tag:blogger.com,1999:blog-9164299250244576492024-03-14T01:40:04.673+03:00DeckjockeyAnonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.comBlogger32125tag:blogger.com,1999:blog-916429925024457649.post-39808663295419821162015-10-04T04:12:00.000+03:002015-10-04T04:12:07.935+03:00Londra'da Olanlar Orada KalmasinMind The Product konferansi gozlemlerimi ve yorumlarimi Medium'da paylastim, okumak isterseniz :
<a href="https://medium.com/@sdogantekin/londra-da-yaşanan-orada-kalmasın-bölüm-i-3e9abee07793">Londra’da Yaşanan Orada Kalmasın — Bölüm I</a>Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-36043737167489639552015-01-12T08:11:00.002+02:002015-01-12T08:11:58.260+02:00Growth Hacking - Ne Ola Ki<div style="text-align: justify;">
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Son zamanlarda çeşitli yazılarda, bloglarda sıkça karşılaştığımız bir kavram var : "Growth Hacking".</div>
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Peki nedir bu Growth Hacking? Beklenilen kurtarıcının kendisi mi, yoksa pazarlamacıların önümüze koydukları yeni bir sihirli kelime mi? Amacım bu yazıda bazı temel noktalardan bahsederek sonraki bir kaç yazıda bunları örneklerle anlatmak, çünkü ancak örneklerle ilişkilendirildikleri zaman bu tarz kavram ve yaklaşımların bir anlam ifade edeceğini düşünüyorum.</div>
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Kişisel fikrim Growth Hacking'i doğru anlayabilmek için öncelikle "Lean Startup/Yalın Girişim" kavramını anlamanın gerektiği yönünde, Growth Hacking için Yalın Girişim yaklaşımının olmazsa olmaz derecesinde bir öneme sahip olduğu düşüncesindeyim. </div>
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Yalın Girişim temel olarak bir girişimin doğası gereği belirsizlik ve bilinmeyenin çok fazla olduğu, koşulların hızlı bir şekilde değiştiği ortamlarda oluşabileceğini belirtir - ülkemizdeki gibi tüm kendi işini kurma senaryoları bir "girişim" olarak değerlendirilmez. Bu şekildeki bir ortam yapısı içerisinde alışılageldik yönetim, pazarlama vb stratejilerin geçerli olamayacağını, ortama uygun yeni bir düşünce yapısı ve modeli gereksinimi olduğu yaklaşımı üzerinden ilerler.</div>
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Yalın Girişim'in en temel kavramlarından birisi "Build-Measure-Learn/Yap-Ölç-Öğren" döngüsüdür, ancak bu döngünün sürekli ve hızlı çalıştırılması ile ortamdaki belirsizlik ve bilinmeyenin anlaşılabileceğini vurgular.</div>
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Growth Hacking, girişimlerin bu ortam koşullarında, geleneksel yaklaşımlardan farklı hareket ederek kısa zaman içerisinde büyük ölçekte büyümelerini hedefleyen bir düşünce yapısı ve hareket planıdır. Tüm bu süreç kapsamında hızlı olmak, yaratıcı davranmak, tahmin ve varsayımlar yerine ölçümlenmiş veri ile hareket etmek olmazsa olmaz temel prensiplerdendir.</div>
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Grown Hacking, Yalın Girişim içerisinde özellikle "Product-Market Fit/Ürün-Pazar Uyumu" adımı ile ortaya çıkar. Yani ürünün/servisin hedeflediği kullanıcı grubu ve problem/ihtiyaç için tatmin edici bir çözüm oluşturduğunu düşünüldükten sonra uygulamaya geçilebilir (Burada bir soru işareti "Product-Market Fit"in nasıl ölçülebileceği konusunda olabilir, bu noktada en sevdiğim yaklaşım Sean Ellis'in %40 yaklaşımı yani kullanıcılarınızın en az %40'ı ürününüz olmadan kendilerini kötü hissedeceklerini söylemiyorlarsa ürün-pazar uyumunu sağlayamadınız demektir). </div>
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Growth Hacking, temel enstrüman olarak Yalın Girişim içerisinde sıklıkla kullanılan bilimsel doğrulama yöntemini yani deney yaklaşımını kullanır. Öncelikli olarak bir hipotez oluşturulur, hipotezin doğru kabul edilebilmesi için ölçümlenebilir değer koşulları tanımlanır ("üye olan kullanıcı sayısında x birim zaman içerisinde y birim artış olması" gibi), hipotezi değerlendiren kontrollü (sadece hipoteze konu olan kavramın farklılaştığı) bir deney tasarlanır, deney sonuçları gözlemlenerek hipotezin doğru olup olmadığı değerlendirilir. Değerlendirme sonucundaki çıktılar üzerinde "öğrenme" süreci gerçekleştirilerek yeni hipotezler geliştirilir. Bir deneyin başarısız olması, çalışmanın başarısız olduğu anlamına gelmez. Eğer bir çalışma müşteri için daha iyi ürün oluşturma (müşteri bakış açısından) anlamında bir bilgi üretiyor ise çalışmanın tüm sonuçları istenilen değerleri vermesede çalışma (bu noktada deney) başarılı olarak değerlendirilir.</div>
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Growth Hacking için veri çok önemlidir, veri hem hipotez oluşturmada, hem hipotez değerlendirmede hemde öğrenme sürecinde kullanılır. Bundan dolayı analitik veri yaratım ve ölçüm araçları (Google Analytics, KISSmetrics gibi) bir Growth Hacker (Growth Hacking ile uğraşan kimse) için en önemli silahlardır. </div>
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Growth Hacking kapsamında büyümeye etki edebileceği düşünülen herşey deney konusu olabilir; bir ekrandaki butonların renkleri ve yerleşimleri, kullanıcıya sunulan seçeneklerin sayısı, kullanıcıya gönderilen bir e-mailın sonundaki bir cümlenin içeriği gibi.</div>
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Growth Hacking için öncelikli hedef daha fazla kişiye ulaşmak değildir. Öncelikli hedef en hızlı ve verimli şekilde "Early Adaptors/Erken Benimseyenler" olarak adlandırılan kitleye ulaşmak üzerine kuruludur. Bu hedefe ulaşıldıktan sonra ise ürün/servis viralleştirilmeye çalışılır.</div>
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Ancak Growth Hacking için "büyüme" kavramı sadece daha fazla kişiyi ürün/servis konusunda haberdar etmek olarak sınırlandırılmamalıdır. "Visitor-Member-User/Ziyaretçi-Üye-Kullanıcı" yapıları arasındaki farklılık değerlendirilip, ziyaretçiden kullanıcıya dönüşüm ve kullanıcıyı tutma konularıda en az (yeri geldiğinde çok daha fazla) daha fazla ziyaretçi çekme kavramı kadar önemlidir.</div>
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Bir sonraki yazımda çeşitli örneklerle (Airbnb, Evernote, Uber) yukarıda bahsettiğim kavramların nasıl gerçekleştirildiğini inceleyeceğiz.</div>
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Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-28613293499232913962014-12-17T07:22:00.000+02:002014-12-17T07:22:35.233+02:00Growth Hacking... Yakında...Bir süredir ilgi ile takip edip, üzerinde araştırma yapıp çalıştığım konulardan bir taneside "growth hacking". Çok yakında bunları toparlayıp küçük paylaşımlar burada yayınlamaya çalışacağım.<br />
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Ama bu sırada sizlerden yardım almam gereken bir konu var, o da "growth hacker" tanımı için Türkçe bir karşılık - bu konuda karşılaştığım "büyüme korsanı" tanımının çok örtüşmediğini düşünüyorum.<br />
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Çok yakında görüşmek üzere...Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-90722668018756853332013-09-18T01:23:00.003+03:002013-09-18T01:23:36.346+03:00Titanium Studio - Content Assist ProblemAs most of you know, Titanium Studio is one of the most popular cross-platform application development environment for mobile devices.<br />
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This week I started to use it to implement a basic mobile application (both for Android and iOS) for my division's (at work) yearly meeting.<br />
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Although Titanium Studio can ben defined as a "mature" product, it still have some nasty bugs and the one I first encountered is the Code Assist feature.<br />
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I checked forums, several blogs but couldn't find a solution. Then I began to check the preferences of the platform and the project that I am working on.<br />
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This may not hold for every case related to not working Code Assist feature, but in my case the solution is simply checking project's build path and selecting Titanium SDK if it is not already added to the build path. After this selecting, you may need to refresh the project.Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-38334774585452789972013-09-03T04:37:00.002+03:002013-09-03T04:39:32.913+03:00Errors running builder 'Maven project builder' on project XXX - Java.Lang.NullPointerExceptionIf you installed STS on Eclipse and receive the following exception while trying to build a Spring project:<br />
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<i>"Errors running builder 'Maven project builder' on project XXX - Java.Lang.NullPointerException"</i><br />
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then check whether you clearly installed related Maven plugin for your Eclipse instance (it is probably m2eclipse/Eclipse m2e, check the built path of your project). Probably you observe that it is not installed, so install and rebuilt your project (at least this is what happened in my case).Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-19722608858399062492013-08-27T23:14:00.000+03:002013-08-27T23:17:14.802+03:00Bulasici FikirlerBir sure once Fast Company'deki bir yazi icerisinde cok begendigim bir cumle ile karsilastim:
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"With so much time focused on the messenger, we miss out on the value of the message itself as a vehicle for driving virality".
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Kabul edelim ki (burada sucu Malcolm Gladwell'e atmak istiyorum), sosyal trendlerin ortaya cikmasinda ve yayilmasinda bir grup ozel, farkli insanin oldukca onemli bir rol oynadigi uzerine kurulu oldukca fazla (ve populer) model var; bu modeller dunyasinda bu kisileri bulduktan sonra tek yapmak gereken sadece urunu/fikiri benimsemeleri ve yaymalarini saglamak. Ama giriste alinti yaptigim cumlenin belirttigi gibi mesaji tasiyan kisiye/yapiya yogunlasmak mesajin kendisinin onemi gozardi etmeye yol acabiliyor.
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Yaziya geri donersek "Acaba bu cumleyi kim soylemis?" diye inceledim de Wharton'da Pazarlama bolumunden yardimci docent olarak gorev olan Jonah Berger ile karsilastim (kendisine bir nevi pazarlama dunyasinin yeni altin(!) cocuk adaylarindan birisi olarak degerlendirebiliriz dersem cok abartmis olmayacagimi dusunuyorum) ve kendisinin "Contagious" adli kitabini hemen Kindle'ima yukledim.
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Kitabin detaylarina cok fazla girmek istemiyorum (keyifli bir okuma oldugunu rahatlikla soyleyebilirim), kitap temel olarak Berger'in sosyal iletim, bulasicilik konusunda olusturdugu 6 temel prensip uzerine kurulmus durumda. Bu prensiblerin cogu aslinda fikir sahibi oldugumuz, bildigimiz kavramlar ancak kitap icerisinde bunlarin cesitli arastirma sonuclari ve etkileyici hikayelerle desteklenmesi, ve bunlardan bir temel cerceve olusturulmasi kitabi onemli bir okuma yapiyor.
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Berger'in modelinin dayandigi 6 temel yapiya hizli bir sekilde bakarsak:
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<li><b>Sosyal Deger (Social Currency): </b>Bizi disariya dogru daha iyi/degerli gosteren fikirleri/urunleri paylasmaya meyilliyiz</li>
<li><b>Tetikleyiciler (Triggers):</b> Icinde bulundugumuz cevredeki cesitli kavram ve nesnelerin tetikledigi (kurulan iliskiler sonucu akila gelen) fikirler/urunler daha sik paylasilirlar</li>
<li><b>Duygu (Emotion):</b> Onem ve ozen gosterdigimiz, umursadigimiz fikirleri/urunleri paylasmayi tercih ederiz</li>
<li><b>Aciklik (Public):</b> Gundelik hayatta gordugumuz/karsilastigimiz fikirleri/urunleri paylasma olasiligimiz yuksektir</li>
<li><b>Pratik Deger (Practical Value): </b>Karsi taraf icin bir deger iceren, hayatlarini kolaylastiran, potansiyel bir problemlerini cozen fikirleri/urunleri paylasmaya egilim gosteririz</li>
<li><b>Hikayeler (Stories): </b>Fikir/urun ile duzgun bir iliskisi olan hikaye, etkili bir truva atidir </li>
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Bu arada yanlis anlasilma olmamasi acisindan belirtmek gerekirse' bu alti madde hep birlikte olmak zorunda olan bir yapiyi anlatmiyor, urunun/fikirin yapisina gore bazen sadece bir maddenin ortada olmasi bile urunun/fikrin sosyal bir salgin sekilde yayilmasi icin yeterli olabiliyor.
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Fikirlerin/urunlerin nasil yayildigini merak ediyorsaniz yada bu sekilde davranmasini istediginiz bir fikriniz/urununuz varsa "Contagious" gozden kacirmamaniz gereken bazi noktalari size gosteren/hatirlatan bir kitap olacaktir, bir sans vermeyi unutmayin.Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-12849967867124668372013-06-24T22:23:00.001+03:002013-06-25T07:34:42.271+03:00Ready For The New Era?<br />
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In his last book, The Icarus Deception, Seth Godin defines the new six assets that matters in the so called connected economy:
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<li>Trust</li>
<li>Permission</li>
<li>Remarkability</li>
<li>Leadership</li>
<li>Stories</li>
<li>Humanity</li>
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In the today's world, with the huge boom of social networks and social media, we encounter an information overload in every aspect of our lives. Think this as being in a room with an orchestra but each instrument is playing a different melody. The human nature tends to close its outer sensors in this situation to decrease the level of complexity in the environment, most people starts to hear only instruments that has some kind of attraction. If we return back to this connected economy the first step to create this 'attraction' is trust and permission; don't forget, the only people we hear are the ones we choose to hear - give permission to be heard. And we choose to listen to those we trust.
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Ever consider which ideas we share with our environment? The boring ones? The ones that everybody already knows? Or what we look for are ideas that are unusual, extraordinary, surprising? Or think from the opposite perspective, what kind of ideas we prefer to be shared with us? Yes, we are all looking for remarkable things; the degree of remarkability may change, and the tendency towards is won't.
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Management vs Leadership... People loves this comparison, there are lots of articles, blogs related to this topics but still most people use the terms "management" and "leadership" interchangeably. Management is the act of well-known, the act of past, taming the complexity. Leadership,on the other hand, about the future, the unknown territory, change. And when entering a new era, past should be left behind.
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There is an old French saying, "Les gens heureux n’ont pas d’histoire à raconter" meaning that happy people don't have a story to tell. I once fond of this idea, especially during university years when girls tend to be attracted sad-looking guys - according to them it creates a mysterious aura - which I found a little bit masochistic. But in the today's world, it is the story that spreads. Remember Simon Sinek's concept of the "Golden Circle" where everything starts with a "Why?". And it is your story that defines that "Why?' - and if you don't the inspiring TED video of Simon Sinek, go immediately to YouTube after reading this post.
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And humanity...In today's current over-industrialized world in which mass production sweeps away the era of scarcity for most of the products, the new rarity becomes the "humanity", we begin to seek out for human originality and caring in this industrial jungle...
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These assets remind me of so called "Rambo" knives which used to be advertised in the Sunday pull-outs of newspapers. These knives usually contain a compass, needles, fishing lines, etc. - a basic survival kit for unknown, wilderness environment suchlike the new era. To enter the new era, to safely pass over the "doorstep", to catch the next "safety zone", one must embrace these assets internally... There are no other alternatives...
Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-29334563075193559422012-09-21T15:33:00.001+03:002012-09-21T16:13:36.299+03:00Notes On ICT Summit Eurasia 2012 - Part 2As I mentioned in Part 1, I had a chance to attend the ICT Summit Eurasia 2012 for a day which is held between 11-13 September in Istanbul.
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The second group of sessions I had attended are mainly about Mobile Health and Machine2Machine and Entrepreneurship.
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<b>Smart Education:</b><br />
By 2014, it is estimated that the mobile health market will reach 40 billion USD, creating a great saving (estimated value for U.S. market is 3 to 6 billion USD).
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Now the hot topics in this domain is health tourism and preventing diseases. Mobile Health is extremely important in the concept of "preventing diseases" as the health expense of an healthy individual is nearly 1000 USD whereas this number increases to 6000-16000 USD range for patients.
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Based on this point of view, a new model for the health system should be designed. Current model in summary is something like:
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Individual --> Sick --> Doctor --> Pharmacy
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This should be changed such that the "Doctor" domain should have a tighter integration with the "Individual" domain.
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The reasons behind the shallowness of mobile health in Turkey are defined as:<br/>
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<li>too much players</li>
<li>regulation problems</li>
<li>highly stationary structure</li>
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To achieve this, a national electronic health infrastructure should be constructed as the first step.
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Mobile Health is extremely important for Turkey, because it is the only way to prevent the budget deficit in the health domain.
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<b>Machine2Machine:</b><br />
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The number of mobile device users is reached to 5.9 billion across the world. By 2012, there will be 2.2 billion smart phone users available (in Turkey, this number will be 13.5 million).
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The number of devices that contains a simcard is now 9 billion and this number will reach 50 billion by 2020.
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In Turkey, the current M2M market is mainly concentrated on:<br/>
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<li>fleet and asset management</li>
<li>mobile pos</li>
<li>telemetry</li>
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This situation will turn into the following in the near future:<br/>
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<li>automotive</li>
<li>consumer electronics</li>
<li>health</li>
<li>transportation</li>
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M2M is not a technology issue anymore, it turns into a business and marketing problem.
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Possible list of items defining how the M2M business will effect the Turkish market:<br/>
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<li>creation of local solutions easily</li>
<li>generating solutions in a quick manner/li>
<li>creativity is much more important than the technology itself</li>
<li>solutions with competitiveness</li>
<li>big data gaining much more importance</li>
<li>business intelligence becoming more valuable</li>
<li>usage of data gathered in different areas</li>
</ul>
<br/>
There are three main business models from the perspective of a MNO, such as (with revenue percentages):<br/>
<ul>
<li>B2B (%15 - %20)</li>
<li>B2B2C (%45 - %60)</li>
<li>(B+B)2C (%55 - %80)</li>
</ul>
<br/>
<b>Entrepreneurship:</b><br />
Unfortunately, the "Entrepreneurship" sessions were a little bit disappointing except for the local success stories (but i think most of us in Turkish market already know the story of Nokta, Peak Games, etc.)
The Manifesto of Entrepreneurship is simply:<br/>
<ul>
<li>team itself is one of the most important things (the most important thing at the beginning)</li>
<li>the diversity of team members can create a great synergy</li>
<li>idea is something but execution is something bigger</li>
<li>focus on things that matters</li>
</ul>
<br /><br /><br /><br />
Yes, this two parts series is the summary of a day in ICT Summit Eurasia 2012. Hope to see you in Webit Congress 2012.
Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-18406967692949792542012-09-17T09:50:00.000+03:002012-09-21T14:53:36.960+03:00Notes On ICT Summit Eurasia 2012 - Part 1I had a chance to attend the ICT Summit Eurasia 2012 for a day which is held between 11-13 September in Istanbul.<br />
<br />
I tried to take some notes during the event about the sessions I have attended:
<br />
<b><br /></b>
<b>Smart Education:</b><br />
The current education model is based on the needs of the Industrial Age. Now, we are at the first steps of a new age, Information Age, so we need a new model.<br />
<br />
Bum-Coo Cho, Samsung Electronics Senior Vice President, shared the education approach in South Korea which can provide useful feedback when defining this new education model.<br />
<br />
South Korea is a clear example of "from nothing to richness" and it reach to this level based on:<br />
<ul>
<li>high rate of savings and investments</li>
<li>focus on productivity</li>
<li>focus on overseas business</li>
<li>and most importantly, highly educated people</li>
</ul>
<br />
A survey in South Korea asked for the most precious thing in life, and the first item is education of children with %65. Religion, which is considered as the most important thing by a big majority of Turkish people, became the sixth with %21.<br />
<br />
In South Korea, %14 of government budget is spend on public education. With the investments of the private sector, %7.5 of total GDP is devoted to the education.<br />
<br />
Samsung is also a part of this investment project as it sees (or positions) itself as a core part of South Korea.<br />
<br />
Then declared a vision statement as "Smart Education For Everyone" and defined three missions to move towards this vision:<br />
<ul>
<li>inspiring the future</li>
<li>innovating the core</li>
<li>living in community</li>
</ul>
<br />
Samsung also declared a three phase plan:<br />
<ol>
<li>smart classroom (improve engagement in class)</li>
<li>collaborative learning (expand learning horizon - go beyond school)</li>
<li>adaptive learning (enrich learning experience)</li>
</ol>
The results of the first phase are promising:<br />
<br />
<ul>
<li>overall satisfaction increased from %63 to %85</li>
<li>interest in lessons increased by %29</li>
<li>engagement in class increased %14</li>
<li>problem solving activity increased %9.5</li>
<li>self-directed learning increased %9.5</li>
</ul>
<br />
<b>Next Technological Steps in Finance and Banking:</b><br />
Based on a research held in 2012, the number of active users in Turkey for:<br />
<ul>
<li>internet banking: 9 million</li>
<li>mobile banking: 1 million</li>
</ul>
Hot topics of IT infrastructure in finance domain is:<br />
<ul>
<li>cloud computing</li>
<li>analytics over big data</li>
</ul>
<br />
Social media integration and mobile applications are also concepts with high potential.<br />
<br />
The first step of "mobility" in finance domain is took 4 years ago, but it is the last 18 months that causes the most of the growth (probably related to the increase of smartphone usage based on iPhone and Android devices).<br />
<br />
There is an unrevealed potential in tablet domain.<br />
<br />
The core abilities that the mobile communication bring into the finance domain:<br />
<ul>
<li>access</li>
<li>productivity</li>
<li>efficiency</li>
</ul>
Removal of physical money/cards will be one of the core approaches in the finance domain for the next 10 years.<br />
<br />
A conversion from "e-state" to "m-state" is indispensable.<br />
<br />
Contactless card usage is an important step to digital money as it replaces the usage of small changes. In Turkish market, 7 million of the all credit cards (58 million) has the contactless property. This number will increase much more with the usage of smart city cart applications.<br />
<br />
<b>Mobile Health: Coming...</b><br />
<b>Entrepreneurship: Coming...</b><br />
<b>Machine to Machine: Coming...</b><br />Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-35181720205057586262012-07-13T00:11:00.000+03:002012-07-13T08:55:04.185+03:00Kelebek Gibi Uç, Arı Gibi Sok<i>(Bu yazı, Boğaziçi Üniversitesi Executive MBA programı kapsamındaki "Ekonomi Politikası" dersi için hazırlanmıştır.)</i>
<p>
<p>
Türkiye Cumhuriyet Merkez Bankası (TCMB) tarafından uygulanan para politikası yakın zaman kapsamında incelendiğinde, son küresel krizin bir dönüm noktası etkisi yarattığı ve 2010 yılından itibaren TCMB’nin alternatif bir para politikası oluşturarak uygulamaya geçtiği görülmektedir.
<p>
2010 yılı öncesi TCMB para politikasının temel amacı fiyat istikrarını sağlamaktır. Bu da para politikasının uzun dönemli temel amaçlarına (büyüme ve istihdam) yönelik olarak ekonomik birimlerin karar alma süreçlerinde etkili olmayacak ölçüde düşük ve istikrarlı bir enflasyon oranını ifade etmektedir (enflasyon hedeflemesi). Ülkemizin geçmiş tecrübelerine baktığımız zaman, fiyat istikrarı olmamasının bir ülkede yaratabileceği ekonomik, siyasal ve toplumsal negatif etkiler açık bir şekilde gözlemlenebilmektedir. Bu açıdan para politikası içerisinde fiyat istikrarınının sağlanması olmazsa olmaz bir niteliğe bürünmektedir.
<p>
Son küresel kriz ile birlikte ortaya çıkan temel noktalardan birisi de o zamana kadar düşünülen fiyat istikrarının bir etki olarak finansal istikrarı sağlayacağı yaklaşımının geçerliliğinin kalmamasıdır. Kriz kapsamında para politikaları özellikle varlık fiyatlarındaki şişkinlerin/balonların belirlenmesi ve ortadan kaldırılmasında yetersiz kalmış, bu bunun sonucunda da küresel anlamda finansal sistemlerin bir domino etkisi içerisinde zarar görmesine yol açmıştır. Etkin işleyen güçlü bir finansal sistem, küreselleşen dünyada giderek önem kazanan dışsal şokların atlatılması için gerekli esnekliği sağlamaktadır. Bu yapının zarar görmesi ve yeterli tedbirlerin alınmaması durumunda ile ülkeler bir çıkmaz döngü içerisine girme riskini yaşamaya başlayacaklardır.
<p>
Son küresel kriz ile birlikte risk seviyesi ve belirsizliği artmış, benzer bir şekilde gelişmekte olan ülkelere yönelen sermaye akımlarında ciddi seviyede düzensizlikler görüntülenmeye başlamıştır. Bu durum özellikle Türkiye açısından bir tehdit içermektedir.
<p>
Türkiye ekonomisi uzun yıllardan bu yana cari işlemler dengesi açısından sürekli negatif seyir izlemekte, ciddi oranlarda cari açık vermektedir (Grafik 1). Bu cari açığın finansman kaynakları incelendiğinde kısa vadeli finansman oranının özellikle 2010 yılı sonrasında ciddi bir orana sahip olduğu görülmektedir (Grafik 2). Bu yapı, küresel risk ortamının hareket içinde olduğu bulunduğumuz durumda hızlı ve kontrolsüz çıkışlara ve finansal anlamda ani ve sert daralmalara neden olabilir.
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Grafik 1
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Grafik 2
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Finansal istikrar eksikliğinin yönlendirdiği bu kırılgan durum alternatif esnek para politikalarına yönelik bir ihtiyaç doğurmaktadır. Bu çerceve de TCMB, 2010 yılı itibari ile kısa vadeli faiz oranı ile fiyat istikrarını hedefleyen bir para politikası yerine faiz koridoru ve zorunlu karşılıklar ile fiyat ve finansal istikrarı hedefleyen bir para politikasına geçiş yapmıştır. Bu iki yeni aracın kullanımı ile birlikte TCMB krediler ve döviz kuru kanallarını ayrı ayrı etkileyebilerek fiyat istikrarı ve finansal istikrar gerekli müdahaleleri hızlı bir şekilde gerçekleştirebilmektedir. TCMB’nin bu yeni yaklaşım kapsamında öne çıkardığı başka önemli bir nokta ise ülkedeki büyüme trendini dengeli ve sürdürülebilir bir seviyeye çekip cari işlemler dengesini pozitif bir yapıya büründürmektir.
<p>
Kasım 2010 ve Ekim 2011 tarihleri aralığında önce faiz koridoru aşağıya doğru genişletilerek (TCMB gecelik borç alma faiz oranı düşürülerek) ve arkasından aşağıdan daraltılarak (TCMB gecelik borç alma faiz oranı arttırılarak) yurt dışından gelen kısa vadeli sermaye (kısaca “sıcak para”) giriş ve çıkışları üzerinde başarılı bir şekilde kontrol sağlanmış, bu sadece oluşabilecek kredi, talep ve cari açık artışlarının önüne geçilmesi sağlanmıştır.
<p>
TCMB para polikasının döviz kuru üzerindeki etkisi şu anda olumlu bir çizgi çizmektedir. Bu kapsamda Türk Lira’sının aşırı değer hareketlilikleri/spekülasyonları engellendiği gibi, kur oynaklığının diğer gelişmiş ülkeler ile kıyaslandığında minimum seviyede tutulmasının başarıldığı görülmektedir. Türkiye gibi üretiminin yüksek miktarda ithal ara mallara bağlı olduğu ülkelerde kur yapısında istikrar sağlanması oldukça büyük önem arz etmektedir.
<p>
Krediler boyutunda durumu incelediğimizde tehlikeli boyutlarda (%50 bandı) gezen kredi büyüme hızının 2011’in 2. yarısından itibaren alınan faiz koridorunun yukarı doğru genişletilmesi (TCMB gecelik borç verme faiz oranının arttırılması) ve zorunlu karşılık oranlarındaki artış (vadesi uzadıkça azalan bir şekilde) kararlarının etkisi ile hızlı bir düşüş yaşadığı görülmektedir (Grafik 3). Ancak bu yaklaşım korunduğu halde Şubat 2012 ile başlayan ciddi bir yükselme trendinin olması bu büyüme hızı değişikliklerinde etkin rol oynayan başka değişkenlerin olabileceği ve bu değişkenlerin TCMB’nin politika araçları tarafından istenilen şekilde manipüle edilemeyebileceği sonucunu doğurmaktadır. Ayrıca 2011’deki seviyeden hala uzak bir yapıda olsada, kredi büyüme hızındaki bu artış ileride oluşabilecek potansiyel bir cari denge bozulmasının nedeni (aralarındaki pozitif korelasyondan dolayı) olabilecektir (Grafik 4).
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Grafik 3
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Grafik 4
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TCMB para politikasının etkilerini düzenli büyüme ve cari işlemler dengesi açısından incelediğimizde 2011 2. yarısı itibari ile ciddi bir düzelme yaşandığı görülmektedir (Grafik 1). Bu düzelme davranışında yurt içi talebindeki artışın durmasının (ki kredi büyüme hızındaki düşüş bunu destekleyen bir olgudur) ithalat rakamlarını frenlemesi ve yapılan ihracat kapsamında daralan pazarlar (Avrupa Birliği gibi) yerine yeni pazarlara (Kuzey Irak ve Afrika gibi) açılmış olmanın büyük bir etkisi bulunmaktadır (Grafik 5 ve Grafik 6).
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Ancak son günlerde ortaya çıkan bazı noktalar bu ihracat artışının sürekliliği, sağlıklı olma durumu ve bunun sonucunda cari işlemler dengesindeki düzelmenin TCMB para politikası ile olan ilişkileri hakkında soru işaretleri uyandırmaktadır. Özellikle ithal edilen altın seviyesinde anormal bir davranış gözlemlenmediği halde altın ihracatının 2012 yılı içerisinde radikal bir artış göstermesi (2012 ilk 5 ay rakamı 3.7 milyar dolar) ve bazı kaynaklarda bu rakamında çok büyük bir miktarının (3 milyar dolar) İran’a petrol ve doğal gaz alımı için kullanıldığının belirtilmesi (Vatan Gazetesi, 7/8/2012) bu konuda öne çıkan maddelerden bir tanesidir. Ayrıca özellikle Avrupa Birliği bölgesinde krizin etkilerinin devamlılığı ile oluşacak ihracat azalışının yeni pazarlar ile ne kadar karşılanabileceği konusunda da çeşitli belirsizlikler bulunmaktadır.
<p>
TCMB’nin amaçlarını incelediğimizde ilk başta fiyat istikrarının geldiğini belirtmişti. Özellikle 2001 krizi sonrası tasarlanan para politikası temel olarak bunun üzerine şekillenmiş, (ilk başta gayriresmi bir yapıda) ve bu konuda oldukça başarılı sonuçlar almıştır. Ancak 2010 yılında yenilenen para politikası kapsamında fiyat istikrarı bir amaç olarak belirtilse de çıktılar incelendiğinde bu konuda beklenen başarının sağlanamadığı görülmektedir (Grafik 7). Ayrıca önemli başka bir noktada 2004 sonrası gelişmekte olan pazarlardaki enflasyon ortalamasına paralel bir seyir izleyen enflasyon değerinin 2010 yılından itibaren dikkat çekici bir farklılaşma içerisine girmiş olmasıdır (Grafik 8).
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Grafik 8
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TCMB tarafından yapılan açıklamalarda 2011’de enflasyonda görülen bu beklentilerin üzerindeki artış davranışının sebepleri olarak dönemsel, sürekli olmayan iç nedenler (ithalat fiyatları, yöneten yönlendirilen ürünler ve işlenmemiş gıda fiyatları) öne sürülmekte, ve gelecek öngörüleri bu şekilde keskin hareketlenmeler olmayacağı varsayılarak hazırlanmaktadır. Ancak 2010 içerisinde görülen enflasyon hedef sapmasının nedenleri olarakta bazı benzer nedenlerin belirtilmiş olması (TCMB enflasyon raporları) “dönemsel iç nedenler” yaklaşımının ve yeni para politikasının enflasyon etkinliğinin sorgulanmasına yol açmaktadır.
<p>
Enflasyon konusunda karşılaşılan manzarayı aynı zamanda eski ve yeni para politikalarının farklılıkları açısından değerlendirmek doğru olacaktır. Klasik enflasyon hedeflemesi modelinde basit anlamda faiz ve enflasyon anlamında negatif korelasyon bulunmaktadır (faizler artarsa enflasyon düşer, faizler azalırsa enflasyon artar) ve merkez bankası bu faiz değeri ile oynarak enflasyon hedeflemesini gerçekleştirmeye çalışmaktadır. 2010 yılı ile devreye giren para politikasını incelediğimizde enflasyon hedefinde olan şaşmaya rağmen TCMB tarafından belirlenen politika faizinde bir değişiklik yapılmadığı, faiz arttırımı ile yapılabilecek para sıkılaştırılması işleminin zorunlu karşılık artışları ve faiz koridorunun yukarı taşınması ile sağlanmaya çalışıldığı ancak bununda yeterli seviyede sonuç vermediği mantıklı bir değerlendirme olacaktır. TCMB para politikası kapsamında araçların daha uyumlu ve etkilerinin gözardı edilmeyeceği bir yapıda değerlendirilmeleri faydalı bir yaklaşım olacaktır.
<p>
Tüm bunların yanı sıra TCMB tarafından yapılan öngörülerde petrol fiyatlarında 2013 yılı sonuna kadar bir düşüş olacağı varsayılırken, çeşitli dış finansal kurumlar tarafından son gelişmelerinde eşiğinde 2013 yılına kadar bir artış öngörülmüştür (JP Morgan 2013 fiyatlandırması 125 dolar). Türkiye gibi enerji konusunda dışarı bağımlı bir ülkede bu tarz bir değişikliğin etkileri fiyat ve finans istikrarı açısından göz ardı edilemeyecek kadar önemli olacaktır (Petrol fiyatlarında her 10 dolarlık artış, Türkiye'nin cari açığını ortalama 4 milyar dolar artırmaktadır).
<p>
Sonuç olarak bir değerlendirme yapmak gerekirse TCMB para politikasının dünyada oluşan yeni konjonktür kapsamında bir farklılaşma içerisine girmiş olması kaçınılmaz bir sonuç olarak görülmelidir. Bu süreçte politika faizine ek olarak yeni politika araçlarının kullanılmaya başlanmasının, finansal istikrar bakımından özellikle kredi balonlarının ve döviz spekülasyonlarının oluşumlarının engellenmesinde efektif bir rol oynadığı gözlemlenmektedir. Ancak 2012 yılı içerisinde oluşan kredi büyüme artışı örneğinde olduğu gibi bu yeni araçların sonuçlar üzerindeki etkisi hakkında soru işareti uyandıran durumlarda ortaya çıkabilmektedir.
<p>
TCMB para politikasını bir boksöre benzetirsek Muhammed Ali’nin dediği gibi maçı kazanabilmek için hem kelebek gibi uçabilmeli, hemde arı gibi sokabilmelidir; yani fiyat ve finans istikrarını birlikte, eş zamanlı sağlamayı hedeflemelidir. Bu değerlerden veya ilgili araçlardan birisinin göz ardı edilmesi durumunda (yada Sayın Fatih Özatay’ın belirttiği gibi araçların “birbirlerinin ayaklarına dolanması” durumunda) raslantısal başarılı sonuçlar dışında büyük resim anlamda pozitif bir sonuç elde edilmesi mümkün görülmemektedir.
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</div>Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-72090765284889466252012-02-25T00:27:00.002+02:002012-07-19T10:29:07.145+03:00Listening Beth Comstock<br />
<div class="MsoNormal" style="background-color: rgba(255, 255, 255, 0.917969); color: #222222; font-family: arial, sans-serif; font-size: 13px;">
<span lang="TR">Yesterday I had a chance to attend a short conference held by Sabancı SOM (School of Management) in which the speaker is Beth Comstock, the CMO (Chief Marketing Officer) of GE (General Electiric). The subject of the conference is "Innovation and Collaboration". Although I can easily be considered to have a competative background on the subject, I like to attend activities like this to gain a better and a deeper insight.</span></div>
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<span lang="TR"><br /></span></div>
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<span lang="TR">Below you can find my short notes about how Beth Comstock (and by the way, how GE) approach the concept "Innovation":</span><br />
<b><span lang="TR" style="font-family: arial, sans-serif;"><br /></span></b><br />
<b><span lang="TR" style="font-family: arial, sans-serif;">Marketer’s Role: </span><span lang="TR" style="font-family: arial, sans-serif;"> Value + Innovation</span></b><br />
Its marketer's job in a company to define value (in the market) and correlate with the innovation</div>
<div class="MsoNormal" style="background-color: rgba(255, 255, 255, 0.917969); color: #222222; font-family: arial, sans-serif; font-size: 13px;">
<b><span lang="TR">Technologist Company:</span><span lang="TR"> Fall In Love With Technology</span></b></div>
<div class="MsoNormal" style="background-color: rgba(255, 255, 255, 0.917969); color: #222222; font-family: arial, sans-serif; font-size: 13px;">
<span lang="TR">We see companies that fall in love, somehow obsessed with technology - Mrs. Comstock call these compainies as "Technologist Companies" -. But in the real world this does not hold, companies should understand the market, get the values and have to align with them.</span></div>
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<b>Create "Real" Innovation: Connect Marketers + Technologists</b></div>
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Innovation is done not by only technologist or only marketers. Both two domains must be combined to create "real" innovation.<br />
<b>The Term: "GE Innovation"</b></div>
<div class="MsoNormal" style="background-color: rgba(255, 255, 255, 0.917969); color: #222222; font-family: arial, sans-serif; font-size: 13px;">
<span lang="TR">GE innovation is the process that GE used to combine technologist lead innovation and marketer lead innovation.</span><br />
<span lang="TR">The following image from Alex Goldfayn <a href="http://t.co/uREJL5UO" target="_blank">blog entry</a> can be used visualize this balance:</span><br />
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<b>GE Works!</b><br />
The formulation of how GE works is:<br />
(look at what the world needs)x[(blief in a better way)+(drive to invent and build things matter)] = a world that works better!<br />
<b>Incubation!</b><br />
<span lang="TR">Incubation is an important part of a "innovation" process, companies must allow ideas to grow. Currently, GE has 15 GE-originated startups in the company (like GE and Honda startup to produce very small jet planes)</span><br />
<span lang="TR"><b>Always Target The Right Technology For The Right Use At The Right Time!</b></span><br />
Technology always needs an application to be in use, otherwise its meaningless</div>
<div class="MsoNormal" style="background-color: rgba(255, 255, 255, 0.917969); color: #222222; font-family: arial, sans-serif; font-size: 13px;">
<span lang="TR"><b>"Cheap Innovation"</b></span><br />
<span lang="TR">Doing only what's needed is not the cheap innovation, its the real innovation</span><br />
<span lang="TR"><b>Openning Up And Collaboration</b></span><br />
<span lang="TR">It's not possible to know all the answers. So drop your barriers to let the people who has the answers to reach you. GE received more than 5000 business plans by this approach (not all of them are perfect, but there are some items that GE wont possibly image), and spend more than $200 million for funding these projects</span><br />
<span lang="TR"><b>First Step After Idea Creation</b></span><br />
<span lang="TR">The first question to be asked after an idea is generated/created should be "how to sell it".</span><br />
<b>Business Internet</b><br />
Internet era is only starting. Until this time we experienced the consumer internet, the next step will be business internet, the industrial usage era. We begin to observe doctors, engineers creating special virtual communities.<br />
<b>Facebook For Machines!</b><br />
Think of a social network for machines; a jet engine updating its status as "I am working perfectly" or "I have some major problems", a connected operator or a "friend" expert system observes this status update and triggers necessary processes.<br />
<b><span lang="TR">Learn To Fail:</span><span lang="TR"> Learn To Change!</span></b></div>
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<span lang="TR">Dont forget to share failures like sharing successes</span><br />
<span lang="TR"><b>Finally, The Innovation Imperative</b></span><br />
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<a href="http://3.bp.blogspot.com/-gXOtVQI2Ah4/T0gNc7YMpoI/AAAAAAAAAEg/-o_1d1N7lGM/s1600/photo.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="298" src="http://3.bp.blogspot.com/-gXOtVQI2Ah4/T0gNc7YMpoI/AAAAAAAAAEg/-o_1d1N7lGM/s400/photo.JPG" width="400" /></a></div>
<br /></div>Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-11069819594212688512012-02-13T09:39:00.000+02:002012-02-25T00:42:22.052+02:00Position Papers For HBR Cases<br />
<div class="MsoNormal" style="text-align: left;">
<span style="line-height: 24px;">For my "Strategic Management" class, I have to prepare position papers for several Harvard Business Review cases. Below you can find these papers (I will update the list as I prepare new position papers):</span><br />
<span style="line-height: 24px;"><br /></span><br />
<br />
<ul>
<li><a href="http://f1.grp.yahoofs.com/v1/YAhITwofQx2UfIo2LMfCyTAJS1b9lxWdzdhBu_CbGYHtxE6Wav-hdb7X9UqGWW6AabDJRhLwTMeORc5RlMz3tQ/Serkan_Dogantekin_Coors_PP.docx" style="line-height: 24px;" target="_blank">Adolph Coors in the Brewing Industry</a></li>
<li><a href="http://f1.grp.yahoofs.com/v1/YAhIT-iN6zKUfIo2fAHmXgQk_X_mj2pye6MtkbjAwm4QE8Yool7XX6xRys0F6sivK7CUCFX4D5TWQueSZd-Vdg/Serkan_Dogantekin_PepsiCo_PP.docx" style="line-height: 24px;" target="_blank">PepsiCo’s Restaurants</a></li>
</ul>
</div>Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-46807244239604014252012-02-06T21:27:00.001+02:002012-02-06T21:30:27.581+02:00A New Era Needs New Kind Of ManagersThe following is a short essay I wrote during the application process of Sabancı School of Management (Although I got an acceptance, I chose the Executive MBA program of Boğaziçi University):<br />
<br />
<br />
<br />
<div align="center" class="MsoNormal" style="text-align: center;">
<em><b><span lang="TR" style="color: #919191; font-family: Arial, sans-serif; font-size: 12pt; line-height: 115%;">A New Era
Needs New Kind Of Managers<o:p></o:p></span></b></em></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<em><b><span lang="TR" style="color: #919191; font-family: Arial, sans-serif; font-size: 12pt; line-height: 115%;"><br /></span></b></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;">With the new millenium,
the world entered a new era, moving from the last 250 years of the Industrial
Age to the Information Age, an era of rapid and radical change. A new world is
forming that bears little resemblance to that of past.<o:p></o:p></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;"><br /></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;">With in the Industrial
Age, the rate of change was relatively slow and predictable, and seldom
radical. The competitive environment was less intense and changed more slowly,
product life spans were much longer. Competitive advantage came more from
focusing resources on continuous improvement in quality, operational
effectiveness and efficiency. Corporates used the “new” manufacturing methods
to produce more, better and cheaper products (as it is humorously pictured in
Charlie Chaplin’s “Modern Times”). The catchword of yesterday is “Doing things
better”.<o:p></o:p></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;"><br /></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;">With the Information
Age, the rules changed radically. People are now a part of a network society, operate in an
information economy, live in a global village and trade in a borderless world. Our
world has become mobile, connected, interactive, immediate and fluid. Corporations
still need continuos improvement in quality, operational effectiveness and
efficieny, but the customers of this era expects immediate gratification, a
greater choice of “fresh” products which results in a new dimension that
corporations have to focus; “continuous corporate innovation”. The catchword of
today is “Doing new things well”.<o:p></o:p></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;"><br /></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;">This is a turning point
where the corporations confronted with new great challanges, but also offered
“limitless” opportunities. This is a turning point as concepts of innovation,
agility, optimisation and risk are defined as the four critical success
requirements. This is a turning point where the corporations need to be agile
and flexible, provide superior service, give quick responses, operate in niche
markets, maintain closer customer relationships, create alliances, develop
cross-cultural networks and maintain a diversity of contracts.<o:p></o:p></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;"><br /></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;">Turkey, as a close contributor
of global world, experiencing this radical transition and transformation too. <o:p></o:p></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;"><br /></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;">In the history of
Turkish business world, it can be seen that the state has an active,
interventionist role from the first day of its foundation. This makes Turkish
corporations to mainly focus on the business activities maintained by the
state. This results as the core competence of corporations to gain “good”
relations with the state to grow in a “protected” market. During this period, a
common pattern of management practices is developed which has characteristics
as centralised control, paternalism, short-termism and lack of delegation and
autonomy. An interesting observation is that even the “protective” barriers of
the market is removed with the 90s and new generations of managers are
appointed for the period of last 15 years, this new generations tend to follow
and internalize these values. In several studies, Turkey is characterized with
low autonomy, low empowerment and low performance-reward contingency. A special
case for Turkey is that family companies cover a substantial portion of the
local private sector which show a great value of conservatism as a management
behaviour.<o:p></o:p></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;"><br /></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;">However, in the Information
Age, the shift toward creating and sustaining competitive advantage is largely
based on capabilities rooted in innovativeness and change. Cutting costs and
remaining efficient will still be necessary for corporate survival, but they
won’t be enough. This shift to meet the new challanges of the new era, requires
different sets of managerial values and approaches. Only with these attributes as
committing profitability and customer satisfaction instead of endorsements and
big balance-sheet values, managing without strict control, being a starter not
a follower, promoting capabilities, speed and openess in decision making,
building business partnerships without discrimination, free thinking,
highlighting ethics can a corporation make necessary metamorphosis. Combining
these terms will result in definition of “Professional Management”.<o:p></o:p></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;"><br /></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;">Professional management
was born during 1841 at the United States after an accident, in which two
trains collided. This accident showed the world that the owners of the railway
company is not capable of managing the modern enterprise, there is a need of a
new group of people who managed to act as business managers.<o:p></o:p></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;"><br /></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;">The current situation of
Turkish business world bears a resemblance to that unfortunate train accident; local
corparates powered with traditional, historic management model is going to be
up against to corporates of global world powered with professional management,
in a rapidly accelerated speed. Most Turkish large enterprises envisaged this
for some time and made necessary metamorphosis actions like the magnificient
transformation program Mr. Akın Öngör achieved at Garanti Bankası, but for most
of the small and medium sized enterprises it is not possible to see any clear signs
of awareness of the global change in the business world. And unfortunately for
these unaware compaines, the result of a such collusion is already
predetermined as vanishing from the future business environment. As Mr. Jan
Nahum mentions in his talks about innovation and new management trends; “You
can reach numbers as up to 50 billion dollars of annual import rates with
current, traditional behaviour in Turkey’s automotive industry but after that a
fall down is unavoidable. To go beyond that barrier, to move to a next level, you
have to change how you perceive, how you think, how you act and how you manage”.
<o:p></o:p></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;"><br /></span></em></div>
<div class="MsoNormal" style="text-align: justify;">
<em><span lang="TR" style="color: #919191; font-family: Arial, sans-serif;">In this completely new economical,
social and political environment, it is not likely that corporations can use
yesterday’s strategies to solve today’s problems and expect to be in business
tomorrow. To make the companies to shift towards these new paradigms, an
important role is given to “professional” managers. This does not mean
“professional management” is the only key factor effecting the success of this process;
but without its wisdom, it is not possible to create learning, creative
corporate organisations that has ability to easily adapt the new business
environment; the corporate organisations of the future.</span></em><em><span lang="TR" style="font-family: Calibri, sans-serif; font-style: normal;"><o:p></o:p></span></em></div>Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-87090065117178447112012-02-05T20:11:00.002+02:002012-02-06T00:38:39.183+02:00Will Cloud Services Save Network Opeators In TurkeyHaving been in telecom sector for more than five years (I am still working in the local branch of a global mobile network operator), I have lots of friends from fixed and mobile network operators (lets call them F/MNO) and these days all of them are talking about how they are going to dominate the SME (small and medium enterprises) market by providing cloud based services as a sub domain of data services.<br />
<br />
Currently (based on these talks), three basic services are defined in the "short-term SME cloud roadmap" of all local F/MNO's (some of them already provided):<br />
<br />
<ol>
<li>Web site hosting</li>
<li>Email service</li>
<li>Storage space</li>
</ol>
<div>
<br />
Web site hosting is a clever but somehow a belated move because although the new Turkish Commercial Code declared that all SMEs has a company web site, this was set at 14th of January 2011 and 3 month period was given to all firms to make necessary processes. So the market for this opportunity is already occupied by local hosting firms (which also handle the design and update phases of the web sites).</div>
<div>
<br /></div>
<div>
Email service has similar issues with the web site hosting because these two services are usually provided as a bundle. So again F/MNO's, you are too late again.</div>
<div>
<br /></div>
<div>
For the storage service, the main problem will be the "trust issue". We are living in a some-how paranoid society, so it will be a big suprise for all of us if this service holds.</div>
<div>
<br /></div>
<div>
But what I wonder most is when we will see a network operator providing a cloud service that creates diversity. I think even a basic crm service (like a very simplified salesforce.com type application) will be enough to create this differentiation.</div>
<div>
<br /></div>
<div>
Wouldn't be great, if you can plug your usb modem to your notebook and reach your cloud-based virtual office within your browser anytime, anywhere?</div>
<div>
<br /></div>
<div>
<br /></div>
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<span style="color: #333333; font-family: arial, sans-serif;"><br /></span></div>Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-29197039124592286202012-01-31T08:42:00.003+02:002012-02-05T19:27:24.261+02:00Renewable AdvantageI just finished (and made a related presentation in my strategic management class at Boğaziçi University's Executive MBA program) Jeffrey Williams' famous book "Renewable Advantage".<br />
<br />
Although I have some conflicts mainly about the artisian localization issue (which -according to my way of tought- is in contradiction with medieval guild structure), patent approach (described more as a defensive tool, which is -from my perspective- more likely should be considered as also an attack weapon) and some outdated examples; the concept of "economic time" (a simplified definition of the term can be the rate at which a company has to adapt to changes in the market which is examined in three main groups such as slow-cycle, standard-cycle and fast-cycle) and the journey within in the base of strategic management is worth of reading - especially if you are working in a "technology company existing in a fast economic cycle" like me.<br />
<br />
I will provide more information about the term "economic time" in the next posts, but during this period dont miss it!Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-9480851268892502142010-06-22T16:17:00.000+03:002012-02-05T20:57:17.048+02:00Networks Are Smart!It's been a long time since my last post, life sometimes lead people to unexpected situations...<br />
<br />
But now I am back for a while...<br />
<br />
These days I am working on developing a firewall module based on netfilter/iptables. To test my module I tried to prepare a test environment containing three linux machines (both on the same local network). My test scenario is something like that:<br />
<ul>
<li>Machine A: Client machine</li>
<li>Machine B: The machine where my module works</li>
<li>Machine C: Server machine</li>
</ul>
I declared B as default gateway for C on A as:<br />
<br />
route add -net C netmask 255.255.255.0 gw B dev eth0<br />
<br />
And make necessary configuration on B as:<br />
<br />
/proc/sys/net/ipv4/ip_forward<br />
/etc/sysctl.conf -- net.ipv4.ip_forward = 1<br />
/etc/sysconfig/network -- FORWARD_IPV4=true<br />
<br />
Everything seems perfect but when I observe the routing of packets from A to C, I observed that after the transmission of the first packet, A detects that both A and C are on the same local network, so it bypasses B (the gateway).<br />
<br />
I tried to find a solution by Googling but couldn't find a suitable one, so began to read documentations and found out a solution using ip masquerading. On machine B make the following configuration:<br />
<br />
iptables -t nat -A POSTROUTING -d C -o eth0 -j MASQUERADE<br />
<br />
And everything works as desired (each packet from A to C routed through B)Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-71133960196269769872010-03-23T22:03:00.000+02:002010-03-23T22:03:14.094+02:00The Core RulesI first read the following text from a blog years ago (for the writer of that blog, I am sorry I cant recall your name), and since then I always placed it where I work:<br />
<br />
<i>Be humble. Always first presume that you're wrong. While developers do make mistakes, and as a new hire you should certainly assist others in catching and correcting mistakes, you should try to ensure that you're certain of your observation before proudly declaring your find. It is enormously damaging to your credibility when you cry wolf.</i><br />
<br />
<i>Be discreet with constructive criticism. A developer is much more likely to be accept casual suggestions and quiet leading questions than they are if the same is emailed to the entire group. Widening the audience is more likely to yield defensiveness and retribution. The team is always considering what your motives are, and you will be called on it and exiled if you degrade the work of others for self-promotion.</i><br />
<br />
<i>The best way to earn credibility and respect is through hard work and real results. Cheap, superficial substitutes - like best practice emails sent to all, or passing comments about how great it would be to implement some silver bullet - won't yield the same effect, and are more easily neutralized.</i><br />
<br />
<i>Actions speak louder than words. Simply talking about implementing a team blog, or a wiki, or a new source control mechanism, or a new technology, is cheap. Everyone knows that you're just trying to claim ownership of the idea when someone eventually actually does the hard work of doing it, and they'll detest you for it. If you want to propose something, put some elbow grease behind it. For instance, demonstrate the foundations of a team blog, including preliminary usage guidelines, and a demonstration of all of the supporting technologies. This doesn't guarantee that the initiative will fly, and the effort might for the naught, but the team will identify that it's actual motivation and effort behind it, rather than an attempt at some easy points.</i><br />
<i><br />
</i><br />
<i>There is no one-size-fits-all advice. Not every application is a high-volume e-commerce site. Just because that's the most common best-practices subject doesn't mean that it's even remotely the best design philosophies for the group you're joining.</i>Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-58207511131466062112010-02-25T02:17:00.000+02:002011-09-12T15:29:38.933+03:00Canvas.drawLine vs Canvas.drawPathIn Android, if you are in a situation in which you are drawing lots of connected lines (like routes on MapView) try to use "canvas.drawPath". In one of my applications I am drawing nearly 500 routes containing 10.000 points and using "canvas.drawPath" instead of "canvas.drawLine" decreases the drawing time as up to %30.Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com2tag:blogger.com,1999:blog-916429925024457649.post-37855734791995815522010-01-08T01:24:00.007+02:002011-09-12T15:29:16.863+03:00Android - Baloon Display On MapI see several posts in Android forums about people asking how to display baloon structures on mapviews. In one of my draft applications I declare a simple solution for this (for source codes and any other issues related to this post, feel free to write me at serkan.dogantekin@gmail.com):<br />
<br />
- Define a layout for baloon structure and its "dispatchDraw" draw the baloon itself like:<br />
<br />
<i>package com.dogantekin.baloon;<br />
<br />
public class BaloonLayout extends LinearLayout {<br />
</i><br />
<i> .......<br />
</i><br />
<i> @Override<br />
protected void dispatchDraw(Canvas canvas) { <br />
Paint panelPaint = new Paint();<br />
panelPaint.setARGB(0, 0, 0, 0);<br />
<br />
RectF panelRect = new RectF();<br />
panelRect.set(0,0, getMeasuredWidth(), getMeasuredHeight());<br />
canvas.drawRoundRect(panelRect, 5, 5, panelPaint);<br />
<br />
RectF baloonRect = new RectF();<br />
baloonRect.set(0,0, getMeasuredWidth(), 2*(getMeasuredHeight()/3));<br />
panelPaint.setARGB(230, 255, 255, 255); <br />
canvas.drawRoundRect(baloonRect, 10, 10, panelPaint);<br />
<br />
Path baloonTip = new Path();<br />
baloonTip.moveTo(5*(getMeasuredWidth()/8), 2*(getMeasuredHeight()/3));<br />
baloonTip.lineTo(getMeasuredWidth()/2, getMeasuredHeight());<br />
baloonTip.lineTo(3*(getMeasuredWidth()/4), 2*(getMeasuredHeight()/3));<br />
<br />
canvas.drawPath(baloonTip, panelPaint);<br />
<br />
super.dispatchDraw(canvas);<br />
}</i><br />
<i>}</i><br />
<br />
- Define a layout xml for this layout and add views that will be inside this layout like:<br />
<br />
<i><?xml version="1.0" encoding="utf-8"?></i><br />
<i><com.dogantekin.baloon.BaloonLayout</i><br />
<i> xmlns:android="http://schemas.android.com/apk/res/android"</i><br />
<i> android:id="@+id/transparent_panel"</i><br />
<i> android:layout_width="fill_parent"</i><br />
<i> android:layout_height="wrap_content"</i><br />
<i> android:paddingLeft="5px"</i><br />
<i> android:paddingTop="5px"</i><br />
<i> android:paddingRight="5px"</i><br />
<i> android:paddingBottom="5px"></i><br />
<i> <RelativeLayout</i><br />
<i> xmlns:android="http://schemas.android.com/apk/res/android"</i><br />
<i> android:layout_width="wrap_content"</i><br />
<i> android:layout_height="wrap_content"></i><br />
<i> <TextView </i><br />
<i> android:id="@+id/note_label" </i><br />
<i> android:layout_width="wrap_content" </i><br />
<i> android:layout_height="wrap_content"</i><br />
<i> android:layout_alignParentLeft="true"</i><br />
<i> android:text="@string/note"</i><br />
<i> /></i><br />
<i> <ImageView</i><br />
<i> android:id="@+id/close_button"</i><br />
<i> android:layout_width="wrap_content" </i><br />
<i> android:layout_height="wrap_content"</i><br />
<i> android:layout_alignParentRight="true"</i><br />
<i> android:paddingRight="10px" </i><br />
<i> android:src="@drawable/close"</i><br />
<i> android:clickable="true"</i><br />
<i> /></i><br />
<i> <TextView </i><br />
<i> android:layout_height="wrap_content" </i><br />
<i> android:layout_width="fill_parent" </i><br />
<i> android:paddingLeft="5px"</i><br />
<i> android:paddingRight="5px"</i><br />
<i> android:text="" </i><br />
<i> android:id="@+id/note_text" </i><br />
<i> android:layout_below="@+id/note_label" </i><br />
<i> android:layout_centerHorizontal="true"</i><br />
<i> android:minLines="4"</i><br />
<i> android:maxLines="4"</i><br />
<i> android:maxLength="160" </i><br />
<i> android:textSize="5pt" </i><br />
<i> /></i><br />
<i> </RelativeLayout></i><br />
<i></com.dogantekin.baloon.BaloonLayout></i><br />
<br />
- In your map activity (where you will have your mapview) create an instance of layout we defined:<br />
<i><br />
</i><br />
<i> LayoutInflater layoutInflater = (LayoutInflater) this.getSystemService(Context.LAYOUT_INFLATER_SERVICE);<br />
noteBaloon = (BaloonLayout) layoutInflater.inflate(R.layout.baloon, null);<br />
RelativeLayout.LayoutParams layoutParams = new RelativeLayout.LayoutParams(200,100);<br />
layoutParams.addRule(RelativeLayout.CENTER_VERTICAL);<br />
layoutParams.addRule(RelativeLayout.CENTER_HORIZONTAL);<br />
noteBaloon.setLayoutParams(layoutParams); </i><br />
<br />
- Now whenever you need to display the baloon, just call mapview's addView method as:<br />
<br />
<i>mapView.removeView(noteBaloon);</i><br />
<i>noteBaloon.setVisibility(View.VISIBLE);<br />
((TextView)noteBaloon.findViewById(R.id.note_text)).setText(msg.getData().getString(HANDLER_MESSAGE_AUTHOR)+"\n"+msg.getData().getString(HANDLER_MESSAGE_NOTE));</i><br />
<i>mapController.animateTo(noteOverlay.getTapPoint());</i><br />
<i>mapView.addView(noteBaloon, new MapView.LayoutParams(200,200,noteOverlay.getTapPoint(),MapView.LayoutParams.BOTTOM_CENTER));</i><br />
<i>mapView.setEnabled(false); <br />
</i><br />
- When you need to remove baloon, just make it invisible:<br />
<br />
<i>noteBaloon.setVisibility(View.GONE); </i><br />
<i>mapView.setEnabled(true);</i> <i><br />
</i><br />
<i><br />
</i><br />
Below you can find how it is looking:<i></i><br />
<ul>
<li>initial mapview</li>
</ul>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://3.bp.blogspot.com/_zbx3Zy3vKh8/S0ZvTBImtzI/AAAAAAAAAAM/3OfMlqba6sA/s1600-h/baloon1.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="http://3.bp.blogspot.com/_zbx3Zy3vKh8/S0ZvTBImtzI/AAAAAAAAAAM/3OfMlqba6sA/s320/baloon1.png" /></a></div>
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<ul>
<li>just make a tap</li>
</ul>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://2.bp.blogspot.com/_zbx3Zy3vKh8/S0Zvc-SasVI/AAAAAAAAAAU/eCDfQG3Oiqk/s1600-h/baloon2.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="http://2.bp.blogspot.com/_zbx3Zy3vKh8/S0Zvc-SasVI/AAAAAAAAAAU/eCDfQG3Oiqk/s320/baloon2.png" /></a></div>
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<ul>
<li>touch the close image on baloon</li>
</ul>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://1.bp.blogspot.com/_zbx3Zy3vKh8/S0Z_Wk2ii0I/AAAAAAAAAAk/mNXhEh1IXQg/s1600-h/baloon3.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="http://1.bp.blogspot.com/_zbx3Zy3vKh8/S0Z_Wk2ii0I/AAAAAAAAAAk/mNXhEh1IXQg/s320/baloon3.png" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<ul>
<li>insert new items in layout xml for richer baloon displays<br />
</li>
</ul>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://3.bp.blogspot.com/_zbx3Zy3vKh8/S0Z_gfStQgI/AAAAAAAAAAs/Y32eaD4RX5Q/s1600-h/baloon4.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="http://3.bp.blogspot.com/_zbx3Zy3vKh8/S0Z_gfStQgI/AAAAAAAAAAs/Y32eaD4RX5Q/s320/baloon4.png" /></a></div>
<br />
<br />
<br />
<ul>
<li></li>
<li></li>
<li></li>
</ul>
<div class="zemanta-pixie" style="height: 15px; margin-top: 10px;">
<a class="zemanta-pixie-a" href="http://reblog.zemanta.com/zemified/18e340c0-68c3-4ff0-93c6-cab00105886f/" title="Reblog this post [with Zemanta]"><img alt="Reblog this post [with Zemanta]" class="zemanta-pixie-img" src="http://img.zemanta.com/reblog_e.png?x-id=18e340c0-68c3-4ff0-93c6-cab00105886f" style="border: medium none; float: right;" /></a><script defer="defer" src="http://static.zemanta.com/readside/loader.js" type="text/javascript">
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Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com83tag:blogger.com,1999:blog-916429925024457649.post-87526804991563778592009-12-29T01:29:00.001+02:002009-12-29T01:29:54.112+02:00Getting "No server JVM" exception while using STS's Eclipse-Grails pluginIf you are using STS's Grails Eclipse plugin and receive an exception like:<br />
<br />
<b>Error: No 'server' JVM at ...</b><br />
<br />
this is mainly because of Eclipse instance's "Installed JREs" setting is pointing a JRE not a JDK. There two possible solutions for this error:<br />
<ul><li>Select a JDK directory for "Installed JREs" setting</li>
<li>Copy "/jre/bin/server" directory from a JDK installation to "/jre/bin" directory of a JRE installation<br />
</li>
</ul>Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com2tag:blogger.com,1999:blog-916429925024457649.post-81535955265798422612009-12-28T11:54:00.001+02:002009-12-28T12:03:47.422+02:00New Year presents to Google employeesI read an article in NYTimes mentioning about Google's tradition of giving new year presents to its employees. 2007: an Android phone, 2008: $1000 in cash net of taxes, 2009: Nexus One<br />
<br />
I think I am going to start worshiping Google soon :)<br />
<div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://reblog.zemanta.com/zemified/532034a2-3614-402e-aec9-ff850e29bc33/" title="Reblog this post [with Zemanta]"><img alt="Reblog this post [with Zemanta]" class="zemanta-pixie-img" src="http://img.zemanta.com/reblog_e.png?x-id=532034a2-3614-402e-aec9-ff850e29bc33" style="border: medium none; float: right;" /></a><span class="zem-script more-related pretty-attribution"><script defer="defer" src="http://static.zemanta.com/readside/loader.js" type="text/javascript">
</script></span></div>Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-68407850338569542772009-12-25T11:33:00.002+02:002009-12-28T12:02:59.603+02:00AR in Windows Mobile 7<span style="font-weight: normal;">In my previous blogs, I mentioned about Microsoft's movements in AR domain. A few days ago in a meeting I had a small talk with a manager from Microsoft Turkey, and he mentioned that in Windows Mobile 7 we will see bundled AR applications (he didnt give much information but my guess is the AR application(s) will probably integrated with Bing).</span><br />
<div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://reblog.zemanta.com/zemified/adea3f81-1320-4451-9f09-513b9ea48aba/" title="Reblog this post [with Zemanta]"><img alt="Reblog this post [with Zemanta]" class="zemanta-pixie-img" src="http://img.zemanta.com/reblog_e.png?x-id=adea3f81-1320-4451-9f09-513b9ea48aba" style="border: medium none; float: right;" /></a><span class="zem-script more-related pretty-attribution"><script defer="defer" src="http://static.zemanta.com/readside/loader.js" type="text/javascript">
</script></span></div>Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-80511448950040496242009-12-17T01:39:00.001+02:002009-12-28T12:05:15.482+02:00Why Google is so successfull?I think the answer can be found easily in the following sentence:<br />
<br />
"Over the past three years a team at Google has studied how problems such as recognizing an object in an image or learning to make an optimal decision based on example data can be made amenable to solution by quantum algorithms"<br />
<div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://reblog.zemanta.com/zemified/0eda5772-a259-4247-b9ba-6dd656440479/" title="Reblog this post [with Zemanta]"><img alt="Reblog this post [with Zemanta]" class="zemanta-pixie-img" src="http://img.zemanta.com/reblog_e.png?x-id=0eda5772-a259-4247-b9ba-6dd656440479" style="border: medium none; float: right;" /></a><span class="zem-script more-related pretty-attribution"><script defer="defer" src="http://static.zemanta.com/readside/loader.js" type="text/javascript">
</script></span></div>Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-34383818140571702622009-12-17T01:23:00.002+02:002009-12-17T03:17:31.371+02:00Nexus OneAll the world is talking about Nexus One these days (ok ok, I know I am a little bit exaggerating); about its photos, specs, Google's motivation behind it -let me remind you 700 MHz spectrum auction- etc but for me the funniest thing about it is its name.<br />
<br />
As SF fans already recognized, the name "Nexus" is used in Philip K. Dick's wonderful novel "Do Androids Dream of Electric Sheep?" and the related movie "Blade Runner" for the model of replicants produced by Tyrell Corp (which somehow reminds me of Google). The models range from Nexus-1 to Nexus-6, so I wonder what will be the Google's Nexus Two?<br />
<div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://reblog.zemanta.com/zemified/34482f17-18a8-465f-8714-690c6438e846/" title="Reblog this post [with Zemanta]"><img alt="Reblog this post [with Zemanta]" class="zemanta-pixie-img" src="http://img.zemanta.com/reblog_e.png?x-id=34482f17-18a8-465f-8714-690c6438e846" style="border: medium none; float: right;" /></a><script defer="defer" src="http://static.zemanta.com/readside/loader.js" type="text/javascript">
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</div>Anonymoushttp://www.blogger.com/profile/11340014470089743226noreply@blogger.com0tag:blogger.com,1999:blog-916429925024457649.post-11555361459349533602009-12-15T12:11:00.003+02:002009-12-28T12:04:22.005+02:00The Year 2010 Is The Android's Year?I just published a post about the Android predictions in 2010 and Android platform's effects on mobile operators at <a href="http://www.yazarbozar.com/2009/12/15/2010-androidin-yili-olacak-mi/">http://www.yazarbozar.com/2009/12/15/2010-androidin-yili-olacak-mi/</a>. The post is in Turkish, but I will translate it in English and post here soon.<br />
<div class="zemanta-pixie" style="height: 15px; margin-top: 10px;"><a class="zemanta-pixie-a" href="http://reblog.zemanta.com/zemified/9348a426-ef30-4995-b53a-53e73791d37d/" title="Reblog this post [with Zemanta]"><img alt="Reblog this post [with Zemanta]" class="zemanta-pixie-img" src="http://img.zemanta.com/reblog_e.png?x-id=9348a426-ef30-4995-b53a-53e73791d37d" style="border: medium none; float: right;" /></a><span class="zem-script more-related pretty-attribution"><script defer="defer" src="http://static.zemanta.com/readside/loader.js" type="text/javascript">
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