Entries from February 2009 ↓

je vous demande de visionner le video de Joel de Rosnay sur l’incinerateur de la Chaumière.

Maurice l’île durable, que devons nous faire?

Il nous demande de nous mobiliser. Demandons que le tri soit fait afin de nous preserver de la dioxine.

Le 25 Février le mercredi des cendres, le début du carême chrétien.

Pour quoi un carême chrétien?  Pourquoi faire pénitence? Pourquoi se mortifier pendant cette période?

Dans la tradition chrétienne, les 40 jours de Carême sont une occasion privilégiée pour se donner du temps : du temps pour faire le point sur son existence, du temps pour se poser les questions essentielles, du temps pour chercher Dieu. Le temps d’une rencontre avec notre patron ultime et créateur. Un temps de rapprochement plus intime pour  un avant goût  sur terre de son éternel amour.

je vous invite de faire avec moi et des nombreux autres personnes de faire le parcours proposé par les dominicains de Lille sur leur site. Par l’internet ou grâce a la technologie nous avons le don d’ubiquité. Ainsi nous pouvons chaque jour partager l’ambiance , le vécu et les prières de nos frères  dans leur couvent.

N’est ce pas merveilleux! Seigneur je te rends grâce et te remercie pour cela.

un Morisien basé a Toronto, Ontario Canada ecrit:

L’Université York et notre petit collectif créole mondial , Nous préparons une vidéo-conférence pour le mois d’avril . Le thème est La creolisation de la musique dans le monde.

Quand pensez vous? Que veut dire Kreolisation pour toi? Assurément le terme Kreolisation, non seulement n’est pas décliné de la même façon par chaque personne d’entre nous;  il  pourrait être interpréter une façon différente. D’où l’intérêt de l’organisation de cette manifestation.

Kreole pour certains veux signifier dans le terme d’antan: descendants de colons nés hors de la métropole.

Pour d’autres Kreolisation est egal a métissage, ou brassage des cultures. Enrichissement par la diversité.

Personnellement, je suis fier d’être le fruit ou le produit un bouillon de culture. Je retire beaucoup de richesse de ma multi-culturisme. Je peux entrevoir une réalité a travers des prismes culturels différents  et  cette vision élargît mon champ de action. Ainsi je pense être plus créatif que d’autres qui reste collé a une culture. Peuple Kamaleon peut être? mais assurément plus versatile au changement. Le changement n’est il pas un constant?

Vive la richesse de la diversite.

Dans le réseau de l’APM, j’ai eu le privilège de voir la vidéo d’une conférence tenu le 4 février de Marc Touati qui a été invité pour parler de la crise du moment et surtout son dénouement.

La comparaison du traitement des Américains de la crise contre les européens de Marc Touati est très parlante. Je comprends mieux pourquoi le dollar US garde sa valeur contre Euro. L’incidence de la crise sur les zones Dollars et Euro sont analyses par lui avec une lucidité déconcertante. La baisse de prix du pétrole et les matières premières sont également traitée par lui. Il ose donner sa vision de l’évolution de la crise. D’ici l’automne 2009, nous devrions etre deja au debut une sortie de crise.

En accédant sur son web, il vous est possible de voir son discours sur ce sujet d’actualité.

Je le trouve généreux de mettre ses conférences gratuit sur son site. Merci Marc Touati.

J’ai eu a prendre sa patience en peine, pour voir tous ces vidéos, avec mon ADSL. Le bonheur de l’avoir vu et écouté Marc récompense largement ma douleur en patience.

Je dirai que j’ai fais chou gras en ce mardi….journée des réjouissances avant un temps de carême.

I recommend you to read an article from the Mc Kinsey Quarterly which retained my best attention. The article was very timely for me as I was reading the chapter relating to leadership style in ‘Pour quoi j’echoue en Management’ of Maurice Thevenet. The five dimensions of leadership explained in the article provided a visual summary for me.

‘Meaning, Managing energy, Engagement, Positive framing and Connecting’ are the five aspects that the leader of an organisation should look at continuously.

The four perquisites, i.e. Intelligence, tolerance for change, desire to lead, communications skills are required to have an effective impact on the organisation. Presence, belonging and resilience are the engines of the leadership.

I have my day today, ‘Maha Shivaratee’ holy day, with the reading of both this article and Maurice Thevenet books.

Mc 2,1-12.
Jésus était de retour à Capharnaüm, et la nouvelle se répandit qu’il était
à la maison.
Tant de monde s’y rassembla qu’il n’y avait plus de place, même devant la
porte. Il leur annonçait la Parole.
Arrivent des gens qui lui amènent un paralysé, porté par quatre hommes.
Comme ils ne peuvent l’approcher à cause de la foule, ils découvrent le
toit au-dessus de lui, font une ouverture, et descendent le brancard sur
lequel était couché le paralysé.
Voyant leur foi, Jésus dit au paralysé : « Mon fils, tes péchés sont
pardonnés. »
Or, il y avait dans l’assistance quelques scribes qui raisonnaient en
eux-mêmes :
« Pourquoi cet homme parle-t-il ainsi ? Il blasphème. Qui donc peut
pardonner les péchés, sinon Dieu seul ? »
Saisissant aussitôt dans son esprit les raisonnements qu’ils faisaient,
Jésus leur dit : « Pourquoi tenir de tels raisonnements ?
Qu’est-ce qui est le plus facile ? de dire au paralysé : ‘Tes péchés sont
pardonnés’, ou bien de dire : ‘Lève-toi, prends ton brancard et marche’ ?
Eh bien ! Pour que vous sachiez que le Fils de l’homme a le pouvoir de
pardonner les péchés sur la terre,
je te l’ordonne, dit-il au paralysé : Lève-toi, prends ton brancard et
rentre chez toi. »
L’homme se leva, prit aussitôt son brancard, et sortit devant tout le
monde. Tous étaient stupéfaits et rendaient gloire à Dieu, en disant : «
Nous n’avons jamais rien vu de pareil.

=================================================

‘Tes péchés sont pardonnés’ égale t-il ‘lève toi, prends ton brancard et marche’ ?

Quel l’est la différence ? Parlons-nous du même plan ?

Il me semble que le pardon des péchés serait de l’ordre spirituel et que la guérison du paralysé soit de l’ordre visiblement physique. Jésus aurait il mentionné une guérison spirituelle avant une guérison physique, pour bien nous enseigner la prépondérance des guérisons et sa mission.

Jésus a avant tout vu la foi des gens qui amènent le paralysé avant le malade. Oh oui, la foi qui sauve. La foi porteuse de guérison spirituelle.

Père Regis Wan dans son homélie du jour, nous a parlé, de maladies psychosomatiques qui affectent le physique. Une maladie psychosomatique se manifeste souvent par des symptômes physiques qui sont visibles. Les actions curatives aux symptômes n’éradiquent certainement pas la maladie car le mal se trouve ailleurs.

La souffrance de nos maladies physiques biologiques est réelle, visible et vraie mais quand est il de nos maladies spirituels pour la plus majorité invisibles ? Jésus admet qu’il est plus facile et accommodant de dire : lève-toi, prends ton brancard et marche, que tes péchés sont pardonnés. Point de blasphème, pour lui car il est bien notre Dieu. Je crois que Tu es non seulement le guérisseur de Capharnaüm mais mieux encore ma foi me signale que tu es notre sauveur Dieu, venu nous porter le salut eternel. Je te rends grâce. Je te demande Seigneur mon Dieu,de me guérir.

Pourquoi nous devons faire honneur a notre invité et de le respecter? J’étais surpris en lisant sur la rubrique du forum signe A.C. sur le Mauricien d’hier. Je respecte et comprends que tout le monde ne peut pas avoir la même opinion. Vive la diversité.

LA CHINE

Une amie qui nous veut du bien ?

Lors de la visite d’Etat de 28 heures du président chinois, Hu Jintao, le protocole rigide mis en place a fait sourciller. Ainsi, de l’arrivée du chef de l’Etat chinois, lundi, jusqu’à son départ, dans la soirée de mardi, la petite Ile Maurice qui a l’ambition d’être une économie fonctionnant 24 heures 24, 7 jours sur 7, a tourné au ralenti.

Entre-temps, routes interdites aux automobilistes et réservées uniquement au cortège présidentiel.

Pour les plus courageux des usagers de la route, un labyrinthe de déviations routières. Institutions publiques et entreprises : fermeture plus tôt que d’habitude.

Et congé forcé pour les écoles.

Qu’importe.

Le tigre de l’océan Indien n’a qu’à bien se comporter devant le dragon chinois, n’est-ce pas ?

Et pour cela, quoi de mieux que le politiquement correct.

Rien évidemment sur la situation au Tibet dans le discours du Premier ministre mauricien !

Ni sur les droits de l’homme !

Rien sur l’importance des libertés fondamentales ou de la démocratie !

Ou encore sur la liberté d’expression et de la presse ! La Chine exerce d’ailleurs un contrôle farouche sur l’information et l’internet.

Au contraire, on a eu droit à l’apologie du système communiste chinois. Ainsi notre Premier ministre a-t-il expliqué dans son discours qu’en cette période de récession économique, le modèle de la centralisation d’État est celui qui fonctionne le mieux.

Fini le capitalisme, vive le communisme chinois !

Entre-temps, la partie chinoise s’efforce, par tous les moyens, à faire taire la voix de ses détracteurs.

C’est ainsi que l’éditorial du Mauricien de lundi dernier nous apprend que la rédaction de ce journal a été sollicitée pour qu’une lettre ouverte d’Amnesty International ne soit pas publiée dans ses colonnes.

Lettre qui a été publiée en page 6 du même journal. ” La rédaction du Mauricien aurait certes préféré que la diplomatie chinoise à Maurice se dispense, […] de nous faire savoir qu’elle a appris que nous comptions publier une lettre ouverte d’Amnesty International et qu’elle apprécierait que nous ne le fassions pas “, regrette l’éditorialiste.

Les pratiques féodales des dirigeants chinois, la courtisanerie et courbettes des dirigeants africains, dont les nôtres, devraient nous amener à nous demander si nos relations avec la Chine sont vraiment fondées sur l’amitié.

L’Afrique et la Chine : sommes-nous voués à être de faux amis ?

AC

Si nous recevons un ami chez nous sur notre invitation, est ce pour lui faire la leçon ? Qui détermine la façon la façon de diriger son pays, démocratie ou communiste ?

Devons nous dire au grand public, les externes à notre amitié, qu’il faille traiter mieux tes enfants chez toi ? Que tes enfants que tu considères et traites de renégats soit traité mieux ?

Quand je reçois chez moi, je fais tout pour plaire à mon invité. Je me casse en deux. Je me sacrifie pour te rendre heureux. J’arrange mes meubles afin d’éviter que ton passage chez moi soit avec aisance et surtout tu gardes un bon souvenir de ta visite. Je partage avec toi ma meilleur cuisine, je demande aux enfants de ne pas incommoder notre rencontre, t’introduit mes meilleurs amis et surtout je m’assure que les personnes qui te sont hostiles sont absents de ta vue.

Enfin de compte, pourquoi ile Maurice, par son premier ministre, Ramgoolam a invité Président HU Jintao ? Et Pourquoi La Chine a accepté l’invitation ? Quel est l’intérêt commun  ou quels sont les intérêts de uns et les autres ? What’s in for me?

I have been reading a number of articles on the present world financial crisis and the looming recession the countries are going through.

How deep into the recession shall we have to go before we are back to growth? How long will it last? What should be done during this period to experience minimum damage? What should be the behaviour of an enterprise or and individual during the recession?

Since the expansion is not prevailing, there is little use in trying to expand your market. Would it be proper to take the time to review your internal operation in seeking savings and improvement of your efficiency? Innovate and seek better ways of performing. More output with less input.

In every threat there is an opportunity. In time of recession, cash is King. The shake of the economy may probably bring down the fragile enterprises. There might be opportunities in taking over enterprises with future potential which have not resisted the wake.

I have extracted from the Quarter review of Mc Kinsey, the interesting and relevant article to the crisis:

What does the future hold?

Despite the shared features of the past century’s financial crises—usually, excess leverage somewhere in the financial system and then a breakdown in confidence—the recessions following them were quite different. What determined the length and severity of those recessions was how governments responded: in particular, whether they managed to restore confidence among consumers, companies, investors, and lenders.

An economic crisis becomes a catastrophic recession only if it blocks the provision of capital to businesses long enough to generate widespread corporate failures. This blockage is what made the Asian financial crisis so devastating. Net capital inflows to the region, $93 billion in 1996, turned into net outflows of $12 billion in 1997. Local banking systems just couldn’t provide the capital to plug this gap, foreign banks weren’t prepared to extend credit, and the International Monetary Fund (IMF) moved too slowly. As a result, businesses couldn’t finance working capital, let alone investment, and failed to obtain the export financing these countries needed given the high share of exports in their GDPs. Once the flow of credit had been restored, the economies affected by the crisis recovered quickly.

Similar dynamics were at work during the Great Depression, when a combination of bank runs and limited federal controls undermined the financial economy. From 1929 to 1933, almost half of the banks operating in the United States before 1929 either failed or needed government assistance, as a result of falling prices, the doubling of the country’s debt-service ratio, and the default of more than half of US farm debt.¹² Many of the companies with the strongest credit couldn’t obtain long-term debt capital in the years after the crisis. Moreover, capital had minimal cross-border mobility in the 1930s. With businesses starved of funding, corporate investment fell by more than 75 percent from 1929 to 1933, according to Bureau of Economic Analysis data.

Under less extreme conditions, with the right kind of government intervention, economies can weather even sizable credit crises. From 1981 to 1983, for example, Federal Deposit Insurance Corporation (FDIC) data show that 258 US banks failed or required assistance. Nonetheless, nonresidential US investment fell by less than 1 percent in all. During the entire 1980s, almost 750 banks failed and more than 1,500 required assistance, as opposed to 35 during the preceding decade. Yet corporate investment increased by an average of 4.5 percent a year in the ’80s.

Today, the real economy goes into the recession surprisingly well prepared: US industrial companies had lower leverage and higher interest coverage than they did going into the dot-com bust, the S&L crisis, or even the oil shocks of the 1970s. How the real economy fares will depend greatly on the way the current policy debate plays out over the next few quarters.

What should companies do?

We do not yet know how the current crisis will evolve. The confidence of consumers, corporations, and investors—a key factor—cannot be forecast. Nor can government policy. Yet research shows that in past recessions, companies pursuing a purely defensive strategy fared less well than their more active counterparts.¹³ As the economy enters what will probably be a difficult downturn, companies should prepare to seize their opportunities.

Examine the patterns

Although recessions differ, it’s worth understanding how different industries performed during past downturns and what factors determined the speed of recovery. In coming months, as the focus of government policy shifts from fire fighting to economic stimulus, this kind of research will help companies understand the implications for themselves and assess how the evolving macroenvironment will affect them in the next few years.

Overprepare

Most companies already have contingency plans, but few plan as aggressively as they should. It’s worth preparing for the worst—for example, major customers filing for bankruptcy, capital expenditures needing to be cut in half quickly, or a country sales operation losing access to local-currency working capital. What seems improbable now could become a reality sooner than you expect.

Scan for opportunities

Managing downside risk shouldn’t blind executives to potential upsides. Despite the current turbulence, in most industries it isn’t hard to identify either the companies that will find themselves under pressure or which consolidation and reshaping scenarios might emerge. Instead of reacting to situations on short notice as they arise, invest time now to understand how such forces might affect your industry and what role you want your company to play.

About the Authors

David Cogman is an associate principal in McKinsey’s Shanghai office, and Richard Dobbs is a director in the Seoul office.

In his book the guru of marketing Martin Lindstrom discusses the mechanism of buying.

Buyology unveils the results of marketing guru Martin Lindstrom’s pioneering three‐year, $7 million dollar study that used the latest in brain scan technology to peer into the minds of over 2,000 people from around the world. The shocking results will overturn reveal why so much of what we thought we knew about why we buy is wrong, rewriting the rules of marketing and advertising in the process.

I am very keen to read the guru’s research on the subject. My marketing back ground and the life path career which has always been related to buy and selling excites me to learn more on the book. Luckily, a summary of the book is available on the net.

Pyscho marketing and now: Neuro marketing! Wow I like it.

CHAPTER 1: A rush of blood to the head

Many of our buying decisions take place so deep within our subconscious minds, that we’re not aware of what is driving them. By using the most sophisticated brain scanning techniques available, a team of scientists from across the world spent close to four years scanning consumers’ brains. Neuromarketing is a powerful new research methodology, and it promises to challenge the tenets of traditional market research. Whether it’s a pack of cigarettes, a new car, or a can of soda, the Project Buyology research findings shed fascinating new light on why we buy the things we do. The $7 million project questioned everything we thought we knew about why we buy. ‘A rush of blood to the head’ takes the reader on a journey of shopping discovery –on that will put governments on alert and cause upheaval for a multibillion dollar industry whose secret marketing weapon finally has been uncovered.

Chapter 2 –This must be the place

As you watched E.T. gather up those Reese’s Pieces one by one, did you crave that distinctive taste? As Tom Cruise slid on his Ray Bans in ‘Top Gun’ did you wish you too had a pair? When Simon Cowell took a sip of Coca‐Cola during an episode of ‘American Idol’, did you feel an inexplicable thirst? The Coca‐Cola Company, and the two other key sponsors of ‘American Idol’ hope so, since they each shell out over $26 million annually on their ‘American Idol’ campaigns. Marketers have believed in the efficacy of product placement for decades, Project Buyology monitored the brains of hundreds of ‘American Idol’ viewers to ascertain if this belief was well‐founded. We monitored reactions to Simon idly sipping a Coke, Paula Abdul casually mentioning Ford as she was raved about a hopeful performer, and Ryan Seacrest, reminding viewers to vote for their favourite contestant via AT&T Wireless text‐messaging. Did consumers’ brains pick up on the brand placements, or were they lost among the 2,000 other brand messages we receive every day? In 2006, companies paid a total of $3.36 billion globally to have their products placed in TV shows, movies and music videos. Yet no‐one has put the technique of product placement to the test. Not, that is, until September 2007, when Project Buyology scanned hundreds of consumer brains to test the effectiveness of product placement for the very first time.

Chapter 3 –I’ll have what she’s having

In 2004, Steve Jobs, the founder and CEO of Apple, was strolling along Madison Avenue in New York City when he noticed something strange, and gratifying. Hip white earphones snaking out of people’s ears, dangling across their chests, peeking out of pockets, purses and backpacks. They were everywhere. “Oh, my God, it’s starting to happen,” Jobs reported. But there was more to this story: a discovery made in the late 80s involving the macaque monkey would be instrumental in understanding why the iPod would become one of the world’s biggest brand successes. So, what does the behavior of a macaque monkey have to do with the astounding popularity of the iPod? A little function in our brain so significant that it is to psychology what DNA is to molecular biology, provides the explanation sheds light on a wide range of consumer behaviors. It explains why a simple smile from a salesperson can compel us to spend more money, why video games like ‘Guitar Hero’ are so popular, and why we’re hardwired to shop until we drop.

Chapter 4 –I can’t see clearly now

In 1957, when a market researcher named James Vicary claimed that a lightning‐quick image of a Coca‐Cola bottle –flashed for less than 1/3000thof a second on a movie screen –was enough to make the audience rush to the concession stands, America was shocked. If marketers could use hidden messages to get us to buy, couldn’t other agencies use similar tactics to psychologically manipulate our behavior? The term ‘subliminal advertising’ was coined, and its practice just as quickly banned, in 1957. Since then, no‐one has explored the potential influence of subliminal advertising. Fifty years later, scientists from across the world gathered in a lab in Oxford under Project Buyology. Lindstrom and some of the world’s most respected neuroscientists embarked on a mission to discover whether or not subliminal messages still surround us, and the extent to which they really influence our behavior. But be warned, what you’re about to see –or rather not see –may alarm you.

Chapter 5 –Do you believe in magic?

Let’s pretend we’re at a beachfront bar in Acapulco. Two ice‐cold Coronas coming right up, complete with lime wedges. We give the limes a squeeze, and stick them inside the necks of our bottles, tip the bottles upside down until the bubbles begin to get that nice fizz, and take a sip. Cheers. But first, let me pester you with a multiple choice question. The Corona beer‐and‐lime ritual we just performed –any idea how that might have come about?

A) That’s the way Latin cultures quaff their Coronas.

B) The ritual derives from an ancient Meso‐American technique for combating germs, since the lime’s acidity destroys bacteria.

C) A bartender at an unnamed restaurant, on a random bet with his buddy, popped a lime wedge into the neck of a Corona to see if he could get other patrons to do the same.

When you’ve read this chapter you’ll see the Corona beer ritual in a whole new light. As you will the thousands of rituals that manufacturers build into brands to seduce you. Just like having a lucky pen you always take to important meetings, or the fear of the number 13, eating the filling of your Oreo cookie first –turns out, the relationship between such everyday rituals and why we buy is close and inescapable. And as you’ll read in Buyology, many of the rituals we habitually perform in our daily lives were actually orchestrated by companies and marketers to draw us to their brands and products.

Chapter 6 –I say a little prayer

What connection, if any, exists between religion and our buying behavior? Are there similarities between the way our brains respond to religious and spiritual symbols, and the way they react to products or brands? Could certain products inspire the same sense of devotion and loyalty in us, as those provoked by faith or religion? Might companies be borrowing from the world of religion, without our knowing it, when advertising their products? Project Buyology wasn’t downplaying the importance of religion in people’s lives when it found that these connections were more powerful than we ever realized. It is as controversial a proposition as can be imagined –the relationship between religion and branding. But what explains why Apple fans queue for days to get hold of an iPhone, why Harley‐Davidson riders are obsessed with their bikes, and why a girl’s love of Hello Kitty sent a family broke?

Chapter 7 –Why did I choose you?

Did you know that 60 percent of the products we buy in the supermarket we choose spontaneously, and that 80 percent of these we picked within just four seconds? We make hundreds of snap decisions each and every day. Yet so many of them happen deep within our subconscious, so fast and far instinctively we’re barely aware of them. In Buyology, you’ll read how companies plant instant shortcuts –or brand bookmarks –in our subconscious to help us decide what to (or what not to) buy. And yes, your brain too holds some of them and they’ve probably influenced everything from the make of the last car you decided to buy to the brand of coffee you brewed this morning. Some brands are discovering the key to controlling those four vital seconds that we spend at the supermarket shelf –learning how to encourage us within that tiny timeframe to pick their brand instead of another. The somatic marker phenomenon led Project Buyology into an experiment involving one of the best‐known –and apparently irritating –sounds in the world, revealing findings that left the marketing executives at Nokia flabbergasted.

Chapter 8 –This must be the place

Does your heart rate increase when you glimpse one of those signature robin‐egg blue Tiffany boxes? Or maybe you feel your pulse race when you inhale the scent of a new car. A few years ago, Martin Lindstrom conducted a test. He presented 600 women with an empty Tiffany’s box each. Monitoring their heart rates and blood pressure, researchers found that, when the women received the box, their heart rates went up 20 percent. The women saw no logo, just the color. Its powerful associations with engagement, marriage, babies and fertility got those hearts racing. Similarly, Project Buyologyset out to discover why Play‐Dohand Crayolaseem to spark a special recognition in us as we smell. And why there is much more to Johnson & Johnson’s baby powder than its wonderful smell. In a fascinating experiment, Lindstrom and his team of neuroscientists used fMRItechnology to examine the influence our senses have on what we buy.

Chapter 9 –And the answer is…

Remember when Coke altered its secret recipe to produce New Coke? Sales plummeted. Sure, the company had tested the new product before embarking on this multi‐million dollar disaster. So how did the 200,000 people who participated in the extensive market research get it wrong? The fact is, nine out of ten product releases fail. So if market research is so unreliable, how can companies get the information they need to develop products that consumers really want? It’s time for a new approach. Via neuromarketing, Lindstrom and his team examined consumer brains to uncover the hidden motivations, needs and desires that our conscious minds aren’t aware of. Using the pilot of a TV game show as the test product, Lindstrom and the team discovered that what hundreds of test participants said they hated they really kind of loved.

Chapter 10 –Let’s spend the night together

Are you interested in sex? That got your attention, didn’t it? In this chapter, Lindstrom and his team of neuroscientists take a look at whether sex in advertising succeeds in seducing our interest in products, or whether it backfires. Sometimes it works, sometimes it doesn’t. From Calvin Klein to an Italian ad campaign that will make you shudder, Buyologyputs an age‐old question to the test: does sex sell?

Chapter 11 –Summary

Buyologybears witness to an historic meeting between science and marketing: a union of apparent opposites that sheds new light on why we make decisions about what we buy. Thanks to neuroimaging, we can now understand better what really drives our behavior, our opinions, our preference for Corona over Budweiser, iPods over Zunes, or MacDonald’s over Wendy’s. Through Project Buyology, neuromarketinghas emerged as a powerful new tool in understanding consumers’ decision‐making processes. This methodology is ready to revolutionize our understanding of our own buying behavior and send shock waves throughout the marketing and advertising industries as well as the business world. You’re about to discover your own ‘buyology’.

The transport industry in general is a high user of fossil fuel and is causing the depletion of the world resource. The need to resort to renewable source is capital in the future. Sweden as a country has started using bio fuel for years and is quite advanced in use of ethanol. E10 and later E15 mixture with gasoline has become common. We expect a higher proportion of bio-fuel in the mixture in the future.

As an entrepreneur much can be learned from the swedish experience and possibly convert these knowledge in wealth.

I am surprised to learn today, that the first test of using a mixture of bio-fuel with Jet A1 extracted from fossil oil has been successful.

A Japanese airline has become the first Asian carrier to fly using bio-fuel. The Jumbo Jet took off on a 90-minute demonstration flight from Tokyo using a blend of 50 per cent standard aviation fuel mixed with oil derived from several forms of vegetation including algae. But analysts say that bio-fuel production must become cost-effective if it is to be a viable alternative to kerosene.

I invite you to watch the video produce on the subject.