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Software Carpentry: lessons learned [version 1; referees: 3 approved]
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Greg Wilson
PUBLISHED 19 二月 2014
Mozilla Science Lab, Mountain View CA, 94041-2021, USA
REFEREE STATUS
This article is included in the Bioinformatics Education and Training Collection collection.

Abstract

Over the last 15 years, Software Carpentry has evolved from a week-long training course at the US National Laboratories into a worldwide volunteer effort to raise standards in scientific computing. This article explains what we have learned along the way, the challenges we now face, and our plans for the future.
Corresponding Author(s)
Greg Wilson ( Pictures Cheap Price Outlet Recommend sequinembellished mini dress Black Faith Connexion Best Place Cheap Online Cheap Prices Sp57RCDMj
)
Grant information: Software Carpentry is currently supported by a grant from the Sloan Foundation.
There is a newer version of this article available.

In January 2012, John Cook posted this to his widely-read blog 1 :

In a review of linear programming solvers from 1987 to 2002, Bob Bixby says that solvers benefited as much from algorithm improvements as from Moore’s law: “Three orders of magnitude in machine speed and three orders of magnitude in algorithmic speed add up to six orders of magnitude in solving power. A model that might have taken a year to solve 10 years ago can now solve in less than 30 seconds”.

A million-fold speed-up is impressive, but hardware and algorithms are only two sides of the iron triangle of programming. The third is programming itself, and while improvements to languages, tools, and practices have undoubtedly made software developers more productive since 1987, the speed-up is percentages rather than orders of magnitude. Setting aside the minority who do high-performance computing (HPC), the time it takes the “desktop majority” of scientists to produce a new computational result is increasingly dominated by how long it takes to write, test, debug, install, and maintain software.

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The steps of segmentation are Segment, Target, Position (abbreviated STP).

Segmentation involves the initial splitting up of consumers into persons of like needs/wants/tastes.

Four commonly used criteria are used for segmentation, which include:

Once a segment has been identified, a firm must ascertain whether the segment is beneficial for them to service.

The DAMP acronym (meaning Discernable, Accessible, Measurable and Profitable) are used as criteria to gauge the viability of a target market. The elements of DAMP are:

The next step in the targeting process is the level of differentiation involved in a segment serving. Three modes of differentiation exist, which are commonly applied by firms. These are:

Positioning concerns how to position a product in the minds of consumers and inform what attributes differentiate it from the competitor's products.

A firm often performs this by producing a perceptual map, which denotes similar products produced in the same industry according to how consumers perceive their price and quality. From a product's placing on the map, a firm would tailor its marketing communications to suit meld with the product's perception among consumers, and its position among competitors' offering.

See also: Integrated marketing communications , Marketing communications planning framework , and Promotion (marketing)

Marketing communications is an audience-centered activity designed to engage audiences and promote responses. It is defined by actions a firm takes to communicate with end-users, consumers, and external parties.

Marketing communications encompass four distinct subsets, which are:

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Short-term incentives to encourage buying of products:

An example is coupons or a sale. People are given an incentive to buy, but this does not build customer loyalty or encourage future repeat buys. A major drawback of sales promotion is that it is easily copied by competition. It cannot be used as a sustainable source of differentiation.

Public relations (or PR, as an acronym) is the use of media tools by a firm in order to promote goodwill from an organization to a target market segment, or other consumers of a firm's good/service. PR stems from the fact that a firm cannot seek to antagonize or inflame its market base, due to incurring a lessened demand for its good/service. Organizations undertake PR in order to assure consumers, and to forestall negative perceptions towards it.

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