techteller, a place to tell everyone about my tech reviews

Three young street children huddle together over a grate for warmth in an alleyway off Mulberry Street, Manhattan

A young girl, holding a baby, sits in a doorway next to a garbage can.

In an astonishingly atmospheric image taken in 1887, a group of men loiter in an alley known as 'Bandit's Roost' off Mulberry Street

The sight of Italian immigrant families in New York on Jersey Street, living in shacks could be a scene from the developing world today

A dilapidated wooden shack sits in an empty lot surrounded by tenement buildings in 1896.

View of a back-lot house on Bleecker Street between Mercer and Greene Streets, almost toppling into an excavation site

An Italian immigrant smokes a pipe in his makeshift home under the Rivington Street Dump

A man sorts through trash under the 47th Street dump where he has made his home in around 1890

In a picture taken in 1890 a Bohemian family of four roll cigars at home in their tenement. Working from six in the morning till nine at night, they earn $3.75 for a thousand cigars, and between them could turn out three thousand cigars a week

Mrs Benoit, a Native American widow, sews and beads while smoking a pipe in her Hudson Street apartment, New York City.

A dishevelled shoeshine boy named Tommy takes a break from business

A Native American, Mountain Eagle, and his family make handicrafts while one son plays violin in their tenement at 6 Beach Street in this image taken in 1895

A group of prisoners in striped suits and hats at The Lock-step Penitentiary on Blackwell's Island around 1890

A shrine in 'Bandits Roost', between Mulberry Street and Mulberry Bend, Little Italy, during the feast of Saint Rocco on the 23rd May, 1895.

A real mulberry tree behind an early building, presumably the original dwelling in the area of Mulberry Bend

One girl laughs with delight at having her photo taken as street children get the chance to read at a library at 48 Henry Street, New York City in 1900

Children play with barrels under the washing hung between tenements in Gotham Court, Cherry Street around 1890

Teachers show primary school children how to plant seeds in a plot of land in New York. This picture was taken in about 1900

New Yorkers enjoy the open space of the newly-planted Mulberry Bend Park in 1900

A group portrait of a football team posing in front of a fence at the West Side Playground, 68th Street, in 1895

A grocery shop and post office on Mulberry Street in Little Italy, around 1890

Warmly wrapped up children play in front of Dewitt Church, 280 Rivington Street, in 1890

Three girls jump rope while a group of children and adults form a semicircle around them on the rooftop playground of the Hebrew Institute

Children swim under the supervision of adults at Public Bath #10, at the Hudson River

Schoolboys play with a ball on the rooftop playground

Children of Mott Street Industrial School, New York, salute the Stars and Stripes, and repeat the Oath of Allegiance

Children holding American flags while riding tricycles and wagons on the rooftop garden of Ellis Island were the offspring of detained or waiting immigrants

Just read a great article about five best companies to work. Here are the text i get from Forbest.com. I hope someday i could work for these companies.

1. Dell Computer

Dell Computer (nasdaq: DELL - news - people ) is a great example of bold and daring marketing that has endured. When the computer industry was employing nothing but conventional wisdom and selling through complicated and profit-draining distribution channels, a 19-year-old University of Texas student named Michael Dell asked why PCs had to be distributed in this rigid, myopic fashion. He then decided to act in a truly contrarian way by taking his products directly to the customer, cutting out the expensive and unnecessary distribution, streamlining service and putting himself in direct touch with his customers.

The results today are stunning: With $31.2 billion in revenue over the last four quarters, 34,800 employees worldwide and a reputation for bringing its product directly to the user at a lower cost, Dell has revolutionized the computer industry. In marketing, nothing is more important than vision. Imagine what it will look like when it's done, stay on strategy and you can get there. Michael Dell had this to say about being picked No. 1: "Our original vision at Dell was to work directly with customers to provide them with the latest computing technology, custom built to suit their needs, and backed by the best service and support in the industry. That original vision hasn't changed and has become the foundation of our success." Dell is clearly a guy who developed his strategy, got it right and stuck with it--a lesson for us all.

2. Sony

Sony (nyse: SNE - news - people ) is the kind of company that constantly launches so many great products that engineers and designers for competing companies must get little rest at night; they must wonder exhaustedly how to keep up. Since 1946, when Masaru Ibuka started Sony, it has rocketed into electronics and entertainment consumers' minds as the brand. Beginning right after the end of the war as it did, one of Sony's founding purposes was "to reconstruct Japan and to elevate the nation's culture." It's no small wonder that, with such lofty original goals, Sony has become an iconoclastic global brand.

When Japan was known mainly for ludicrously arcane instruction manuals for their cheap electronics products, Morita came along and purposely decided to change that. Until his death, he personally supervised and tested each and every Sony product, because if he didn't want the product in his home or to use it personally, then it wouldn't be a Sony product at all. Conceiving of many of these superior products, such as the VCR--one of the inventions to change our lives--and the Walkman, which was invented so that he could listen to his classical music at ear-splitting volume without disturbing his wife, Morita was one of the first to consider ergonomic design. The Sony design of things, such as the remote control that fits contentedly into the palm of the hand, is an early example of this focus.

Morita's genius was twofold: He wanted Sony products to be of the highest quality as well as beautiful; he was first in the electronics industry in this regard. Sony's figures for the year ended March 31, 2002, include: 7.578 trillion yen ($6.11 billion) in sales and 134.6 billion yen ($1.08 billion) in operating income. According to Tim Munoz, a partner at San Francisco-based branding-and-strategy consulting firm Prophet, "Sony is consistently introducing products that delight people, capturing their imaginations. They don't have to have a bunch of marketing people sit in a room crafting an image; the people in the lab are creating magic products."

"Sony's products stop you in your tracks," says Munoz. "The brand acquires an almost mystical quality." If a company can consistently create products such as this, which generate phenomena--and Sony does--it can effectively position itself accordingly as "the best" and eliminate competition. Or at least keep them awake at night.

3. Harley-Davidson

"Daring" is how Doug Spong of Carmichael Lynch Spong Public Relations describes the marketing style of Harley-Davidson (nyse: HDI - news - people ). Spong, who serves H-D as a client, goes on to say that Harley's brand "has as much relevance as some 100 years ago when the three Harley brothers and the Davidson boy started the company." The numbers for 2001 are impressive: $438 million in profit (up 25.9%) on $3.4 billion in sales (up 15.7%) and a share price increase of almost 40%.

The company had a very bumpy ride a few decades back and then engineered a startling turnaround. "In the case of Harley, the brand almost went away," Spong says. "The Japanese competitors were really forcing [it] to struggle." H-D was able to reverse course rapidly by focusing "on [its] core customer base while simultaneously expanding [its] appeal to an unexpected market: CEOs, lawyers, doctors and professionals," Spong says. The Harley-Davidson executives and marketing minds have "a very good idea of what their brand isn't, more than what it is," Spong adds. "Harley resonates in the heart, soul and mind of its customer. It's a unique bike--it's a Harley!"

4. Virgin

Virgin's Richard Branson has long been considered an entrepreneurial genius. Here's a guy who's hammered together an empire spanning retailing, records, entertainment, soft drinks and alcoholic beverages, online car sales, airlines, travel, resorts, health care, trains, limousines, movie theaters, financial services, mobile phones, Internet service, publishing, radio stations, utilities, wines, mortgages and bridal stores. Branson himself has to venture a guess as to how many companies he owns, estimating 250--a good many of which are privately held. "The phenomenon at work at Virgin is the transition of the consumer perception of brands. Virgin doesn't think about what products [it makes], but how [its] products make people feel," says Patrick Palmer, chief strategic officer at Euro RSCG Tatham Partners in Chicago.

Branson's single-minded, relentless pursuit of infinitely expanding his Virgin brands is admirable. After starting Virgin as a student magazine and a small mail-order record company, Branson has built an enormous and diverse set of brands. Palmer tells a story about flying Virgin and catching sight of some very nifty, ornate salt-and-pepper shakers that "were just begging to be stolen." When a woman sitting alongside him lifted them up, on the bottom of each shaker was engraved "Pinched from Virgin." "It's just this kind of cheeky, fun and irreverent attitude that makes people feel good about Virgin's brand," Palmer says. One of Palmer's favorite concepts is "brand envelopes," which he describes by pointing out: "What's inside doesn't matter; it's what's around the envelope itself that matters. Consumers can step into the brand." Virgin has a very large brand envelope, indeed.

5. Southwest Airlines And EasyJet

Both Southwest Airlines (nyse: LUV - news - people ) and EasyJet were chosen on the weight of their performance in an incredibly challenging industry. EasyJet, while not as well-known in the U.S., is very much changing the competitive landscape for airlines in Europe and deserves inclusion on the basis of its competitive activities against much bigger airlines, including British Airways (nyse: BAB - news - people ).

Southwest Airlines' Herb Kelleher is a legend to many airline and business people. Many airline executives don't like him too much, because he has forced them to recognize the customer more, loosen up and look differently at revenue-per-passenger-mile numbers from which they operate. Kelleher, still the motorcycle-riding chairman of Southwest, got together with Rollin King some 30 years ago and decided that if an airline got its passengers to the destination on time for the most economical fare and "made darn sure they had a good time doing it," people would fly that airline.

Were they ever right. The most important part of it, the part that was truly differentiating marketing in the airline industry, was the fun part. This was the clearly special ingredient in a business that almost never communicated any fun to its customers. Southwest is now the fourth-largest airline in the U.S. and flies more than 64 million passengers per year to 58 cities. In 2001, Southwest posted its 29th consecutive yearly profit (remarkable for the airline industry) and had $511 million in net income on $5.6 billion in operating revenue.

Stelios Hajo-Ioannou, the gregarious and flamboyant founder and non-executive chairman of EasyJet, was to a large degree inspired by Herb Kelleher, according to John Quelch, a professor of marketing at Harvard University and a non-executive board member of EasyJet. Hajo-Ioannou, who started EasyJet in 1995 when he was 28, also emulated Virgin's Richard Branson. While borrowing from Kelleher on the airline side and Branson on the multiple-brand development side, Hajo-Ioannou has certainly replicated the best marketing thinkers and differentiators in their areas.

Hajo-Ioannou has since started EasyGroup, the parent of other "easy" businesses such as EasyInternetCafe (21 stores in 8 countries within two years, more than 60 shops now); EasyCar.com (car rental); EasyMoney (online MasterCard, likely expanding into further financial services); and EasyValue (online site for shopping comparison). When asked if Hajo-Ioannou might venture as far and wide as Branson into as many different businesses, Quelch points out that "Virgin has put [its] name on an incredibly wide set of products and services, and [EasyGroup] won't be getting into as wide an offering.

Source: http://www.forbes.com/2002/08/01/0801marketers.html

It's in 2002, i think the 2012 versio is a little bit different.

techteller, a place to tell everyone about my tech reviews

Sunday, January 22, 2012

Kim Schmitz Home, the boss of MegaUpload.com

Slumdogs of New York @ early 1900

Babies in the womb

Indonesian Lebak Indiana Jones Bridge

Bola Penghalau Penumpang KA di Indonesia Mendunia

5 Companies best for Works