services and it's not just about sort of essential health services and the health system and recovering in the health system it's really about societal recovery. I mean the idea that that there is full scientific decisions being made around the reopening of societies is just not fully there's as much science as can be brought there but there's no decision maker that that is able to look at science and able to say okay now exactly at this moment is the right moment according to science to reopen by this amount kind of thing. So this framework from the Secretary General that we worked on a lot takes the last pillar of WHO's response which is around ensuring essential health services and takes a very health first approach and makes it the first pillar of the of the UN's roadmap for working with countries on this but it then looks at jobs it looks at trade it looks at a whole range of issues that need to be tackled to really bring back countries and all of us I think anticipate that we will not be going back to what we had before actually I hope we don't. I am now hoping that I never have to wonder whether someone's in the office or not about having a meeting anymore that we just send the link and people can show up virtually. I seriously hope that WHO does you know maybe not no travel anymore but at least of a drastically reduced travel the air is cleaner over Paris than it's ever been over Bombay as well over Delhi rather as well and there are many things that'll be different. I think though that one of the issues that I want to come back to to close and come to some of these questions was this aspect of solidarity. There will we will not be no country that is ready to just be back to the way it was before until all countries have really solved this issue and there's no country that can solve it for part of its population. If you look at Singapore and it's a country that I've worked with quite a bit on patient safety issues actually it has got an excellent healthcare system it's got great surveillance it's got a very good public health system it's got a population that how should we put it in relation to perhaps as an American or as someone living in France we not so good at following orders sometimes but to say in Singapore people are will you know they'll comply with messages from their government so they crack down very early as it were and and had a great control and it was a model for the world but there is also a large population that are migrant workers that come to work on construction come to work in restaurants come to work cleaning and all sorts of other tasks and they the virus because they're outside the formal economy and outside of really formal healthcare systems it restarted there and it is now restarted in a huge way in Singapore so this will happen in literally every single country in the world and the Dr. Tedros likes to say the virus the virus exploits and shines the light on the cracks big and small we have in our societies and nothing could be more true than that as we head back I think John's point about you know comments on Sweden and its approach shows that how should we put it that maybe there are fewer cracks in the Swedish society and also the sort of an ability to it may be related to sort of a trust ability there's also good testing strategy there but I think that for all of the countries that are opening back up some countries never really closed there definitely will be a rise in cases there's nothing that has changed between before when we had lots of cases coming the only thing changed we closed everything down made people stay home now that we don't if we start to not have that for sure we will have cases coming again so it's a question of watching the rate of increase where the cases come and really being able to try and trace the work and people taking a modest approach as they go forward so maybe I'll stop there and I see there are a few other questions but maybe John I'll just pause and see if how you want to go through some of the questions and see if there are any anything others that you'd like there's a few questions actually and so you know and so I have some folks helping me out who are collecting some of the information so question was the first question was about the World Health Assembly do you have any information on whether or not it'll be postponed this year or will it be virtual yes the current guidance that we've been given on that is that it'll be virtual that's been the discussion the exact sort of format is still being finalized but the the sort of draft um how should we put it the draft agenda for it right now is looks to set up a proposed set of arrangements that has between the 18th and 19th of May there would be a virtual meeting in virtual plenary using video conferencing and the specifics would be communicated you know through the governing bodies and that the agenda would be you know the agenda was agreed and at the executive board would be much abridged if they speed be the opening a discussion around COVID and the election of the executive board members and most of the other decisions the decisions would be put in an omnibus document for silent procedure and that there would be most likely later this year if possible there would be a special additional World Health Assembly sort of a that would take up some of the more problematic business great thanks another question was regarding use of chronic health care services those right now who are chronically ill or maybe have a an acute problem that can wait or avoiding health care because of COVID so how do you see that impacting serve health care services moving forward especially after we begin lifting restrictions yeah I think it's um uh you know WHO has tried to be really clear with this sort of essential services work to say that like there's a range of essential services that need to keep going and countries need to figure out a way to safely uh offer them we've offered some guidance there's IPC guidance that's offered there so people should not be staying home when they have essential services that are there now um if it's an elective surgery if it's um something that can safely wait there's absolutely no reason then to not so to wait on that um and also to give a break for uh for busy health care facilities but um definitely you are doing much much more damage if you stay at home and don't seek care for all sorts of things for chronic uh conditions whether it be um uh regular checkups for diabetes or whether it be a care for your asthma whether it be your cancer treatment now many localities and local health care providers are struggling to deliver those services so that's a different matter um in principle all of that stuff should must must keep going in practice many places are are really struggling uh with this and I think that's um something that we need to do a lot more on in terms of uh providing providing those uh services and figuring out a way to remotely deliver care to make home deliveries to um home visits even whether or there are possible okay yeah no that's a very good point I think home home care is definitely going to to be one of the things that we see changing in the future you mentioned also that you know there's we were really looking at a new normal here what do you think that that means for PPE moving forward you know we've learned a lot about the need for um for certain PPE and aerosolized procedures do you see that changing after the COVID pandemic slow down um I think what's fascinating as someone who's a patient say anyway but we're all patient safety people but so I don't know if other folks would agree but I am fascinated with how um it happened also a little bit with uh you know under SARS but like how now the topic of infection prevention and control whereas it used to be I think we said this earlier and um used to be sort of uh these the special people that were on you know the seventh floor of your hospital and we're kind of the anglery retentive people that went around and checked everything all the time and everything had to be just right kind of stuff and where you wash in your hands and everyone rolled their eyes at them to now like literally everybody in the community cares about infection prevention and control and so um I think they're they're obviously they're more effective and really sort of less effective um kind of security blanket type um uh things around PPE I think that in healthcare settings um what what I hope change is the the guidance from WHO and from most from CDC from ecdc has not really changed um in terms of the basic standard precautions so standard precautions and um need to be there but I think what will change is organizations approach to how you organize for preventing infections and everything we've ever studied on this shows that the way you organize services and the way you kind of follow up and check on on infection prevention has a much much bigger impact than whether or not you're wearing a particular mask or the a particular type of of PPE but um so I think that I hope that at least in healthcare settings every single hospital in the world and every single care provider in the world has a designated focal point for IPC who has tools like checklists and regular checks on this and that they follow some of the training that WHO is putting out that we're launching a new app with our the WHO academy that's starting just this week that'll put all of our training on online for people and uh I hope IPC is the number one downloaded uh training. Great well we'll definitely share it on our website for sure and then one more question I know we are a few minutes over but if you've got time there was a question related to um COVID and strokes we're hearing all kinds of different presentations of COVID um I even heard about COVID toe yesterday for the first time can you speak to what you're saying around the world is is every country experiencing these same odd symptoms from COVID? Yeah there has been a lot of discussion around these um uh around these different uh symptoms you know for the most part um uh you know for while we're all talking about the um loss of taste and smell and you know other things like that um that has been investigated um it's been found to be present for some patients not sort of in the vast majority and not significantly higher and not really useful as a specific um kind of symptom I and I think it's really coming it's not to say that that those don't have merit at all and I think there's tons we do not know about this disease that's the whole nature of a novel virus but um it's uh I at least our feeling is so far is that there hasn't been that kind of um breakthrough symptom that would allow us uh additional symptom because actually fever and cough is very unspecific uh in terms there's lots of stuff that goes with that but um so everyone's been looking for what what are some of those little keys that might tell us that yaha this is COVID and it's not just some regular flu or not just the um hay fever or something else um and uh that so far there hasn't been that hasn't been that breakthrough but for sure we are it's one of those things we're monitoring all the time um and uh we definitely come back to the group if there's anything that's a super substance on it on the stroke question um I'll have to do a little bit more digging about what's the latest because I haven't followed it and uh we haven't dug into it in the last couple days but um I'll come back to you down with anything that we find that would be great thanks well I know we are we are over our time and I really appreciate you joining us today as always we have enjoyed speaking with you and learning about what you guys are doing and and and it's just so it's so helpful to hear about what's happening across the world I think that you know your your comment about solidarity is so very important right now we we are all dealing with the same thing and it's great to learn from each other thank you good thank you so much John and really thanks to the foundation for um setting aside the time and for folks being online I really honestly if um if you didn't have time uh to uh if we didn't come to your specific answer um you know maybe with John and we can work together and come back with some written stuff that you can post on the website um for anything that that that would be useful particularly there's lots of stuff on long-term care lots of stuff on uh classifications of mortality and these types of questions that people are wondering about so I'm happy to happy to spend a little bit more time offline and and you can share it the next time everyone's together that would be fabulous yes everybody please send us your questions you'll get a survey after this webinar and please let us know if there are any questions that you have we can post them on our website or send them via email great well thank you very much again for your time and we hope to talk to you again in a few weeks sounds good and we'll be back okay thanks bye bye everybody


Hello, everybody. I hope you're all doing well. Thank you for joining me today to talk about encouraging repeat purchase behavior with your customers. Let's jump right in. My name is Samyanta Naraharisetti. I'm a product manager at House. For those of you that are unfamiliar with House, we are a home design inspiration platform. We also have a e-commerce slash marketplace at House that sell home goods and furniture and that is the team that I'm part of. Here at our marketplace, I specifically focus on repeat purchase behavior and the overall customer lifetime value. If you'd like to connect with me later or just ask many questions, you can find me on LinkedIn. Just look for me with my full name. A little bit of background about me. I started off my career as an iOS developer for a banking client without a consultancy services. Here I was working on building iPhone and iPad applications for this banking client. I left that role to pursue my master's, get an MBA. I went to business school at the University of Arizona with the hopes of actually moving into tech consulting. While in school and through my internship, I got introduced to the field of product management and decided to pursue that field instead. Out of school, I landed a product manager position at Overstock on their mobile apps team. Thanks to my iOS Dev background. At Overstock, I was focused on customer acquisition and conversion, so essentially getting people to download the app and make a purchase on the app. After Overstock, I moved on to Carfax to launch a new product for them from scratch. So this was like a web-based product. It was a web-based marketplace and my focus was organic traffic growth and user engagement on the platform itself. So here's the agenda for today. We'll start off with quickly looking at the definition of repeat purchase and why you should care about instilling a repeat behavior with your customers. We'll also talk about what counts as repeat, is it just conversion? Finally, we'll look at some tactics or levers that encourage repeat along with some examples that some other companies are doing with these tactics. So firstly, what is repeat purchase? As the name suggests, repeat purchase is buying from you or buying your product over and over again. This can be prompted or unprompted. We'll go over what that means shortly. But it is building that behavior until it comes naturally to your customer that you are no longer investing in them anymore. Typically, this behavior is measured in a metric called repeat purchase rate, and it looks at how many customers place more than one order in a given period of time, whether that's 30 days, 90 days, or even 12 months. Repeat rates can vary from industry to industry and business to business. So you need to measure accordingly when you're looking at the repeat rate at your company. For example, average repeat rate in retail e-commerce tends to be between 20 and 30 percent. But like I said, it can vary from company to company. Now that we've set the state on what repeat means, we need to quickly talk about why this is a big deal. A direct result of repeat behavior is obviously more sales and higher GMB or gross merchandise value. But it also lowers your customer acquisition costs because you are now spending less and less to make that sale. These repeat customers, they tend to be great advocates for your brand because they like your product, they keep coming back and now they become great sources of word of mouth, like organic marketing for you. Finally, this behavior builds loyalty with and for your customers, which is just great to have. Now, so far in our conversation, when we talk about repeat, we've only been talking about sales or conversion, but a sale is not always the right approach because your customer, they may just not be ready yet. They might be higher up in their purchase journey of funnel. This is why repeat should not just be about conversion. You need to think about in two ways, conversion and engagement. So conversion, yes, it directly moves the needle on the repeat purchase rate, but when the time is not right, you need to think long-term. You need to find ways to engage your user so that when they're finally ready, you're on top of mine for them, they come to you to make that purchase. Continuous and meaningful engagement is a great way to have stickiness for your product. So far we've talked about what repeat purchase means, why it's important. Now let's look at some levers and tactics to improve repeat purchase rate. So the levers are in a very high-level product. Your post purchase experience and marketing. So within each of these levers, there are some tactics that various companies use and we'll go over each of them. I also wanna go back to the conversation about repeat behavior being both conversion and engagement and not just conversion. You'll notice that each of these tactics falls into either one of them or both depending on like who you are and how you're using each of these tactics. And as we talk through each of these, I encourage you to think about what you're currently doing at your company or what else you could be doing related to each of these. So let's talk about product first. First and foremost is the product itself. So we're talking about your digital product, whatever it is, an app or a website. The user experience on your product must be frictionless. A user should be able to go from start to finish seamlessly. I'd encourage you to test a customer's happy path on your website from time to time and reevaluate it. See if there's anything that needs to be changed. You need to ensure that the overall product, it's easy to use and if you can, make it fun. It makes the customer want it to come back. Do a lingo does if any of you have used it. Next is signups. So signups or account creation is a valuable weapon to have as a product owner. Once you have a user's email address or phone number, you can target them and communicate with your users throughout their purchase journey and even afterwards to bring them back. A common way to get a user's email or phone number is using pop-ups or models across the site and they're usually like an incentive or coupon attached. You'll see this when you visit a website for the first time or even after you've made a purchase, you'll see them trying to get you to create an account. So speaking of coupons or incentives, you can simply give your customers an incentive for the next purchase. And this is what we talked about earlier in the repeat purchase definition about prompted or unprompted sales. This is sometimes the first step in getting the user to like what they're buying from you and to keep coming back. Hopefully for subsequent purchases, they come back on their own and you're not like having to invest more coupons in this user. But you need to remember to be strategic about your coupons, give them an expiration date, give them like a coupon max price or like a minimum spend. You need to find the right coupon for you, for your bottom line and for your budget. So, in this example, like you can see, Portland Pi is giving away coupons for like $5 max after spending a minimum of $25 because that's what makes sense for them. So you need to evaluate what makes sense for you. The fourth tactic is app downloads. In general, app users tend to have higher engagement and conversion rates.  And apps are able to communicate with the user almost immediately through like push notifications with just like a gate engagement play. A very common way to like get more app downloads is via smart banners on mobile web. You must have seen these banners on a lot of like mobile websites. So it's just like a little banner at the top. These are great because when a user clicks on them, it takes them to the app store and then jumps them to the app. So the user's kind of left kind of seamlessly using your product on the app from mobile web. Next up is personalization. Personalization is important because you and I are not the same. Your website should not be looking the same for both you and me. You should be personalizing the site to your customer based on their activity on your site. So basically what they've been doing on your site plus what many other customers like this very customer have been doing on your site. This is called collaborative phishing and it's more sites like Amazon and a lot of other like sites use. Have you ever noticed that when you're browsing for a product, you see suggestions of other items that may be similar to the one that you're looking at or sometimes you get recommended a very random product and you end up buying it. So we are using personalization as a way to get users to explore more products until they find the one that they like and want to buy. In a repeat context, sometimes when a user has already made a purchase, we can recommend them other products. This can be either via email or when they come back to your site. These recommendations can either be the complementary nature. So for example, recommend a brand to somebody that is just bought a couch or these recommendations can be completely like expertory in nature. So maybe you're recommending a bathroom vanity to somebody who's just bought a couch because you think this user might have moved into a new house. So recommendations like these, they encourage users to click around and buy more items and kind of keep coming back to your site. The next tactic is a good rewards program. This is a form of gamification and it's a great way to keep the user coming back, whether you're giving them like points for making a purchase that they can redeem later or giving them points, writing reviews or giving them like fee shipping, pre-ridones, whatever it is, if it's something that benefits them and it's something that will excite them or something that they will care about, it is a great way to keep the users coming back. You need to find out like what users are excited about and put them as first way of rewards program. So you're making that behavior, bringing them back to make more and more purchases. And finally, community building. This is by the people, for the people play. You are more likely to believe your friends and your family or even your community rather than like a company that's trying to sell you their product. This is kind of the same way. So having ratings and reviews or customer Q&A, it engages users on your platform and it provides social proof about your product to other new users.  This is a way to encourage users to give back to the community also because if you as a user if you've made a purchase based on other reviews, a lot of the times you're enticed to come back and give reviews that may be helpful for others. So you're keeping users engaged on your platform. So moving on to the next lever, which is a post-purchase experience. The tactics here are not necessarily like related to your website or app or just your product itself but it plays a crucial role in the overall experience the user has with their company. You want them to like feel good and confident about coming back to you to make a second or more purchase with you. The first tactic here is logistics. A lot of retail companies today, they've trained our customers to expect really quick, super fast delivery. If you're a company that can do this, play this to your advantage. But if it's not possible for you, like sometimes really fast shipping can be really expensive or sometimes it just might be not possible because you ship like large items. In this case, your best bet is to be as accurate and honest as you can with your customers. So they know what to expect when they're making that purchase. And finally, you wanna make the whole process easy for them. For example, if you need to schedule a delivery, don't make them do like a million things before they can actually do that. Like make it super quick, make it one platform so they're not jumping across websites. And just make it overall pretty easy. The next one is post purchase transactional communication, meaning emails or push notifications or maybe even SMS related to a customer's order. As a user, you always want to be in the know about your order, get to know when your order's confirmed, if it's shipped, if it's delivered, any tracking information, if it's going to be late, et cetera. This is a nice way to alleviate any anxiety for the user and provide a good experience for them. Also, have you noticed sometimes that these emails have product recommendations? So this is a nice way to cross-sell your customers and other products and get them to make a purchase like after they've already made a purchase. So the third one is returns and just the return process. You wanna be clear and upfront about what your return policy is so your user is not left surprised. Keep the process easy and stress-free as you can and give the user options on where they wanna return things if they wanna do things digitally or manually. Just things like that you need to, again, if the theme is on a post purchase, you need to keep it simple. And lastly, having a good customer service team can make a lot of difference. Your customer service agent should know your product and be able to answer questions and help the user navigate a problem with ease. Anytime you launch a new feature or product, customer training should be one of your to-do items as part of your product launch strategy. You should also look at providing self-service options because not everybody wants to call in or wait on the phone, especially for me and I'm sure many of you, you'd rather just do it on your phone rather than call in and get it done. Great. So our last lever is marketing. I do wanna point out that there are many more things that you can do under marketing here, but I'm only outlining things that you can do pertaining to like repeat conversion or engagement, but obviously marketing is like a huge bubble. So the first is paid retargeting or remarketing. A shopper rarely, you know, they make a purchase in their first session on your website or anybody's website.  So sometimes in the process, they might not come back. So what you wanna do is you wanna reel them back in because these are customers that have shown high shopping intent on your site. You know, they've viewed a product or two, they spent a lot of time on your site. So retargeting ads are a great way to do that. I'm sure many of you have seen this and they're a great way to remind the customer of a product that they were browsing. How many times has this happened to you? You were looking at a product, you know, maybe some boots, you go away and see an ad for the same boost on like a blog or on Facebook. You get maximum impact if you pick a certain set of audience, like users who have been browsing a certain number of products or users who've spent like X amount of time on your site or users who have ordered a cart or little bushes but didn't make a purchase. So keep your audience, target them, and then you can show these ads to kind of bring them back. Next and last is cross-shadow communication. This just means that you're using multiple channels or modes of communication to target and speak to your customers and to engage them in various ways.  So the first one, promotional emails are a good way to communicate with your customer from time to time, you know, while they're making a purchase or after. Apart from like transactional emails, this is a way to tell them, you know, a bit more, maybe, you know, like be it about like a seasonal sale or offers or like, you know, best sellers on your site. I mean, think about how many memory emails did you get and how many did you actually click through and maybe even made a purchase. This is a great way again to like stay top of mind for your customer. Another category of emails is user triggered emails, meaning a user gets these as a result of taking action or a certain set of actions on your site. So some examples are cart abandonment. So a user added a product to their cart but left it for placing an order. Or another example is back in stock. So a user gave you their email to allow them when an item is back in stock or drops in price.   So it's important for you to have such reengaging emails and also don't forget to like optimize them for their content and also like subject lines. One thing that, you know, I'd like to add about emails whether they are like promotional or user triggered emails is that timing is more important than the email content itself. Meaning when you send the email is highly important and it can actually affect your like email open rate and click through rates. You don't want to be sending emails to someone to shop on your website, you know, as they're just waking up in the morning or they're driving to work. You know, you don't want to be left unread. So many, you know, you'll find many like email marketing platforms today. They have the ability to intelligently send emails to the users basically when the user is more likely to open an email from you.  It will eventually like add up. Another mode of communication with the customers is, you know, like on your app via push notifications. Like we saw in the app download tactic, these users tend to be like highly engaged users. So push notifications is a powerful communication tool and can get a user to take an action as soon as they see it. But, you know, like obviously push notifications can be tricky because they tend to have low subscription rates and they're also like one time. So when you click on a notification, it goes away and the user can find it again. So, you know, like I would say these are the two cons, but, you know, if you have high subscribers, like that is great. A common way that a lot of companies improve their push notification subscription rate is to show users some kind of value prop to subscribing. So usually they'll say, you know, like there's a popup when you don't know the app, they'll say, you know, don't miss any sale or get instant order updates when you subscribe to push, et cetera. So make sure you have some kind of an onboarding to help people subscribe to push notifications. And our last cross-channel communication mode is SMS. This is a relatively new channel that is being explored and very much like push notification. This is a very like instant mode of communication with your users. You know, you can provide like transactional messages, promotional messages on here. You know, in this example, Sweet Green, which is like a salad, you know, restaurant takeaway store, they were able to increase their conversion by 10%, excuse me, to 10% by sending coupons via SMS. So one thing to keep in mind though, is that there are a lot of like legal constraints about how you collect and use a user's phone number. So I just be wary of that, but this is definitely one of the newer channels that you should be exploring. And you know, it's been known to show the high conversion and repeat rates. So to reiterate, the levers to improve a repeat purchase rate are product, post-purchase experience and marketing. Remember that each of these tactics, you know, like falls into one of conversion or engagement of both depending on how you use them and what your business is. And you know, lastly, a sale takes time. So invest in your customer, engage them until they're ready and until you can make that sale. Yeah, thank you all so much for your time today. I'd encourage each and every one of you to think about, you know, what levers and tactics make sense in your industry and your company.  And yeah, finally, you know, shoot me a message on LinkedIn, you know, if you have any questions, if you'd just like to chat. Yeah, thank you, everybody.


Why you will never hear from the narcissist ever again? Narcissists are known to discard their sources of supply They are known to act harshly and disgracefully Before leaving a situation which would then make it very difficult for you to work on the back They cause so much damage to your life They say and do whatever they think will hurt you the most To the point where you can no longer see them in the same way ever again And when you start to see them differently, they sense it They realize that you are no longer susceptible to them in relation You're no longer validating their false self And a source that no longer validates their false self Is no longer desirable or useful to them But they're not going to see it as though they've said or done something wrong And that's the reason why you're now seeing them differently They're not going to acknowledge what they've done to you They're not going to hold themselves accountable for their actions Narcissists are shame-based individuals Doing everything they can to avoid reflecting on their shame So they use this false sense of pride and arrogance As a coping and defence mechanism to how they really feel about themselves But because they're so focused on coping and defending themselves It leaves them unable to look within It leaves them unable to self-reflect They could not acknowledge what they've done wrong Their emotional survival Depends on keeping their false self alive For a narcissist to admit what they've done They would have to choose their source over their false self Over their image and reputation Which is something no narcissist is going to do Because there is nothing more important to a narcissist than their image How they look to other people They will always put their false self before their source No matter how useful or desirable that source may be to them They have a weak fragile ego That will not allow them to accept or admit the truthful existence of what they have done They will spend their entire lives in denial Where they have no choice but to create this alternate reality to keep their false self alive They have to detach themselves from the real world And live in this little fantasy bubble Where they haven't done anything wrong It's a coping and defence mechanism and helps them to survive emotionally Any connection that you are trying to build with a narcissist They will always find a way to destroy it They will always say or do something Which makes it impossible for you to build anything with them They always find a way to push you away To make you not want anything to do with them They are pathological liars They tell compulsive lies that do not have a clear motive or benefit They seem to lie for no apparent reason And they lie so much that they can't even keep track of their own lies So if they were to return They would have a lot to answer for You would have a lot of questions for them Questions that they would be unable to answer Because they lied about so many things Narcissists don't want to take responsibility for anything They don't want to be accountable or to blame for anything So they try to run from the problems they have caused They try to act like it doesn't exist But deep down they know what they have done And the shame continues to eat away at them And it's the reason why they're so miserable Because deep down they know what they are And they know that what they're doing is not right And if they were to return to you It would be like they are confronting their shame They would be confronting everything they did to you And that is something they don't want to deal with They want to pretend like it doesn't exist Like they never did anything to you Because they can't deal with the shame It destroys their false self Narcissists always shoot themselves in the foot They always say or do something stupid Which causes problems for them and harms their chances of success They've said and done so many things that have hurt you That you're never going to be able to see them in the same way ever again Which makes it impossible for them to come back Because they already know that even if you did let them back in You'd never go to see them in the same way as you did before Because now they've tarnished your perception of them They've made themselves appear less valuable or respectable in your eyes You no longer value or respect them as you once did Because of all of the things they said or did to you And they know they're not going to be able to make you see them differently after that They know there's really no reason for you to take them back They have nothing to offer you and they know that Which is often why you don't hear from them Because there's nothing they can use to get back in with you There's nothing you haven't already seen or heard from them They have nothing to give to you You might not hear from the narcissist Because their lives are a mess They're struggling But they don't want you to know about that They don't want to give you the satisfaction They want to keep you believing in the fantasy Believing in their false self They want you to think that their lives are great They want you to think that they've found someone else And they're so much happier without you When many of these narcissists are also sociopathic or even psychopathic They would rather be alone Than to be with someone they perceive to be of a lower standard And if the narcissist has hit rock bottom That's all they're going to get So in these situations The narcissist will often isolate themselves You want you from them It will almost seem like they've disappeared off the face of the earth The narcissist will often end up in a worse situation after they leave you They always see the grass as being greener on the other side And then when they get there They realise how much better it was with you But they have so much pride and arrogance They're too embarrassed and ashamed to let you know about what's happened with them And that is why you don't hear from them Because they don't want to give you the satisfaction They don't want to give you the opportunity to injure their dignity or pride Because they've probably told people all these things about you They smeared your name in an attempt to ruin your reputation So that you couldn't have a life without them Because they're envious and jealous And if they see you being happy without them They feel like they made the wrong decision They feel regretful So they go around saying all these horrible things about you In an attempt to destroy your chance of happiness But unknowingly to them They were just destroying their chance of success Because now they've ruined that opportunity of ever being able to come back to you It would make them look foolish It would make them look like they lack good sense and judgment Because they would be returning to the person they tried to destroy They would be returning to the person They told everyone was not right The person who has now moved on and has a better life without them Even after everything they did in an attempt to destroy you After everything they have said and done to you They know you're not going to give them another chance They know you're never going to see them in the same way ever again And they're not going to put themselves in a position where they will be rejected Where they will be humiliated because they're full of pride and arrogance They do everything they can to avoid injuring their dignity To avoid injuries to their false sense of self-worth and self-esteem So you're never going to hear from the narcissist ever again Because they know you're not going to take them seriously after that They know you're just going to see them as a joke Because they've destroyed any connection that you once had with them They've destroyed your perception of them They've made themselves appear less valuable and respectable in your eyes They've ruined any opportunities they would have otherwise had with you So you're not going to hear from them ever again Because they know there's no place for them in your life Their lives will continue to decline They will experience financial difficulties They may have to move back in with their parents And after everything they have done with you They will never find a decent relationship partner No one of a higher caliber is going to value or respect someone like that After all of the hopeful things they said to you After all of the things they did They know they cannot come back They know you're not going to take them seriously now After how they have treated you And they are fully aware of what they've done They know the damage they've done They know the problems they've caused for you And rather than doing the mature responsible act of holding themselves accountable for what they've done They choose to run from their problems Because they know that the things they've done cannot be resolved They know there's nothing they can say or do To get you to see them differently After everything they've done to you So why would they even bother trying to come back When they know they've gone too far They will stay away You won't hear from them again They did everything they could to try to destroy you And they failed They tried to prevent you from healing They tried to prevent you from moving on But they didn't succeed You made it this far because you didn't let them hold you back You beat them at a game you didn't even know you were playing You won and they lost So they are not coming back to you They're not coming back just so you can feel satisfied From the thought of knowing that they have failed miserably without you They don't want you to know that they're struggling without you They want you to think that everything's great They want you to think that everything's just fine and dandy They're living their best lives Because they have to feel superior They have to put themselves in a position of power and control They have to control your perception of them While they can't even take control of their own lives Because if you were to know what they're really going through It would put them at a disadvantage They want to know all about you Without you knowing anything about them They need to have an advantage over you Because they see you as being superior to them And that is why they will lie to you In an attempt to gain the upper hand In an attempt to gain control over you They have to try to set you back They have to blind you from seeing what is really going on Because you have greater capabilities and potential Which makes them look foolish in comparison to you It makes them feel like they are less than you The narcissist will always have a story to tell you They will always have a reason or excuse for why you're not hearing from them They will say that it's because of something you've said or done They will say it's something to do with a family member or friend Or maybe they're in a new relationship But the narcissist is never going to tell you the truth They're never going to tell you what's really going on Whenever the narcissist says something to you There's always something they're not telling you And they're not telling you because it would make them look bad Narcissists only care about their image of reputation That's their main priority You might not hear from them But it doesn't always mean that with someone else In many situations They just don't want you to know what's really going on They don't want to give you the satisfaction at their expense Thank you for watching I hope this video wears out with you Please like, comment, share and subscribe Click the bell icon to receive notifications for my future videos Check out the new Narc Survival website www.narcsurvival.uk Where you can read my blog posts, book coaching sessions and join the support forum If you would like to donate My PayPal link is in the video description Coaching inquiries, you can email me at coaching.narcsurvival.uk Thank you for watching and I'll talk to you soon


With tax season comes the stress of filing your taxes, whether you're filing online or visiting a local tax preparation office.  So in protecting your tax documents, if you're doing them online, it's ensuring your computer is up to date, your software is up to date, and you're using a reputable tax service. According to Captain Putnam, if you file your taxes online, you want to make sure that the website you decide to use is safe. So when you're doing your tax documents online, ensure the online service you're using to do your taxes is a legitimate business, is one that is rated by the Better Business Bureau, one that has a public reputation of being secure. For more information about filing your taxes, visit the Military One Source and IRS website.


Welcome back everybody. Jeff Frick here with the Cube. We're in our Palo Alto Studios for a Cube conversation. Taking a little break from the shows as we get ready actually for the winter break, which will be a nice little break for us and the crews and the gear. This is a different setting. It's a little bit more intimate and we're really excited to have our next guest. He's Sanil Khandekar. He's the founder and CEO of New Auge Networks, which is part of Nokia. Cube Alumni, I think we last saw you at DockerCon 2016. So great to see you. Great to see you again. Absolutely. So been a little more than a year. That's right. So kind of what do you see as the evolution since we last spoke at DockerCon? Sure. It's been great. I couldn't be more pleased with sort of the momentum that we've garnered in the industry. More adoption of our solution, more validation, more vents, more customers, which is great. That's all good stuff. That's all good stuff. And really, more specifically, in terms of adoption, large service providers across the globe, like BT, Telefonica, TELUS, exponentially, they've all adopted and launched with our SDVAN solution. We have had breakthrough wins in terms of public cloud, whether it's Fujitsu, whether it's an entity data, China Mobile. And of course, we continue to have a solid momentum in financial services companies for private cloud automation, as well as to provide them software-defined security in addition to the private cloud automation. And we had another breakthrough win in China Pacific Insurance Company. So that continues. And of course, it's great always to receive some good validation. So we've won a war at MEF on the best SDVAN solution recently. We've won the Right Stuff Award, Innovation Award at ONUG for software-defined security. And every leading analyst firm, Gardner, Forester, IDC, IHS Market, ACG, and recently Global Data, they've all put us in the top two SDN vendors for doing automation of networking end-to-end. Because automation and networking was the last piece of kind of the virtualization stack in the automation. So what is it that you think that you guys are doing special that's allowing you to win? Right. So if you remember when we talked, you know, when we started Nuage, we started Nuage to automate networking end-to-end with a software-based approach at the heart of which is a declarative policy and analytics engine. And what that means is we were doing intent-based networking before it was even a thing. Right. And we were doing software-defined networking. But in a way that allowed us to do software-defined networking not only in the data center, between the data centers, to the public cloud, across the wide area, and to the enterprise branches. What that means is we're not providing a siloed automation. Right. But we are doing automation end-to-end because ultimately it's about connecting users to the applications. Right. You had a great quote. I picked it up and do some research. You know, the meta problem is you said connect users everywhere to applications everywhere. Really simple kind of statement of purpose but not very simple to execute. Right. You got it. A lot of complexity behind that statement. That's right. That's right. It's an incredible amount of complexity. But it's important to construct the meta problem, look at what it is that enterprises have been with. Right. They have, let's look at it, right? They have users everywhere. And they want to connect to applications anywhere, whether it's private or public cloud. How do they want to do it? Quickly, securely in a self-service manner. But they want this agility without sacrificing safety and security. Right. Right. Because you've got to solve this network automation problem for brownfield or greenfield because there's nothing like just greenfields. Right. And if you were to do it in their private data centers, you've got to help them burst into the public cloud securely. And you've got to connect all their branch sites together. And what we've seen in the industry and our competitors, they are taking a very narrow view of the problem. So what they have is an automation for only the data center and automation for just the wide area. And that's only solving half the problem. Right. Right. And then you've got these pesky things that have just reestablished the expected behavior, the expected access. And oh, by the way, added significantly more attack surfaces and really changed the game in terms of what people want from their applications, what they expect from their applications. And it's tough for businesses to deliver to this level of promise. Indeed, indeed. And you know, the world is about instant gratification. You want access to your data quickly, instantly, wherever you are. Right. And what that means is, as consumers, we have everything at our fingertips. But as soon as you step into the business environment, that's completely not true. And so it's all about consumerization of IT. Right. And how do you make IT that agile? How do you actually modernize IT? Because enterprises, their high-order problem is what? To innovate faster by having massive automation across all aspects of their business. Right. What underpins that is a modern IT and cloud architecture. And what underpins modern IT and cloud architecture is three clear things that we are seeing in the industry. Software-defined data centers, software-defined wide area network, and software-defined security. So we like, and our customers love, that we've taught the problem end to end and provide all these three, which is absolutely unique in the industry. No one does this. So I'm curious to get your perspective, because you've been doing this for a while. Yes. As the security landscape has changed, right?  We're numb to it now. Yeah.  So everyone's getting hacked.  There is no such thing as the big wall. That's right. The wall's all crumbled. So it's evolving. We've also seen an increase in state-sponsored attacks as opposed to just, you know, kids having fun in the basement. Yeah. How have you seen the evolution of the attacks change and how have you responded within your solutions over this period of time to kind of evolve to kind of the modern security stance that you have to have? Yeah. Look, every CXO I meet, the absolute thing that's out of mind is how do you make us go from where we are, a traditional environment to a highly agile, automated environment, but make it more secure than what we have. And as you noted, the tax surface has increased thanks to the mobility. And you have a lot more surface area because you have applications in public cloud, you have applications in private cloud, you have more mobile users. So the industry term that often gets used is microsegmentation. Now, what that means is that, and that's in response to the fact that as you noted again that perimeter security just doesn't cut it anymore. And not only that, but it's also very complex and very manual. So what you've got to do is while you're automating the data centers, while you're automating the wide area, you've got to bring the security along. You've got to make it as agile. Right. And again, what we have done is we do microsegmentation from the branch all the way to where the application is for that particular user. So in other words, finance users can only access finance applications. And that's a microsegment end to end. No one in the industry does that today. What they do is they do microsegmentation only for the applications within the data center, or they prevent just the users to communicate between each other, but not users to the applications. So that is very important for our customers to note that we have that capability. But then it's all about also understanding what's going on in the network. Right. And that's where the rich analytics that we have just really helps them understand who's talking to who at an application level and being able to then have that domain wide view and be able to very quickly respond to certain alerts. So because today when a certain alert comes in, they don't know what to do. They take a brute force approach because they simply don't know where and how to react. But now because you have this centralized intelligence and you have domain wide view and you're able to do microsegmentation end to end, you're able to push a button and be as coarse or as granular, but be very surgical and take action very quickly. All right. So hard to believe that we're almost to the end of 2017, which I can't believe. So as we turn the calendar, what are some of your priorities for 2018? You've been doing this for a while. What are you working on? What's kind of top of mind as we enter this new calendar year? Right. What we are noticing is we are going from beach hats to mainstream. So we are getting deployed. We have really solid deployments, not only as I noted in the data centers in public cloud, private cloud, but also in the wide area. We are collaborating with our customers to really make this mainstream because it is super important in terms of not only providing that automation and agility, but also the security. So that's what we are focused on. We'll continue to do that, not only for what we call as the virtualized security services solution that we have, not only the telco clouds, but also the virtualized security, virtualized services, cloud services. So we're going to cover the gamut and that's what we are after. We are really excited to be leading the charge here. All right. Well, Sunil, thanks for taking a few minutes. Hopefully it won't be 18 months before we sit down again and we look forward to watching the progress. Great. Thank you. Thank you for having me. Pleasure. He's Sunil. I'm Jeff. You're watching theCUBE. We're in our Palo Alto studios for CUBE Conversations. Thanks for watching. We'll see you next time.


Hi and welcome to the session. I am Shashi and I am going to help you with the following question. Question says, discuss the continuity of the following functions. Function f is given by fx equal to sin x minus cos x. We know any function f is continuous at x equal to a if it is defined at x equal to a or we can say f a exists and limit of the function is equal to value of the function at x equal to a. This is the key idea to solve the given question. Now let us start the solution. We are given function f given by fx equal to sin x minus cos x. We know sin x is defined at every real number. Cos x is also defined at every real number. So their difference is also defined at every real number. So we can say function f is defined at every real number. Let a be any real number now. Function f is defined at real number a. Now let us find out limit of the function at x equal to a. So we can write limit of x tending to a fx is equal to limit of x tending to a sin x minus cos x. Now put x equal to a plus h then as x tends to a h tends to 0. Now we can write this limit of h tending to 0 sin a plus h minus cos a plus h. Now we know sin a plus p is equal to sin a cos p plus cos a sin p. So we will apply formula of sin a plus p here. Now we can write sin a cos h plus cos a sin h. Now we know cos a plus p is equal to cos a cos p minus sin a sin p. So here we can write cos a cos h minus sin a sin h. This is equal to limit of h tending to 0 sin a cos h plus cos a sin h minus cos a cos h sin a sin h. Now this is equal to sin a cos 0 plus cos a sin 0 minus cos a cos 0 plus sin a sin 0. Now this is equal to sin a multiplied by 1 we know cos 0 is equal to 1 cos a multiplied by 0 we know sin 0 is equal to 0 minus cos a multiplied by 1 plus sin a multiplied by 0. Now this is equal to sin a minus cos a. So we get limit of x tending to a f x equal to sin a minus cos a. Now value of the function at x equal to a is given by f a which is equal to sin a minus cos a. Now clearly we can see limit of the function is equal to value of the function at x equal to a. So given function is continuous at real number a. Now we can write limit of the function that is limit of x tending to a f x is equal to f a is equal to sin a minus cos a. This implies function f is continuous at x equal to a. Now since function f is continuous at real number a so we can write function f is continuous at every real number. So this is our required answer. This completes the session. Hope you understood the session. Take care and have a nice day.


Dave Icelon, a company that we know a lot about. He's doing very, very well at EMC, but a big success story here from here. You know, the CEO, Paul, we met last night, Dave, great guy, but you know, they're just venture backed. They're growing, they have some cash in the bank in the sense that they're not a bootstrap startup. They're the real deal with venture capital and they got a good solution. And I think the insight that Aaron just said was interesting, you know, get to the database problem. It's kind of the Icelon for databases, putting the data out, queries out where the data lives. That's kind of a philosophy of kind of the Hadoop model, if you will, the MapReduce, et cetera. So, good trend, very relevant. And you know, in this hot M&A market, they may not last long if they continue to get the traction that they're getting. So, I'm not too sure. I like the whole new sequel. I think, you know, it was talking to Paul last night, the CEO, new sequel is a term need coined. And whenever you coined a new term, you really got to develop it. You got to invest in that brand. So, you know, it's always hard for a startup to use capital on marketing when you really should be continuing to get product out there and customer traction. So, it'll be an interesting balance on whether that will stay around. Not sure yet that Jerry's still out on that new sequel concept. So, we're here live, Oracle Open World 2011. The big story today, of course, is Mark Benioff, his keynote got canceled. And so, he had to take it across the street to the St. Regis restaurant. Now, of course, our John Furrier went in to the moved keynote, front row seat. And we were the only ones to have Mark Benioff live on theCUBE through Skype. John brought in his laptop and had Mark on, asked him several questions, asked him a great question.  Well, I mean, I think Mark Benioff, who used to work at Oracle, the story around Mark Benioff is that he was the apprentice to Larry Ellison and then left and started Salesforce.com, which people used for developing sales and funnels and all that stuff, been around, very successful. And now they're moving into the whole social world, a world of gamers out there, we got social media. And he points about Facebook. He uses Facebook as an example of the kind of company of the future. And that is, yeah, you'll have some Oracle in there, but Oracle will do one thing, one or few things really well, but you're not going to run your business on Oracle in the sense of the value. And Facebook is the company that he's talking about because they do have Oracle software and systems that, but it runs their accounting, general ledger as they call it. And that's just accounting and makes sure people get paychecks and print out checks, but they don't run their business. The Facebook application, Dave, does not run on Oracle. It runs on commodity servers, open source software. They use big data analytics with Hadoop and other environments, probably buying clusterics or they should buy clusterics. So that's really the future and that's not what Oracle's selling. Oracle's selling integrated proprietary, big iron, lock-in products. You've referenced several times this week the Mark Andreessen blog where he basically said, look, I run a portfolio company of companies and he does, right? The guy's obviously got some chops and he says none of them use Oracle. Now that is a change from 10 or 15 years ago where you might start a company.  So the people out there that's been around as long as we have in the industry know, but the younger than us might not know that Mark Andreessen was the founder of the browser, essentially which drove the whole web, worldwide web. And he knows this stuff and he was being polite in that blog post so he's basically saying it in that way but he's basically thinking a hard line. Mark Andreessen's also on the board of Facebook. He's also on the board of HP. He runs a venture capital firm called Andreessen Horowitz with his friend Ben Horowitz and those guys see a lot of action. They know what's going on so for them to take a strike at Oracle he's got no real agenda other than the fact he's on the HP board to put that out there. So it's interesting. And the other story about HP, Dave, is that HP has an interest in this with Oracle as well and there's a war going on between HP and Oracle and that's where Mark Andreessen's on the board of HP. That's the only issue we can call on that. Yeah, so just a quick market check. The market's rebounded nicely today so we've seen Apple come back, John, you called the low. Not quite the low but you basically said, hey, this is a buying opportunity. Apple's up nicely now. Apple's up probably about five today. Let's take a look. Yeah, so Apple has rebounded really beautifully. It's up almost six points, a percentage and a half. You can see the lows were down around 360 when John Furrier said, hey, this is a buying opportunity. It's up to almost 380. Well, the Apple stock dropped significantly yesterday because of the iPhone 4S announcement. A lot of people were expecting the iPhone 5 Dave and that was the real, I think the primary interest in the stock drop. They weren't sure if that was a signal or not and what happened was people realized that the iPhone 4S really is an upgrade from the 4 in the sense that it's really built from the ground up with dual radios for GSM and CDMA. It has 1080p video. It has eight megapixel camera. It's got iCloud which will replace Mobile Me on October 12th and iOS 5. So significant upgrade for the iPhone 4S. Big, big announcement. And comparing interest, Apple with Oracle, because we're live in San Francisco right now at Oracle Open World. Oracle's trying to be the apple of the enterprise. Not sure. I would compare the two. Apple's disruptive, they're innovative. Oracle's an incumbent. Extracting rents out of their existing stall base. Not known for innovation. Not even known as a fast follower, according to Jim Lundy, ex-Gartner analyst. There are some similarities, right? They've got hardware and software engineered together and they've got a dynamic CEO. But Apple's all about simplicity. Cloud is all about simplicity and openness. And even though Apple's not open in a lot of respects, it's simple. And like you said, it's innovative. And so, Oracle's very complicated. And just doing some of the things that we've done here this week. So we have our next guest is Pauline from Intel. Okay. Oh, Pauline's here. Fantastic. She's next. We have time to jump right in right now. Do you want to do a reset? Okay, let's do a reset. We're going to do a quick reset and we'll be right back with Intel. We'll be talking about data center trends and microprocessor trends. We'll be back right there. We'll be back with Pauline Nist from Intel, general manager of the data center group. I've been in the industry, she's going to share her insights.


Welcome to Spotlight. I'm Liz Wade. And I'm Colin Lauver. Spotlight uses a special English method of broadcasting. It is easier for people to understand, no matter where in the world they live. When Betty Apio married her husband many years ago, both their families were full of hope and happiness. Apio lives in the country of Uganda. In Uganda, as in many countries, everyone expects women to have children. Many people there believe that women exist to have children. To fail at this is to fail as a wife and as a woman. After Apio was married, her husband prepared their house for children. Then they waited. They tried again and again to have children, but the children never came. Today's spotlight is on infertility. Some people are not able to have children, even when they are trying for over a year. This is infertility. There are many medical reasons for infertility. But today's spotlight is on the social attitudes surrounding infertility. Betty Apio and her husband went to a doctor to find out what was wrong. She received some medical treatments from the doctor, but they did not work. To make the situation worse, her husband's family began to make fun of her and call her bad names. In Uganda, a man can have more than one wife. So his family told him to find another woman, a second wife. This new wife gave him two children. Now Apio lives a different kind of life. She told the Washington Post Foreign Service. People will never give me respect. They believe I have no value. They insult me.  It is horrible. I must be strong or I will not survive. Infertility affects people all around the world. It does not matter if you have money, education, or power. And it affects both men and women. Experts say that globally, about 15% of all couples who are at the age to have children are infertile. In some places, this number can be as high as 20%. Infertility is common. But people do not often talk about this problem. Many people feel great pressure to have children, even if they are successful in other areas of life. To men and women who want to have children but are not able, the pressure can be crushing. And often, if a couple cannot have children, people blame the woman. This can lead women especially to feel shame. They believe that they are alone in their struggle with infertility. They may even avoid talking about children. They may avoid attending events where children will be present. They may even find it difficult to be happy when children are born to other people. It is difficult to be infertile. But the social attitude about infertility only makes the problem worse. As in Betty Arpio's case, the community can make infertile people feel great shame. But people should not feel shame about their infertility. They should not feel alone. In fact, some women are speaking out to encourage other people who may be struggling. By talking together they are finding hope. Betty Arpio wanted to be one of these women. She decided to talk about her situation. She wanted to share her story with other women. She did not want other people to feel like she did. Arpio has found some help at a support centre in Campala. At the centre there were groups that help women. These groups explain the medical reasons for infertility. Women can connect with other women. And they can connect with doctors who can help them at a fertility centre. Prokesh Patel runs one of the fertility centres in Campala. He told the Washington Post that many women struggle to visit him. Women often do not want anyone to know they are going to a fertility centre. And they share great sadness. He said, I say to them, this is not a disease. There are many like you. You do not have to feel shame. If you or someone you know is infertile, the best thing you can do is to find people who support you. Surround yourself with people who will love you and care for you. These people may be in your own family, but they may not. They may be some friends or people from your community. If you do not feel comfortable talking to a friend or family member, there may be resources in your community. Many fertility centres have support groups. They are a good place to learn about what medical treatments are possible in your area. These treatments are not possible for everyone. They may cost a lot of money and they do not always work. But the most important treatment is the support and love to face the challenge of infertility. The emotional pain of infertility is very real. This is true even for people who are able to build their family in other ways, such as through medicine or through adoption, caring for a child without parents. Many people who are infertile feel anger and shame. They may wonder why this could happen to them. They may want to feel peace and acceptance, but they also may not want to lose the dream of having children. Shannon Woodward wrote a book about her struggle to make peace with her infertility, called Inconceivable. It was not easy for her. Her desire to have her own children never went away. Woodward is a Christian. She says she was able to see how God can work through her pain. She writes, For years, I hated my broken body parts. I took my worth from what I could or could not produce. I asked God to heal my body. But it turns out he had a better plan. He healed parts of me I did not know were broken. He put new skin on old wounds. He freed me from my pain and self-hatred. Infertility is painful. But facing infertility can bring healing. If you are infertile, look for support. And if you know an infertile person, offer them love and support. Do you know someone who has struggled to have a baby? Is there support for infertility in your area? Tell us about your experiences. You can leave a comment on our website or email us at contact at spotlightenglish.com. You can also find us on Facebook and YouTube. The writer of this program was Adam Navas. The producer was Michio Ozaki. The voices you heard were from the United States and the United Kingdom. All quotes were adapted for this program and voiced by Spotlight. You can listen to this program again and read it on the Internet at www.spotlightenglish.com. This program is called No Baby, No Shame in Infertility. Visit our website to download our free official app for Android and Apple devices. We hope you can join us again for the next Spotlight program. Goodbye.


and forms the card over here yes because mine's on you I said you will have the maize when I add it so here also see level one points to remember for prints to remember is it only for a selection or only for a selection or both both really come here first point right hence they are also definitely used as have I gone means RCL at Kerala meaning and is possible third point in presence of electronic drawing group on the ring in presence of electronic drawing group on the ring the brittle graph reaction is not possible the brittle graph reaction is not possible next one if the group's like if the group's like NH2 NHR NH2 NHR on the ring the group's like NH2 NHR NH2 present on the ring then brittle graph reaction does not take place okay so what happens in this you see NH2 present on the ring right so this behaves as a base right NH2 has no this has tendency to accept this electron pair and the product will be what 2 plus CLP minus this is the product right here that's why the brittle graph reaction does not possible understood next point to write down write down the reactivity towards brittle graph reaction is suppose you have these compounds pretty often these compounds will be what the maximum reactivity for this is this because we have here maximum electron plus H more plus H more will be the reactivity of the compound towards brittle graph reaction right this is the last point this is it for the chapter we have done assignment we have finished few questions you like last can it out here okay so what you do let you try that you go to the answer whatever the doubt we discuss both assignment next class okay so we take a break now and after break we start because that's isomerism okay