BenQ has introduced the slimmest HD LED monitor which claims itself to be the world’s slimmest when the LED’s are currently ruling over the desktop segment. The monitors are available in three V-series models having a wide screen and a glossy black finishing. The three models are the 18.5 inch W920, 21.5 inch V2220H and 24 inch V2420H. BenQ also offers a headphone jack, HDMI 1.3 port and Senseye Human Vision Technology along with the monitors. The Senseye Human Vision Technology offers a 6:9 – aspect ratio.
The V-series of BenQ has won the IF award this year. The 18.5 inch model supports “1366×768” resolution and has a response time of 5 milliseconds because of having 1000:1 contrast ratio for truer blacks. It has a bandwidth of 110 MHz and can reduce the power consumption by 43.3% and if the eco mode is being used the power consumption is reduced by 65.3%. This V920 model is available for just Rs 8,999/-.
The 21.5 inch model supports “1920×1080” resolution and it only differs in terms of the video bandwidth from V920. Its bandwidth is 205 MHz. The cost of V2220H is Rs 14,999/-.
The largest size LED is available with 1920×1080 pixel resolution and is available for Rs 18,999/-.
Tuesday, May 4, 2010
BenQ Comes up with Slimmest LED Monitors in India
BenQ has introduced the slimmest HD LED monitor which claims itself to be the world’s slimmest when the LED’s are currently ruling over the desktop segment. The monitors are available in three V-series models having a wide screen and a glossy black finishing. The three models are the 18.5 inch W920, 21.5 inch V2220H and 24 inch V2420H. BenQ also offers a headphone jack, HDMI 1.3 port and Senseye Human Vision Technology along with the monitors. The Senseye Human Vision Technology offers a 6:9 – aspect ratio.
The V-series of BenQ has won the IF award this year. The 18.5 inch model supports “1366×768” resolution and has a response time of 5 milliseconds because of having 1000:1 contrast ratio for truer blacks. It has a bandwidth of 110 MHz and can reduce the power consumption by 43.3% and if the eco mode is being used the power consumption is reduced by 65.3%. This V920 model is available for just Rs 8,999/-.
The 21.5 inch model supports “1920×1080” resolution and it only differs in terms of the video bandwidth from V920. Its bandwidth is 205 MHz. The cost of V2220H is Rs 14,999/-.
The largest size LED is available with 1920×1080 pixel resolution and is available for Rs 18,999/-.
The V-series of BenQ has won the IF award this year. The 18.5 inch model supports “1366×768” resolution and has a response time of 5 milliseconds because of having 1000:1 contrast ratio for truer blacks. It has a bandwidth of 110 MHz and can reduce the power consumption by 43.3% and if the eco mode is being used the power consumption is reduced by 65.3%. This V920 model is available for just Rs 8,999/-.
The 21.5 inch model supports “1920×1080” resolution and it only differs in terms of the video bandwidth from V920. Its bandwidth is 205 MHz. The cost of V2220H is Rs 14,999/-.
The largest size LED is available with 1920×1080 pixel resolution and is available for Rs 18,999/-.
. Obama Care and New Coke
This week marked the 25th anniversary of the introduction of "New Coke." It was a remarkable event, and well worth remembering for the unique response of the Coca-Cola Company's management to subsequent events.
The two of us were working with the Coca-Cola Company at the time. It was abundantly clear to us and all involved that this was not just another product launch: It crossed over from product marketing into the social and political sphere. In image polling we had seen the unique identity Coke had for the American people, whether they were Coca-Cola consumers or not.
The two of us were working with the Coca-Cola Company at the time. It was abundantly clear to us and all involved that this was not just another product launch: It crossed over from product marketing into the social and political sphere. In image polling we had seen the unique identity Coke had for the American people, whether they were Coca-Cola consumers or not.
New Coke was introduced by the company with high hopes, and they had good reasons for such optimism. It was a drink that consumers in blind taste tests rated superior not only to Pepsi, but also to Coca-Cola.
Despite consumers' immediate acceptance of the new beverage and an initial jump in sales, resistance began to form in small protests around the country. Sales began to lag. The objection was not so much to the new product itself, but to the company's hubris in removing the traditional Coca-Cola from the shelves to make way for the new.
It seems to us there may be some lessons here for politicians regarding ObamaCare. Just as most Americans were happy with the old Coke, 85% of Americans were happy with their own health-care plans at the time that ObamaCare was introduced. In essence, those plans were taken away from them in the same way the old Coke was taken away. And, as was the case with New Coke, opposition has continued to grow. This is personal for the American people.
Twenty-five years ago, faced with a successful launch but growing and vocal public resistance, the Coca-Cola Company's leadership did the extraordinary. They reversed themselves and returned classic Coca-Cola to supermarket shelves just 77 days after the debut of New Coke. Coke President Donald Keough actually went on national television to admit the mistake, essentially saying: We were wrong, but at least we're smart enough to listen to you.
People not only rejoiced, they rewarded the company with unprecedented gains in volume and market share.
After the Scott Brown Senate victory in Massachusetts, the administration had just such an opportunity. In February's bipartisan health-care summit, President Obama could have pulled a Keough, by listening to the desires of the American people and reshaping his proposal in response. Instead, the administration and the Democratic leadership decided to steamroll their plan through Congress.
As we've seen again and again over the past few years, admitting a mistake is almost constitutionally impossible for today's corporate chiefs, and even harder for politicians. Don Keough's lesson of transferring ownership of classic Coca-Cola back to the people—and the resulting success of that brand—has unfortunately been lost on those in Washington. They will pay a steep price for ignoring his example.
The two of us were working with the Coca-Cola Company at the time. It was abundantly clear to us and all involved that this was not just another product launch: It crossed over from product marketing into the social and political sphere. In image polling we had seen the unique identity Coke had for the American people, whether they were Coca-Cola consumers or not.
The two of us were working with the Coca-Cola Company at the time. It was abundantly clear to us and all involved that this was not just another product launch: It crossed over from product marketing into the social and political sphere. In image polling we had seen the unique identity Coke had for the American people, whether they were Coca-Cola consumers or not.
New Coke was introduced by the company with high hopes, and they had good reasons for such optimism. It was a drink that consumers in blind taste tests rated superior not only to Pepsi, but also to Coca-Cola.
Despite consumers' immediate acceptance of the new beverage and an initial jump in sales, resistance began to form in small protests around the country. Sales began to lag. The objection was not so much to the new product itself, but to the company's hubris in removing the traditional Coca-Cola from the shelves to make way for the new.
It seems to us there may be some lessons here for politicians regarding ObamaCare. Just as most Americans were happy with the old Coke, 85% of Americans were happy with their own health-care plans at the time that ObamaCare was introduced. In essence, those plans were taken away from them in the same way the old Coke was taken away. And, as was the case with New Coke, opposition has continued to grow. This is personal for the American people.
Twenty-five years ago, faced with a successful launch but growing and vocal public resistance, the Coca-Cola Company's leadership did the extraordinary. They reversed themselves and returned classic Coca-Cola to supermarket shelves just 77 days after the debut of New Coke. Coke President Donald Keough actually went on national television to admit the mistake, essentially saying: We were wrong, but at least we're smart enough to listen to you.
People not only rejoiced, they rewarded the company with unprecedented gains in volume and market share.
After the Scott Brown Senate victory in Massachusetts, the administration had just such an opportunity. In February's bipartisan health-care summit, President Obama could have pulled a Keough, by listening to the desires of the American people and reshaping his proposal in response. Instead, the administration and the Democratic leadership decided to steamroll their plan through Congress.
As we've seen again and again over the past few years, admitting a mistake is almost constitutionally impossible for today's corporate chiefs, and even harder for politicians. Don Keough's lesson of transferring ownership of classic Coca-Cola back to the people—and the resulting success of that brand—has unfortunately been lost on those in Washington. They will pay a steep price for ignoring his example.
. Obama Care and New Coke
This week marked the 25th anniversary of the introduction of "New Coke." It was a remarkable event, and well worth remembering for the unique response of the Coca-Cola Company's management to subsequent events.
The two of us were working with the Coca-Cola Company at the time. It was abundantly clear to us and all involved that this was not just another product launch: It crossed over from product marketing into the social and political sphere. In image polling we had seen the unique identity Coke had for the American people, whether they were Coca-Cola consumers or not.
The two of us were working with the Coca-Cola Company at the time. It was abundantly clear to us and all involved that this was not just another product launch: It crossed over from product marketing into the social and political sphere. In image polling we had seen the unique identity Coke had for the American people, whether they were Coca-Cola consumers or not.
New Coke was introduced by the company with high hopes, and they had good reasons for such optimism. It was a drink that consumers in blind taste tests rated superior not only to Pepsi, but also to Coca-Cola.
Despite consumers' immediate acceptance of the new beverage and an initial jump in sales, resistance began to form in small protests around the country. Sales began to lag. The objection was not so much to the new product itself, but to the company's hubris in removing the traditional Coca-Cola from the shelves to make way for the new.
It seems to us there may be some lessons here for politicians regarding ObamaCare. Just as most Americans were happy with the old Coke, 85% of Americans were happy with their own health-care plans at the time that ObamaCare was introduced. In essence, those plans were taken away from them in the same way the old Coke was taken away. And, as was the case with New Coke, opposition has continued to grow. This is personal for the American people.
Twenty-five years ago, faced with a successful launch but growing and vocal public resistance, the Coca-Cola Company's leadership did the extraordinary. They reversed themselves and returned classic Coca-Cola to supermarket shelves just 77 days after the debut of New Coke. Coke President Donald Keough actually went on national television to admit the mistake, essentially saying: We were wrong, but at least we're smart enough to listen to you.
People not only rejoiced, they rewarded the company with unprecedented gains in volume and market share.
After the Scott Brown Senate victory in Massachusetts, the administration had just such an opportunity. In February's bipartisan health-care summit, President Obama could have pulled a Keough, by listening to the desires of the American people and reshaping his proposal in response. Instead, the administration and the Democratic leadership decided to steamroll their plan through Congress.
As we've seen again and again over the past few years, admitting a mistake is almost constitutionally impossible for today's corporate chiefs, and even harder for politicians. Don Keough's lesson of transferring ownership of classic Coca-Cola back to the people—and the resulting success of that brand—has unfortunately been lost on those in Washington. They will pay a steep price for ignoring his example.
The two of us were working with the Coca-Cola Company at the time. It was abundantly clear to us and all involved that this was not just another product launch: It crossed over from product marketing into the social and political sphere. In image polling we had seen the unique identity Coke had for the American people, whether they were Coca-Cola consumers or not.
The two of us were working with the Coca-Cola Company at the time. It was abundantly clear to us and all involved that this was not just another product launch: It crossed over from product marketing into the social and political sphere. In image polling we had seen the unique identity Coke had for the American people, whether they were Coca-Cola consumers or not.
New Coke was introduced by the company with high hopes, and they had good reasons for such optimism. It was a drink that consumers in blind taste tests rated superior not only to Pepsi, but also to Coca-Cola.
Despite consumers' immediate acceptance of the new beverage and an initial jump in sales, resistance began to form in small protests around the country. Sales began to lag. The objection was not so much to the new product itself, but to the company's hubris in removing the traditional Coca-Cola from the shelves to make way for the new.
It seems to us there may be some lessons here for politicians regarding ObamaCare. Just as most Americans were happy with the old Coke, 85% of Americans were happy with their own health-care plans at the time that ObamaCare was introduced. In essence, those plans were taken away from them in the same way the old Coke was taken away. And, as was the case with New Coke, opposition has continued to grow. This is personal for the American people.
Twenty-five years ago, faced with a successful launch but growing and vocal public resistance, the Coca-Cola Company's leadership did the extraordinary. They reversed themselves and returned classic Coca-Cola to supermarket shelves just 77 days after the debut of New Coke. Coke President Donald Keough actually went on national television to admit the mistake, essentially saying: We were wrong, but at least we're smart enough to listen to you.
People not only rejoiced, they rewarded the company with unprecedented gains in volume and market share.
After the Scott Brown Senate victory in Massachusetts, the administration had just such an opportunity. In February's bipartisan health-care summit, President Obama could have pulled a Keough, by listening to the desires of the American people and reshaping his proposal in response. Instead, the administration and the Democratic leadership decided to steamroll their plan through Congress.
As we've seen again and again over the past few years, admitting a mistake is almost constitutionally impossible for today's corporate chiefs, and even harder for politicians. Don Keough's lesson of transferring ownership of classic Coca-Cola back to the people—and the resulting success of that brand—has unfortunately been lost on those in Washington. They will pay a steep price for ignoring his example.
Maruti Suzuki launches new WagonR
Maruti Suzuki India on Friday launched a new generation WagonR priced between Rs.3.28 lakh and Rs.3.81 lakh.
The new version will take on the likes of newly launched models, including Chevrolet Beat (priced Rs.3.41-4.43 lakh) and Ford Figo (Rs.3.49-3.99 lakh), and Hyundai i10 (Rs.3.47-3.83 lakh).
“This new launch of WagonR is important to Maruti Suzuki for many reasons. It demonstrates the growing research and development capability of the company,'' Maruti Suzuki India Managing Director and Chief Executive Officer Shinzo Nakanishi told reporters here. The new version is developed from the latest platform of the vehicle that is available in Japan. The car is powered by the BS-IV compliant 998 cc K-series engine.
MSI had invested Rs.290 crore to bring out the new generation WagonR. Following the new launch, the existing WagonR, which was launched in 1999 and sold a total of 8.8 lakh units, between Rs.3.23 lakh and Rs.3.7 lakh, though the new version would be longer and taller would be phased out.
“WagonR was the second best-selling car last year. It averaged about 10,000 to 12,000 units a month and I am confident that we should be able to maintain that sales,'' MSI Executive Officer (Marketing and Sales) Mayank Pareek said. He said the new WagonR, with its pricing and features, will be able to ward of competition in the compact car segment, where there are nearly 20 models in all. than the old one.
The new vehicle would, however, be more expensive than the old WagonR, which was priced
The new version will take on the likes of newly launched models, including Chevrolet Beat (priced Rs.3.41-4.43 lakh) and Ford Figo (Rs.3.49-3.99 lakh), and Hyundai i10 (Rs.3.47-3.83 lakh).
“This new launch of WagonR is important to Maruti Suzuki for many reasons. It demonstrates the growing research and development capability of the company,'' Maruti Suzuki India Managing Director and Chief Executive Officer Shinzo Nakanishi told reporters here. The new version is developed from the latest platform of the vehicle that is available in Japan. The car is powered by the BS-IV compliant 998 cc K-series engine.
MSI had invested Rs.290 crore to bring out the new generation WagonR. Following the new launch, the existing WagonR, which was launched in 1999 and sold a total of 8.8 lakh units, between Rs.3.23 lakh and Rs.3.7 lakh, though the new version would be longer and taller would be phased out.
“WagonR was the second best-selling car last year. It averaged about 10,000 to 12,000 units a month and I am confident that we should be able to maintain that sales,'' MSI Executive Officer (Marketing and Sales) Mayank Pareek said. He said the new WagonR, with its pricing and features, will be able to ward of competition in the compact car segment, where there are nearly 20 models in all. than the old one.
The new vehicle would, however, be more expensive than the old WagonR, which was priced
. New iPhone 4G Release Date and Prototype Leak Pictures
The next generation iPhone 4G will be finally launched on 22 June. The actual release date will then be announced at the launch
Apple has booked the Yerba Buena Centre in San Francisco for June 22. Now this only means one thing, a product launch. The last event that Apple held at the centre was the launching of the iPod. Therefore one would assume that the iPhone 4G or phone HD as it may be called will be launched on this date.
Yet we have much more exciting news to reveal. Pictures which appear to be of the iPhone 4G have appeared on the internet. They have come from an apparent prototype iPhone that was found in a bar. They appear to be legitimate following intense examinations by the Gizmo do team. Many well established websites such are BBC are also claiming it to be authentic. This is backed up by the claim that Apple has remotely locked the device, as well as demanding it back from Gizmo do. This story is turning into something of a drama!
Now it appears to be far from the finished article yet it gives us some idea of what we can anticipate from the new Apple iphone.
Apple has booked the Yerba Buena Centre in San Francisco for June 22. Now this only means one thing, a product launch. The last event that Apple held at the centre was the launching of the iPod. Therefore one would assume that the iPhone 4G or phone HD as it may be called will be launched on this date.
Yet we have much more exciting news to reveal. Pictures which appear to be of the iPhone 4G have appeared on the internet. They have come from an apparent prototype iPhone that was found in a bar. They appear to be legitimate following intense examinations by the Gizmo do team. Many well established websites such are BBC are also claiming it to be authentic. This is backed up by the claim that Apple has remotely locked the device, as well as demanding it back from Gizmo do. This story is turning into something of a drama!
Now it appears to be far from the finished article yet it gives us some idea of what we can anticipate from the new Apple iphone.
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