text:
Manufacturing in China and IP Protection
By Robert Pera on July 30, 2012 in Blog
Over the past decade, electronics manufacturing has largely shifted into China because of cost-savings. However, these cost-savings can often be misleading as manufacturing in China also comes with the risk of IP theft that can potentially lead to financial damages far in excess of the capital saved in manufacturing there.
As a hi-volume hardware manufacturing shipping millions of devices per year, Ubiquiti Networks partners with contract manufactures based in China. For entrepreneurs looking at manufacturing in China, I want to give some advice in hopes of preparing others for the potential dangers they may face.
Before I start, I want to point out something that is often not communicated enough to the Western World regarding business ethics and the general integrity of the justice system in China. Looking at the country of China as whole and making generalities about the business culture is somewhat unfair. It is well known that China has the largest population of any country in the world, but it is not as well known that it is very much still a country with a great range of internal variance (probably more so than any country in the World) when it comes to the evolution of business ethics and intellectual property protection amongst its 23 provinces. (to be exact, 23 provinces, 4 directly administered cities, 2 special-administered regions (HK/Macau), and 5 self-administered regions by ethnic minorities such as Tibet and Inner Mongolia)
In fact, a friend of mine in China summarized the variance best when he broke down 3 regions
-In Shanghai the attitude can best be expressed by the phrase: 上面说行才行 – meaning don't do it unless the authorities say it's ok to do it
-In Beijing, it's 上面没说不行就行 – if the authorities didn't say don't do it, it is ok to do it
-And in Shenzhen, 上面说不行也行 – do it even if the authorities say you can't do it
Unfortunately for Western technology companies, a large part of manufacturing today takes place in the Shenzhen region.
With that, here are my 3 pieces of advice
Take what your contract manufacturing partner tells you with a grain of salt: When you first engage with a manufacturing partner in China, they will likely tell you "We will sign an NDA" or "we have a very strict information policy" or "we have very tight security", etc. in an effort to make you feel comfortable that your IP can be protected in their hands. Reality often deviates from words. The motivation for factory personnel to leak IP or take their manufacturing and project experience to lucrative counterfeiter operations is very high. This is especially true if they are based in the Shenzhen region. It is therefore very important to do reality checks with your partners to make sure they have effective internal IP protection processes and are in fact doing their best to protect your IP. If they are not, it is time to change partners.
Apply for IP registration in China in advance: Registering trademarks and patents in China is a long process that can take years. You must start this process immediately and ideally well in advance of any plans to manufacture there. Enforcing this IP in certain parts of the country can be very difficult, but there is a more important reason for filing. There will be others in China that will attempt to fraudulently file your IP once you show up on their radar and will look for ways to use it to profit at your expense.
Use manufacturing IP to protect your product IP: This is the most valuable piece of information I can give. If you can protect your product IP at the source (manufacturing level), the potential agents of IP theft can be effectively neutralized. At Ubiquiti, we developed a powerful system of product counterfeit protection that is virtually unbreakable. It consists of (a) a security IC with a "a unique water mark signature", (b) a software application running on a test station that loads the binary firmware image on to the hardware, and (c) a cloud based server which authorizes only stations with approved IP and MAC addresses, authenticates loading instances based on cryptography involving several dynamic values as well as the security IC signature; and logs all activity. The system also uses passwords that must be changed on a frequent basis at the manufacturing line. Using an anti-counterfeit mechanism such as the one described is your best protection against the future threat of rogue counterfeit manufacturing facilities.
Ubiquiti's Anti-Counterfeit System Overview
Disrupting Markets: The Walmart Story
Last weekend I had the pleasure of having dinner with Pitt Hyde, the Founder of AutoZone (NYSE:AZO) and just an overall impressive, humble, and great person. Perhaps my favorite story of his was when he recounted his time serving on Sam Walton's Walmart Board of Directors in the early days of his company. According to Pitt, Sam would pick him up from the airport in a run-down car and take him back to the Walmart offices where they would prop up a fold out table and chairs to have their board meeting.
Apparently when Sam Walton was first starting his business, he had a unique vision where he could serve the underserved communities – areas in which larger store chains did not want to enter as they found it impossible to make profitable business cases for doing so. Not only did Walton succeed in his strategy, he was able to make his business immensely profitable.
Walton's First Walmart Store
"Once committed to discounting, Walton began a crusade that lasted the rest of his life: to drive costs out of the merchandising system wherever they lay—in stores, in the manufacturers' profit margins and with the middleman—all in the service of driving prices down, down, down,"
–John Huey, 1998 Fortune Magazine(also co-authored Walton's autobiography)
Walton started from humbling beginnings and was seen as an underdog with an unorthodox strategy, but through the years, Walton was not only able to apply his strategy effectively to underserved markets, but eventually would grow to dominate the whole country en route to becoming the largest revenue company in the entire World.
Today when people ask me to compare Ubiquiti Networks strategy, business model, and story to another company, I like to believe it's most similar to Sam Walton and his early days in starting Walmart. We have found a way to deliver powerful and sophisticated plug and play hi-tech connectivity solutions to underserved areas of the world while making a profitable business out of it. Unlike other companies in our space competing for existing market share, Ubiquiti has created new markets and opportunities that didn't exist before in places such as Africa, South America, Middle East, India, and China. Although we are in the very early stages of the company and predominately represented in underserved areas of the world, I also aspire to drive Ubiquiti's transformation from David to Goliath one day just as Walton did.
What is the Future of TV?
I want to preface this post by saying I have very little knowledge about the business side of television. The below analysis is the result of some surface investigation combined with my own experience in building new technology platforms, attacking distribution inefficiencies, and disrupting markets.
This weekend, I decided to finally take a look at the HBO series Game of Thrones. After watching a few episodes on iTunes, I took to the Internet to do some deeper research on the characters and the creative process in making the series. But, I unexpectedly found something else that was very interesting…
Game of Thrones stands to become the most pirated TV program of 2012. In fact, piracy for Season 2 has reached beyond 25 million downloads already. Now the interesting piece – a significant amount of these pirated downloads are originating from viewers that would gladly pay to view the show, but cannot.
How could this be? Well, HBO owns the show and the only way to view the current season is to be an HBO subscriber through Cable or Satellite. HBO does offer the "HBO Go" streaming Internet service, but this is only available to existing HBO cable/satellite subscribers. Why would HBO allow this piracy to become so rampant when they could distribute Game of Thrones through iTunes/Netflix and monetize it more efficiently?
To find the answer, let's take a step back and look at the distribution of content. HBO funded the creation of Game of Thrones and owns it rights. HBO is a network that has deep relationships with the cable and satellite companies, which it uses for distribution. Together, this network/distributor partnership has created a viewership base that it can control and monetize.
Unlike the pre-iTunes music Industry, the traditional television industry and the network/distributor partnership has still managed to maintain profitability even with the advent of pervasive broadband Internet because viewers still spend a lot of time watching cable and satellite TV. However, the Game of Thrones piracy situation has exposed the traditional model as being incredibly inefficient by today's standards.
I believe this traditional model will change. The television Industry will inevitably undergo a massive change where traditional distribution mediums like cable and satellite will become increasingly primitive; and eventually completely replaced by Internet distribution. In this future, there will be no television channels or traditional remote controls. Everything will converge to the ideal user experience – the ability to choose the content you want to buy and view it from any web-connected device.
However, this change is not necessarily in the long-term financial best interest of the network/provider partnership. And that is the reason why I believe Game of Thrones is not available for Internet distribution today. The traditional players are in a difficult position as they know that the more viewership is shifted to Internet platforms, the more the financial viability of their traditional model becomes exposed. Naturally, they are defensive about enabling a new model that will compromise their main leverage position (their viewership base).
In the end, the traditional model will fade away, but how fast this happens will depend on who can enter the market with a disruptive Internet distribution platform – one that quickly can own the viewership base. Once this happens, I believe traditional networks will be reduced to older content licensing companies and content creators will have a newfound control over their financial destiny.
Although Netflix, iTunes, and Hulu have made significant progress, I believe for the television Industry to be changed overnight, a more dominant platform must be established that has a mission of aggressively buying the viewership base. With that in mind, let's see what Apple has in store for their upcoming iTV platform.
CCTV Building, Beijing
This week I was in Beijing working on a PR campaign to build awareness of the Ubiquiti Networks brand in China. Beijing's development pace has been astounding and the quality standards of their airport, shopping districts, hotels, and business centers now rival those of Dubai or even Tokyo. The city is very alive and I can feel the people carry a collective motivation, pride, and sense of urgency to continue in its advancement. The other thing I noticed is the proliferation of Apple devices has skyrocketed overnight. There were countless people using MacBooks, ipads, and iPhones, where as during my first visit to Beijing a couple years ago, I would only see them on rare occasions.
Also, in some areas of the city, there is also a lot of international diversity; much more than I expected. I would not be surprised if in 30 years the demographic diversity in Beijing starts to approach those of major cities in the United States and Europe.
One of the more interesting buildings I noticed in downtown Beijing was the China Central Television (CCTV) Headquarters. Below is a photo of the building I took on the way to the Airport. The building is a unique design that has a radical pretzel-like shape. Apparently, it was a very sophisticated development process as a requirement of the design is seismic resistance to a Richter scale 8 earthquake. The total project cost was said to be upwards of $1billion USD! Although Dubai's Burj Khalifa is the most impressive building I have seen to date, the CCTV building might take second place.
By Robert Pera on July 5, 2012 in Blog
Unfortunately in the world we live in, there are the few that truly create value and then there are the many that prey off the value creation of these few. One of my favorite movie scenes — from the classic "Hustle and Flow," about a struggling Memphian (Djay) who enlists the help of a music producer (Keyes) to reinvent himself as a rapper, captures this idea pretty well.
People often ask how my company (Ubiquiti Networks) is able to achieve leading public market profitability and growth metrics while only employing upwards of 100 employees. The answer is simple: when you have a team of individuals who "walk the walk," you can run circles around competitors with massive teams of employees who are resolved to "talk the talk."
Although Ubiquiti's operating expenses are far less than other technology companies, it is not because we are shy about spending. In fact, on an individual basis, our compensation levels are often significantly higher than standard market ranges. It is our ability to know where to spend which results in our unusually high return on R&D investment and unusually low operating expense metrics.
To illustrate this, below is a diagram showing distributions of engineers as a function of their value contribution. For the engineer types I classify as "talkers," I believe they often contribute negative value contribution to a company. The "walkers" on the other hand, will always have at least some positive value contribution. And, if they are "superstar" types, they can deliver phenomenal value contribution and return on investment. At Ubiquiti, we focus on hiring these specific types while being as disciplined as possible in scaling our R&D teams. I also believe it's just important to avoid the wrong hire, as it is to get a great hire.
If you can find, recruit, and build small teams with a high concentration of these types of hands-on engineering "superstars", the results can be awesome – including the potential to disrupt markets and challenge much larger competitors.
BootStrapping Strategies Part 5: The Power of Information Transparency
One of my favorite movie scenes is from the comedy Office Space about the miserable culture of Initech, a software development company.
When the company brings in two so-called "efficiency experts" to restructure its operations, the experts start by interviewing each employee to determine who essentially needs to be replaced. One of their interviews focuses on Tom Smykowski, the long employed manager, who they expose as adding no value or even negative value to the company's operations.
One of our earliest employees at Ubiquiti (and our head of hardware design) came up with a term I often use to describe these no value added positions. He calls them "impedances." And interestingly, they are everywhere.
At Ubiquiti, when we are in the planning phases of a new hardware design, we typically start with a selection process of integrated circuits vendors. Usually we are self-sufficient enough to understand how to integrate vendor components into our designs; we just require basic application notes, pricing, and delivery information. Unfortunately, when we inquire with a vendor for this information, our inquiry often sets-off a frustrating circus of middlemen — from marketing, sales people, and executives to 3rd party distributors and representatives — wanting to meet and understand what we are trying to do. We have little interest in these meetings; we only want delivery of the parts and pricing to proceed and get our product to market. Sometimes these "Impedances" become so irritating, we will look for alternative vendors just to avoid them.
When it comes to our own sales, we take a polar opposite approach. Instead of compartmentalizing sales with process, middle-men, and "information control", we believe in complete transparency. At Ubiquiti, we do not have sales people, marketing teams, or a bureaucratic process for disseminating market information. We use what I like to call "applied social networking" where we have over the years fostered a community of end-users that we freely allow to interact directly to each other and with our engineering teams. This community uses various open forums on the Internet as well as our own official forum at forum.ubnt.com
I believe there are several benefits to this transparency:
Operations become more efficient: Without the overhead of sales and marketing, operating expenses are significantly lowered.
Engineers become empowered when given direct customer access: When engineers feel like they "own" their projects, they feel a deeper sense of responsibility to deliver a great user experience to the customers.
Brand Loyalty can increase: Contrary to traditional thought, if the company makes mistakes out in the open, it is not necessarily fatal. The mistakes just need to be addressed quickly and if you can show a history of resolving them and improving, then a transparent market approach will eventually build end-user trust and loyalty in the brand.
Leverage expands: As the "open" community grows, it can become self-supporting and self-growing. In our case, Ubiquiti customers provide support to other Ubiquiti customers. New product launches are virally marketed throughout the community and beyond. And, new ideas and feedback are provided back to our R&D teams to help further evolve our platforms.
The key to succeeding with a "transparent" market strategy is to recognize that the customer is irreplaceable. If the customer can be convinced that you exist to serve them and loyalty can be established, then a transparent market approach will become predatory to competitors with traditional sales strategies and operating models.
A Look into Ubiquiti's R&D Strategy: Introducing mFI
By Robert Pera on June 28, 2012 in Blog
In 2001, the IEEE published the initial 802.16d Wimax fixed broadband wireless technology standard hoping it would bridge the digital divide amongst the underserved world. Intel heavily backed Wimax and envisioned an interoperable technology standard supported by a consortium of chipset and system manufacturing companies that would eventually drive hardware price points down to levels capable of supporting global WiMax network deployments on a massive scale. In short, Intel envisioned the WiMax standard to bridge the digital divide just as WiFi had universally unwired local area networks.
However, WiMax was very slow to pickup momentum due to its challenging cost model. The starting infrastructure investment alone would require $100,000's in capital expenses and this would not include costs associated to license expensive private frequency bands. Typically, only large carriers were in a position to build out this infrastructure and many times struggled to come up with business cases to justify the investment. Nevertheless, the WiMax movement was backed by billions of dollars and a close relationship strategy between hardware vendors and well-financed carriers. The proponents believed costs would eventually come down to drive ubiquitous WiMax deployments in the same fashion as the WiFi model. But, the costs would never decline enough and the vision of WiMax as the catalyst to solve the digital divide would never happen.
In sharp contrast to the disappointment of the WiMax initiative, Ubiquiti's own AirMax platform, powering millions of subscriber deployments worldwide, was quickly succeeding in many places where WiMax had failed. But Ubiquiti did not have large financial backing, carrier relationships, and sales teams. Instead, we used a powerful R&D strategy to breakthrough traditional market inefficiencies, disrupt convention, and achieve tremendous sales "pull" from our organically grown grass roots community of entrepreneurial operators.
Specifically, our successful R&D strategy can be broken down to revolve around 4 platform design principles:
Initial investment cost must be low enough to allow for anyone to deploy the solution
The user experience must be intuitive enough to allow for anyone to operate the solution
The performance of the solution must meet or exceed existing enterprise and carrier quality expectations for functionality, performance, and reliability
Focus on making the solution cool — concentrate on aesthetics and features that promote end-user attachment and confidence
People often talk about the world of "machine-to-machine communications" and its growth potential looking ahead. We decided to apply our R&D strategy and disrupt it. The result is what we call "Machine Fidelity" or "mFi" for short. It's one of the initiatives we have been working on for the past couple years at Ubiquiti and are excited to release today.
BootStrapping Strategies Part 4: Building Defensibility
When Ubiquiti released the NanoStation "customer premise equipment" (CPE) in 2008, it changed the "Wireless Internet Service Provider" (WISP) market. WISP's (much like Ubiquiti) typically started as bootstrapped entrepreneurial ventures that were cash flow constrained. With the introduction of the disruptive cost/performance NanoStation CPE, Ubiquiti provided a near zero time return on capital investment to the WISP operators and correspondingly greatly accelerated their network deployments worldwide.
At this time, Ubiquiti's business was booming and highly profitable, but I was also scared to death because the business was still not defensible. Although our new system CPE business was technically much more sophisticated than our original radio module hardware business, it was still based on the 802.11 WiFi standard. And therefore, it could potentially be replaced in these growing WISP networks by a more cost-effective solution from a competitor.
3COM's popular 3C509 NIC
Making standards based hardware is a dangerous position for a company to be in. A great example from the past is the story of 3COM — the pioneer of the original 802.3 Ethernet standard. In its early years, 3COM was a monster company commanding very high margins for their network interface cards (NIC's), which were used in nearly every networked PC during the 1990's. When I was a teenager I had a business setting up PC networks and would also use hundreds of 3Com's popular 3C509 PCI cards to install into computers. However, once the Ethernet 802.3 standard became more popular, new competitors entered the market supported by higher levels of hardware integration, and drove 3Com's NIC business profitability into the ground.
I knew that our 802.11 WiFi based NanoStation CPE business would follow the same cycle of prosperity to commoditization that 3Com's NIC business experienced if we did not correct the course quickly. Fortunately, in our case, there was one key shortcoming of using the 802.11 WiFi standard for outdoor long-distance wireless that we were able to take advantage of in creating a defensible business.
The 802.11 WiFi standard is based on a contention protocol referred to as "Carrier Sense Multiple Access, Collision Avoidance" (CSMA/CA). This type of protocol is very effective in an indoor environment where all clients are located in close proximity of the Access Point. However, the WISP networks were not indoor networks; they were outdoor networks typically spanning many miles using directional antennas. In this scenario, the clients have a direct line of sight to the Access Point, but become isolated "hidden nodes" to each other. Consequently, each isolated client, unaware of the presence of their neighbors, assumes they are in the clear to transmit and their transmissions will collide with the other isolated clients at the remotely located Access Point. As the network scales in clients, the collisions become exponentially worse. Additionally, these same remotely located clients will often falsely interpret the presence of local transmissions from competing networks as the traffic of their real neighbors and at times turn to an idle state. In short, the 802.11 wifi standard breaks down in these outdoor long-range networks as client capacity scales and is incapable of consistently supporting quality of service levels for the next-generation Internet applications including streaming video, VoIP, and gaming.
Outdoor 802.11 WiFi and The Hidden Node Problem
18 months after releasing NanoStation, Ubiquiti would solve these problems with our new AirMax technology platform. It consisted of Access Points, antennas, and a new NanoStation CPE. Although the hardware was still WiFi based, there was one very important difference: the protocol no longer relied on the 802.11 WiFi standard. Instead, the AirMax protocol was based on a "Time Division MultipleAccess" (TDMA) scheme much like those used in Cellular Networks. Unlike the 802.11 WiFi standard, the AirMax protocol was deterministic, resolved the hidden node problem, and allowed for far greater scalability, noise mitigation, and quality of service performance when compared with 802.11 standard equipment deployed in a long-distance outdoor environment.
AirMax TDMA Protocol
Not only did AirMax bring important performance improvements to the WISP market, it marked the beginning of Ubiquiti's defensible business model. Now, when WISP's built AirMax based networks, they were "locked-in." And as the AirMax market expanded, we would reinforce the strength of the platform by adding additional software features, management applications, and advanced products. Following the Apple model, Airmax put us in a great position of leverage as we now controlled our own technology platform, and through our community, we would also control the end-user relationship.
BootStrapping Strategies Part 3: Product Development Models: Predictive vs. Reactive
In Part 2, I talked about Ubiquiti Networks' beginnings that started with a flawed business strategy and eventually evolved to define a market. Before I tell the follow-on story, I would like to preface it with a discussion of how I see two kinds of product development models: "predictive" and "reactive."
A predictive development model requires a mastery of market understanding combined with a team that has a demonstrated history of applicable market execution. The gold standard for the predictive development model is Apple, Inc. The iPhone for example combined a mastery of user experience understanding with a world-class development team that knew exactly how to bring the polished technology platform to market. Apple invested in a very specific direction and they bet big.
Using vessels as an analogy, predictive strategies are like "super tankers" with destinations locked in place. They are backed by a strong commitment to a pre-determined plan, with significant investment, and large, focused teams. And once the ship is set in motion, it is difficult to change direction. But, when done right, they pack a giant punch and can fundamentally change markets like Apple did when they redefined the mobile industry overnight with iPhone.
The predictive model is also the basis of the venture capital world. However, there is a difference between Apple and startup companies. Where Apple has accumulated years of empirical experience (including many failures) in achieving a mastery of market understanding and development execution, new companies by definition do not have market experience.
From this point of view, the lack of funding or VC influence is actually one of the great advantages of bootstrapping. Their absence forces the adoption of a "reactive" model with the goal to get something to market as quickly as possible to generate cash flow first and then react to the market challenges and feedback in refining the product strategy. If a predictive model is analogous to a super-tanker, a reactive model is more like a speed-boat with agility to change directions quickly.
A reactive model will succeed when it is lead by an effective entrepreneur. At the core, this individual must be a tireless, disciplined, and creative problem-solver who is adaptable to market challenges and who can become incrementally more skilled with experience.
When Ubiquiti was faced with instant commoditization from lower-cost Asia competitor clones shortly after our initial radio module release, I quickly was forced to change development directions. I knew we could never compete with Asia competitors in a hardware only module business; if we were to survive, we had to go upstream and compete with our system customers. This would mean pulling together development resources that could deliver a complete solution to market that included investment into system hardware design, mechanical design, antenna design, and firmware development. It would also mean offending a lot of our existing system solution customer base.
At that time (2006), the outdoor hi-power WiFi radio module market we helped to create was an integral part of the Wireless Internet Service Provider (WISP) industry. WISP's used these modules inside BaseStations and Customer Premise Equipment (CPE) to deliver broadband Internet access over many miles in rural and underserved communities throughout the world. The CPE's when placed on the roofs of homes and offices would receive the wireless signal from the Basestations many miles away. It was the CPE cost that largely determined how fast the operator could realize a return on investment from adding a new subscriber. Consequently, WISP's were very interested in reducing their CPE costs to become more profitable. At that time, Asia competitor cloned hi-power radio modules were selling for about $30 and when included into a complete CPE system, the system cost was roughly $150. Our new goal was to transition from the module business and compete in the CPE market by introducing a purpose-built integrated CPE for under $150.
After 15 months of challenging development, we finally launched the PowerStation in May of 2007 and it was a miserable failure. Although it was cost compelling for the U.S. market, we soon discovered it was not competitive in the international market. Furthermore, it was too heavy for economical shipment, had several hardware issues affecting field performance, was missing key fundamental software features, had a poor installation experience, and it was poorly designed for volume manufacturing.
Two months after PowerStation launch (July of 2007), we learned our lessons, regrouped, and changed directions quickly again. Only six months later (January of 2008) we would launch an entirely revamped CPE solution called NanoStation. Unlike the fatal flaws of PowerStation, NanoStation was compact, with a clever cost-effective design, higher performance, optimized for volume manufacturing, and came with a much richer user experience. Most
importantly, at a sub $60 price point, it stood to change the economics of the WISP industry and became a smash hit. Ubiquiti would finish the 2008 calendar year with $50mm in revenue lead by NanoStation.
The story of how Ubiquiti's product strategy would evolve into the NanoStation design is an example of a "reactive" development model. We were not experts when we entered the market, but after surviving long enough to accumulate experience, we were able to adapt to the market challenges and find success.
Fast-forward four years later to today, Ubiquiti is now completing its first predictive development effort in AirFiber. Whereas the predictive model would not have been possible for us before, it now has become a viable model after several years of experience competing in our market. The AirFiber story is one that combines a mastery of market understanding with a radio engineering dream team who has a history of development execution.
Commoditization and Leverage
When a technology product is brought to market, it is typically the result of several partners working together. For instance, an Android phone is the result of companies like HTC or Samsung productizing Google's underlying mobile operating system platform and partnering with mobile carriers such as AT&T and Verizon who use their networks and stores to proliferate product sales to end users.
Android now accounts for the majority of the sales for the smart phone market, but the various Android hardware companies combined have far less profitability compared to Apple. Where Apple has been able to improve their strong financial fundamentals and profitability along with their legendary revenue growth, the Android smart phone vendors in general have seen their gross margins become increasingly under pressure.
So, the question is how can Apple protect their profitability and financial fundamentals when Android hardware vendors cannot? It is because embedded in Apple's business strategy is great leverage and protection against commoditization.
First, let's take a deeper look at the Android world. Android has evolved into a powerful technology platform. Unfortunately, for the hardware companies, none of them own the platform. As a hardware vendor, this is a big problem because if everyone has access to the same technology, there is by definition no competitive advantage. And the result is inevitable commoditization — where gross margins become pressured as competitors are forced to compete on price.
When hardware vendors become commoditized, the balance of power shifts to the sales enablers. In this case, Android hardware vendors become increasingly at the mercy of their carrier partners. From a carrier point of view, hardware commoditization is great as it provides leverage to pit hardware vendors against each other and allows the carriers to differentiate themselves on the basis of their own value, such as network quality. It also allows the carrier to "own" the end user relationship. "Owning" the end-user relationship can be powerful as it creates long-term brand loyalty.
In sharp contrast, what Apple has been able to do in the smart phone market is remarkable. Not only have they been able to own their technology platform and create significant competitive advantage, they have also succeeded in "owning" the end user through great brand marketing and use of their stores. Correspondingly, they have commoditized the carriers. Apple's strategy has not only allowed them to maintain incredible profitability in the smart phone market, but by controlling the end-user relationship, they have also built a tremendously loyal user base they can leverage for future new technology market introductions.
On a side note — Recently, after watching Prometheus, I went back and watched the original Alien movie. At one point, the crew of the ship turns to the Android Ash for an explanation for what the Alien is. In which he says:
Ash: "You still don't understand what you're dealing with, do you? A Perfect Organism."
Google has Android, but Apple just might be the Alien. In terms of defensibility and leverage, the business model is perfection.


text:
Interview: Matt Ehret interviews Jeff. J Brown
Home Investigations 'An Absolute Nightmare': Video shows Tennessee officers taunted hogtied man before he...
'An Absolute Nightmare': Video shows Tennessee officers taunted hogtied man before he died
"You shouldn't be able to breathe," one officer replied to William Jennette's plea moments before the man's death at the Marshall County Jail in Lewisburg last May.
Justice advocates on Friday condemned officers at a Tennessee county jail for taunting a hogtied man moments before his death after a local news station published video of the incident.
A nightmare. An absolute nightmare. 7 officers. Grand jury refuses to indict any. That's how it usually happens. Charging & conviction (as in the case of the ofcr who killed George Floyd) is rare indeed. https://t.co/AUXjhGoncE
— Sherrilyn Ifill (@Sifill_LDF) May 21, 2021
"There's approximately a three-minute, 43-second period after officers have applied handcuffs where they keep the individual in the prone position, and that's not acceptable."
—Seth Stoughton,
use-of-force expert
When William Jennette, 48, said he couldn't breathe, a female officer responded saying, "You shouldn't be able to breathe." Minutes later, he died. https://t.co/2nx6LQqymP
— Linda Hill (@bulldoghill) May 23, 2021
William Jennette—a 48-year-old white father of five—died on May 6, 2020 at the Marshall County Jail in Lewisburg, Tennessee after a group of officers from multiple law enforcement agencies restrained him and kneeled on his back for several minutes while he screamed for help, WTVF reports.
Video obtained by the Nashville station shows Jennette—who was arrested for alleged public intoxication, indecent exposure, and resisting arrest—yelling, "Help, they're going to kill me!"
Local media obtained surveillance footage that shows officers berating and beating William Jennette. https://t.co/I9CqVcjM3o
— HuffPost (@HuffPost) May 21, 2021
One officer is heard commanding Jennette to "stay down, you stupid son of a bitch."
"You shouldn't be able to" breathe: A new video shows the final moments of William Jennette, a Tennessee father of five, as law enforcement officers piled on top of him https://t.co/CEbayaNI65
The video also shows Jennette repeatedly pleading with officers that he could not breathe.
"You shouldn't be able to breathe, you stupid bastard," an officer identified in a lawsuit as Kendra Burton replies.
At least two officers in the video say that Jennette bit them.
At one point in the video an officer sounds a note of caution, telling his colleagues: "Easy, easy—remember asphyxiation, guys."
To which another officer responds, "That's why I'm not on his lungs."
Jennette's last words were, "I'm good."
"No, you ain't good," an officer replies.
An autopsy (pdf) performed by the Marshall County Medical Examiner's Office ruled Jennette's death a homicide, listing the cause as "acute combined drug intoxication"—he had methamphetamine in his system—with asphyxia as a "contributory cause of death."
Despite that finding, a grand jury decided not to indict any of the officers.
Sherrilyn Ifill of the NAACP Legal Defense and Education Fund called the video "an absolute nightmare," tweeting: "Grand jury refuses to indict any. That's how it usually happens."
Another day. Another prone restraint death.
My goodness.
This will be the 121st death on my list.
Anyone listening?????? #WilliamJennette#PRONE https://t.co/W7HDdTzUVC
— Chris Vanderveen (@chrisvanderveen) May 21, 2021
One of Jennette's daughters, Dominque Jennette, filed a lawsuit (pdf) this February against Marshall County, the city of Lewisburg, and several of the officers involved. The suit alleges the officers' "savage beating" and "suffocation" of Jennette caused his death, and constitute a "deprivation of civil rights" under the Fourteenth Amendment.
"That just breaks my heart because he was someone worth knowing," his daughter told WTVF. "That's just something that really sticks with me, how scared he must have been and how alone he must have felt."
Dominique Jennette said she believes the officers "should have been more aware."
"They should have been trained properly, and they weren't," she added.
Seth Stoughton, a law professor and former police officer, told WTVF that the video shows "the exact opposite of what generally accepted training has taught officers for the last 25 years."
"When the handcuffs came on, they should have rotated the guy to his side," asserted Stoughton. "There's approximately a three-minute, 43-second period after officers have applied handcuffs where they keep the individual in the prone position, and that's not acceptable."
The video's release came one day after the Associated Press published footage it obtained of Louisiana state troopers stunning, punching, kicking, choking, and dragging 49-year-old Ronald Greene, who died during a May 2019 arrest following a high-speed chase.
Previous articleNearly 200,000 Gather in London for History-Making Demonstration of Solidarity With Palestinians
Next article4 more cops involved: Federal judge sentences racist St. Paul Cop to 6 Years for 'Dog mauling and kicking spree'
Robert CAN May 25, 2021 at 2:36 pm
[" Pardon?? " An absolutely Nightmare" ?? "Doc Marc Sloan-diagnose Murderx" would declare : This was MURDER by the BLUE-WHITE-DICTATORSHIP, and the responsibility and liability belongs to the Corporations of that Company, as a contractor of the US-Municipal Government Corporation, within the bankrupt UNITED STATE Corporation of America, the CEO-President BIDEN…..4sure, despite this finding, a grand jury decided not to indict any of the officers. Why? It would make out of the profitable Capital-Loss-Declaration, insured, a CAPITAL-CRIME, which is NOT insured. Thus, the grand jury is equally liable and responsible for the crime, in disregard of human rights, Rome Statutes, civil rights of protection, Cetui que vie act and the Constitution of the United States of America, which should protect the people from such animal traffickers and VIOLATORS. Read the "12 books of jisrael-babylonian Talmud" !!"]
["The clearly demonstrated language of the presentation, speaks clearly what is the cause of all evil: BLUE-WHITE dictatorship and on stupidity and ignorance as re-educated obedience of UNiformed ANIMALS, a satanic, Sabbatianist-Judea-Canibalist Zionist BLUE-WHITE lodge brotherhood dictatorship under old state of war, 1765 aggravated from 1871 with the treaties of the world wars to operate as trade wars, Give me 5 on 5 with 7 officers belonging to the Constellis AKADEMI mercenary force, mindless machines that work, against SOLD=SOLDIERS. What is the goal behind this? To stir up social unrest, because injustice ( UNjustice) is published here, raping and humiliating people's sense of justice with this PSYOP-WHITE-TERROR show, with tears flowing. It's all not a coincidence. Scene, the BLUE-WHITE DICTATURE, broadcasting, the number of actors and the STUDIO figure in pink dress, state-bearing facial expressions…For the family members, a serious illegal rape in violation of international law, for the dictatorship system, all according to the script. Mission accomplished. And why was this scene published, if they censor and delete everything so massively, what we are not allowed to know??? PSYOP show time."]
Toby May 25, 2021 at 7:51 am
Their attorney should have the video of Israel police killing the 10 year old Palestinian on a repeat loop to play to the jury….and Floyd…..
At least with a civil suit, they can get treble (3x) damages. I hope their lawyer connects training in Israel with this method of KILLING the person being restrained. Jury is ripe for finding against police in their use of force.
Andrew Armavir (Russia) May 23, 2021 at 5:33 pm
Another bloody bastards. And such jail guards are everywhere. In Russia we have such a crap, too. Filthy Mfkrs…
goodANDevil May 23, 2021 at 3:53 pm
the people are just as evil and disgusting as the KKKops. you cant brutalize others without brutralizing yourself.
sick, sick country.

redpajama_set_name: RedPajamaCommonCrawl


Just wanted to say hello…."Hello." It's been a long time since I posted here and I wanted to let those who actually look here that life is good. A lot has happened since I last posted. I will update more at a later time but in the midst of life's ups and down, I'm living blessed. Praying life is well for you.
Good morning 2018. Welcome or should I say thank you. Thank you for coming. Thank you for letting me in. Thank you in advance for the time that we will share. Thank you for the experiences that lay ahead of us. Thank you for hope. Thank you for dreams accomplished. Thank you for love.
God bless you all this day, each day. May 2018 be your best year ever. Live Blessed.
This is oh so late, but just wanted to thank you all who were able to attend and who sent up prayers for my concert a few weeks ago! It was truly a wonderful and special evening, that I will never forget. God blessed and truly worked through my friends David Paul Regier, Scott Hill, and me. Looking forward to the next one, some big things on the horizon stay tuned. That evening along with music I spotlighted a couple causes, one whose mission is to prevent suicide, promote mental health, and create a message of hope for young adults. RememberingJordan.org The second and equally important is the prevention of youth exploitation especially in the area of human trafficking. iEmpathize.org Please take time to check out these organizations, and other resources about these subjects. You may very well have a young person, a young adult, or an adult for that matter, in your life or will come across someone who needs what you will learn. Thank you again. Live blessed.
When preparing for a trip of any length how many of you are last minute packers? How many of you pack well in advance but somehow still find that you've forgotten something? How many of you after you return home unpack quickly? Or do you take your time to unpack – at least the inessentials?
As we are at the front door, preparing to begin the journey of a new year, how many feel prepared? How many of us know that we've packed well and don't expect to get caught off guard, only to discover that we've forgotten a razor, socks, or underwear? We can prepare all we want. But we must also provide space for the unknown in our journey. My advice: Trust yourself more. Trust the hands that continue to hold you. Live blessed.
Not Ready? Get Ready, Be Ready!
While reading this verse a couple mornings ago a few thoughts came to mind.
In this world, many young people are growing up without both a mother and father or in some cases neither, for whatever reason. Also as a result of the introduction of sin the blessed union of marriage has been tainted by death and has taken many a husband leaving brokenness and sometimes unquenchable sorrow. Caring for the physical needs of these individuals is James's inspired message to us in this verse, but what are we doing within the spiritual context of this instruction?
As we take the gospel, in love, to this world we are to share and reveal an image of a father, that the world has distorted and that many have never known. Foreign to many is a father of love, free of abandonment, hurt, pain, or rejection, however Love is our Father who art in heaven. Now as for the companionship of a husband lost, the Bible calls the church a bride anxiously awaiting their groom, who we know as Jesus. James along with inspiration from Paul (Eph 5) is laying it out for us and bringing these ideas together so that we can better understand a pure and undefiled religion. People hate religion because it is often practiced outside of love and the pure heart and intentions that Christ ministered with. James is saying if we look at this world as being full of individuals who have been spiritually orphaned and/or widowed, taken advantage of, abandoned, hurt, and rejected by our adversary, the devil, after willingly or unwillingly going his way for a season, they have a need day in and day out that longs to be filled. As we move closer to the second coming of our Savior there is little knowledge and understanding of the true nature of God the Father and His son Jesus, and we are to visit and share with our family, friends, neighbors, coworkers, etc. what hopefully is an overflow of Christ in us. The abundance of true wealth, not just our earthly gain, shared with those longing to be restored is an earnest and honest practice of pure and undefiled religion.
Finally, keeping ourselves unspotted from the world, but how?
Living in this world we all experience hurt and pain. Our hurt and pain, God who is able and remains faithful, uses to smooth off our rough edges and bring out a glow, a shine, a surface that the evil of this world cannot cling to.
Remember as you go through each day, this day, what the truth about a pure and undefiled religion is. Church attendance, yeh sure. Bible study, definitely. Paying tithe, again sure. But nothing can replace walking in and sharing the love of our Savior Jesus Christ and His Father with the Fatherless and Widowed of this world for this is as we once were ourselves, a broken people without Father or Groom, who have now been called to the family of God. Continue in grace and to grow in faith in our brother, friend, and Lord and Savior Jesus Christ. Live blessed.
Question who or what is greater than God?
He is the King of Kings and Lord or Lords. He is the creator of all. Nothing is too big or for that matter too small for Him to be concerned or care about, especially when you take it and surrender it to Him.
Finally John answers the questions of what or who is greater, our situations or our circumstances, our tests or our trials, None of these!
Long ago a man sought the perfect picture of peace. Not finding one that satisfied, he announced a contest to produce this masterpiece. The challenge stirred the imagination of artists everywhere, and paintings arrived from far and wide. Finally the great day of revelation arrived. The judges uncovered one peaceful scene after another, while the viewers clapped and cheered.
The tensions grew. Only two pictures remained veiled.
As a judge pulled the cover from one, a hush fell over the crowd.
A mirror-smooth lake reflected lacy, green birches under the soft blush of the evening sky. Along the grassy shore, a flock of sheep grazed undisturbed. Surely this was the winner.
The man with the vision uncovered the second painting himself, and the crowd gasped in surprise. Could this be peace?
A tumultuous waterfall cascaded down a rocky precipice; the crowd could almost feel its cold, penetrating spray. Stormy-gray clouds threatened to explode with lightning, wind and rain. In the midst of the thundering noises and bitter chill, a spindly tree clung to the rocks at the edge of the falls. One of its branches reached out in front of the torrential waters as if foolishly seeking to experience its full power.
A little bird had built a nest in the elbow of that branch. Content and undisturbed in her stormy surroundings, she rested on her eggs. With her eyes closed and her wings ready to cover her little ones, she manifested peace that transcends all earthly turmoil.
In Luke 12:24 Jesus tells us to consider the ravens and how they neither sow nor reap, but God feeds them and how much more are we better than birds. In Matthew 10:29-31 Jesus references the price at market for two sparrows which was half of a penny but that they don't fall from a tree or from the air without the Father knowing and caring but again we are more valuable to Him than even these.
Is 32:17 The work of righteousness will be peace, And the effect of righteousness, quietness and assurance forever.
Matt 5:6 states that Blessed are those who hunger and thirst for righteousness, For they shall be filled.
God has promised that those who hunger and thirst for righteousness, will be filled. The result of this filling will be peace. Furthermore the effect in our lives of being filled with righteousness is receiving quietness and resting in God's assurance.
Lam 3:22,23 Through the Lord's mercies we are not consumed, Because His compassions fail not. They are new every morning; Great is Your faithfulness.
"You must not let anything rob your soul of peace, of restfulness, of the assurance that you are accepted just now. Appropriate every promise; all are yours on condition of your complying with the Lord's prescribed terms. Entire surrender of your ways, which seem so very wise, and taking Christ's ways, is the secret of perfect rest in His love.
I spent last December in Nepal preaching, sharing the Good News, and getting to know the people of Nepal. I met some wonderful people and made many friends there. We don't know and may never know the impact of GOing when God stirs us to action, however and wherever. He is not calling us all to foreign missions but He is calling those who Love Him to Share Him.


text:
Le lac Abraham, en , est un lac artificiel sur la rivière Saskatchewan Nord à l'ouest de l'Alberta au Canada. Le lac Abraham a une superficie de  et une longueur de .

lac Abraham

Il a été construit sur la partie supérieure du cours de la rivière Saskatchewan Nord, dans le piémont des Rocheuses canadiennes. Il est situé entre David Thompson Highway, Saskatchewan River Crossing et Nordegg.

Le lac Abraham fut créé en 1972, avec la construction du . Le  organise un concours pour trouver un nom au lac en , pendant les dernières étapes de la construction du Bighorn Dam. Il demande aux étudiants de la province de soumettre des noms en prenant en considération « la signification historique, la géographie, la topographie, les personnalités et valeurs liés au lac. ». Il est nommé en l'honneur de Silas Abraham, un habitant de la vallée de la rivière Saskatchewan au .

Bien qu'il soit artificiel, la couleur bleu turquoise des eaux du lac provient des farines de roche générées par le meulage mécanique du substrat rocheux par des glaciers alentour. Phénomène rare, en hiver des bulles de gaz se forment sous la surface de la glace.

Le Cline River Heliport est situé sur la rive occidentale du lac.

Notes et références

Voir aussi

Articles connexes
 Liste des lacs de l'Alberta

Liens externes

Lac en Alberta
Lac de barrage au Canada

redpajama_set_name: RedPajamaWikipedia


Rambert Dance Company is delighted to announce the return of the Rambert Workshop Season in 2005, which will be held in the Robin Howard Dance Theatre at The Place on 25 and 26 January. This event provides an exciting opportunity to see new choreography created by some of Rambert's versatile dancers. Unique to this Season is the exciting collaboration with the Royal Academy of Music, who will be creating original scores for three of the works.
Rambert has an established track record for nurturing choreographers from within its ranks. Its founder, Marie Rambert, was famed for her ability to spot and develop new talent, including such dance luminaries as Frederick Ashton, Antony Tudor and Christopher Bruce among others. Mark Baldwin, Rambert's current Artistic Director, cut his choreographic teeth producing works for the Rambert Workshop Seasons and is passionate about continuing the tradition.
The 2005 programme reflects the diversity of Rambert's dancers, who come from all over the world, from both contemporary and classical dance backgrounds. The three dancers who will be collaborating with the Royal Academy of Music are Ana Luján Sanchez, Mikaela Polley and Alexander Whitley. The Workshop Season also includes works by Cameron McMillan, Melanie Teal, Lucila Alves, Martin Joyce and Amy Hollingsworth.
The most recent success to come out of the Workshop Season is Rambert's Associate Choreographer Rafael Bonachela, whose choreographic career was launched by the workshop initiative. Rafael's first choreographic work, Three Gone, Four Left Standing, was produced for the Rambert Workshop Season in 1999, and the piece was later promoted to the Company's programme at Sadler's Wells in May that year. Rafael has gone on to produce numerous works for Rambert dancers; win the 2004 Place Prize for Dance and has worked extensively with Kylie Minogue on a number of her high-profile performances.
This year's unique collaboration with the Royal Academy of Music reinforces Rambert's long-standing commitment to the importance that live music plays alongside dance. Since the Company's early days under Marie Rambert's leadership, music has been an essential aspect of Rambert's repertoire, with the live performances considered an integral part of the Company's character. In 1978, Marie Rambert received the Composer's Guild Award for Services to British Music.
Rambert's Associate Orchestra London Musici has accompanied Rambert on tour since 1994, providing live music at each venue. In February 2004 the Company's Music Director Paul Hoskins and London Musici won the Time Out Live Award for Outstanding Achievement in Dance.
The three composers selected from the Royal Academy of Music are Philip Venables, Naomi Pinnock and Patrick Nunn. They will be creating original scores to accompany three of the works. Musicians from the Academy will also be performing the scores live.
Rambert Dance Company is Britain's oldest dance company, founded in 1926 and transformed into a contemporary dance company in 1968. It is also Britain's flagship contemporary dance company, employing more artists than any other in the UK. Under its Artistic Director Mark Baldwin, Rambert tours throughout the United Kingdom and internationally with a wide spectrum of large-scale repertoire, including both new commissions and works from the Company's heritage. Rambert Dance Company performs to over 50,000 people each year and reaches over 6,000 individuals through its extensive education programme.
The Royal Academy of Music is Britain's senior conservatoire, and since 1822 has been highly successful in its mission to prepare students for successful careers in music according to the constantly evolving demands of the profession. Students study varied programmes including instrumental performance, composition, jazz, media, musical theatre and opera, gaining University of London degrees from undergraduate (BMus) to PhD level. The Academy's student community is truly international, with over 50 countries represented.
Born in Valencia, Spain, Ana danced with Ballet Clasico De Valencia before joining Rambert in 1996. She choreographed What Follows for Resolution! 2001 at The Place, and this is her fourth piece for a Rambert Workshop Season. Ana received the award for Outstanding Female Artist (Modern) at the Critics' Circle National Dance Awards 2003.
Philip studied at the Royal Academy of Music where he was awarded the Howard Carr, William Elkin and Pullen Memorial prizes and the Battison Haynes prize in composition, and the prestigious DipRAM award for outstanding performance. Philip currently holds the Manson Fellowship in Composition at the Royal Academy of Music.
Mikaela has been a dancer with Rambert since 2001 and this will be her third work for a Rambert Workshop Season. During her career at Birmingham Royal Ballet she produced choreography for several summer schools and created sections of The Four Season, which entered the BRB repertoire.
Alexander joined Rambert in 2004 after working with Birmingham Royal Ballet, where he reached the position of First Artist in 2002. While at BRB he worked with the education department on a number of projects. This will be his first creation for the Rambert Workshop Season.
Naomi completed her postgraduate course in composition at the Royal Academy of Music in 2004. With particular interest in music composition teaching, Naomi has attained the LRAM music teaching diploma at the Academy and will be an Assistant Composer for the SPNM Sound Inventors project during 2004/5. Naomi was awarded the Alan Bush Prize in 2003 and the Howard Carr Memorial Prize in June 2004.
What a great idea to bring the Rambert workshop choreographers together with young composers to the benefit of both groups. Looking forward to it more than somewhat.
Rambert dance Company in association with the Royal Academy of Music.
Seven dancers will show their creations.
I will be dancing those evenings, also choreographing a piece for it.
The Rambert workshop season provides a choreographic playground for the company's dancers to have a go at making movement. It is always a pleasure to watch the lithe, muscular, highly trained Rambert dancers. However, while some of them have obviously worked hard on the idea of choreographic concept, most have clearly found it difficult to separate the conceptual from the visual.
The workshop is comprised of six short pieces - Kiss My Eyes, Perfume, Divine Influence, Cartilage, From Two to Two Ones and Momenta. Luckily for us, Amy Hollingsworth stars in three of the six, dancing with absorbing brilliance, technical perfection and startling presence, showing us exactly why she won the Critics' Circle award for Outstanding Female Artist last week.
When the Rambert's dancers tried their hand at choreography, a star was born. By Clifford Bishop for The Times.
Rambert's workshop season of new pieces at The Place gave the company's dancers a chance to show off their choreographic chops...The standout piece was Cameron McMillan's Kiss My Eyes, danced to Michael Nyman's String Quartet No 3. McMillan has an accomplished, musical sense of organisation — from the beginning, his four pairs of dancers were put through a complex but systematic set of transformations, moving in unison or canon, their figures repeated or inverted, just as a composer would explore a theme.
I tried a lot of perfume which are original and not original and because of my skin problem developed i turun to use natural perfumes as it is compatible with my skin odor.


text:
Changes of salivary biomarkers under different storage conditions: Effects of temperature and length of storage
Tomás Barranco, Camila P. Rubio, Asta Tvarijonaviciute, Mónica Rubio, Elena Damia, Elsa Lamy, Ramón Cugat, José J. Cerón, Fernando Tecles, Damián Escribano
Department of Animal and Food Science
Research output: Contribution to journal › Article › Research
© 2019, Biochemia Medica, Editorial Office. All rights reserved. Introduction: In this report, we aimed to examine the stability of various analytes in saliva under different storage conditions. Materials and methods: Alpha-amylase (AMY), cholinesterase (CHE), lipase (Lip), total esterase (TEA), creatine kinase (CK), aspartate aminotransferase (AST), lactate dehydrogenase (LD), lactate (Lact), adenosine deaminase (ADA), Trolox equivalent antioxidant capacity (TEAC), ferric reducing ability (FRAS), cupric reducing antioxidant capacity (CUPRAC), uric acid (UA), catalase (CAT), advanced oxidation protein products (AOPP) and hydrogen peroxide (H2 O2) were colorimetrically measured in saliva obtained by passive drool from 12 healthy voluntary donors at baseline and after 3, 6, 24, 72 hours, 7 and 14 days at room temperature (RT) and 4 ºC, and after 14 days, 1, 3 and 6 months at - 20 ºC and - 80 ºC. Results: At RT, changes appeared at 6 hours for TEA and H2 O2; 24 hours for Lip, CK, ADA and CUPRAC; and 72 hours for LD, Lact, FRAS, UA and AOPP. At 4 ºC changes were observed after 6 hours for TEA and H2 O2; 24 hours for Lip and CUPRAC; 72 hours for CK; and 7 days for LD, FRAS and UA. At - 20 ºC changes appeared after 14 days for AST, Lip, CK and LD; and 3 months for TEA and H2 O2. At - 80 ºC observed changes were after 3 months for TEA and H2 O2. Conclusions: In short-term storage, the analytes were more stable at 4 ºC than at room temperature, whereas in long-term storage they were more stable at -80 ºC than at - 20 ºC.
Biochemia Medica
https://doi.org/10.11613/BM.2019.010706
Enzyme stability
https://ddd.uab.cat/record/222794
Dive into the research topics of 'Changes of salivary biomarkers under different storage conditions: Effects of temperature and length of storage'. Together they form a unique fingerprint.
Esterases Medicine & Life Sciences 100%
Lactate Chemistry 84%
Biological Marker Chemistry 75%
Lipase Medicine & Life Sciences 73%
Creatine Kinase Medicine & Life Sciences 69%
Creatine Chemistry 69%
Temperature Medicine & Life Sciences 59%
Advanced Oxidation Protein Product Chemistry 54%
Barranco, T., Rubio, C. P., Tvarijonaviciute, A., Rubio, M., Damia, E., Lamy, E., Cugat, R., Cerón, J. J., Tecles, F., & Escribano, D. (2019). Changes of salivary biomarkers under different storage conditions: Effects of temperature and length of storage. Biochemia Medica, 29, [010706]. https://doi.org/10.11613/BM.2019.010706
Barranco, Tomás ; Rubio, Camila P. ; Tvarijonaviciute, Asta ; Rubio, Mónica ; Damia, Elena ; Lamy, Elsa ; Cugat, Ramón ; Cerón, José J. ; Tecles, Fernando ; Escribano, Damián. / Changes of salivary biomarkers under different storage conditions: Effects of temperature and length of storage. In: Biochemia Medica. 2019 ; Vol. 29.
@article{204cd4a2c6ea417cb48b772d98f3e6fa,
title = "Changes of salivary biomarkers under different storage conditions: Effects of temperature and length of storage",
abstract = "{\textcopyright} 2019, Biochemia Medica, Editorial Office. All rights reserved. Introduction: In this report, we aimed to examine the stability of various analytes in saliva under different storage conditions. Materials and methods: Alpha-amylase (AMY), cholinesterase (CHE), lipase (Lip), total esterase (TEA), creatine kinase (CK), aspartate aminotransferase (AST), lactate dehydrogenase (LD), lactate (Lact), adenosine deaminase (ADA), Trolox equivalent antioxidant capacity (TEAC), ferric reducing ability (FRAS), cupric reducing antioxidant capacity (CUPRAC), uric acid (UA), catalase (CAT), advanced oxidation protein products (AOPP) and hydrogen peroxide (H2 O2) were colorimetrically measured in saliva obtained by passive drool from 12 healthy voluntary donors at baseline and after 3, 6, 24, 72 hours, 7 and 14 days at room temperature (RT) and 4 ºC, and after 14 days, 1, 3 and 6 months at - 20 ºC and - 80 ºC. Results: At RT, changes appeared at 6 hours for TEA and H2 O2; 24 hours for Lip, CK, ADA and CUPRAC; and 72 hours for LD, Lact, FRAS, UA and AOPP. At 4 ºC changes were observed after 6 hours for TEA and H2 O2; 24 hours for Lip and CUPRAC; 72 hours for CK; and 7 days for LD, FRAS and UA. At - 20 ºC changes appeared after 14 days for AST, Lip, CK and LD; and 3 months for TEA and H2 O2. At - 80 ºC observed changes were after 3 months for TEA and H2 O2. Conclusions: In short-term storage, the analytes were more stable at 4 ºC than at room temperature, whereas in long-term storage they were more stable at -80 ºC than at - 20 ºC.",
keywords = "Biomarker, Enzyme stability, Oxidative stress, Saliva, Temperature",
author = "Tom{\'a}s Barranco and Rubio, {Camila P.} and Asta Tvarijonaviciute and M{\'o}nica Rubio and Elena Damia and Elsa Lamy and Ram{\'o}n Cugat and Cer{\'o}n, {Jos{\'e} J.} and Fernando Tecles and Dami{\'a}n Escribano",
doi = "https://doi.org/10.11613/BM.2019.010706",
journal = "Biochemia Medica",
publisher = "Biochemia Medica, Editorial Office",
Barranco, T, Rubio, CP, Tvarijonaviciute, A, Rubio, M, Damia, E, Lamy, E, Cugat, R, Cerón, JJ, Tecles, F & Escribano, D 2019, 'Changes of salivary biomarkers under different storage conditions: Effects of temperature and length of storage', Biochemia Medica, vol. 29, 010706. https://doi.org/10.11613/BM.2019.010706
Changes of salivary biomarkers under different storage conditions: Effects of temperature and length of storage. / Barranco, Tomás; Rubio, Camila P.; Tvarijonaviciute, Asta; Rubio, Mónica; Damia, Elena; Lamy, Elsa; Cugat, Ramón; Cerón, José J.; Tecles, Fernando; Escribano, Damián.
In: Biochemia Medica, Vol. 29, 010706, 01.01.2019.
T1 - Changes of salivary biomarkers under different storage conditions: Effects of temperature and length of storage
AU - Barranco, Tomás
AU - Rubio, Camila P.
AU - Tvarijonaviciute, Asta
AU - Rubio, Mónica
AU - Damia, Elena
AU - Lamy, Elsa
AU - Cugat, Ramón
AU - Cerón, José J.
AU - Tecles, Fernando
AU - Escribano, Damián
N2 - © 2019, Biochemia Medica, Editorial Office. All rights reserved. Introduction: In this report, we aimed to examine the stability of various analytes in saliva under different storage conditions. Materials and methods: Alpha-amylase (AMY), cholinesterase (CHE), lipase (Lip), total esterase (TEA), creatine kinase (CK), aspartate aminotransferase (AST), lactate dehydrogenase (LD), lactate (Lact), adenosine deaminase (ADA), Trolox equivalent antioxidant capacity (TEAC), ferric reducing ability (FRAS), cupric reducing antioxidant capacity (CUPRAC), uric acid (UA), catalase (CAT), advanced oxidation protein products (AOPP) and hydrogen peroxide (H2 O2) were colorimetrically measured in saliva obtained by passive drool from 12 healthy voluntary donors at baseline and after 3, 6, 24, 72 hours, 7 and 14 days at room temperature (RT) and 4 ºC, and after 14 days, 1, 3 and 6 months at - 20 ºC and - 80 ºC. Results: At RT, changes appeared at 6 hours for TEA and H2 O2; 24 hours for Lip, CK, ADA and CUPRAC; and 72 hours for LD, Lact, FRAS, UA and AOPP. At 4 ºC changes were observed after 6 hours for TEA and H2 O2; 24 hours for Lip and CUPRAC; 72 hours for CK; and 7 days for LD, FRAS and UA. At - 20 ºC changes appeared after 14 days for AST, Lip, CK and LD; and 3 months for TEA and H2 O2. At - 80 ºC observed changes were after 3 months for TEA and H2 O2. Conclusions: In short-term storage, the analytes were more stable at 4 ºC than at room temperature, whereas in long-term storage they were more stable at -80 ºC than at - 20 ºC.
AB - © 2019, Biochemia Medica, Editorial Office. All rights reserved. Introduction: In this report, we aimed to examine the stability of various analytes in saliva under different storage conditions. Materials and methods: Alpha-amylase (AMY), cholinesterase (CHE), lipase (Lip), total esterase (TEA), creatine kinase (CK), aspartate aminotransferase (AST), lactate dehydrogenase (LD), lactate (Lact), adenosine deaminase (ADA), Trolox equivalent antioxidant capacity (TEAC), ferric reducing ability (FRAS), cupric reducing antioxidant capacity (CUPRAC), uric acid (UA), catalase (CAT), advanced oxidation protein products (AOPP) and hydrogen peroxide (H2 O2) were colorimetrically measured in saliva obtained by passive drool from 12 healthy voluntary donors at baseline and after 3, 6, 24, 72 hours, 7 and 14 days at room temperature (RT) and 4 ºC, and after 14 days, 1, 3 and 6 months at - 20 ºC and - 80 ºC. Results: At RT, changes appeared at 6 hours for TEA and H2 O2; 24 hours for Lip, CK, ADA and CUPRAC; and 72 hours for LD, Lact, FRAS, UA and AOPP. At 4 ºC changes were observed after 6 hours for TEA and H2 O2; 24 hours for Lip and CUPRAC; 72 hours for CK; and 7 days for LD, FRAS and UA. At - 20 ºC changes appeared after 14 days for AST, Lip, CK and LD; and 3 months for TEA and H2 O2. At - 80 ºC observed changes were after 3 months for TEA and H2 O2. Conclusions: In short-term storage, the analytes were more stable at 4 ºC than at room temperature, whereas in long-term storage they were more stable at -80 ºC than at - 20 ºC.
KW - Biomarker
KW - Enzyme stability
KW - Oxidative stress
KW - Saliva
KW - Temperature
U2 - https://doi.org/10.11613/BM.2019.010706
DO - https://doi.org/10.11613/BM.2019.010706
JO - Biochemia Medica
JF - Biochemia Medica
Barranco T, Rubio CP, Tvarijonaviciute A, Rubio M, Damia E, Lamy E et al. Changes of salivary biomarkers under different storage conditions: Effects of temperature and length of storage. Biochemia Medica. 2019 Jan 1;29. 010706. https://doi.org/10.11613/BM.2019.010706