Universite de l'Entreprenariat

Nous recherchons Un topographe Niveau BAC Scientifiques ou Techniques avec au moins 2 ans d'experience professionnelle de travail sur le terrain quel que soit la nature de l'experience. Il ou elle doit etre un homme de terrain et etre a l'aise dans l'utilisation des appareils techniques et interpretations des donnees.... nous recherchons des talents et personnels motives qui peuvent etre rapidement formes. Une bonne forme physique est essentielle.
Envoyez votre CV a [email protected] ou par Whastapp a +237650682156

Recherche comptable niveau BAC G2 ou plus et 5+ ans d'experience. Niveau Microsoft excel... excellent, niveau Anglais bon. Contacter [email protected] avec votre CV

Studying petroleum engineering will net you $3.4 million more, over time, than a degree in early-childhood education.

People pick a college major for all kinds of reasons, of course, some of which have little or nothing to do with money. Even so, and especially now that record numbers of graduates enter the workforce carrying a heavy load of debt, about 80% of college students choose a major based at least in part on how well the resulting career will pay, says a new study from Georgetown University’s Center on Education and the Workforce.

No wonder, then, that business and STEM majors, both of which lead to relatively high salaries, are the most common. Accounting for 46% of all new grads, the two fields pay, on average, at least $37,000 at the entry level and an average salary of $65,000 over the course of a career, often reaching a median of $100,000 or more during someone’s peak earning years.

Any bachelor’s degree confers an edge. College graduates earn, on average, $1 million more over their lifetimes than people with only a high school diploma. But “all degrees are not created equal,” notes Anthony P. Carnevale, director of the Center and lead author of the study. “Your major has a large effect on your ability to get a job and work your way up.”

In all, the report analyzed lifetime earnings for 137 majors. Of the 10 undergraduate degrees that pay the most, only one — pharmacy and pharmaceutical science (median salary: $113,000) — is not in engineering. The rest are in nine engineering fields: petroleum ($136,000); metallurgical ($98,000); mining and mineral ($96,000); chemical ($96,000); electrical ($93,000); aerospace ($90,000); mechanical ($87,000); computer ($87,000); and geological or geophysical ($87,000).

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LESSONS LEARNT GROM CROWDFUNDING
1 / 4
Editor's note: Vikas Gupta is the co-founder and CEO of Play-i, a company that builds robots for children to program.

In just six months, Play-i went from just an idea to a working prototype to $1.44 million in pre-orders through our crowdfunding campaign. We're making robots, Bo and Yana, that help children ages 5+ learn programming concepts and creative problem solving. We launched our crowdfunding campaign on October 28, 2013, and hit our goal of $250K in just four days. After two weeks, we were at $500K and hit $1.44 million at month's end.

We received visitors from 180 countries and orders from customers in 80 countries even though we were shipping to about 20 countries. Before our campaign, the largest consumer robotics crowdfunding project raised $188K. Entrepreneurs often ask us what we did to run an effective campaign. So I'm sharing our strategy and what we learned along the way.

Play-i's Bo and Yana

Self Starter vs. Kickstarter or Indiegogo

In deciding whether to go with our own website or a crowdfunding platform like Kickstarter or Indiegogo, we looked at a lot of data from past projects. Our target customer, parents of 5-10 year old children, didn't really overlap with the demographic that tends to back projects on Kickstarter. Seventy-five percent of backers on Kickstarter projects were also first-time backers. Network benefits from Kickstarter were low, and we would have do most of the work to drive people to our own project page.

There were four major reasons why we decided to host our own campaign:

Analytics. We wanted access to data about customer visits to our project, looking deep into drop-off points, site heatmaps, traffic sources, and a lot more. Third-party platforms didn't give us those capabilities.
Fees. All third-party platforms took a significant transaction fee. Middlemen are a big reason why products get marked up for consumers, and we wanted to keep prices affordable.
User experience. We wanted to control the user experience and build our brand. Third party platforms tend to have confusing layouts for customers, especially if they are not familiar with the platform. There are endless sections of rewards and links that can distract customers from our project to somewhere else on the site. We wanted to keep things simple.
Focus. When you launch on a crowdfunding platform, part of the media story will inevitably be about the platform itself. We wanted every article that journalists wrote to be focused on our robots.
We felt that we had to launch on our website, on our terms. We used selfstarter, and it was certainly not a trivial process. You need to have design and engineering resources to get it done right.

Optimize the Website

We spent a lot of time figuring out how the website should work for the customer. We didn't want our page to be too cluttered, so we actively cut out information that wasn't relevant for customers to make a buying decision. Every word was chosen with care, and the call to action was clear. We also kept the rewards page, where the customers chose their pledge, simple and straightforward.

Build Up Early Buyer Audience

A few months before we launched our campaign, we started to actively build our mailing list of people who wanted to be informed about our project. We put together a blog about STEM and parenting, topics that our target audience cared about. Without any information about the product itself, we grew our audience to a few thousand people through social media, word of mouth and online advertising.

As we got closer to launch, we gave in-person sneak previews of our prototypes at technology companies and parent groups in the Bay Area. Our friends and early supporters played a big part in community organizing and spreading the word.

Pitch the Press

We were lucky and grateful that many journalists were interested in covering our launch news. About a month before our campaign went live, we pitched and scheduled in-person demos and interviews with journalists who were interested in our pitch.

We reached out to people we knew at technology and mainstream news outlets so we could get personal introductions to reporters who covered relevant education and/or consumer technology news. Two weeks before launch, we visited major publications in San Francisco and New York City to show them the robots. We also did Skype interviews with journalists who were abroad.

Offer Perks to Early Buyers

We lined up the presses for our launch at 5 a.m. PST, and we knew we were going to get a surge of traffic when our campaign went public. We needed to build social proof right off the bat, so we created special perks for the first few buyers.

Our first 1,000 backers got limited edition, exclusive outfits for their robots as incentive to back early. We emailed our existing audience and friends several hours before our campaign went live so they could be among the first to back the project. This gave us the momentum we needed to get off to a good start.

Add a Personal Touch

We gave perks for backers at all levels. There were different exclusive robot outfits for backers at every stage: first 1K, the next 2K, and the final 4K. This scarcity model created a reason for people to back early.

As a company, we believe in starting with the customer. We responded personally to every email that came in, every comment on Facebook, and every question on Twitter. And we got them excited about our mission to bring programming to every child. We also released additional features and stretch goals in our updates based on feedback from our backers. They became a part of our story, and so many of them helped us spread the word about our campaign.

Release Exciting Stretch Goals

We made sure that all the stretch goals we released were substantial and exciting. Though we had lots of ideas for stretch goals, we only released a few that we truly believed would be appealing to our backers.

Our best and most buzz worthy stretch goal was one where our existing backers got something of value without an incremental purchase if we hit a new goal. We included the smartphone attachment at no cost for backers (who had bought the accessory pack) when we hit $1M and vividly illustrated the benefits and abilities that it could give to their robots. We saw a lot more people sharing and posting about our campaign as a result. It was a win-win for both our customers and for us.

Remarket to Bring Customers Back

As the campaign progressed, we used online advertising to remarket to customers who already visited our website. We planned for this from day one; so we set up the appropriate pixels before the campaign went live and turned on the remarketing spend at a later point. We used a platform called Adroll to run our retargeting campaigns. This turned out to be quite effective for us to bring customers back to our website, especially towards the tail end of the campaign.

As a hardware startup, our fixed costs of getting started are much higher than software startups. Getting manufacturing set up properly requires both volume and a large capital investment. Our crowdfunding campaign helped us prove that there was demand for our robots and served as a springboard to raising our Series A round of funding.

Play-i founders Saurabh Gupta, Vikas Gupta and Mikal Greaves

This article originally appeared on TechCrunch at http://techcrunch.com/2014/04/26/how-to-run-a-successful-crowdfunding-campaign/

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High tech . Social & services . Kickstarter . Twitter . Smartphone
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A Look At Play-i’s Successful Crowdfunding Campaign | TechCrunch In just six months, Play-i went from just an idea to a working prototype to $1.44 million in pre-orders through our crowdfunding campaign. Other entrepreneurs..

BUILD EXPERIENCE AND SKILL WHYLE AT UNIVERSITY LESSON FROM GOOGLE

Image Credit: Flickr user Affiliate

Google isn't big on college degrees, although the search giant is inundated with applicants touting perfect GPAs from Ivy League schools.

Google's chairman and head of hiring, Laszlo Bock, has given a few insights in the New York Times on how he sorts through a multitude of bright applicants.

The upshot is that Google values the skills and experiences that candidates get in college, but a degree doesn't tell them much about talent or grit.

You don't need a college degree to be talented

“When you look at people who don't go to school and make their way in the world, those are exceptional human beings. And we should do everything we can to find those people,” Bock said.

Many businesses “require” a college degree; at Google, the word “college” isn't even its official guide to hiring. With the rise of self-paced college courses and vocational learning, plenty of driven people can teach themselves all of the necessary skills to work at the company.

Demonstrate a skill, not an expertise

“If you take somebody who has high cognitive ability, is innately curious, willing to learn and has emergent leadership skills, and you hire them as an HR person or finance person, and they have no content knowledge, and you compare them with someone who's been doing just one thing and is a world expert, the expert will go: 'I've seen this 100 times before; here's what you do,'” Bock said.

College degrees are, almost by definition, a certificate of expertise. A degree in journalism is a giant badge meant to tell the world that you know at least a little bit about the trade of telling stories and interviewing people.

But a degree really doesn't say what a graduate can do. Can they present an idea in front of a crowd? Can they build a website? Can they think interestingly about problems, or did they just pass some tests?

Logic is learned, and stats are superimportant

“Humans are by nature creative beings, but not by nature logical, structured-thinking beings. Those are skills you have to learn,” Bock said. “I took statistics at business school, and it was transformative for my career. Analytical training gives you a skill set that differentiates you from most people in the labor market.”

Logical thinking goes way beyond programming. For instance, back in 2010, Facebook put up a blog post claiming that political candidates with more fans were more likely to win their race, implying that getting more Facebook fans would improve their chances. In no uncertain terms, this was a phenomenally bad argument.

Maybe candidates who were already more popular just happened to have more fans. And what about candidates with fewer fans that won their races? In these cases, why did fans not matter?

The Facebook employees who ran the statistics understood some basic logic, but they didn't demonstrate analytical thinking. Sifting through data requires training in the latest techniques for understanding causality and creatively exploring patterns (FYI: Facebook has gotten a lot better about these types of political claims since 2010).

Prove grit

“It looks like the thing that separates out the capable students from the really successful ones is not so much their knowledge…but their persistence at something,” Google chairman, Eric Schmidt said.

For some people, college is just really easy. They can play 10 rounds of beer-pong until 4 a.m. and still ace an organic-chemistry exam the next day while their studious roommate is up to their eyeballs in color-coded flash cards and squeaks by with a B.

A college degree can't tell Google whether an applicant is naturally smart or is a hard worker. Apparently, Google would rather mold someone with grit rather than someone who is a lazy high-achiever.

If you go to college, focus on skills

“My belief is not that one shouldn't go to college … most don't put enough thought into why they're going and what they want to get out of it,” Block said.

Both Bock and Schmidt are adamant that most people should go to college but that skills and experience are more important than the stamp of expertise. Bock says Google is looking for the kinds of projects candidates completed or what they accomplished at an internship.

I honestly can't remember the last time someone asked me what my major in college was. If you want a job at Google (or some other prestigious company), don't focus so much on your major, and make sure you graduate with all the skills and experiences you need to do awesome things in the world.

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ExxonMobil's Outlook For Energy Says All Forms Of Energy Required To Meet Growing Demand

IRVING, TEXAS--(BUSINESS WIRE)--

The world will require all forms of energy over the next quarter century to meet a greater than one-third increase in demand that will be driven by population growth, improved living standards and expanded urbanization, according to ExxonMobil’s Outlook for Energy: A View to 2040, which was released today.

“Understanding global energy trends is absolutely critical for effective energy policy,” said Rex W. Tillerson, chairman and chief executive officer of Exxon Mobil Corporation (NYSE: XOM). “The world depends on safe, reliable and affordable energy development to support economic growth and our modern way of life.”

In its annual forecast, ExxonMobil projects that future energy needs - expected to be about 35 percent higher in 2040 than 2010 - will be supported by more efficient energy-saving practices and technologies, increased use of less-carbon-intensive fuels such as natural gas, nuclear and renewables as well as the continued development of technology advances to develop new energy sources. Without gains in efficiency, global energy demand could have risen by more than 100 percent.

Driving increased energy demand is anticipated population growth that will reach nearly 9 billion in 2040 from about 7 billion today, and a projected doubling of the global economy - at an annual growth rate of nearly 3 percent - largely in the developing world where rising living standards will continue to lift millions of people out of poverty.

The outlook projects that oil and natural gas will continue to meet about 60 percent of energy needs by 2040. Liquid fuels - gasoline, diesel, jet fuel and fuel oil - will remain the energy of choice for most types of transportation because they offer a unique combination of affordability, availability, portability and high energy density.

An expected 25 percent increase in demand for oil, led by increased commercial transportation activity, will be met through technology advances that enable deep-water production and development of oil sands and tight oil.

Natural gas will continue to be the fastest-growing major fuel source as demand increases by about 65 percent. Natural gas is projected to account for more than one quarter of all global energy needs by 2040 and it is expected to overtake coal as the largest source of electricity.

Nuclear energy will see solid growth despite some countries scaling back their nuclear expansion plans following the 2011 Fukushima incident in Japan. Growth will be led by the Asia Pacific region, where nuclear output is projected to increase from 3 percent of total energy in 2010 to nearly 9 percent by 2040. Renewable energy supplies - including traditional biomass, hydro and geothermal as well as wind, solar and biofuels - will grow by nearly 60 percent. Wind, solar and biofuels are likely to make up about 4 percent of energy supplies in 2040, up from 1 percent in 2010.

Energy used for power generation will continue to be the largest component of global demand and is expected to grow by more than 50 percent by 2040 as improved living standards that come with urbanization and rising incomes lead to increased household and industrial electricity consumption through wider pe*******on of electronics, appliances and other modern conveniences. The growth reflects an expected 90 percent increase in electricity use, led by developing countries where 1.3 billion people are currently without access to electricity.

The Outlook for Energy is ExxonMobil’s long-term global view of energy demand and supply and its findings help guide investments that underpin the company’s business strategy. The outlook is developed by examining energy supply and demand trends in more than 100 countries and 15 demand sectors, such as transportation, industrial and power generation. Twenty different types of energy that will be available to future consumers are evaluated while taking into account assessments of future technologies, government policies and cross-border trade flows.

Other key findings from the 2014 Outlook for Energy include:

Market forces and emerging public policies will continue to have an impact on energy-related carbon dioxide emissions. After decades of growth, worldwide energy-related carbon dioxide emissions are expected to plateau around 2030 before gradually declining toward 2040, despite a steady rise in overall energy use.
New technologies will continue to play an important role in development of reliable and affordable energy. Significant advancements in oil and natural gas technologies have safely unlocked vast new supplies, already changing the energy landscape in North America and expanding supplies to help meet growing global energy demand.
Through most of the outlook period, more than half of the growth in unconventional natural gas supply will be in North America, providing a strong foundation for increased economic growth across the United States, and most notably in industries such as energy, chemicals, steel and manufacturing.
About 65 percent of the world’s recoverable crude and condensate resource will have yet to be produced by 2040.
The number of cars on the road worldwide is expected to approximately double by 2040, but fuel demand will plateau and gradually decline as consumers turn to smaller, lighter vehicles and technologies improve fuel economy.
Demand for energy in non-OECD nations will grow by about two thirds, accounting for essentially all of the increase in global energy use.
Global chemicals energy demand is expected to rise by about 55 percent from 2010 to 2040 and will account for 35 percent of the growth in the industrial sector. Most of the energy demand growth in the chemicals sector will be for the feedstocks to make the building blocks for a wide range of essential products. Fuel demand will grow more slowly as improvements to efficiency reduce demand growth.
Oil and natural gas are the most widely traded energy sources and maintaining a robust global energy marketplace will remain critical to meeting rising energy demand.
Traded volumes of natural gas in 2040 are expected to be two-and-a-half times the 2010 level, with most of this growth coming from liquefied natural gas.
For more information about ExxonMobil’s Outlook for Energy, visit www.exxonmobil.com/energyoutlook.

Cautionary Statement: The Outlook and this release contain forward-looking statements.Actual future conditions (including economic conditions and growth, population growth, energy demand growth and mix, future energy supply sources, efficiency gains, the impact of technology, and carbon emissions) could differ materially due to changes in supply and demand and market conditions affecting oil, gas, and other energy prices; changes in law or government regulation and other political events; changes in technology; the actions of competitors; the development of new supply sources; demographic changes; and other factors discussed in The Outlook and under the heading "Factors Affecting Future Results" on the Investors page of our website at www.exxonmobil.com.See also Item 1A of ExxonMobil's latest Form 10-K.

About ExxonMobil

ExxonMobil, the largest publicly traded international oil and gas company, uses technology and innovation to help meet the world’s growing energy needs. ExxonMobil holds an industry-leading inventory of resources, is the largest refiner and marketer of petroleum products, and its chemical company is one of the largest in the world. Follow ExxonMobil on Twitter at www.twitter.com/exxonmobil




Copyright Business Wire 2013

ExxonMobil (exxonmobil) on Twitter The latest from ExxonMobil (). The official Twitter page of Exxon Mobil Corporation. Continue the conversation at http://t.co/slgL2JRKwY. Direct all inquiries to http://t.co/INDDcFZK8u

BACKHOT TIPSTips for finding startup funding

With bank lending figures falling, entrepreneurs need alternative sources of funding to start and grow their businesses. So where do you begin, and what are your options?


Author :
Fiona Rom
Unless you’re bootstrapping your startup, finding and securing the funds you need will take careful research, good negotiating skills, and an unflagging commitment to launching and growing your business. Keep in mind that the essential purpose of funding is to support and extend the delivery and success of your venture, which generally means that it’s not only about the money but also about professional support, networks, and mentoring.

The type of funding you go for depends largely on the kind of business yours is, and putting yourself in the shoes of potential investors can help you come up with the best match. Understanding your funders and their economic and social motivations is a good starting point: if you’re a high-risk, high-growth business, your investors will want a significant-enough upside to compensate for the risk; if you’re confident of steady returns, a debt instrument could appeal; and if you’re doing something cool and fun with no particular economic return, the social motivations of rewards-based crowdfunding could be right for you.

Start your search with a good business plan that shows investors and lenders your company’s potential, accompany that with a thorough knowledge of the resources available and a determination to make your business a reality, and you should be well on the way to identifying the funding source that best fits your needs.

Family and friends. Supportive friends and family members with money to spare can provide a fair, willing, and reliable source of loan funding and will probably demand lower interest and fewer incentives than a commercial organisation. Potential disadvantages include the mixing together of your business and personal life and the fact that these people may not be as well-connected as more professional funders.

Crowdfunding. Crowdfunding is a relatively new way of taking the first step on to the equity ladder. Donors or investors on crowdfunding sites are typically private individuals providing relatively small sums of money, so they don’t impose such rigorous conditions as some of the more conventional investors. By raising initial capital through platforms like Seedrs, Kickstarter, and Indiegogo, a startup can access not only the necessary funds but also an installed base of supporters who can help test the product , provide valuable word-of-mouth marketing, and make useful connections. From there, you can move on to pursue some of the other funding options.

Peer-to-peer loans. A peer-to-peer exchange site, such as Zopa, RateSetter, and Funding Circle, puts you in touch with private lenders and creates a direct relationship between you. Thanks to their slimline structures, peer-to-peer companies can offer better loan rates to borrowers and higher returns to investors. However, the industry is relatively new and unregulated so it’s important to do your research carefully and use only well-established reputable organisations.

Angel investors. Angels are individual wealthy people who seek to provide investment in return, usually, for an equity offering. Most angels are seasoned entrepreneurs who understand the startup process and can provide support and networking opportunities. If you can put together a tight pitch with realistic growth projections and you are prepared to give up a share of your business, this could be the route for you.

Seed funding organisations. Seed firms invest relatively small amounts at early stages exclusively, but they do it as a business rather than as individuals which means that the investment process is more standardized. Seed organisations are often part of business incubators or accelerators and as such offer additional support like training, mentorship, and access to networks.

Venture capital funds. Venture capital funds (VCs) invest larger amounts of money and tend to be used slightly later in the life of a startup, are harder to get, and come with tougher terms. An infusion of venture capital allows you to react to your customer demand in an exponential manner by spending money to scale your platform, product , sales, marketing, and so on; it enables you to hire the best people, open new branches faster, and generally grow your business more rapidly. You need to exercise due diligence on VC firms you’re speaking to, asking questions like whether they do in fact have money left to invest, whether they’ve invested into this kind of business before, and whether their current investment partners are happy with the relationship. Find out more about VC investment here:


For most of these options, once you’ve chosen the one you believe is the best fit for your business needs, an online search is a good place to start. Any finance model or funding provider should be researched thoroughly before you make any commitments, including speaking to others, preferably in the same field as you, who have made use of them.

Subject: EXPAT Positions with Chevron (Deepwater Experience a Must) - URGENT!
We have a Manpower Sourcing request from Chevron seeking deepwater experience on one of their deepwater projects – based in Nigeria (West Africa). Below are the list of the requested professionals (full-time permanent positions).

Please contact me directly, if you know someone who would be interested in any of the positions.

JOB TITLE
EXPATS / NATIONAL
Years of Working Experience
Structural Engineer
Expat
15 years and above
Mechanical / Rotating Equipment Engineer
Expat
15 years and above
Piping Engineer
Expat
15 years and above
Mechanical Engineer
Expat
15 years and above
Pipeline Engineer
Expat
15 years and above
Project Controls Advisor
Expat
10 Years and above
Cost Analyst
Expat / National
10 Years and above
API Inspector
Expat / National
10 Years and above
NDE Inspector
Expat / National
10 Years and above

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Managing Principal Partner
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+1 (423) 488-7108 (M)
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