Mobile Phone Battery Power Consumption

Often I found myself using mobile phones in a high building is power consuming. I don’t know why but it seems that when my usual battery could lasts for around 12 hours, it is cut to half in high buildings.
Is this because of the lack of signal due to the structure of high buildings or there’s some other reasons for it?
Really curious about this one because I seem to found myself to have a low battery state whenever I wanted to use my phone 🙂

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By : Neil Baron


During the summer months, we spend as much time as we can enjoying our screened in porch. We eat our meals, read and play board games without worrying about mosquitoes. Without question, it is our favorite part of the house.

All that changed a couple of weeks ago when we noticed a strange odor coming from our beloved porch. Over the next couple of days, it grew from a mild annoyance to one of the most toxic, disgusting smells we have ever experienced. It became impossible to approach the porch without gagging. Flies were everywhere. We assumed that the smell was coming from a dead animal that was hidden somewhere beneath the porch. We never thought about it, but the 4-inch gap between the ground and the porch floor was big enough to allow an animal to get trapped.

I got as close as I could with my flashlight, but I couldn’t see anything (not that I looked all that closely).

My mother in law, having lived in New Jersey, considers herself an odor expert. She investigated the situation and was convinced that the porch needed to be torn down in order to remove the animal.
My family panicked over the prospect of an unexpected construction project. “How to save the Barons’ porch” became a neighborhood topic of conversation. On the advice of my wise neighbor, Dana Wilson, we conducted a Google search and reached out to our local pest control company.

NW Pest Control told me that they could come the next morning. If they removed the animal, the cost would be $125. If they couldn’t remove the animal, there would be no charge.

Bob from NW Pest Control showed up the next day exactly when he said he would. From about 50 feet away, he confirmed that we had a dead animal on the premises.

He grabbed his flashlight (which was much more suited to finding a dead animal than mine) and immediately told me that the problem was a dead squirrel in a hard-to-find spot beneath the stairs. With his special animal removal tools, the squirrel was gone within 5 minutes.

Our porch was saved and life could return to normal. We were overjoyed. I told my wife it was the best $125 we ever spent. For everyone but the squirrel, this story has a happy ending.

There are a number of pricing lessons that B2B companies can take from this story. Bob spent only 5 minutes with us. So the $125 we paid for Bob’s expertise was equivalent to $1500 per hour! Now, there are very few situations where I would willingly pay someone $1500 per hour. Yet I was delighted to pay in this situation. What was going on?

•NW Pest offered a guarantee that was appropriate for their business and customers. If they could not solve the problem, then we did not have to pay.
•We were in pain. The stench from the dead animal was impacting our quality of life.
•There was a huge financial risk if we did nothing. If my mother in law was correct, tearing down and rebuilding the porch would have cost at least $20,000.
•The emotional aspect of this problem was real. We were anxious about the situation and angry that we could not use the porch.
The value to us of fixing this situation far outweighed the $1500/hour cost.

Unlike how many B2B companies sell and market their offerings, NW Pest did not overwhelm us with the details of their animal removal equipment, their process for animal removal or the credentials of their technicians. They focused on our problem, guaranteed it would be solved or no charge and made it clear how they would make our lives better. Through their hiring practices, training, and equipment, they clearly invested in optimizing specific services that offer maximum value to their customers.

Many B2B companies worry about the commoditization of their offerings and their inability to justify premium pricing. They could probably learn a lot from thinking about NW Pest’s pricing model for dead squirrels.

The Takeaway: Just because you’re B2B, doesn’t mean premium pricing is out of reach–if you emphasize exemplary customer service.

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Autism Awareness Month: An IDEA to Include

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No More Typed Passwords, Berkeley Researchers Develop “Passthoughts”

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Greater Security with Two Step Authentication

The Blog

We know your blog is important to you, and today we’re proud to announce Two Step Authentication: an optional new feature to help you keep your account secure. For those of you who use Two Step Authentication with your Google account, you’ll know how useful this feature is for keeping your account secure.

enterverificationcodeTwo Step Authentication works like this: when you log in to your account, we’ll prompt you to enter a secret number. To get that secret number, you’ll need to download the Google Authenticator App on your smartphone. It generates a new number every 30 seconds, making it virtually impossible to guess. All you need to do is open the app on your phone, and type in the number it’s showing. If you don’t have a smartphone, you can instead opt to have the number SMSed to you.

To enable Two Step Authentication, head on…

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California Court Bans Checking Smartphone Maps While Driving

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How a Start-Up Can Succeed in a Mature Category

Source: How a Start-Up Can Succeed in a Mature Category
By: Paddy Spence

There are a lot of reasons not to try to break into the soda industry right now.

Soda, or Carbonated Soft Drinks (CSD), is dominated by huge multinationals like Coca Cola — only the most recognized consumer brand in the world. Their distribution systems make CSD items available in virtually every retail format, in every country in the world, and have cost efficiencies that emerging brands cannot achieve. At the same time, consumers have formed increasingly negative perceptions of soda, fueled by media attention about its negative impact on health. It is no surprise that the category is in a steady, multi-decade decline. With this backdrop, it’s clear why very few new CSD brands have achieved success in the last twenty years.

And yet the positive attributes of the CSD category are attractive. CSD has immense scale — $74 billion in annual retail sales in the US alone — and soda is purchased by 96 percent of US households. If someone could figure out how to get skeptical consumers excited about a new brand, the upside could be tremendous.

I was one of those consumers. In 2000, I realized that despite living what I believed was a health-conscious lifestyle, I was consuming over 200 grams of added sugar per day through ostensibly healthy products like energy bars and juice smoothies. My wife and I eliminated sugar from our diet and became daily users of the natural sweetener stevia, occasionally using it to make homemade ginger ale. When I saw Zevia, a new zero calorie soda, on the shelf at my local Whole Foods, I knew the brand could be a game changer.

I had spent my career building emerging brands in the natural and organic consumer space, first leading sales and marketing for Kashi cereal, then founding SPINS, a market research firm for the natural products industry. I ran SPINS for eight years, tracking sales of over 300,000 natural packaged goods items for clients ranging from General Mills to startups, helping them understand sales and consumer trends in their categories. My time at both brands made clear that a healthy alternative’s best chance for success lies in keeping the product familiar, which allows you to educate consumers quickly and cost-effectively. Most purchasing decisions in packaged goods are made at the shelf, so it is critical for shoppers to easily identify how a new product fits into their diet.

Zevia’s flavors were familiar soda favorites, such as Cola, Ginger Ale and Lemon/Lime, not novel concoctions like Blueberry/Pomegranate/Acai. The packaging was a classic 12-ounce aluminum can and the price point, while premium at about $1.00 per can, was still accessible. The key differentiator from conventional diet soda was stevia, the sweetener.

Stevia is 200 times as sweet as sugar, but has no calories and no effect on blood sugar, so it offers the perfect alternative sweetener for those looking to avoid both sugar and artificial sweeteners. Though stevia was newer in the US, its global growth was explosive. Stevia had been grown and used for many years in its native South America before the FDA reclassified it from a “dietary supplement” to a “sweetener” in 2008. European, Latin American and Asian countries also have approved it.

Excited about the opportunity, I bought the brand in the fall of 2010, became CEO, and our team immediately invested significant resources into understanding who was buying Zevia, and why. I think our data-based approach can help any small start-up achieve a greater chance of success, even in a mature category.

First, we learned through data from a leading supermarket chain that a significant portion of consumers — over 30% — were buying multiple 6-packs of Zevia per shopping trip. Zevia was often a planned purchase, not an impulse buy. This led us to focus on distributing and merchandising the product on grocery shelves, instead of in refrigerated coolers like other successful brands such as Snapple and Vitamin Water. The result was a more cost-efficient distribution system, which avoided the resource-intensive teams of “feet on the street” servicing the product and shipped instead to centralized warehouses.

Second, we surveyed consumers to understand what was appealing about Zevia. Whereas our marketing initially focused on Zevia being 100% natural, we found that familiarity with the absence of negatives was the key driver. Soda is a category focused around enjoyment, yet consumers told us their enjoyment was tempered by what they viewed as “bad stuff” in the sodas they drank. We repositioned the brand as fun, accessible, and guilt-free — “The Smarter Soda.”

We also learned that several key consumer groups were attracted to Zevia’s promise of zero calories with no artificial sweeteners, most notably people with diabetes, those seeking to lose weight, and moms. We made moms our focus because they were more likely to share their discovery of Zevia with friends and family, more likely to make purchasing decisions for the household, and willing to spend more for healthy products.

Finally, we learned that customers who bought Zevia were making it an incremental purchase — adding to their total shopping bill, instead of substituting it for something else on their list. We made that a core part of our message to retailers, many of whom are disenchanted with the thin margins they make on traditional soda. Across a range of retail channels, intense competition has all but squeezed the profit out of the category; a store may generate a gross margin of 10 percent or less on conventional soft drinks, compared with 25 percent or more on upscale products like Zevia. Once they heard our research, more retailers were willing to stock our products, even if we didn’t have the name recognition of the industry giants.

Over the past two years, we have aggressively grown the brand, becoming the leading soda brand in natural products stores like Whole Foods, then expanding into conventional supermarket chains such as Kroger and Safeway, followed by mass merchandisers like Target and other retail formats.

By definition, building an emerging brand is a high-risk proposition. We have mitigated those risks through careful planning, an iterative “test and learn” approach, and focused research. Economies of scale are clearly important — and we’re headed there — but we believe that an authentic brand offering a compelling new solution can compete, and win, against category leaders.

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