Hello everyone and welcome to this week's Product School webinar. Thanks for joining us today. Just in case you didn't know, Price School teaches product management, coding, data analytics, digital marketing, and blockchain courses online and at our 15 campuses worldwide. On top of that, every week, we offer some amazing local product management events and host online webinars, live streams, and ask me anything sessions. Head over to productschool.com after this webinar to check them out. Today, we have an awesome guest presenting. I'd like to introduce you to Gain Shwaran. Currently, Gain Shwaran is a product management leader at Wordplay in Boston. He has previously worked as a senior product manager at Salesforce. He is an accomplished product executive with a track record of successfully launching multiple new products. He also has extensive experience in bringing products to market from their inception. Feel free to leave any questions for Gain Shwaran in the Facebook comments and we'll be sure to address them at the end. Without further ado, let's welcome Gain Shwaran. Thank you so much for joining us today. Are you there Gain Shwaran? You're still muted and your video is muted as well. I'm going to unmute your audio right now, okay? Okay, I just unmuted your audio and let's see if I can, get your video started here too. There we go, hello. Hi Gain, thanks for having me. As product school, it's really a privilege. And hello everyone. Before I get into the presentation, let me make sure I reset over to see my screen. Are you able to see my screen? Well, we get our screen sharing going here guys. Is it not working? Dan, can you? We don't see your screen yet. Can you reconnect? I mean, I'll let me to... Yeah, let me see. Let me try sharing my screen here again and I'll try to bring it back to you. Let's share this and then I'll stop it. And then you should see down at the bottom a little share screen or at the top underneath the meeting ID. Yeah, I do not see that. Hmm. You remember how we did it before, yeah? It was different for your Mac, I think. If you want, you can also send me your presentation and I can share my screen and then click when you say next. Let me send my presentation. Cool. Sorry guys, just a couple of minutes while we get the presentation going here. Hi Dan, I just checked. Yeah, cool. Let me check my email quick, there we go. Perfect, opening slides. Now this will make it a little difficult for me guys, for me to ask you guys questions at the end so don't forget to post your questions and I will get to them. It'll just be a little different. Let's make this presents. Oops. Let me share my screen. Share. Share. And let's go present. Cool, now just give me a heads up when you want to go next slide. Thanks Dan. No problem. I'll let you go now. All right, so hope everyone is able to hear me. Okay, hello everyone. I'm Ganesh Varan, part of product management at WallPay. WallPay is the biggest payment processor in the entire world. I belong to e-commerce product organization. Previously I was a sales force, Nokia, and MapWorks serving with similar capacities. Today I'm going to share my thoughts on pricing data-centric products that you can go to next. So the topics of the day are just overview of data-centric product and the product categories and proving the value proposition. Based on that context, we'll be stepping into pricing metrics. And by no means, this is an exhaustive pricing discussion but I just take the pricing methods relevant for data-centric products that I have seen and I have observed. So with that, let's go to the next slide. Then we can go to the next slide. Thank you. Let's first set the context. Any product that takes decision based on set of data and actually put the previous slide? Is this the right slide? I've gone to the next one. I think that refreshes. Let me start with the overview. Any product that takes decision based on set of data that system has already gathered or learned over a period of time, this is a wide net to catch. However, for today's discussion, we are narrowing down to products that does whatever is being listed out here. The product that sits behind the scene and taking decisions based on set of data available to the system, products and services that have ability to learn in order to predict an event or suggest it to take an action. So this is a wide net to catch. These are data centered products that usually will not have a tangible or perceptible outlook, so to speak. They always sit behind the scene and that's a wonderful job. I think that's the right slide. Any product that takes decision based on set of data or decision based on set of data or decision based on set of data or decision based on set of data or decision based on set of data or decision based on set of data or decision based on set of data or decision based on detailed data those data products sit at the market and what you are going to get is a broad category just to build a sort of framework in order to... of a part process would help us to hone in on crucial details. So the broad categories outlined here are products that improve efficiency, products that improve effectiveness, expert systems, and products that drive innovation. Next slide. Use cases are just mentioned here. There are really exhaustive set of use cases, but just for our conversation, just to make sure of what we are talking about. I just listed a few use cases so that we know what we are talking about, and also it's good to have these use cases in mind while we are talking about the KPIs and what are the metrics that we are able to ensure. The use cases, such as computing baseline, based on historical data, learning models to understand the trend, they are watched out, they are monitoring systems, and at least cost outing. At least cost outing is one of my current products in my portfolio. So with those use cases, let's go to the next slide. Next slide is value proposition. What type of products we are going to discuss? Let's spend some time on the value proposition which are essentially our pricing discussion. More often than not, senior management involves pricing decisions without paying much attention to what value these products bring to the market and also to the business. So without spending or without creating a pricing scheme based on the value proposition, this will be a difficult task if we start without understanding the value proposition. And hence, let's spend a few minutes on the value proposition. Next slide. So here really what we are talking about is proving the value proposition. Just sometimes the value proposition may be one or two lines are set up in bullet points, but that's not the case here. We are really talking about the data-centric products that we have to prove the value proposition. There exists a real value and make sure we track the value and be measured. For example, first and foremost is the market perception of the value. Let us say if we bring an intelligent engine to the market, there is a market ready to perceive the intelligence that comes out of the engine whether the market is ready to or otherwise we may have to educate the market about the value itself. So that is point number one. And similar to that particular attribute, there are other things such as commercial value for the business. A value proposition may or may not result in good a big commercial value. For example, recommendation engine in and out of itself may prove to be have some value, but how much of a commercial value can we measure it? Measuring is the next aspect. Can we measure and track the KPS? And that's it, attract and retain customers and can be monetized. End of the day, what is in it for customers? These are the six different perspectives. If you look at it, the value proposition is really what's going. And can we make a business of value proposition? And even so, whether the value proposition is really trackable and measurable so that we can quantify accurately and be able to monetize price. So that is the value proving the value proposition aspect of pricing. But with that, let's move on to the next slide. This is very light-based information. KPS for pricing. If you shift through all the data points on the value proposition, only a few would even demand for pricing. The others could be, yes, there is a value, but can we try to product based on that value portion? So we have to first identify the value elements. First, we list the value proposition. And in that, if you sort it through, we have to identify the value elements for both parties, for both customers and the business. And we should measure and make sure we have enough ROI can be obtained of those KPIs. So we go to the next slide. So with that in mind, having said that context, let's slowly step into pricing. By no means this presentation is about exhaustive pricing in models. It's not a discussion about extensive pricing techniques. However, it gives sort of a very high-level framework so that product managers do not miss the necessary attributes to be considered for pricing. Next slide. In this slide, what I have done is just broad buckets to identify. That's a framework. So the broad buckets are, this is nothing but the categorization we have seen just now in one of the previous slides. Product centered out of efficiency is one big bucket where efficiency could be cost-saving, high-performance, et cetera. And export products, the economic value is based on the judgment of recommendations. Products centered around effectiveness. Here, the key thing is how to measure the efficient workflow. But we should be able to measure that, that being the TPI out here, that in and of emphasis is the challenge. The next category is the innovation. How a product will drive innovation. So with that in mind, and as you can see in subsequent slides, every category bring challenges in terms of identifying the key value elements. Let's go to the next slide. See the efficient systems. What are they? The routine activities are optimized with well-defined rules. Then rules, configurations and processes to achieve a low cost performance. That's kind of a very high-level definition for efficient systems. And the value proposition could be how fast, what is the speed with which you can realize and things. And that's a reduced space. These are all the examples of the value proposition. And the KPI is being the measurable economic and strategic value of efficiency. Time and cost competition. Those are the key things to go after before price. So those key things will translate into how much value it's going to bring in terms of cost. And accordingly, we can factor that into pricing. For example, if an efficient system demonstrates reducing the waste, let us say $50,000 for 12 months period of time, but if we price it about $100,000 for a product as an annual fee, it won't affect. So we have to make sure it demonstrates the right value proposition and currently translates to value. The next is the expert systems. What are they? Expert systems are designed to solve complex problems by reasoning through the bodies of knowledge. They make decision-making ability of human experts. So it's actually all elements. And the expert, in this case, an expert could be a surgeon, or a mining person, or anyone who is already expert in his job. And the expert systems would augment, support his decision-making ability. So such systems, what are the KPIs look like? So the knowledge base itself is a value there. And the impact and suggestions that the system could provide so that a human who is already expert in that field now takes advantage of such a recommendation by the system, by the algorithm system. The KPIs are the economic and strategic value of suggestions made by recommendation and inference engine. As you can see, how to measure that, how to measure an economic value of a recommendation is an exercise in and of itself. Let's move on to the next slide, the effectiveness of the system. Some data-centric products are centered around providing an effectiveness. It improves overall ability to a group or set of machines to produce certain not-decided results. It enhances coordination, communication, and collaboration. So in that case, one has to measure these value proposition and translate and translate the economic value and the economic value out of its underlying proposition. Because these products, it orchestrates the complex workflow. Then it orchestrates a complex workflow. So having this product, how the workflow is going to look like and what the result is going to look like. And having this product, how the workflow improves. So here in this case, we are kind of talking about an AB testing so that we can clearly measure having a system and not having a system, what the effect and that effect has to measure it and translate it to economic or strategic value. Next is the system that drives innovation. This is another level of complexity. Here in this case, it again helps humans to really go to extreme conditions. For example, simulating volcanic eruptions so that the duct simulation can be used to test certain things, to verify certain influences. These systems would help really creative folks like scientists and designers, architects, so on and so forth. These are crucial systems. However, the KPS, if you see, being able to emulate extreme conditions and new design suggestions are general reasons of these systems. But how to measure their value proposition is for our pricing. It's the key thing out here. With that, let's go to the next slide. So this next slide is a very basic slide. The reason I have brought this slide into our conversation is more often than not, when it comes to pricing, the basic things are just not even considered or discussed. So what you see here, what I have just illustrated here is all the data-centric products I have just alluded to takes a lot of time to hit the market. You have to first build a data center, build a data mark, and the mining could have happened and the learning could have happened in order to realize certain research. All would have consumed a lot of money. So the total cost, the total cost of development, success cost, and variable cost, everything should be included so that when we hit the market and when we price the product, we get the bang for the buck. So that's basically what this slide is for. This slide is to just remind ourselves that, hey, we have spent a lot of money in order to reach thus far, and let's consider this. And there's nothing new if the product manager would know this underlying cost, but I'll just put that in place so that we don't miss it. It often gets more complex. This is helpful for the breakeven. So once we have the breakeven, once I have found the breakeven number, let's go to the next slide. So here we are starting out with the premium pricing model. Generally, because of the intelligence involved in data center products, organizations tend to go with the premium pricing model. But for a premium pricing model, we have to make sure the breakeven pricing has been calculated somehow, like in previous slide, and apply the premium push. Here, the point is the unique value proposition in the market is the key. And another key aspect is the high quality. If an organization is going after a premium pricing model, it has to make sure the product is of high quality. And it has a really unique value proposition that there are no competition at least at the moment when the product hits the market. And that's what would give us the premium cushion. And the premium cushion, whatever that may be, accordingly you can price it. That's going to be the market price. So that's a premium pricing model. With that, let's go to the next one. The penetration pricing model we all know. This is done to increase the adoption. Here, the pre-work is necessary. Meaning, what is the cushion that the market actually represents? That price cushion is what will be layered on top of the breakeven price. So if we put them together, then that's going to be the market price. Here, unlike the premium cushion, this price cushion in the penetration model is, we need to do the market analysis to understand how much of a price cushion the market can withstand for a product that we are trying to bring it to the market. So it's a breakeven price and we identify, this is at this point, it's all of estimated values. The estimated value, we can bring the price cushion on top of it to hit the market. This is based on market affordability. So at this gesture, I would like to introduce one pricing model, which is a premium pricing model. So generally, premium is, I have not introduced a slide for premium model, but we all know. The commodity price would be either free or very basic price. And with that, now there's a high premium to be paid for the value, for whatever value the premium product comes with it. So the premium is just a blend of the premium and the penetration model. And that's all, that's all just to it. Next is the bundle pricing model. And again, the bundle pricing is done, let's say usually the data product comes with a lot of other peripheral things such as reporting, user interface, so on and so forth. And that brings a big package. So generally, the pricing would be based on the entire package. However, the key to the package is the data center product. And the entire package, all the components of the package are built around this data center product. So you sell it as a package. In this day, other peripherals do not need separate marketing and other efforts. So you can sell it as a package. The key, the heart of the product is the data center product that drives your product. And here, again, the base price, which is the breaking price on picture and then whatever we measure on top of the discount total component price and the package. Package question is what actually determines the final micro price. Another pricing model is a revenue share model. This is an interesting model. One of my products actually go by this philosophy. We have a, we talk about the KPIs and the value elements of our product. Once we clearly have identified how we are proving the value and how we are measuring the value. And that value can be translated to dollar amount. So that dollar amount is for consumers or our customers of the product to take. But that value could be shared as well. And once we prove that value to our customers, and what we can do is we can ask for a split. Hey, this is the value that you are getting. Here you go. We have reports and other to prove the value. Once the value is proven and customer realizes the value, having split that value is the revenue share. So what is the revenue, the total revenue realized? And here we have a service provider and the customer who is the beneficiary of the service can split the value. That split could be 50-50. More often than not, that's not the case. And for a lot of procedures, we agree to be shared with them. So this is the revenue share model. Let's move on to the next. Next is the value event value model. Usually you will see this trend in fraud alerts and things of that nature. For every event that's got triggered, that is the key value proposition of the product. For example, every fraud alert. For every fraud alert, we can charge. That's the impact event model. And otherwise, the product actually really be kicking in the background, but it doesn't generate money. And it will generate money. The revenue is proportional to the events generated. So that's how the product, that's how we can monetize that event model. So those are the high level pricing models that can be really useful for data-centric products. There are other models that I explore that may or may not work out very well. But again, maybe this is not an exhaustive pricing exercise as I mentioned. And these are the successful models that are not available just to keep in mind. With that, I'm going to end this presentation. And I'm here to field any questions. Hi. Hey, thank you so much for that presentation. You're on. That was great. So one question I always like to ask our speakers before we go is, do you have any advice for aspiring product managers? If there was one thing you could tell someone who wants to become a product manager, what would it be? Yeah, one suggestion is consider yourself a problem solver. And try to solve a problem for the market. And that's going to be where it is. Great. Thank you so much. So before we go, I just wanted to give you guys also more information about our upcoming courses and events. So you have the resources to become a product manager. We offer part-time courses for anyone ready to take their career to the next level. Our product management, coding, digital, digital marketing, data analytics, and blockchain courses are taught by industry experts working at companies like Google and Facebook. In addition to that, we offer weekly online events like this one and on-site events at our 15 campuses across the US and UK and Canada. And if you're located near a campus, head over to productschool.com and you can do a product, you can do a campus tour. And you can also find us on social media at product school and be sure to keep up with the latest product management content at the product blog at productschool.com. Thank you all for joining. Enjoy the rest of your day. And I hope to see you next week. Thank you so much. Have a great day again tomorrow. Thank you, Ben. Thanks for having me.


Hello everybody, I am Dr. Sivanand Pai, Consultant Neurologist from KMC Mangalore. Today we will be discussing about a common topic or a common symptom in neurological practice that is headache. All persons would have experienced headache in once in their lifetime. Common symptoms of our patients attending a neurological clinic is headache. Headache can be because of several causes, but most common symptom, a common cause for a headache is migraine. Everybody has got a doubt in their mind, what is migraine? Migraine is a vascular headache. It is because of abnormalities in certain neurotransmitters or neurotransmitter levels in the blood, which produces the dilatation of the blood vessels and produces throbbing headache. The symptoms of migraine are usually they have a unilateral symptoms, throbbing headache, they have phonophobia and photophobia. Phonophobia means they are not able to hear a loud sound or they prefer to lie down in a closed room without any sound and photophobia is they are not able to tolerate the light or a bright light. So, most of the patients with the migraine will have these symptoms unilateral throbbing headache and phonophobia and photophobia. There are certain precipitating factors like lack of sleep or if they get up early in the morning or if they skip their lunch, if they skip their breakfast, these are the reasons why they get headache or if there is a change in the routine they do get headache. There are certain things which a migraine patient should do is to adopt a disciplined lifestyle that is timely sleep and not to skip their breakfast or lunch and take timely medicine. Somebody who has got symptoms of migraine say unilateral throbbing headache with phonophobia, phonophobia, photophobia and the headache which increases on activity and relieved by rest. They should meet a neurologist and take a proper treatment. Usually patients with the migraine will be treated for three to six months with the migraine prophylactic medicines and whenever they have the severe headache we usually give them the pain medicines or there are certain drugs which are specifically given for the migraine like triptans. This will enable the patients to overcome their problem and when they take the prophylactic medicines for three to six months they will be able to almost get rid of this devastating symptoms of migraine.


And today I'm presenting a study that was carried out from Chris McGlinche and Ian Daffner at MOMA. The focus of today's presentation is a silver judging print that was face laminated with a strongly tinted orange film that MOMA conservation scientist Chris McGlinche identified as cellophane during the Thomas Walter collection project in 2010. In the late 1930s, cellophane, a type of regenerated cellulose, would have the height of its popularity. And tabard motivation for using such material was a likely effort to emulate the special effects of the day related to cinema, that of hand-colored motion picture films. With further consideration of tabard's photographic experimentation and his work in graphic departments of emerging journals, we can explore the use of this early polymeric material. On July 12, 1897, in Lyon, France, Maurice Tabard was raised by his father and initially worked in the family silk business. This is worth noting because the topic of this presentation, cellophane, in fiber form was the silk substitute material developed at the same time. Called viscous ryan silk, it has the appearance and hand of natural silk and was dramatically cheaper. It was but one of many uses of regenerated cellulose. In 1914, Tabard moved with his father to New Jersey and enrolled in classes at the Institute of Photography in New York with Emile Brunel. After his father's death in 1922, he made his living with a variety of different small jobs until the background studios hired him as a photographer, essentially launching his career as photographer. Shortly after his arrival in Paris, he was swept up into the surrealist movement and the avant-garde befriended Meiré and Rene Magritte, but was also introduced to a number of important magazine editors and art directors of the time. Soon himself became director of the photography department of De Bernier and Pinot. From 1929 throughout 1930s, Tabard published in some of the most important magazines in Paris, Jardine de Maude, Marie Claire, Art and Medicine, but also in avant-garde magazines such as Jazz, Before and Vue. His friendship with Meiré broke when Tabard published detailed technical description of solarization in some of these important magazines. Although Maurice Tabard started out as conventional portrait photographer in the United States, he made his name internationally as a musician of solarization and other dark room manipulations. These 10 photographs were acquired by MoMA between 1982 and 1992. These images begin to show his interest in reflection, shadows and the filtering of light mixed with multiple exposures. The full depth of his artistic work, however, is best represented in this group, the corner store of the French surrealists in the Thomas Walder collection. All MoMA Tabard photographs are from the first 10 years, from his first time in Paris, 1928 to 1938. They are shown from left to right, top to bottom. So you have a collage first on top, solarization and preferential hand development, distortion, three multiple exposures, a self-portrait, solarization and reversal print, and the subject there of this presentation. The 1936 so-called test for the film cult voodoo is a gelatin-server print with tinted cellophane laminate and mounted on secondary support. Hands and mask faces are often subject matter in Tabard photographs. The extended fingers here are false addition, but may allude to a form of Marfan's syndrome, first diagnosed by the Parisian Anthony Bernard Jean Marfan, who received an honorary fellowship from the Royal Society of Medicine in 1934. The subject predates Tabard's travels in Africa in the 1940s, but suggests an early interest in African culture and symbolism. The Pompidou has a similar print that is more tightly framed and was not part of this study. The photograph was laminated with a sheet of tinted cellophane film, trimmed and mounted intentionally off-center, to a secondary mount with dry-mount tissue. The artist's mat is signed Tabard 36 at the lower right-hand corner. Overall the work is a very good condition and considering the current vibrancy of the cellophane colorant, we can only assume at this time that there has been little shifting or loss of the coloring of the dye in the last 80 years. The main preservation concerns of this work are preservation of the worn edges and monitoring of the work. The detail at the right shows the cut hedge. Another Tabard print of cinema film from the Thomas Walter collection also shows this predilection for off-center mounting, which was a distinctly modernist aesthetic of the time. Shown here in natural spectra and partly raking illumination, you can see the extremely glossy surface. Tabard will also use matte surface papers. There is a fair amount of retouching on top of the extremely glossy cellophane surface. Tabard often retouched both glossy and matte prints extensively, and although we cannot say for sure if this particular retouching is by Tabard or is a later restoration, it is in keeping with its artist's practice. There is no evidence of adhesive at the interface or localized clamping or handwork on the surface of the cellophane. It is likely that a commercial or small-scale industrial process was used. A dry-mount press is one of possibility. There is no visual or scientific evidence of a separate adhesive at the interface, but a thin film of cellophane is weakly attached. This suggests the type of cellophane used was bonded with a coating specifically formulated to have heat-set properties. This is not particularly surprising because during this time cellophane was used in packaging that was heat-set sealed. The weak bond might not endure so much strain, but it is useful to know that the cellular structure of the cellophane photographic paper and the mount all likely have a similar strain response to fluctuation in humidity, so the development of strain-induced stresses may be small. Nevertheless, the stratified composition is one further argument to minimize the range of climate fluctuation this print might be exposed to. Production of the film by FTIR found it most closely matched cellophane. Cellophane or regenerated cellulose having the same molecular structure of the native product has approximately the same spectrum. The main difference is in the intensity of the bands, primarily due to variation in hydrogen bonding and the degree of crystallinity. Cellophane is essentially more amorphous, which accounts for its transparency in visible light. The OH stretch at around 3400 for the cellophane reference material shows some specific modes of the OH stretch characteristic of pure cellophane. The difference between it and the Talbot sample may indicate the latter is not pure cellophane. And we already know this because the film is colorized and might contain some additional materials that are in too low concentration to detect or don't show any characteristic peaks separate from cellophane in the higher spectrum. We tried to take a sample from the trimmed edge that includes the photographic paper and the orange film, but in each instance the two materials separated and the score in our interest in limiting the climate fluctuation this print is exposed to. From this cross section image we learn a few things. The film is very thin, about 13 microns or one half of a thousand of an inch. As far as industry standards go using the terminology of the 30s, a half mil film is thin compared to other cellophane films using packaging. It is likely that this film was intended specifically to be a laminated film and be bonded to a support. It also tinted throughout the film, indicating that the material was tinted in the vat during polymer processing. It is difficult to tell if there are additional layers at the cellophane embedded media interface. If there is anything, it's very thin. Here are the stages the raw material undergoes to become cellophane. The raw fibers and semi-crystalline material is digested by sodium hydroxide solution. As the reaction proceeds there is a reduction in molecular weight related to chain season of the main chain of the polymer. The reaction can go too far because the product will be useless as solid. The xanthate soil in the lower right corner is the penultimate stage where dyes will be added to produce a tinted throughout the dye material. Losing this material through a slot dye makes a viscous gel that is stretched through an acid bath. As the xanthate is lost to acidification, the cellulose is regenerated by a lower molecular weight. This reaction doesn't show it, but it is important to know that crystalline structure is greatly reduced resulting in a transparent product. This reference, cited below, contains some useful information on the topic of cellophane. First, it mentions, as it comes off the casting machine, it has relatively little commercial value because it cannot be heat sealed and it has a very thin rate of moisture permeability. The author gives a recipe for a typical coating applied to cellophane that improves both the heat cellability as well as the moisture barrier properties. At 12 percent solids, the cast film would be linearly thin and likely even thinner depending upon manufacturing process used to apply it. Let's explore a little bit more about Tabard and what was going on around him in the 1930s. This cover of Wu magazine from March 1936 is a photograph by Tabard. Orange washes of color are sometimes used to convey an external impression, but it can also be used to illustrate fire. This is a steal from a film in mama's collection. Early cinema used color in two ways. Details could be painstakingly colorized with transparent dyes in each frame or a sequence of frames were tinted overall with a one color to set the mood. This image shows an example of colorized film, but judging the real tracks may have been initially washed with a tint. In today's terms, we would say cellophane went viral by the late 1920s. The material was first introduced in France by the cellophane company and then licensed it to Dupont in U.S. and Cale in U.K. to expand the market. It was the first material that was lightweight, transparent, flexible, and heat-syllable with good barrier properties. It's highly practical for packaging. Three important and early cellophane applications were all related to packaging, perfume, candy, and cigarettes. In fact, according to Cowley, the largest market for cellophane in the 20s was packaging for cigarettes. Judging from the folds in this package and its size, our model is likely to have just opened a pack of cigarettes and is taken in the aroma of fresh tobacco. Not how fits draws more attention to her nose than to the fact she can sit through it, a feature probably obvious to the viewer. In Judith Brown's book Glamour in Six Dimensions, the author cites a quote from Paul Franco 1930's book, Form and Reform, where base materials are transmuted into marvels of new beauty. Brown continues, given the low cost of the material, it persists to be one of the bright spots during the global depression. Tabard knew Max Ernst, and on the left you see a collage of this drawing which contains cellophane elements. On your right, Scotch tape with the cellophane carrier was included in Mama's 2004 exhibition, Humboldt Masterpiece, and as a conservator, Masterpiece is not exactly the first thing that comes to mind when you think of a cellotape. In the performing arts, a cellophane played a prominent role in the premiere of the opera Fort Sains in Three Acts at the Wordsworth in February 1834. These coincides with the first retrospective of Pablo Picasso in the United States. Working on the opera while in Paris, Virgil Thompson conceived the opera, Getru Stein produced the libretto, and Florian Stettimer designed the set in costumes. Stettimer used 1500 square feet of blue transparent cellophane to filter the light and produce a blue sky that was noted by many. One critic referred to it as a pote cellophane. One last example, Picabia is another artist known to Tabard work in Paris as part of the data movement. Clearly, tinted cellophane was abundant and available in a spectrum of colors. So to summarize, it is impossible to point to a single source that gave Tabard the idea to laminate a photographic print with orange tinted cellophane. The material was so ubiquitous. It's a perfectly logical choice for someone like Tabard who was interested in experimenting and pushing the boundaries of photography. So it was an experiment probably, and we don't have any evidence of him using this method again. And to conclude, the Google and Gram Viewer is a word frequency counter for all the books that have been scanned for a given publication year. Here we show the range 1915-2008 and plot the number of times cellophane and petrochemical occur. While cellophane peaked between 1940 after Tabard used it in 1960, it is currently more prevalent in word usage than petrochemical, which had its own peak in the early 1980s. Cellophane and other modified cellulose biopolymers are a very active area of research and will remain important materials into the 21st century and beyond. In fact, the research that we carried out for the RC project that you will hear about tomorrow morning, found the same type of studies being carried out on cellophane that were being carried out on polyethylene, the petrochemical polymer used in RC papers. So it's not far fetched to predict that one day biopolymers like cellophane will be the new RC papers. Thank you.


At Audiology Associates of Prestonsburg, you can live your life the way you want and find the freedom of better hearing. With 40 years of being in the hearing care industry, you'll experience patient care that is specific to you with exceptional follow-up care that ensures your hearing and balance needs are being met. Audiology Associates at 1428 Northlake Drive in Prestonsburg. Following the historic 2022 flooding, the ISEM IGA was destroyed, leaving owner Gwendolyn Christian to make the tough decision to rebuild or close the store permanently. With the help of IGA, GoFundMe and a priest, the store was reopened. Today, the USDA Rural Development Kentucky State Director, Dr. Crew, presented a grant for $272,826 for a roof-mounted solar system and energy-efficient freezer systems. So we, as a family, had to decide what are we going to do, or we're going to go back in, or we're going to take that debt load again. But with our community and our family and all of our employees, we just said, hey, we've got to come back, we've got to make it better for our community. So we started to get ready to open the store, found out about the REAP grant from the USDA, and that they may help us with their equipment. If we bought a certain motor, that was energy-efficient, and so that's what we done. We looked for equipment that would be energy-efficient so that they would help us with the REAP grant, and we went forward from there. So far, the energy-efficient freezers and solar systems is saving the store over $3,000 a month in energy costs. So today we're here in Isom, Kentucky, at the Isom IGA with Gwen Christenstor, who we're celebrating the solar panels that she's put on a roof, and the energy-efficient coolers. When they rebuilt, they put in all energy-efficient lighting and coolers, and USDA Rural Development through our REAP program, the Rural Energy for America program, was able to pay for a substantial sum of that money. In addition to the Isom IGA, Tim Shortt received a $122,776 grant to install LED lighting and a solar system, and Fleming Neon received $36,900 grant to replace a utility vehicle lost in the flooding. For more information on the REAP program, go to rd.usda.gov. Reporting for Mountain Top News, I'm Brianna Robinson.


My name is Natasha Grasby. I'm currently a primary school teacher at Green Bank State School. Being a teacher has always been a dream for me since I was inspired by my Year 7 teacher. She always made learning fun, engaging and she was very passionate. You could see that she really cared for her students in her class. It felt great walking into her classroom every day and I see teaching as a two-way street. You have to have an open mind and be creative in your approaches to teaching. Being able to establish those things with your students will really make them valuable learners throughout the classroom. Being a teacher is one of the most rewarding careers you could possibly be in. A regular day is me coming to school early in the morning, preparing things for the lesson, chatting to my other fellow colleagues and there's always support around you. You always attend professional developments where you're constantly learning new things to bring back to the classroom. Yes, there are challenges along the way but those challenges become successful memories for yourself as a teacher and the students. Seeing the students engaged in their learning, those little things remind you that you are doing the right thing as a teacher and you can make a difference for those students. I would say go for it because teaching is such a rewarding career and if you are someone who is always up for a challenge and has a passion for teaching and learning I would say your career has already started.


Momentum's initial decision not to pay was correct, says essay scientist. Durban, University of Pretoria Actuarial Scientist, Dr. Conrad Bayers believes that insurance company, Momentum, acted correctly in initially declining to pay out the life insurance claim of Nathan Gannis. Bayers added that the decision to pay out the Gannis family could have ripple effects on the insurance industry as a whole. Recently, Momentum came under fire and eventually resorted to paying out Gannis's widow R2.4 million. Initially, Momentum stuck to their guns and refused to pay out the life insurance policy stating that Gannis had declined to declare that he was diagnosed with diabetes. Gannis was killed during a hijacking at his Shal cross-home. It later emerged that Gannis had not disclosed his medical condition and as a result, Momentum said they would not issue the payout. According to Bayers, insurance companies would not be sustainable if there are no strict and consistent conditions about claims payouts. Nathan Gannis died from gunshot wounds in March 2017, but the insurance firm declined to pay a R2.4M policy claim after it was discovered that a health condition, high blood sugar levels, was reportedly not disclosed by the client. According to Bayers, the public outrage about the rejection of the R2.4M claim points to a crucial need for customer education about insurance cover, the entire insurance industry, not only Momentum, is affected by this. A pilot with a health condition that can endanger the lives of passengers should not be allowed to fly passenger jets. It does not matter if the pilot ultimately dies of something else. Similarly, a person with a known health condition will often not be able to obtain life insurance. It does not matter if the ultimate cause of death is something else, he said. Bayers said it was unfortunate that Momentum has received public condemnation regarding the Nathan Gannis case. All other insurers would have done the same. The controversy highlights a very important and widespread issue around the general public's understanding of the nature of insurance, Bayers said. He said policy holders who threaten to terminate their insurance policies will not be able to move to other insurers that will tolerate nondisclosure of pre-existing conditions. On the contrary, policy holders that terminate policies and apply for new insurance will most likely find that their premiums are much higher for the same level of insurance cover. This is because life insurance typically becomes more expensive the older a person gets. Also, people buying a new insurance policy may have developed new health or other conditions that may result in higher premiums, or no insurance cover at all, he said. Bayers said the entire insurance industry needs to take this case very seriously and find ways to educate or inform existing and potential customers about the nature of insurance. Even if an insurer is 100% correct, individual cases can cause significant reputational issues for any insurer due to the quick flow of, often false, information. The lack of proper understanding of the principles underlying insurance can be damaging to the insurance industry, and should be addressed, he said. Momentum has since made contact with Gannis's widow and agreed to make the payout.


Hi and welcome to the session. Let us discuss the following question. Question says draw the front view, side view and top view of the given dies. Let us now start with the solution. Now clearly you can see if we see the front of the dies then we see a square with three dots. Now here we have drawn the square of the front view and now we will mark the three dots. Now this is this one. Now we will put this dot and then this dot. Now observe the side view of the cube. Side view of the cube is a square with one dot. So here is a square of side view and here we will mark one dot in the center. So this is the required side view of the given cube. Now if we see this dies from the top then top view of the dies is a square with two dots. Now here we have drawn square of the top view and now we will put these two dots as it is. So this is the required top view of the cube. Or we can say top view of the given dies. Now these are the required three views of the given dies. This completes the session. Hope you understood the solution. Take care and bye for now.