- What Is Ramp Model?
- As terran, what are the most common techniques to block off the entrance ramp to your base?
- 2 Answers 2
- What is the ramp-up period in jmeter?
- 2 Answers 2
- What is entrance ramp
- Смотреть что такое «ramp» в других словарях:
- EP70 Entrance Ramp To Growth
- Listen to the podcast here:
- Entrance Ramp To Growth
What Is Ramp Model?
- anonymous
When you require a defintion of us, you must give us a little context at least.
Here is one RAMP model:
An easy model that you can use to evaluate your business ideas you come up with. This is called the RAMP model.
Let’s start with the first letter, R, which stands for Return. Return really is return on investment.
| R | Discuss Exit Strategy (acquisition or IPO) |
| R | Is it profitable? Will your revenues be higher than your expenses? |
| R | Time to breakeven (how long before cash flow positive? How long until the company begins to have an aggregate net income) |
| R | Investment Needed. How much money will it take to start-up this venture. Will it be $20,000, $200,000, or $2,000,000? |
Now let’s look at A. A stands for advantages.
| A | Look at cost structure (suppliers, what each element will cost to source or manufacture) |
| A | Barriers to entry (large competitors, regulations, patents, large capital requirements. If there are many barriers to entry, it will be difficult to enter a market. The higher the barriers to entry, the more disadvantaged you will be. |
| A | Intellectual Property. Do you have a proprietary advantage such as a patents or exclusive licenses on what you will be selling. |
| A | Distribution Channel. How will you be selling your product? Will you sell it direct to the consumer via the Internet, sell it to wholesales, sell it to businesses, or sell it to retail stores. If can develop a unique distribution channel this can surely be an advantage. |
Now let’s look at M. M stands for Market.
| M | The Need. Is there a big need for this product or service. Try to avoid ideas that sound cool but there is no real need for. Make sure your product or service fills and need or solves a problem. |
| M | Target market (who are you selling to? businesses? consumers? what demographics?) |
| M | Analyze target market (who are you selling to? businesses? consumers? what demographics?) |
| M | Pricing (what you they charge, what will be the price, will there be a high enough markup). |
| M | Analyze market size |
Finally let’s look at P. P stands for potential.
| P | Risk vs. Reward. How risky is the opportunity? If it is very risky, it there a chance for the business to do very well. Will there be a high reward for the founders and investors if the company succeeds? |
| P | The Team. Is the team right for the business. Do you have knowledge in this area. |
| P | Timing. Is the market ready for your product. You may have a great idea for flying cars, but if consumers are not ready for your product you may not be able to turn your idea into a successful business. |
| P | Goal Fit. Does the business concept fit the goals of the team to create a high potential or lifestyle business? |
By using the RAMP model, you should be able to do a thorough job analyzing your business ideas and opportunities presented to you.
And here is another ramp model:
A key distribution center (KDC) of a network is a server enabling private communications within groups of users. The center provides the secret keys for encrypting and decrypting the messages. A distributed key distribution center (DKDC) is a set of servers that jointly realizes a KDC. In this paper we introduce a ramp model for unconditionally secure DKDC. In the ramp approach, the required resources (randomness, information storage, messages to be exchanged, etc.) can be reduced at the cost of a security degradation which depends on the size of the coalition of users who tries to break the scheme. We show lower bounds on the amount of information needed to setup and manage such a DKDC and describe a simple protocol meeting the bounds.
If you google the phrase, ramp model, you may find what you want.
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As terran, what are the most common techniques to block off the entrance ramp to your base?
There are many different arrangements of structures or units that can be used to block off the entrance to a base to prevent a zealot push or zergling rush. The obvious answer is barracks and a supply depot, but I’ve also seen people barricade their entrance ramps with all supply depots, or with bunkers.
If barracks are being used, the direction of the ramp and other factors makes a difference, since placing the barracks in the wrong place can prevent you from building add-ons later on.
What are the most common techniques used for positioning an early-game terran ramp barricade, and how does the ramp direction (or cliff edge) and the information you get from scouting influence it?
2 Answers 2
You would build your first depot in the corner then your bunker in the middle and your second depot on the other corner like so:
This is the most typical wall off because it is the fastest. If your enemy is doing a super early attack such as a 6 pool you can have it up in time with only minor cutting of workers (based off your scouting info).
Later game you can then move your barracks to a more central location if you wish or if the ramp placement prevents add ons. If you wish to maintain the wall off you can easily replace it with another depot.
If you suspect there will be an early one base push you can move the rax to build a bunker in it’s place, this will make you safe from most attacks with a few scvs repairing behind.
This kind of wall off is the most commonly used simply because it’s the fastest standard way to get one down. In most cases it will be fine to do this in every game. However note that it is less likely to be useful against Terran and Protoss as a wall off to them provides them with a safe way to poke at your buildings. So if your apm isn’t high enough to handle ramp harass on your wall off I would suggest you don’t do it against Protoss and Terran.
Another similar wall off is a barracks and a depot at the bottom of the ramp. However this has been removed with the introduction of the rocks that render the bottom of the ramp unbuildable but still pathable.
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What is the ramp-up period in jmeter?
I ran a test plan with 5 users for a total of 20 seconds and what I am not able to understand is what ramp-up period is in actual. Does it means that each user will get 4 seconds or 20 seconds will be used in total for 5 users?
If case 1 is true(4 second for each user) then the first thread should be completed in 4 seconds but it took 6 seconds to complete it and still the result is passed and next user gets executed? This gets much confusing. I need to clear my doubt as I am not able to find any answers from all the inputs that are available here
2 Answers 2
How long JMeter should take to get all the threads started. If there are 10 threads and a ramp-up time of 100 seconds, then each thread will begin 10 seconds after the previous thread started, for a total time of 100 seconds to get the test fully up to speed.
You have 5 users
- if you set ramp-up period to 0 — all 5 users will start at once
- if you set ramp-up period to 5 — JMeter will start with 1 user and will add an extra 1 user each second
- if you set ramp-up period to 10 — JMeter will start with 1 user and will add an extra 1 user each 2 seconds
- etc.
Once user is started it starts executing Samplers upside down (or according to Logic Controllers) when there are no more samplers to execute or loops to iterate — the thread is being shut down.
Check out JMeter Ramp-Up — The Ultimate Guide article for more information on configuring users arrival rate.
You might also be interested in Ultimate Thread Group which makes workload definition easier, moreover you will have a chart representing anticipated load. You can install Ultimate Thread Group using JMeter Plugins Manager
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What is entrance ramp
Англо-русский словарь по гражданской авиации. — М.: Скорпион-Россия . В.П. Марасанов . 1996 .
Смотреть что такое «ramp» в других словарях:
Балкер — А. Судно для бестарной перевозки навалочных и насыпных грузов. Объект страхования в морском страховании. Б. Специалист, задача которого состоит в определении грузовместимости судна для перевозки различных товаров, для определения размера пошлины … Словарь бизнес-терминов
capitalistic — adj. 1. Of or relating to capitalism or capitalists. capitalistic methods and incentives Syn: capitalist. [WordNet 1.5] 2. Favoring or practicing capitalism. [Narrower terms:
CRACHOTEMENT — s. m. Action de crachoter. Il a un crachotement perpétuel … Dictionnaire de l’Academie Francaise, 7eme edition (1835)
вирус Нодамура — В. экологической группы арбовирусов; по антигенному признаку не сгруппирован; родовая принадлежность не определена; патогенность для человека не установлена … Большой медицинский словарь
сердобольный — др. русск. сьрдоболь – то же, сьрдоболь родственник , ст. слав. сръдоболѩ συγγενής (Супр.). Связано с сердце и болеть; ср. выражение: болеть сердцем (Преобр. II, 277; Срезн. III, 879 и сл.) … Этимологический словарь русского языка Макса Фасмера
Ceremonies — Ceremony Cer e*mo*ny, n.; pl.
Subquadruple — Sub*quad ru*ple, a. Containing one part of four; in the ratio of one to four; as, subquadruple proportion. Bp. Wilkins. [1913 Webster] … The Collaborative International Dictionary of English
Supercrescence — Su per*cres cence, n. [See
GC — abbreviation gas chromatograph; gas chromatography … New Collegiate Dictionary
half crown — noun Date: 1542 a British coin worth two shillings and sixpence used as legal tender until 1970 … New Collegiate Dictionary
selectively — adverb see selective … New Collegiate Dictionary
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EP70 Entrance Ramp To Growth
In order to create balance, growth has to come both vertically and horizontally. In creating sustainability for business, this comes in the form of finding your pivots, your S-curves, that you can rely on when your main stream of income is failing—as most sources of income inevitably do. Ken Courtright emphasizes just how important these S-curves are if you want your business to continue staying in the black. Ken creates a space for you to consider what your company can and will have to fall back on once times get rough. If you want your business to continue to grow for generations to come, take a listen!
Listen to the podcast here:
Entrance Ramp To Growth
We are on episode 70. We’re on the far right of the page. You’ll see an S-Curve graph and even a diving board we’re putting on. The Growth Checkup Chart is in the graphic design department. It’ll be there for some time. We have a number of changes as I’ve changed it during this podcast series. We’re doing a series on a chart, a PDF document called The Growth Checkup Chart that we have used to some degree since 1992. We have coached and counseled 3,100 clients and we have 600 or 700 revenue-generating websites with site partners’ clients. This is the document that we have used. It’s like our boilerplate. It is our Growth Checkup Chart. You go to the doctor when you’re in pain. When we counsel a business that’s not growing, they’re in pain. We go to the chart and it shows us what to do. We’re fine-tuning it and exposing the chart to the world.
This is an awesome episode. We’re calling this the Entrance Ramp. I’m hoping that this could be the entrance ramp to episode number one, which is by far the most popular podcast. It doesn’t show it on iTunes, which is a little bit odd. It always shows the recent podcasts as more popular. When it’s all said and done as a body of work, no podcast has been listened to, shared or downloaded worldwide more than episode number one. If you haven’t read it, hopefully, you’ll do and you’ll understand why. Let me tease you a little bit. We are on the Growth Checkup Chart. We’re on the far right of the page. You’re growing, maybe even a little bit surprised at your growth because you’ve instituted episode 63 through 69 techniques and you’re cooking. As we mentioned in episode 69, there are only two things that can be done when you’re growing.
Number one, you’ve got to put a few things in place. This is the last episode that ensures that you never slip again and go back to stop growing like you did before. Number two is not optional. This is critical. It’s fair to say that this is what the rest of my life is all about and it’s about S-Curves. In episode number one, as we storyboarded three months’ worth of podcasts, there was no question. I knew what I had to go first with. I knew what I’ve spoken the most with worldwide. I know what I’ve written in more books, podcasts, mentors, guests, mastermind groups and what I’m asked to talk about the most. It’s who we are as a culture and why companies bring us in. It’s our innate ability to resurrect growth whether perceivably there is no possibility of growth. Our tagline is, “We can grow any company in any industry at any time. We have, we can and we will continue to do so.” The reason is simple. We stack S-Curves. S-Curves is pioneered by Jack Welch from GE capital term. He went into GE with two revenue streams and they were doing about $14 billion. When he left them short years later, they had fourteen revenue streams at around $42 billion market cap. He has taught that principle to many people.
I tried to get Brian Tracy. For those of you that don’t know who Brian Tracy is, he’s a fourteen-time international bestselling author. In my early days in business, he was my idol from afar. His book Psychology of Selling should be mandatory reading for any business owner and his other book Eat That Frog. He was in Poland talking about the content from Eat That Frog. Those are the two anchor books that he is known for. The content in those two books at the time of writing was revolutionary. It’s still revolutionary. I went to Brian to try to get him to endorse my first book, which he never did, but weeks later I got a strange call and a strange email asking if I would partner up on a book with Brian.
My best work took me six months to write that chapter for Brian. It’s in a book with Brian Tracy and because he is an international bestseller, I was able to draft on his coattails. My little piece of that book allowed me to be in the Bestselling Author Hall of Fame, which can never be taken away. More importantly for my kids and everybody else, I got the licensing rights to the PDF version of that book for free for life. If anybody wants a copy of my chapter in that book, you can find that either on KenCourtright.com and on IncomeStore.com, anywhere you see the word books. I don’t know how many people have downloaded a free version of that book.
In all these years, I have never and never will email people, put them in Infusionsoft or in a list. That’s not what that’s for. That is because I believe in the concept of that book. Every teenager and business owner needs to read chapter 39 of Against the Grain with Brian Tracy. It is my best work. I’m so passionate about it that I started a podcast series, knowing that the anchor episode, the embryonic episode, and the first episode is going to be about stacking S-Curves and it is. The point of this podcast is to answer what is the second critical step if you’re growing that ensures growth for you and your family for generations to come. There is only one way to ensure it and that is to stack S-Curves. You have to understand at a fundamental level that 22-minute podcast. That podcast is based on the fortunate and unfortunate true story of the fifth-largest company in America at the time.
Creating Sustainability For Business: The biggest pill that needs to be swallowed and the biggest fundamental principle of business growth has to be accepting that product death is inevitable.
I tell the inside scoop of how a company that was the world dominator in nineteen months almost went out of business to resurrect itself in a completely new way. It’s an exciting story that everybody can take the lessons away. You have to understand what the legacy question is for you, your business and your family. The killer part about episode one, S-Curves, is it was written and cut in a way that sets the table for what is episode three. I put a sandwich in there with episode two as you’ll see why when you read it. Episode three answers the question, “If I’m going to reinvent myself and I’m going to start a new product line, what would it be?” “If I’m going to start a new company, what would it be, why and how?”
Episode three is called Read Your Customer’s Mind. It’s all about reading the market and reading your customer’s mind. It’s almost surreal in how we can use certain tools that are available for free to show us exactly what product to start. I know before I write a book or a blog post exactly what I should write on. The world tells me and it’s clear. It doesn’t only tell me that, it tells me what the title should be. It tells me what the chapter title should be of my book. It’s crazy. They absolutely will tell you what product you should be adding to your company immediately. It’s awesome.
Episode three is a famous downloaded podcast. Fourteen of the next eighteen episodes are specifically recorded around the questions we have asked ourselves during our two major S-Curves in many years. What we learned in our two pivots or two S-Curve shifts and we’re selling four new products that in 2009 didn’t even exist. From what I found out, we’ve been on third time Inc. 5000 company, which is difficult to do for a mature company. All of the revenue, 95% comes from areas, products and industries we didn’t even hear before.
Fourteen of the next eighteen episodes is what questions did we ask? What tools did we use? Where did we step first, second and third? That’s scary when you’re going into an area you’ve never been in before. Those first nineteen podcasts reach a point in episode 20 where 20, 21, and 22 are being turned into a book. I’ve been asked back to speak on those three topics more than anything else, including S-Curves. It’s becoming its book, 20, 21 and 22 are incredibly tactical. They’re mechanical. They’re all about the study we did on competition. Most people think of competition as their physical competitor. Who in the marketplace is competing? What can we learn from them? What can we avoid doing?
The reality is there are two other forms of competition. Those other two forms of competition, entropic and present competition are as real as physical competition. As you’ll learn in those podcasts, they’re much more dangerous in many cases. If you have a play that’s digital, meaning you drive leads from the web or your salespeople use an app or a tool online, you have to hear those three episodes. It could be like surgery for you, where you could go back to those three episodes and go, “We’re making that mistake. We are doing that. We’ve got to change this.” That was a six-month study on the competition and the difference between competition in 1994 before the internet and competition now with the internet. It is an eye-opening series in itself.
My hope is, you look at this episode 70 as simply an entrance ramp back to what will forever be the most urgent and most important episode number one. I want to drop a line as to why stacking S-Curves has to forever be a podcast you hear maybe once a year. Your management team listens to it once a year. Why do I think it’s so critical? It goes like this, 100% of main revenue streams fail. 100% of household incomes, the main source of income fails. 100% of what is the main source of income for every business in existence at some point is going to fail. There’s simply no revenue streams that were around many moons ago that are still the main source of income of a company now.
It doesn’t work like that. Episode number one explains why and what to do about it. Fourteen of the next eighteen set the table of, “Now that I ACCEPT that.” It’s an acronym. Look that one up. Companies have to accept certain things along the way of their journey. The biggest pill that needs to be swallowed and the biggest fundamental principle of business growth has to be accepting that product death is inevitable but company death is avoidable. The only way it’s avoidable forever and to have a company into perpetuity is to continually stack S-Curves.
It’s my hope that you go from this episode 70 to episode number one. I want you to go straight through to 1 to 22 leading to 20, 21 and 22 to do them on a weekend, in a series or with your management team. It might be wise to follow with me. Instead of going 1 through 70, go back to 71 the one after this one and stay timely, relevant, and go back to 23 and go 72 and 24 and 73 and 25. Stair-step with me because some of the stuff coming out is awesome. It’s a lot of what I hear in the mastermind circles and some of the relatively new stuff that our twists on things that are still timely, relevant and urgent. I’m excited to have you on this journey of growth. Take care.
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