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Over the past half century, workers' wages have stagnated, their rights have been eroded, and whistleblowers have faced frequent retaliation for calling attention to the problems. But in the tech industry, a new alliance of workers from warehouses to cubicles — bolstered by the pandemic and anti-racism protests — is speaking with a louder and more unified voice than ever. They're demanding everything from better pay and workplace protections to a bigger say over how the products they build are designed and put to use. Business Insider spoke to 14 tech organizers and labor experts about what obstacles the movement faces as well as the changes they'd like to see in American workplaces to empower workers once again. Visit Business Insider's homepage for more stories. All is not well for workers in Silicon Valley. Amid a devastating pandemic that has left millions of Americans jobless, the four largest US tech companies blew past Wall Street's expectations, reporting quarterly earnings that pushed their combined net worth past $5 trillion and boosted their CEOs' personal fortunes by billions. But as the tech industry soared to unprecedented heights, many of the workers fueling its rise have seen their wages and benefits stagnate, grueling job environments have become more dangerous, and efforts to call attention to workplace inequities have been met with retaliation. Despite this, the tide is shifting. Last week, the top executives of Amazon, Apple, Facebook, and Google faced a grilling from lawmakers that focused on their companies' outsized power. Over the past few years, the experiences of rank-and-file employees have become increasingly at odds with those of the wealthy executives at the top — both on the job and in how they see their employers' impact on society. Bolstered by the pandemic and sweeping protests against systemic racism, tech workers from warehouses to corporate office buildings have been speaking up with a unified voice for the first time. Their demands: Better pay, benefits, and working conditions. But there's a broader agenda in place. They want to shift the balance of power at their organizations so they can have more control over how their work gets done, how products are built, and who their companies do business with. And now they're inspiring others across the country to do the same at their own workplaces. Business Insider spoke with 14 tech organizers and labor experts who said the industry has reached an inflection point and that things aren't going back to the way they were before. Here are their thoughts on how to empower workers once again and the obstacles that still lie ahead. Chris Smalls — organizer and former Amazon warehouse worker What's the biggest obstacle workers face: Smalls said Amazon and other companies' self-interest and antagonism toward workers continues to jeopardize their safety. "Everything [Amazon's] doing doesn't benefit the employees, everything they're doing benefits the company and the company only," he said adding that companies like Amazon "smear the lower class people, they intimidate the working class people." How can we improve American workplaces: Amazon needs to be taxed and workers need better pay, Smalls said. "You're telling me at $25 an hour I'm working for the richest man in the world and I'm capped out," he said, referring to the salary limit he hit after five years with the company. What organizers should focus on now: "What we need is for the families who actually lost somebody [to COVID-19] to actually come out to the public," Smalls said. Concerns about coronavirus exposure were raised as early as March and he said Amazon's response fell short. "This could have been prevented ... somebody needs to be held accountable." Oriana Leckert — former Kickstarter outreach team member and organizer for the Kickstarter United employee union What's the biggest obstacle workers face: "There's a strain of individualism that runs through tech for sure, Leckert said. Convincing workers who have good jobs now to organize on behalf of their coworkers — and their future selves — can be challenging at times, she said. How can we improve American workplaces: Leckert said companies should start "listening to workers and giving the people who are doing the work some more influence over how and when and why the work gets done." Executives should trust their employees to have good ideas instead of dictating everything via "opaque, top-down hierarchical management," she said. What organizers should focus on now: "Talk to everybody in your workplace, talk to everybody outside of your workplace. Get advice from other folks," Leckert said. "There are lots of people who are having a struggle at the same time and who have done it before," she said, and people looking to organize at their workplaces can learn from others' efforts. Grace Reckers — organizer at the Office and Professional Employees International Union What's the biggest obstacle workers face: "The lack of hardened geographic bounds is an important component of the tech organizing movement, and it mirrors the structures of the tech companies themselves," Reckers said. "Unlike nurse unions that represent RNs in a few distinct hospitals, typically in one region or city, organizers in the tech industry have to take into account the growing number of remote workers, international employees, contract workers, and vendors that are all affiliated with their companies." How can we improve American workplaces: "The biggest change I would like to see is for workers to have unobstructed rights to form unions at their workplaces," she said. "Employers need to be swiftly disciplined and employees need to be reinstated when organizers are fired in retaliation for their union activity. I also believe that the amount of money companies spend on anti-union consultants and 'union avoidance' law firms should be publicized, called out, and eventually redistributed to workers' paychecks." What organizers should focus on now: "Going forward, I imagine that the remnants of these fears around job security will remain for a lot of workers in the tech industry. My hope is that employees will continue to organize around these issues and recognize that as long as you are an at-will employee, you can be fired for any reason or no reason at all—without any guarantee of severance pay or continued healthcare coverage. It's only with a union contract that workers have the right to negotiate terminations and the safety nets that come with them." Laurence Berland — organizer and former Google engineer What's the biggest obstacle workers face: "In the pandemic, with so many out of work, a lot of people might have the attitude they are lucky to even have a job," Berland said. "But workers should remember that despite high unemployment, their experience and institutional knowledge is valuable, and not so easily replaced by a new hire, especially if they act collectively." How can we improve American workplaces: Berland said people need to fight for coworkers "across class and roles," especially those who have to work in person or whose jobs are jeopardized by the remote work surge during the pandemic. "Workers who are able to work from home need to fight for those workers and stand in solidarity with them," he said. What organizers should focus on now: "Make those connections with the most vulnerable workers — the Black and Brown essential workers, the unemployed service workers. Ask them what you can do to be a part of what they need," Berland said. "They know what they need and if you are genuinely showing up for them, they will tell you exactly what they need. Listen to them." Jacinta Gonzalez — organizer at Mijente What's the biggest obstacle workers face: "Office tech workers are recognizing that their technologies are inherently political and are never 'race neutral,'" Gonzalez said, pointing to the growing surveillance state and "the insidious relationship between tech corporations and law enforcement." Gonzalez said that at companies like Google and Microsoft, "tech workers have made clear demands that all contracts with law enforcement be dropped, a necessary and long overdue step." How can we improve American workplaces: Gonzalez said that "while office tech workers today may not be underpaid, they are recognizing that the cushy benefits they currently receive does not mean they have a voice in the types of technologies and contracts their companies engage with, even if workers recognize that their technologies are harmful." She added that giving workers more power would create "more accountability within the companies creating the technologies that are actively harming Black and Brown communities."  What organizers should focus on now: "The revolving door between government contractors and corporations must end and the curtain must be pulled back to reveal the full impacts of the growing surveillance state," she said. "As Naomi Klein said on a recent Mijente panel with Edward Snowden, we have a right to live illegible lives. It is time for technology to be transparent, human focused and end the growing surveillance and ownership of our data."  Wesley McEnany — organizer at the Service Employees International Union Local 1984 What's the biggest obstacle workers face: "Workers are seeing the use of their labor for immoral or unethical reasons as cause to organize because these issues are fundamentally working conditions as much as wages or benefits are," McEnany said. "These are also workers, especially at the big 5, who potentially hold a lot of structural power." How can we improve American workplaces: "Tech companies have a serious responsibility to end systemic and structural racism. They are uniquely positioned to use technology for good and lead on issues of diversity and inclusion." What organizers should focus on now: To make money, tech firms are incentivized to "take on nefarious projects, whether it's facial recognition software for oppressed governmental agencies or upgrading the technological infrastructure of local police departments surveilling Black Lives Matter activists," McEnany said. "[Tech companies] aren't going to be moral institutions without worker input." Dania Rajendra — director of Athena, a coalition of activists and Amazon workers What's the biggest obstacle workers face: The "sheer size and utter disregard for transparency or accountability" of companies like Amazon lets them get away with mistreating workers, Rajendra said. "Amazon's outsized power and its impunity about wielding it is the obstacle." How can we improve American workplaces: Rajendra said she'd like to see "more elected officials — at every level — start to use their investigative and regulatory power to prioritize everyday people." She pointed to France, where a court ruled in April that Amazon wasn't doing enough to protect workers and would have to shut down or take stronger precautions. What organizers should focus on now: "We'll continue to see more bridges built between the issues workers deal with on the job and the issues people — including those very same workers — deal with in their communities," Rajendra said. "Both COVID and the uprising [against systemic racism] expose the fact that the risks working people face on the job don't just end at the warehouse exits." Ben Gwin — data analyst at HCL Technologies and organizer for the United HCL Workers of Pittsburgh What's the biggest obstacle workers face: "Corporate-friendly labor laws," Gwin said. "Companies would rather pay lawyers and union busters, break the law, and pay a fine than honor workers' rights to organize and bargain in good faith." How can we improve American workplaces: "Medicare for All," Gwin said. Nearly half of Americans get health insurance through their employers, according to the Kaiser Family Foundation, and the pandemic has shown gaping flaws in the US' approach. A study from Health Management Associates said 35 million could lose coverage due to layoffs. What organizers should focus on now: Gwin said a change in the White House is needed before things improve for workers. Under Trump, the National Labor Relations Board, the top federal agency tasked with protecting workers, "is awful, and we need at least nominally pro-labor appointees in there," he added. Nicole Moore — Lyft driver and volunteer organizer for Rideshare Drivers United What's the biggest obstacle workers face: For gig workers, Moore said the biggest challenge is not having the same rights and labor protections as employees. "If we want safe industries where people aren't dying to put a box on your porch, people aren't becoming homeless as they buy a new car so they can drive you and anybody else with an app around, then we have to put these basic things in place," she said. How can we improve American workplaces: "We need to see a reform of labor law that makes that easier for groups of workers to organize," Moore said. Workers should be able to band together to negotiate contracts that guarantee fair wages, she said, "so that when you wake up in the morning, you know what kind of money you're going to make, it's not going to change overnight." What organizers should focus on now: Moore said she's focused on getting "fair pay and a voice on the job, more PPE for drivers, and "somebody in the White House who actually is going to have a Labor Department that's worried about the welfare of workers, not just how much profit companies can make off of them." Y-Vonne Hutchinson — CEO and founder of ReadySet and cofounder of Black Tech For Black LIves What's the biggest obstacle workers face: While "a lot of people are waking up to the reality of racism in the tech sector and racism in this country," said Hutchinson, "there are still people who are invested in keeping things the same who are going to push back, and we have to be prepared to face those people." How can we improve American workplaces: "When it comes to anti-racism, we do need to hold people accountable," Hutchinson said. "People don't change their behavior if they're not incentivized to change their behavior." She said employees who serve on diversity and inclusion committees and managers who hire, promote, or mentor diverse workers should be rewarded, not forced to sacrifice their work toward these goals in order to accomplish others. What organizers should focus on now: Within tech, Hutchinson said Black Tech For Black Lives wants to "make sure that Black people are hired and promoted and supported and really able to thrive" in a way she said hasn't happened so far, even as companies have said they want more diversity and inclusion. Steve Smith — communications director at the California Labor Federation What's the biggest obstacle workers face: "Tech CEOs have become very adept at employing anti-union strategies to crush organizing," Smith said. While executives' opposition to unions isn't new, Smith said the difference now is that tech companies have "some of the wealthiest and most powerful CEOs on the planet with vast resources to fight organizing at their disposal." How can we improve American workplaces: Companies need to follow existing labor laws, Smith said. "Provide workers with the basic protections and pay they deserve." What organizers should focus on now: Smith, who works closely with rideshare and food delivery drivers, said they're focused on defeating Proposition 22, a California ballot measure backed by Uber, Lyft, DoorDash, Instacart, and Postmates, that would permanently make drivers independent contractors. If it passes, Smith said it will hurt drivers "who have few basic protections" as well as "small businesses who are at a competitive advantage when these large tech companies cheat the system." Erin Hatton — associate professor of sociology at the University of Buffalo What's the biggest obstacle workers face: "Labor movements — like all social movements — require an incredible amount of work," Hatton said. Keeping up the momentum while trying to support families, survive a pandemic, and fight for civil rights will be "a Herculean task" for workers, she said. How can we improve American workplaces: Hatton said "all workers who perform labor from which others profit" should be covered by all labor and employment laws, not be forced to work in unsafe work environments, and should be protected from "coercion and abuse" by their employers. That includes diverse groups such as "Uber drivers, student athletes, incarcerated workers, graduate students, Instacart drivers, meatpacking workers, grocery store workers, and doctors and nurses," she said. What organizers should focus on now: Worker rights as well as basic civil rights for Black people, immigrants, and transgender people should be top priorities, Hatton said. "As a country, as a democracy, and as an economy, we are only as strong as our most vulnerable population." Clair Brown — professor of economics at the University of California Berkeley What's the biggest obstacle workers face: "Right now the problem is at the national level," Brown said. "The Department of Labor was set up to speak for workers, to protect workers, to represent workers. And right now it doesn't. Right now, it really represents employers under Trump." How can we improve American workplaces: Brown said unemployment programs in the US should look more like those in Europe, which "focus less on payments directly to individuals once they're thrown out of work" and instead on "how can we actually pay to keep them on the job." What organizers should focus on now: "We have to get back to this question of: 'what kind of social safety net do we want to provide people in the United States?'" Brown said workers who are laid off or can't work have no way to "just basically get through life, pay their mortgage or their rent, pay their health insurance, pay their kids' bills." Tom Kochan — professor of management at the Massachusetts Institute of Technology What's the biggest obstacle workers face: "Employer opposition, and that hasn't changed at all," Kochan said. "Any employer that wants to defeat a union organizing campaign can do so because the penalties are so weak and so slow to be enforced." How can we improve American workplaces: "We have to open up our labor law to new forms" in order to give workers more voice, Kochan said. That could include creating works councils or putting rank-and-file employees on corporate boards, "not to control it, but to bring a worker's perspective to these issues and the knowledge and the information that workers can bring." What organizers should focus on now: Kochan said the upcoming election will have huge implications for workers. "If we get a change in government, both in the presidency and in the Congress, then we are going to see a massive debate around the future of work and how we learn from this crisis and fill the holes in the safety net that have been temporarily filled."
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Hi and welcome to Insider Advertising, weekly edition. I'm Lucia Moses, deputy editor. To get this in your inbox daily, go here. This week: Microsoft's play for TikTok, Netflix's new secret weapon, and takeaways of the Facebook ad boycott. Microsoft is interested in advertising again People who know their Microsoft history are scratching their heads when it comes to its planned deal for TikTok's US business, and not just because it would plunge the tech giant into the unfamiliar territory unknown of teen-driven social media, with all its potential messiness and drama. It's also because Microsoft all but abandoned its ad business in 2015 after its display ad revenue eroded over several years. In recent years, it's focused on going after Amazon and Google on sponsored products, but still holds only an estimated 1.4% of the display ad market, according to EMarketer.  And while TikTok's own ad business is nascent, it has big potential, with its growing, young user base that advertisers are salivating over. A successful takeover could help Microsoft erode Facebook and Google's stronghold on digital advertising. But it would also help solidify tech giant's control over advertising and the rules that govern it. And the losers? Old-guard media companies, for one, none of which has the means to bid for a company some valued at $50 billion, and whose voice at the advertising table will only continue to diminish. Bozoma Saint John is Netflix's new secret weapon Media coverage of Bozoma Saint John has largely focused on her glamour and charisma, but Tanya Dua and Patrick Coffee examined the ex-Apple and Uber marketer's record in this insightful profile as she starts as Netflix's CMO. Saint John's approach runs counter to the trend of data-driven marketing, which has made her a target of some. But consider what her hire signals about how Netflix sees its challenges as its field becomes more competitive. From their piece: Forrester principal analyst Jim Nail said co-CEOs Reed Hastings and Ted Sarandos have recently begun emphasizing Netflix's ability to influence pop culture through a steady stream of original hits like "Bird Box," which helps it retain subscribers and sign up new ones who don't want to miss out on the latest cultural phenomenon... Nail said Netflix's goal of influencing culture lined up with Saint John's record of helping companies stand out by co-opting trends beyond their industries. "It's almost a repositioning. They're certainly enhancing and enriching their positioning with the idea of being a key part of culture," he said. Read the full profile here: How Netflix's new CMO Bozoma Saint John rose to become the biggest 'badass' in marketing Facebook's ad boycott: An accounting More than 1,000 advertisers boycotted Facebook in a historic backlash against the company. But did any of it matter? Here are some key numbers, per Tanya Dua: Some advertisers, convinced by Facebook's promises to do better monitoring hate speech, or need to make their sales numbers, are returning, and some are staying away, but the biggest impact may have been to its reputation among some users. Facebook's ad revenue in the first three weeks of July grew about 10% year over year, the same rate as its second quarter. It reminded us that it's mostly reliant on small advertisers who continue to spend there, with its top 100 advertisers accounting for 16% of its over-$70 billion ad revenue. Read more: Advertisers not part of the boycott also cut back spending on Facebook in July, but the platform says it will be just fine Other stories you should check out in media, advertising, and beyond: Disney lost $3.5 billion in operating income from its closed theme parks last quarter and analysts say the impact could weigh on the business for years A startup that's helped brands like Hershey's and Petco make shoppable videos just raised $10 million to become an e-commerce platform that it says can help them drive more sales One of the very few Black women VCs says her 20 years in the industry helped her understand why she's such an anomaly — and how the industry's reverence for speed became the enemy of diversity Average fintech salaries are in the six figures. A talent exec at $5.3 billion Plaid lays out 3 ways to get your foot in the door. Poshmark clothing resellers are becoming Instagram influencers to increase sales and make money from brand sponsorships Radish wants you to binge-read romance novels, and now it has a fresh $63.2 million to pay its soap opera writers and gaming pros to get you hooked Thanks for reading. See you next week! — LuciaJoin the conversation about this story » NOW WATCH: July 15 is Tax Day — here's what it's like to do your own taxes for the very first time
The US Census Bureau said it'll end door-knocking efforts and stop taking self-submitted details on Sept. 30.
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The introduction of drones in the delivery service market has rapidly transformed the process deliveries, further leading to a change in consumer behavior.The drones or autonomous unmanned aerial vehicles (UAVs) are a popular option for last-mile deliveries, essentially of parcels, for remote or rural areas with less population density.Since it is expected that instant or same-day delivery will grow in the next ten years, door-to-door delivery has been a major area of research by several firms such as Google, DHL, UPS, and Amazon, among others.Some of these companies are testing drone delivery service since 2005 and are expected to launch their services by 2023.The drone delivery service market  is majorly growing due to the increasing demand of instant deliveries especially in the case of medical supplies and food essentials.The growing need of healthcare deliveries such as blood samples and medicines especially in remote areas or during any global epidemic are also one of the major reasons behind the expected drift from traditional package delivery system to drone delivery services.Moreover, the drone manufacturing companies have recently witnessed a rising demand from countries such as the Japan, U.S., China, Singapore, India, France, Germany, and others.
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SummaryGlobal Automotive Secondary Wiring Harness Market Report Information by Application (Cabin, Door Harness, Engine, Electronic Parking Brakes, Airbag Harness, and Electronic Gear Shift System), by Vehicle Type (ICE and EV), by Region- Forecast till 2023Automotive Secondary Wiring Harness Market OverviewThe global automotive secondary wiring harness could project a CAGR of roughly 11% during the forecast period (2018-2023), reveals Market Research Future (MRFR).Surge in adoption of electric vehicles is one of the prime factors backing the growth of the Automotive Secondary Wiring Harness Market.Governments of several nations are imposing regulations that necessitate the use of several electronic systems like Anti-Lock Braking System (ABS), Electronic Stability Program (ESP.Get Free Sample @ PlayersThe types of vehicles that employ automotive secondary wiring harness include internal combustion engine (ICE) and electric vehicle (EV).Whereas EV consists of hybrid electric vehicle (HEV), battery electrical vehicle (BEV) and plug-in hybrid electric vehicle (PHEV).Market SegmentationThe worldwide Automotive Secondary Wiring Harness Market Market has been categorized with context to application and vehicle type.Various applications of automotive secondary wiring harness are door harness, cabin, electronic parking brakes, engine, electronic gear shift system, and airbag harness.The cabin segment can be split into lighting, infotainment, steering wheel harness, and seat harness while the door harness segment includes power door lock harness, power mirror, and door handle harness.Airbag harness enjoys robust demand due to rising installations of extra airbag in latest vehicle models along with the increasing mandates for automotive safety.Regional InsightEurope, North America, Asia Pacific (APAC) and the Rest of the World (ROW) are the primary markets for automotive secondary wiring harness.Germany is touted to be the most profitable market for automotive secondary wiring harness in Europe during the forecast period.
Boston Scientific spent the last four years overhauling its IT department.  The medical device manufacturer improved its hardware, pivoted to agile-like teams, and created new innovation studios to pursue the latest in digital health technology, among other improvements.  When the coronavirus hit, that transformation proved critical to keeping the business afloat.  "It's because we made all of those changes in the last few years that we were so well-positioned to make the swift, dramatic changes that COVID forced upon us," Chef Information Officer Jodi Eddy told Business Insider.  Sign up here to receive updates on all things Innovation Inc. MARLBOROUGH, MASSACHUSETTS — Back in February, Boston Scientific chief information officer Jodi Eddy extolled the medical device company's four-year digital transformation, detailing the many improvements to operational speed and efficiency to Business Insider.  This was just as COVID-19 was beginning to make more headlines in the US, but still weeks before the pandemic overtook daily life the way it has now. But those advancements would prove to be a lifeline for the company after it, like many other firms, transitioned the majority of its employees to remote work and suddenly had to make difficult decisions about the future.  It's yet another example of how digital investments enabled businesses to accommodate — nearly overnight — entirely new operating procedures and stay resilient during an unprecedented global health crisis.  "We have been preparing for this moment for the past four years through this transformation," Eddy told Business Insider in a July interview. "It's because we made all of those changes in the last few years that we were so well-positioned to make the swift, dramatic changes that COVID forced upon us." The digital transformation included improvements to basic IT functions but, on a deeper level, required a pivot to more cross-functional teams that paired tech professionals with business experts to dramatically cut-down the time it takes to get new products or innovations out the door — a management style commonly referred to as agile, one that companies like Fidelity have also used to improve productivity in the last few months.   Boston Scientific — which reported $10.7 billion in revenue for 2019, a 9.3% boost over the prior year — also propped up new innovation studios that could capitalize on the latest tech in digital health and launched an automated dashboard to give senior leaders a quick overview of everything from day-to-day financial metrics to cybersecurity incidents. The overhaul also enabled Boston Scientific to quickly handle increased usage of tools like augmented reality-based device support and online medical education courses.  "This global pandemic has broken down barriers that were there in the past," said Eddy. "It was just, 'Are you ready to go from zero to a hundred overnight?' And I would say we went from zero to a hundred in like a week. Maybe not overnight."  Offense sells tickets, defense wins championships For Eddy, most of the past four years was spent building up Boston Scientific's defense against something as significant as the coronavirus pandemic.  It tapped Office 365 and Microsoft Teams prior to the shift to remote work, which made the pivot to virtual collaboration easier. The company also created what Eddy calls an "omnichannel" experience for employees, under which they could access their documents and other data on any device.  Boston Scientific also used zScaler for its cloud security needs — a platform that other CIOs also relied on during the outbreak for its ability to rapidly grow with business needs. So when COVID hit at full-force and remote work became the norm, there was "minimal" work that Eddy had to do apart from increasing the user licenses for its virtual private network.  "Because we were so well-positioned on the defense side, we were able to quickly shift our priorities to offense," she said.  Reports that the executive team used to look at quarterly were now being viewed daily — and sometimes, like when it came to admission numbers at hospitals across the globe, the cadence picked up to hourly dispatches. The information came in use as Boston Scientific plotted out its immediate response and plan for the rest of 2020.  "We basically had to rewrite our annual operating plan like everybody else in like a period of weeks, something we usually spend months on," she said.  And like at other firms, the pandemic had the silver-lining at Boston Scientific of highlighting just how critical IT — a department that is historically used to operating in the shadows — is to the enterprise.  "It went overnight from 'nice to have' and important for efficiency to drive optimization, to business-line critical for operations," said Eddy. "The big opportunity and innovation is now: How do I leverage digital? For the CIO, that puts you squarely in the middle of commercial operations."SEE ALSO: The top 16 companies using artificial intelligence to revolutionize drug discovery, according to experts Join the conversation about this story » NOW WATCH: Pathologists debunk 13 coronavirus myths
In-Tenta created a sustainable modular hotel suite that can be shipped and dropped into place using a flatbed truck or shipping container and a crane. The N-240 includes a bedroom with panoramic windows, bathroom, and kitchen, although the kitchen can be swapped for a living room. The 7.87-foot wide unit starts at $30,000. Visit Business Insider's homepage for more stories. Spain-based architecture and design firm In-Tenta created a sustainable modular hotel suite, the N-240, that can be shipped and dropped into place using a flatbed truck or shipping container and a crane. The micro-living unit is a part of In-Tenta's collection of different "drop box" modular hotel and home suites that can be easily transported, placed into its location, and assembled. Despite the collection's various exterior appearances and designs, the tiny living units were all created with a cohesive theme of "micro-architecture", easy moving, and friendliness to the environment in mind. It can even be placed on a metal stand to decrease the amoount of land it uses. According to In-Tenta, the collection's N-240 modular unit was built specifically to address rising eco-tourism demands filled with travelers who would rather stay in sustainable and comfortable Instagram-friendly suites than the standard hotel. SEE ALSO: This $115,949 loft-style tiny home on wheels has a living room that doubles as an office — see inside The N-240 hotel suite is 2.4 meters, about 8 feet, wide and can come in several colors. However, the unit does not have to sit on an elevated platform in order to be used, and can instead be placed directly on the ground. This micro-size allows it to be moved on a trailer or shipping container … … and can be "dropped" into its designated place by using a crane. This particular hotel suite pictured below is located at a resort near Barcelona in the Santa Maria de Palautordera village. The decision to implement the modular suite came after the owner of the property decided to expand the number of available guest rooms in an "innovative and sustainable" way. The N-240 was then moved from the manufacturing facility to the property on a flatbed truck, and was installed in two hours with the help of several people and a crane. The interior of the N-240 is like any normal hotel suite with its kitchen, bathroom, and bed platform that can fit a double bed ... ... although the one pictured below has a living room instead of a kitchen, and a queen, instead of a double, bed. The bedroom wall has a large pane of glass, givings guests a panoramic view of the outdoors. Despite the small space, In-Tenta included an outdoor terrace and storage shelves by the bed. Because the N-240 is semi-customizable, clients can alter the layout to fit their needs. For example, the N-240 suite in Spain pictured below has a cement and wood entry door, but the original layout uses a glass door instead. And instead of a shower, there’s a bathtub. The N-240's wooden frame is made of "renewable and sustainable" materials, according to In-Tenta … … and accompanies an exterior made of either cement and wood composite panels or natural wood cladding. The cement and wood panels are waterproof, easy to maintain, and don't easily degrade, according to its maker. Drop Box N-240 comes in three sizes, with the largest accommodating up to four people. The units start at $30,000 and can be sent to North America from In-Tenta's location in Spain.
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I drove the glorious 2020 Porsche 718 Spyder, a high-performance convertible two-seater that goes for a well-optioned $105,780. The Spyder has a new 414-horsepower flat-six engine that's devoid of turbochargers and, in my car, mated to a crisp six-speed manual transmission. The Spyder traces it lineage to the open-air racers of the 1950s. It isn't a practical car, but it is the best Porsche money can buy — and, for me, a ticket to happiness. Visit Business Insider's homepage for more stories. "The colors tremble and vibrate." That's a line from the title poem in Frederick Seidel's 1998 collection "Going Fast," a work crammed with references to the motorcycles Seidel loves. Speed is a combination of reality and perception — we understand it as it's happening — and on a motorbike, you'd better be processing what's going on and doing it with all available gray matter and muscle memory. The colors don't tremble or vibrate quite as much in a car. In many cars, they're positively immobile. But as I'm not riding these days, I take what I can get from four-wheelers. A few weeks ago, Porsche lent me a 718 Spyder, model year 2020. Over a week's time, I didn't just reacquaint myself with the trembling and the vibrating. I found some new colors.FOLLOW US: On Facebook for more car and transportation content! I'm not going to show you what the Spyder looks like top up. Some folks might think the roadster looks cool with its sleek semi-automatic cloth roof, complete with winglets that evoke the flimsy covering of the roadster's heritage. But I don't. The Spyder needs to live a largely top-down life, like its legendary antecedent. You know the car I'm talking about: "Little Bastard." James Dean's deathmobile, No. 130, a 1955 Porsche 550 that lost a tragic open-road encounter with 1950 Ford. Dean was 24. He'd barely had the car a week. You can't not think about the rebel without a cause — his white V-neck T-shirt, the driving gloves, the cigarette, and that '55 Porsche at a California filling station in the iconic photo, Dean's last known living image — when you slip into the snug cockpit of the 2020 Spyder. Sixty-five years have changed nothing. (Well, airbags.) You're in a topless two-seater with a Porsche badge on the hood, engine behind your head, road beneath your 20-inch alloy wheels. What you don't have is a flat-four engine making just over 100 horsepower. In fact, you have a flat-six, sans turbos of any sort, a 4.0-liter mill producing 414 horsepower with 309 pound-feet of torque and — get this, get it good — a redline at 8,000 rpm. (The 2021 911 Carrera S, by contrast, tops out a 7,500, with its 3.0-liter six.) Yessir! Beneath my left foot was a crisply responsive clutch pedal. Beneath my right hand, a six-speed stick. But I really didn't need anything past three. I'm not sure what anybody is going to do with the forthcoming dual-clutch transmission and its seven. Perhaps shave a few tenths off the Porsche-claimed zero to 60 mph time of 4.2 seconds. (But why? I got to 60 mph in what I thought was about 3.5 seconds, and I was barely into third gear.) The open air, the open road, the power and the power and the power, and I haven't even gotten to the exhaust note yet. The ever-present sense that the exquisite neutrality of the Spyder's balance could send one off into new adventures in either over- or understeer. The unsettling dynamics of this ... well, this little bastard. Heck, I'm a 911 fella through and through. Never have I fallen in line for the Boxsters and Caymans, although I've had my fun with the midmounted turbo fours. I usually like less weight and power, to max out the feathery nature of a proper two-seater. But the 2020 718 Spyder rearranged my consciousness, like something quick and compelling moving through space and time. This is a car that you dream about after the driving is done, then dream anew when the driving resumes, and before you know it, the driving and dreaming are the same thing. The 718 Spyder has a stablemate: the GT4, hard-topped and inarguably more the genuine mid-engine race car in the Porsche paddock. For the hardcore competitor, a worthy set of wheels. For me, an extra $3,000, base, on the Spyder and for what? A stiffer architecture? I'd rather channel the late Sir Stirling Moss and have the wind in a grinning swirl around my head. Let's say I spent the $105,780 to make this Spyder my own. I don't think I'd bother putting the top up once I took it down. The process is borderline maddening. First, you flick a switch in the cabin, between the seats. The windows lower, and three latches disengage from the windshield. The rear hatch pops open. You then exit the car and reconfigure the winglet on either side, raising the hatch before folding, not without some effort, the top in a compartment behind the seats. Thump the hatch closed and the alfresco driving can commence. Compared to this undertaking, which for me entailed some planning every time, with a Miata's sequence: drop windows, twist latch, throw soft-top back. The whole deal could be accomplished at a stoplight. I didn't look forward to wrestling with the Spyder's roof, but with rain in the forecast, I had to grapple several times. (Putting it back up is even harder than dropping it.) But I do own a garage, which at the moment is crammed with suburban summertime gear. If it were up to me, I'd remove the top entirely and knock the weight down to 3,500 pounds. A gossamer car cover would be my new protection from the elements, and the Spyder would never even witness winter. Are Porsches beautiful? Well, no. They're actually sort of, um, ugly. Homely. The bug eyes, the awkward haunches, the endless aesthetic problem of the front end ... and the rear end ... and the sides ... But Porsche sports cars are so magnificently engineered by the geniuses in Stuttgart that the visual offenses are forgiven as soon as the tires grab the tarmac. This is a tool. Who cares how it looks? I do, but if I want an object of beauty, there's always the Aston Martin DB9. If I want to drive for my life, I'd take a 911. Or would I? The issue with the 911 is that because the rear-engine design is so profoundly flawed, Porsche designers have been innovating since the mid-1960s to solve the problem. They've succeeded so thoroughly that the 911 has lost some edge. One can push the machine harder than ever without fear of catastrophe, as I did when I recently tested the new Carrera 4S and Turbo S in rapid succession. The 911 shows you how to drive it. The car plots a course into the future and guides you to it; no vehicle fills me with more confidence. The Spyder, on the other hand, undermines my confidence, oh-so subtly. I could feel the grip ebbing whenever I got frisky. In my heart, I want this and want it badly from a rear-drive sports car, and I got it not too long ago from an Aston V8 Vantage. That was 503 hp with tail-happy slip, however, and it was sort of scary. (This is comparative; the 800 hp in a Dodge Challenger SRT Hellcat Redeye Widebody was flatly terrifying.) The Spyder's 414 was easier to work with, the limit of what I can handle when it comes to throttle versus tire adhesion. In a word, exhilarating. In another, alive. In yet another, I'll admit, beautiful. I drove the Spyder a lot, both because it's addictive to drive and because during the Northeaster summer you want top-down motoring into the night. New Jersey's legendary Garden State Parkway is a few minutes from my house, and I made for it with a certain native son's song lyrics in my head and a sense of guilt in my gut that I was taking to the thoroughfare in a German roadster, rather than an American muscle car. Parkway journeys aren't the best use of the Spyder's talents, but they can get you to regions where the roads wind and wend, twist and bend. But we're not there just yet. At high speed, the Spyder is perplexing. Thanks to that 8,000 rpm redline, which sits there on the tachometer, beckoning one to, you know, test it. Hammer the accelerator and observe the needle climb until the soulful huff of the flat six becomes, if not a scream, then a sort of throaty yowl. I wanted to throw the shifter into fifth, but the engine only needs second and (barely) third. The torque is so cussedly available after three snicks that you rapidly forget about downshifting for more pop and simply hang out around 4,000 or 5,000 rpm and grab speed whenever you want or need it. The Spyder basically trifles with everything else on the road, save the odd Voodoo V8 Mustang, a flat-crank hellraiser that's actually a fine track-day choice, but that offers none of the Spyder's panache. In a GT350, the redline is 8,250 rpm, which I used to dismember a racetrack in Utah a few years back, without departing from third gear. The 718, therefore, is a steering-and-braking-at-speed experience. With the wheel light and flicky in the hands, the suspension ready for whatever I could throw at it, and the brakes providing the on-command stopping and four Michelin Pilot Sport Cup 2's providing the gripping, boredom is vanquished and troubles retreat. The top speed is said to be 187 mph, at which point you might be able to use the retractable spoiler to add some useful downforce to the rear end, and count on the front aerodynamics to slip the airflow up and over the Spyder's smooth form, in the case of my tester wearing a sharp GT Silver Metallic paint job, the soft top cut from cloth the color of drying blood. The interior is premium yet purposeful. A "Bordeaux" red-and-black leather and Alcantara package adds almost $3,000 to the final damage, but in general the insides make few compromises. The Alcantara-clad wheel is intended for steering; it lacks the now typical multifunction array of buttons, switches, knobs, and dials. The seats are snug, and the evidence of discipline around weight — mass is the enemy of speed and handling — is in the webbed pull-handle door releases and lack of storage. The woeful retractable cupholders, flimsy things that no fool would risk with a steaming latte, are pathetic but understandable. They're made of load-lightening plastic. When they inevitably break and you throw them into a rest-stop trash can, subtract another eight ounces from the Spyder's bulk. The infotainment system, running on a modest touchscreen, is good for listening to music and provides GPS navigation, and it also enables the expected Bluetooth device pairing along with USB connectivity. But the real joy of the Spyder is taking the opportunity to ignore the tech. Punch up the exhaust note and switch off the cylinder-deactivation features (which probably helps yield the fuel economy figures of 16 mph city/23 highway/19 combined), and with the top down, come on and feel the noise. Seriously, you don't drop more than $100,000 ($96,300 base) on a ride like this if you want to fiddle with a touchscreen. Kudos to Porsche for installing infotainment. But it's a plus-$2,300 option. And I'd have been happy with a factory AM/FM and a folding roadmap. Apart from the cupholders, I got my usual kicks from stuff like the "smoking package," a micro-lighter and ashtray that I estimated could hold the butts of exactly three Marlboros.  A chronograph occupies prime real estate in the middle of the Spyder's dash and would be helpful if clocking lap times. As it stands, for the Spyder's mainly trackless customers, it's like a nice wristwatch, adding some functional style to the cabin.   As with the 911, it's impossible to gaze upon the Spyder's motor unless you're a qualified mechanic and are ready to dismantle the cowlings and covers. The 718's powerplant is even more concealed than the 911's, tucked away in the compact zone between seats and rear axle. Shockingly, combined with the usual front trunk, the Spyder has a moderately ample cargo hold under the rear hatch. I was able to tote, at one point, a folding camp chair and a shipment of outdoor lights from Home Depot. Versatility! I'm not kidding. I think the Spyder, with its two seats, could haul more stuff than some smaller three-row SUVs, with the third row deployed. It didn't occur to me to investigate towing capacity. Why do we even bother with manuals anymore? They're objectively slower than dual-clutch automatics and once you get over the thrills of blipping the throttle on your own downshifts, powering through the gears and launching off the clutch, and all that heel-toe tomfoolery if you get very, very motivated, they're hard to live with. We bother with them on cars like the Spyder because there's no point of cars like the Spyder without a movable stick between the seats and a third pedal on the floor. Remember, I'm tearing that annoying cover out and going top-down forever. This is not my daily driver, and a pox on the commute. I'm on a hunt for curves and corners when I drive the 718, and I want to be in control of the show. I could complain about the tricky shift into reverse: over to the left, hard, then up. But I won't. The 718 Spyder is utterly mesmerizing. It's one of those cars that showed me colors I hadn't seen before, by which I mean ushered into my brainpan some new mixtures of the physical, intellectual, emotional, and psychological realms that had previously been concealed. Top down and at speed, the car is a high-speed vision quest. The enlightenment it delivers is sadly ephemeral, but that just gives you excuse to strap in again and aim the nose back toward the open asphalt, with a mind freed to explore its corners thanks to stupendous German design and engineering. The Spyder is the only Porsche I've driven in some time that has added up to far more than its impressive specs. A recent batch of new 911s confirmed for me the genius of that machine and Porsche's commitment to making it ever better. The Cayenne SUV remains as brilliant as it was in the early 2000s, when it stunned the world with its greatness. I've even found some Panameras I could live with. But happiness, for me, is not now a warm puppy. Nor is it a walk on the wild side, nor a ride on a horse with no name. It's a Porsche Spyder. And I know where to find it.
Keeping your mail safe and secure from thieves is an important safety feature that you should use at your home today.Thieves like to prey on people's mailboxes, especially those that are unlocked, so they can steal personal information and use it to steal their victims' identities and bank accounts.Preventing mail theft should be at the top of your home safety checklist so that your personal documents, which contain your Social Security number and other information so that thieves cannot ruin your life.The best way to prevent mail theft from happening is by purchasing a locking mailbox.Secure mailboxes allow people to have peace of mind when they are on vacation.Going on vacation with an unlocking Mailbox Locks at home can invite thieves to your front door.When people know you are not home for a prolonged time they can gain access to your mailbox if it is unlocked.Your mail will pile up during your vacation, with plenty of documents in the pile that have your personal information.If you go on vacation and you do not have a locking security mailbox, ask your neighbors to collect your mail each day or visit the post office and place a stop on your mail until you return home.Both of these options help prevent thieves from stealing your personal information from documents such as wills, trusts, stock options, checks, bank statements, and other items.It is possible to have a locking mailbox without purchasing a brand new mailbox.
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The growth sectors of the Door Intercom Market Share are identified with precision for a better growth perspective.The global door intercom market is expected to reach USD 3,663.6 million by 2025 at a CAGR of 9.63% during the forecast period.Market Research Future (MRFR), in its report, envelops segmentations and drivers to provide a better glimpse of the market in the coming years.Door intercom systems are available in a range of ordinal and Wi-Fi systems that allow users to see, hear, and talk with the visitor at the door conveniently prior to allowing access to the premises.However, high cost of door intercom systems expected to hamper the market growth during the forecast period.Competitive AnalysisThe key players of the global door intercom market are Aiphone Corporation (Japan), Guangdong Anjubao Digital Technology Co., Ltd (China), Panasonic Corporation (Japan), Fujian Aurine Technology Co., Ltd. (China), COMMAX (South Korea), Samsung Electronics Co., Ltd (South Korea), Legrand SA (France), Shenzhen Soben (China), Honeywell International, Inc. (US), Kocom Co., Ltd. (South Korea), Schneider Electric SE (France), Dahua Technology Co., Ltd (China), ABB Group (Switzerland), Fermax (Spain), TCS AG (Germany).In February 2019, Schneider Electric announced APC NetBotz, a monitoring and management system.The major features of this product include integrated surveillance, sensing, and badge access control, new high definition, low-light cameras, video clip capture, and native support for wireless sensors.In December 2017, Dahua Technology Co., Ltd launched its first battery-powered, Wi-Fi video doorbell – DB10, which supports up to a five-month service period in a single charge and can be fully charged in 3.5 hours, enabling the user to spend as little time and attention on maintenance as possible.Segmental AnalysisThe global door intercom market has been segmented based on product, application, and region.The components required to build a wired intercom system are microphone cables, footswitches, mic stands, and magnetic loop detectors.
Many companies are deciding to give employees more permanent remote work options even after the pandemic ends, which requires having a consistent culture whether employees are in an office or distributed.  Michael Pryor, the cofounder and head of Trello, which Atlassian acquired in 2017, has been managing a team that's 80% remote for the last nine years, and offers advice for how to make it work.  He says executives need focus on three things: Being deliberate about the tools their employees use, setting clear guidelines for how those tools should be used, and making sure those rules establish a culture of trust within the company.  Click here to read more BI Prime stories.  As the coronavirus pandemic has shown that companies can be successful even when all employees are remote, many businesses are rethinking the future of work. Tech companies like Slack, Box, Facebook, and Twitter are among those planning to offer more permanent remote work options for employees even after the crisis ends.  Many executives are envisioning a future with both office workers and remote workers, which gives employees more flexibility. However, that system may also require a culture shift within the company to make sure that all employees have a level playing field. Michael Pryor, the cofounder and head of Trello, which Atlassian acquired in 2017, has been managing a team that's 80% remote for the last nine years. He says executives need to do three things when managing a distributed team: Be deliberate about the tools their employees use, set guidelines for how those tools should be used, and make sure those rules establish a culture of trust within the company.  "The future is now — it was like the pandemic just said, 'Everyone just got pushed into this new reality,'" Pryor told Business Insider. "I think that what people are realizing is that the tools have gotten so good and that there's a lot of benefits from people being flexible about how they're engaged."  Choosing tools that enable "asynchronous" work and setting guidelines for using them Choosing tools that allow people to collaborate while not needing to be in the same time zone or in the same office is key, Pryor said. That includes communication tools like Slack, Zoom, and Microsoft Teams, cloud based file sharing like Dropbox, and project management tools like his own Trello.  However, just having the tools isn't enough. Managers have to set guidelines for expected employee behavior and how each tool should be used. For example, setting best-practices for when people can expect to reach others on Slack, so people can maintain a work-life balance, or establishing rules for what types of communication is meant for email versus chat apps versus video chat.  "Those rituals that we used to have that happened in place in physical offices, you need to create similar things that accomplish the same goals, but now using digital tools," Pryor said. For example, Pryor's team uses both Slack and Trello for communicating and keeping track of work. If a question needs an answer ASAP, employees are supposed to use Slack, while using public channels rather than direct messages as much as possible. That keeps the discussion available for people in different time zones. However, if a message isn't urgent, employees are supposed to use Trello, to avoid overcrowding in Slack while ensuring the message is publicly logged.  He also suggests using a video chat tool that can record and transcribe a meeting, so it can be shared with those who couldn't join. Features like that help keep everyone informed and isn't a heavy-lift for those planning the meetings.  Replicating in-person practices with online tools to establish trust Equally as important is making sure to establish trust between employees. "[The] number one indicator of how a team can be effective is trust," Pryor said. In an office setting, trust is established via in-person communication, so companies moving to a distributed work model have to replicate that using digital tools, he said.  One step Trello takes is using non-verbal signals to indicate when you're available or busy. For example, if you walk past someone's office and the door is closed, you know they're busy. To get the same effect in a distributed environment, Pryor's employees set 'do not disturb' statuses in Slack to indicate when they're not available.  Additionally, employees should all feel like they have the same access and space within a company. So, if one person dials in on a video call, everyone else should dial in that way too, regardless of if they're in an office or not.  Another example is using tools to track progress for recurring one-on-one meetings between managers and their direct reports. Trello uses its own tool for this, but others also work. The goal is to have an agenda and set specific goals and deadlines, and document those so it can be a record for when performance reviews come up. It also makes sure managers are evaluating office employees and remote employees on the same criteria. "As a manager, it's not my space, it's a shared space between me and my employee," Pryor said. "And so we're putting things in there together. It's a collaborative meeting in order to grow people's careers" A big trust building factor that gets lost in a distributed environment is the casual conversation with coworkers. To make up for that, after virtual all hands meetings using Zoom, Trello employees get placed in breakout rooms to chat with coworkers they may or may not know.  "In this digital environment," Pryor said, "We had to figure out a way for people across the company to meet each other."  Got a tip? Contact this reporter via email at [email protected] or Signal at 925-364-4258. (PR pitches by email only, please.) You can also contact Business Insider securely via SecureDrop.SEE ALSO: Slack is laying the foundation for a new type of job, following in the footsteps of customers like IBM and Verizon who created dedicated roles to manage their use of the work chat app Join the conversation about this story » NOW WATCH: Why Pikes Peak is the most dangerous racetrack in America
The global Garage Door Replacement Parts market was valued at $XX million in 2018, and Radiant Insights, Inc analysts predict the global market size will reach $XX million by the end of 2028, growing at a CAGR of XX% between 2018 and 2028.This report provides detailed historical analysis of global market for Garage Door Replacement Parts from 2013-2018, and provides extensive market forecasts from 2019-2028 by region/country and subsectors.It covers the sales volume, price, revenue, gross margin, historical growth and future perspectives in the Garage Door Replacement Parts market.Download Free Sample Report @ players of Garage Door Replacement Parts including:• Chamberlain Group• Overhead Door• Novoferm• Amarr• SOMMER• LiftLogix• Prime-Line• Koala Canada• Dalian Seaside• Skylink• FORESEE• Teckentrup• Marantec• Dalian Master Door• Industrial Spring• Came S.p.A.• Steel-Craft• Garaga• SWR Group• ADH GuardianMarket split by Type, can be divided into:• Metal Parts• Electromechanical PartsMarket split by Application, can be divided into:• Residential• CommercialMarket split by Sales Channel, can be divided into:• Direct Channel• Distribution ChannelMarket segment by Region/Country including:• North America (United States, Canada and Mexico)• Europe (Germany, UK, France, Italy, Russia and Spain etc.)• Asia-Pacific (China, Japan, Korea, India, Australia and Southeast Asia etc.)• Middle East & Africa (South Africa, Egypt, Nigeria and Saudi Arabia etc.)Browse Full Research Report with TOC @ of ContentsChapter 1 Garage Door Replacement Parts Market Overview1.1 Garage Door Replacement Parts Definition1.2 Global Garage Door Replacement Parts Market Size Status and Outlook (2013-2028)1.3 Global Garage Door Replacement Parts Market Size Comparison by Region (2013-2028)1.4 Global Garage Door Replacement Parts Market Size Comparison by Type (2013-2028)1.5 Global Garage Door Replacement Parts Market Size Comparison by Application (2013-2028)1.6 Global Garage Door Replacement Parts Market Size Comparison by Sales Channel (2013-2028)1.7 Garage Door Replacement Parts Market Dynamics1.7.1 Market Drivers/Opportunities1.7.2 Market Challenges/Risks1.7.3 Market News (Mergers/Acquisitions/ Expansion)Chapter 2 Garage Door Replacement Parts Market Segment Analysis by Player2.1 Global Garage Door Replacement Parts Sales and Market Share by Player (2016-2018)2.2 Global Garage Door Replacement Parts Revenue and Market Share by Player (2016-2018)2.3 Global Garage Door Replacement Parts Average Price by Player (2016-2018)2.4 Players Competition Situation & Trends2.5 Conclusion of Segment by PlayerChapter 3 Garage Door Replacement Parts Market Segment Analysis by Type3.1 Global Garage Door Replacement Parts Market by Type3.1.1 Metal Parts3.1.2 Electromechanical Parts3.2 Global Garage Door Replacement Parts Sales and Market Share by Type (2013-2018)3.3 Global Garage Door Replacement Parts Revenue and Market Share by Type (2013-2018)3.4 Global Garage Door Replacement Parts Average Price by Type (2013-2018)3.5 Leading Players of Garage Door Replacement Parts by Type in 20183.6 Conclusion of Segment by TypeChapter 4 Garage Door Replacement Parts Market Segment Analysis by Application4.1 Global Garage Door Replacement Parts Market by Application4.1.1 Residential4.1.2 Commercial4.2 Global Garage Door Replacement Parts Sales and Market Share by Application (2013-2018)4.3 Leading Consumers of Garage Door Replacement Parts by Application in 20184.4 Conclusion of Segment by ApplicationChapter 5 Garage Door Replacement Parts Market Segment Analysis by Sales Channel5.1 Global Garage Door Replacement Parts Market by Sales Channel5.1.1 Direct Channel5.1.2 Distribution Channel5.2 Global Garage Door Replacement Parts Sales and Market Share by Sales Channel (2013-2018)5.3 Leading Distributors/Dealers of Garage Door Replacement Parts by Sales Channel in 20185.4 Conclusion of Segment by Sales ChannelContinued ………Read all Reports of this category @ Radiant InsightsRadiant Insights is a platform for companies looking to meet their market research and business intelligence requirements.It assists and facilitates organizations and individuals procure market research reports, helping them in the decisions making process.