Capacity: 1077 CC
Power KW:60HP (44KW)
Showing posts with label Technology. Show all posts
Showing posts with label Technology. Show all posts
Monday, October 5, 2015
Toyota Codes Engine Familiarization
Capacity: 1077 CC
Power KW:60HP (44KW)
Monday, May 4, 2015
Suspension How It Works
Sunday, April 27, 2014
The Electric Plane: Inspired By Tesla. Built By Airbus
Is Tesla dominating electric transportation? Well, if at all, then maybe in cars.
And as they're obviously focused on having less of them exploding and burning down, others have already taken the learning from the automotive and marine businesses and applied hybrid and electric propulsion to yet another market: aircrafts!
So someone else is innovating in the meantime. And it's not a funky start-up!
Whilst Tesla's founder Elon Musk still ponders about his latest vision of designing an electric supersonic airplane, with the ability to take off and land vertically, members of the Tesla Motors Club are already broadly involved in discussing the most recent and successful maiden flight of Airbus Group's new green plane.
As a matter of fact, some days ago Airbus unveiled its all-electric E-Fan 2.0 protoype electric aircraft, which has two motors with ducted fans powered by a lithium-ion polymer battery. The two-seater, which has been tested since the beginning of March near Bordeaux, is built of carbon fiber and can fly for about half an hour at 110 miles (177 kilometers). It has a wingspan of 312 feet (9.5 meters) and weighs 1,212 pounds (550 kilograms).
It could be the aircraft maker's next step in trying to enter (via hybrid electric powered engines) the market for regional jets (70-90 seats). According to Airbus, this might take anything between 15 to 20 years. Such a hybrid regional airliner could slash fuel consumption by 70-80% based on current technology and it could significantly cut noise levels. Consequently Airbus and its partners are aiming to perform research and development to construct a series version of the E-Fan and propose an industrial plan for a production facility close to Bordeaux Airport.
Certainly there is a place for electric and hybrid concepts in civil aerospace. However, the challenge will be to manage the high electrical loads on-board and to have enough power storage to fuel large jets. In addition batteries need to be stable and highly resistant in any context and given situation, something Boeing struggled a lot with on its 787 Dreamliner. Lately, it's also been rather quiet about Boeing's once very popular SUGAR Volt concept: A hybrid aircraft which would use two hybrid turbofans that burn conventional jet fuel when taking off, then use electric motors to power the engines while flying.
Indeed, currently it appears that the rather clumsy and bureaucratic Airbus group is at the technological forefront of electric airplanes—not Boeing or Tesla.
By the way, if you were to consider getting your own E-Fan 2.0, you might be interested to know that it'll be priced in-line with similar-sized planes at around $300,000.
What do you think about it? Will electric planes shape the future of transportation? Will Airbus lead the market? What about Boeing, Tesla, and other players?
10 Steps to Achieving Success in Life
Commencement speakers look for nuggets of wisdom that graduates will take with them as they journey forward in their lives. Along the way, speakers hope to inspire a life or two and create reason for a cheer, a tear or evoke fear. My speech will be titled 10 Steps to Achieving Success in Life. The list is by no means all-inclusive. However, I think it provides a very good starting point from which to develop a road map for successful living. I think the graduates will find great value in this list. I only hope that I will be able to live up to my own advice and consistently follow these 10 steps.
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In a typical corporate environment, all of the components of your infrastructure are probably managed by an "IT guy". He or she could be called "IT support", the "IT Manager", or even the "IT Director". Regardless of the position, one of the responsibilities is probably to manage your infrastructure. The downside to this is that one person probably wears many hats and is what is called a "jack of all trades", meaning that this person is often a generalist and is not typically an expert in any one area
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At least a couple of times a week, I get a message from someone on LinkedIn or someone who read a post on my blog looking for advice on going into accounting. Sometimes the questions focus on education path, and sometimes they focus on the job or career you can have once you obtain the CPA designation. I've gotten enough questions and had enough conversations now to notice some themes I think are worth while to address in long form.
1) When should I take the CPA exam? You should take the CPA exam as soon as possible, but you shouldn't take it before you're ready. A lot of the old timers might disagree with me on this, but the CPA exam is harder now than it's ever been. Computerizing the exam increased the breadth of what the accounting powers that be can test and the variation in how they test those concepts. As a result, computerized testing makes studying more difficult, but on the flip side, you can take each section one at a time, unlike the old days.
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Here are five signs that what you wear to work may be hurting your career:
- Your boss has told you explicitly that you need to wear more professional attire.
- Someone in your office feels compelled to remind you to “dress nicely” for important meetings and special events.
- A coworker with equal or lesser skills but a nicer wardrobe was promoted over you.
- On those odd days when you do take a little extra time with your professional attire, your coworkers want to know if you’re going on a job interview or if something else is happening to you.
- You keep asking to be considered for a more visible role in your organization but you are not offered those opportunities.
Let’s pull back the curtain on the basics. Social networks basically can be boiled down into three fundamental categories and each is as important as the next. Without a complete strategy to develop each, you are going to tip over as if the 3rd leg of the stool were kicked out.
Not only are the pillars all intertwined, but the order in which you design and execute them is of vital importance. This is what I refer to as social readiness. Follow this order: Design a well thought out great looking profile >>> Connect to the market >>> Learn and engage with consistent thoughtful content.
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Tuesday, April 15, 2014
What Apple’s Move to Digital Marketing Means
It’s hard to think of many companies that have had more of an impact on mass media, culture, and technology than Apple. From its products to its ads, Apple has taken brand marketing to new heights (when a silhouetted image with white ear buds is instantly recognizable, you know you’ve done something right).
So it’s intriguing to see how Apple is making more of a shift to digital marketing. The recent announcements about its decisions to bring on board new agencies (AKQA and Huge) that are generally “digital first” organizations is noteworthy. For all of the modern feel of Apple’s marketing and advertising, it has been very much an old school way of doing things: we know best and we’re going to talk at you. Apple’s recent moves are a significant shift in the direction of on-demand marketing, which is what successful digital marketing is all about.
On-demand marketing is all about being actively responsive to your customers (and potential customers). This shift is very much about responding to four important trends in consumer expectations:
1. Now: Interacting anywhere at any time.
2. Can I: Doing things they’ve never been able to do before
3. For me: Having truly personalized experiences.
4. Simply: Having all interactions to be easy.
This world of marketing is about moving from “always-on” to “always-relevant,” from “marketing at customers” to “marketing as a service.” For marketing to be relevant and a real service – and by service, I mean something that actually helps the consumer either answer a question or get something done – that means having a very clear sense of the consumer decision journey. That requires three levels of analysis:
Telescope. A clear view of the broad and long-term trends in the market, category, and brand. Digital sources that track what people are looking for (search), what people are saying (social monitoring), and what people are doing (tracking online, mobile, and in-store activities) represent rivers of input providing constant warning signs of trouble or signals of latent opportunity. For Apple, such analytics could help them better understand which people get stuck - and where they get stuck - in using their applications, or providing guidance to their app developers on customer behavior that could help them design better experiences.
Binoculars. A complete, integrated picture of where they spend their money, which interactions actually happen, and what these outcomes are. Most direct-sales companies (retailers, banks, travel services), for example, measure the performance of their spending by analyzing what consumers do just before making a purchase, e.g. Googling a product. That level of analysis is too narrow because it doesn’t take into account the advertising, social media chatter, and other media out there that also influence the consumer during his/her decision journey. Getting such return on marketing investment data, may lead Apple to major shifts in how it connects with its customers, such as trying out and scaling personal recommendations, educational material, or crowdsourced suggestion contests. These would be huge changes for a brand that has always acted as if it knew what was best, but they would be steps towards a new level of emotional engagement from the brand's fans.
Microscope. Technology and analytics to create services, messages, and offerings that are relevant to the individual. Research shows that this level of personalization can deliver five to eight times the ROI on marketing spend and lift sales 10% or more. Apple will likely develop a much better sense, over time, of how to manage the messaging and support it provides each customer to get them fully engaged with their products, apps, and content. Right now, little contact from Apple feels very personalized.
It will be interesting to see how Apple merges its fantastic creative energy and capabilities with a more digital, interactive, and analytical approach to marketing.
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Monday, April 14, 2014
Video of Where Facebook and Google Put All Your DATA
Google: Getting To Know Us and Help Us Better
Instead, Google has been very clever in strategically picking new areas that all have something in common: They are all tied to the cloud and collecting data, information, and insights about how we live, work, and play, and then turning that data, information, and insights into new products and services that can help us navigate the world better.
In other words, the real value for Google is in the backend—in the data. By knowing what you’re using, how you’re using it, what you’re doing with it, when you’re using it, and where you’re using it, Google is generating a goldmine of information, and then using that information to both generate revenue for its advertisers with increasingly personalized ads, and using what they learn to create the next “must have” item. Here are just a few examples.
Let’s start with Google Glass, which is Google’s first wearable technology and is tied to their dynamic information repository in the cloud. How we use it, what we use it for, and what we see and record all goes to the cloud. Will we all be wearing Google Glasses? The answer is no, but many will be using Google Glass for a lot of specialized functions. In fact, surgeons are already using Google Glasses so they don’t have to take their eyes off the patient. They can see, on the little screen in the lens, the patient’s heart rate, pulse, temperature, blood pressure, and all the vitals. And there are a wide variety of other professions that will be using them as well.
Remember, you can make things smaller, and the size of the earpiece and other components are going to continue to shrink, allowing Google Glass to look more and more like regular glasses. In fact, Ray-Ban sunglasses maker Luxottica recently announced that it has finalized a strategic partnership with Google over its Glass eyewear that could pave the way for a new look and market in smart glasses.
YouTube is another strategic part of Google, and they’re continuing to redefine television and the viewing experience by creating an ever-increasing number of channels and live streaming events—some that even incorporate Google Glass. For example, the Sacramento Kings basketball team has recently started to wear Google Glass, giving the audience live streaming from them so viewers can see what the players see when they go up for a dunk, what the referees see, and what the cheerleaders see.
This started with the Sacramento Kings, but you can clearly see that you’re going to get a bird’s-eye view (and a very personalized view) of the action in many more arenas, thanks to more and more players in more and more sports using Google Glass-type wearable devices. I expect this to quickly spread to a wide variety of events, from plays to rock concerts.
Speaking of TV, another related area Google has now entered is with their new product Chromecast, which is basically a $35 bridge that beams web video to your TV screen. One of the reasons I believe Google wanted to get into this is because Apple’s biggest seller in 2013 was Apple TV. So, of course, Google wants to get in on that. But it’s not just selling Chromecast. That’s just the front end, like Google Glass is the front end that you get to use. Google is more interested in knowing your viewing habits and how they can turn those insights into better ads for their advertisers as well as continue to shape the future of TV.
All of this takes fast networks, so it should be no surprise that Google launched Fiber Boost, which is bringing gigabyte Internet service to cities. So far, Austin, Texas; Provo, Utah; Los Angeles, California; and Louisville, Kentucky, among others, have this service. I’m sure you would like your city on the list, because it would be great to have a blazingly-fast Internet connection. What does Google get by offering this? Faster connections lay the foundation for a new level of online products and services. With faster speeds, it would make sense for Google to introduce a 3D web browser.
In all, Google is getting to know how we all live, work, and play better and better every day, and using that knowledge to come up with new ways to do even more cool things. In Part 2 of this look at Google, we’ll explore some other offerings designed to increase Google’s knowledge base and increasingly intelligent search capabilities.
Can You Afford Privacy?
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Last month, my friend and noted author Julia Angwin published an op-ed piece in The New York Times asking whether privacy had become an expensive good. The article details, in part, the wide array of privacy software and hardware she’s tried. From $230 data encryption services to a $420 Internet security subscription, Julia notes that privacy may be becoming a luxury only the wealthier can afford.
She raises a very powerful question. If privacy is a luxury available only to the few, what does that mean for the average user?
First, you have to understand the sheer scale of the personal data market, its pernicious enormity. I’ve previously written about the concept of the Big Data profile, which links users like you and me to a collection of our preferences, behaviors, and tendencies – without our knowledge or consent, for purposes we probably will never know. Whether you’re trying to get pregnant or have arthritis, if you lean Democrat or Republican, if you wear a Rolex or a Swatch – online advertisers pay big money for this kind of information, which allows them to more effectively target us. Companies like Google and Facebook are happy to oblige – they make billions every year by collecting personal information and selling it to advertisers. Make no mistake, Big Data equals Big Business.
Online advertising represents the lion’s share of demand for personal information today – but it’s already so much more than that. Health care companies have begun using Big Data profiles to recruit patients for pharmaceutical studies, for example. Instead of cold calling and recruiting at hospitals, drug industry contractors now sift through personal data to look at people’s dining, spending, and entertainment preferences, which actually give them a pretty good idea of what diseases a person might have. That’s one example of how the details that Big Data traps in its net reveal intimate aspects of you and me. Big Data is already influencing and impacting your life – and there’s no going back.
Fortunately, I’m the bearer of what I believe will be good news: privacy technologies may be limited and expensive right now, but I think that won’t be the case forever.
Here’s my prediction: eventually privacy protection technologies will be subsidized and embedded in the Internet’s permafrost. Think of it like the protection for your credit card. Credit card protection wasn’t always ubiquitous. That’s no longer true. Right now, a mom in Michigan, a CEO in New York City, a janitor in Des Moines all have something in common: their credit cards have multiple layers of protection, from SSL encryption to authentication to credit card fraud detection and credit card protection.
That same development arc happened with another industry: anti-virus software. When was the last time you, as an individual, paid for anti-virus protection for your laptop, home computer, or mobile phone? I think it was about six years ago for me. Why? It’s now a standard part of what we get when we purchase hardware – they’re all equipped. The protection is now embedded. Indeed, it's such a big shift that many of the biggest anti-virus companies are busily exploring other lines of business.
I think we are going to see the same thing with privacy. Will there be differences in the protections? Of course. The wealthy will always be able to buy premium versions of everything -- privacy included – that most people can't. But privacy protections -- at least for privacy problems that we know about today -- for everyone will be increasingly strong, standardized and universal.
The real question is – how fast can that happen and why aren’t you clamoring for it right now?
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Wednesday, April 9, 2014
Anyone, Anywhere Can Now Build The Next WhatsApp or Oculus
Oculus, the latest technology startup to be acquired for billions of dollars, was based not in Silicon Valley but in Irvine, Calif. Snapchat, which is rumored to be worth billions, is based in Los Angeles. The Los Angeles area is a good place to live and has great weather, but it has no real advantage as a technology center. These companies could have been based anywhere with equal success. You can’t predict which technology hub the next Oculus will come from—or whether it will be a hub at all. Anyone anywhere—whether in an incubator, garage or tent—can now build world-changing technology.
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It used to be that venture capital was a prerequisite for starting a technology company. The software, hardware and disk storage needed cost millions of dollars. Entrepreneurs therefore had to begin their journey by writing a detailed business plan and pitching it to investors. Silicon Valley had a big advantage because of the concentration of venture capitalists on Sand Hill Road. But that is no longer the case, because the cost of technology has dropped exponentially. Entrepreneurs can beg or borrow the relatively small amounts of money they need from their friends and relatives. Or they can crowd-fund their startup, in the way in which Oculus did on Kickstarter.
U.S. technology hubs such as Silicon Valley also had a huge advantage in the past because of the concentration of specialized knowledge there. University towns such as Boston and Stanford are home to leading research scientists and entrepreneurs could listen to their lectures or meet them to ask questions. But an ocean of knowledge is now available on the Internet for free. In fact, more knowledge is available today on the Internet than was available to leading scientists and researchers as recently as 15 years ago, and nowincludes lectures by Stanford, Harvard and MIT faculty. Science and technology blogs provide more-timely and more-relevant information than scientific journals did because the journals were restricted to those who could afford subscriptions or who had access to libraries that did.
Hardware requirements have also gone down for businesses due to the relatively cheap cost of tablet computers and laptops and access to cloud service providers. That’s why Oculus’s Kickstarter goal was only $250,000 when it launched. In other countries, it could have been started for a lot less—especially if the entrepreneurs had been working from their homes and not taking salaries.
A lack of mentorship and networking holds back entrepreneurs in distant parts of the world. But they can learn from the experiences of CEOs, venture capitalists and domain experts on hundreds of specialized discussion boards that are open to all—sites such as StackOverflow, Slashdot, Hacker News, PoetsandQuants and Quora. Additionally, anyone can follow global thought leaders on social media and learn from them. They can email or tweet to people they read about.
Distributing a product is also easier than it has ever been because it is largely done over the Internet. People typically don’t even know the headquarters of the software or hardware companies they are buying technologies from. WhatsApp—which was the most expensive technology acquisition ever—was started in Mountain View, California, but it could just as well have been located in Ukraine, where its founder is from, or in Estonia, where Skype was developed, or in Finland, where the Angry Birds were hatched.
So entrepreneurs around the world have advantages today that a few years ago were specific to geographic location, meaning that the playing field is becoming level. There is no longer a need to find a way in to Silicon Valley or to the next Valley. Successful entrepreneurship still necessitates a prudent mix of wisdom, foresight, empathy, caution, balance, daring, toughness, knowledge and skill. But the external constraints are far looser than they used to be and an entrepreneur’s success is only impeded by her own limitations.
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Heartbleed: A Data Security Bug of Titanic Proportions that Affects Most of the Internet and that Will Have Enormous Implications
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The implications of Heartbleed are enormous. It is hard to predict all the reverberations, but they will be huge. That we could wake up one day and discover that a majority of our most sensitive Internet activity has not been secure for the past two years and that we might never know what data has been compromised is quite a sobering reality.
There are, of course, good, bad, and ugly practices when it comes to data security. Being good on data security is still a good thing to be. But what today's news drives home is that even good data security can still be quite tenuous. It is akin to sailing the seas during treacherous times, with pirates and icebergs, where even the most unsinkable ships can go the way of the Titanic. And this sobering news should make everyone think hard before collecting and storing highly sensitive data. We need to do it, of course, but as we start storing things like fingerprints and biometric identifiers and genetic data, we should be aware that keeping these very secure will be quite difficult. When sensitive immutable data is compromised, the stakes can be raised to another level.
Heartbleed should be taken as a heavy dose of humility and a realization that we have a long way to go until we can sail the online seas without significant peril and risk.
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