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There is nothing like a crisis to clarify the mind. In suddenly volatile and different times, you must have a strategy. I don't mean most of the things people call strategy—mission statements, audacious goals, three- to five-year budget plans. I mean a real strategy.
For many managers, the word has become a verbal tic. Business lingo has transformed marketing into marketing strategy, data processing into IT strategy, acquisitions into growth strategy. Cut prices and you have a low-price strategy. Equating strategy with success, audacity, or ambition creates still more confusion. A lot of people label anything that bears the CEO's signature as strategic—a definition based on the decider's pay grade, not the decision.
By strategy, I mean a cohesive response to a challenge. A real strategy is neither a document nor a forecast but rather an overall approach based on a diagnosis of a challenge. The most important element of a strategy is a coherent viewpoint about the forces at work, not a plan.
The past year's events have been surprising but not novel. Historically, land bubbles, easy credit, and high leverage often make a dangerous mixture. Real-estate debt triggered the first US depression, in 1819. A land mortgage boom was directly behind the 1873–77 crisis: innovative forms of mortgage lending in Europe and the United States generated an unsustainable boom in land prices, and a four-year global depression followed their collapse and the accompanying credit crunch. Another credit crunch, this one triggered by the failure of traded railroad notes, led to the Long Depression of 1893–97. Japan's 1995–2004 "lost decade" followed a period of high leverage and wildly inflated land values brought to an end by a financial crash.
Leverage lies at the heart of such stories. Archimedes said, "Give me a lever long enough and a fulcrum strong enough, and I will move the world." He didn't add that it would take a lever many light years long to move the Earth by the width of an atom, and if the Earth twitched, the kickback from the lever would fling him far and fast. The current crisis is about kickback from leverage in two places: households and financial services. Without leverage, downturns would be disappointments, but mortgages would not be foreclosed nor companies bankrupt. Leverage spreads the pain in ever-widening waves.
The way these dynamics played out is well known. US household debt started rising in the early 1980s, and its growth accelerated in 2001 (Exhibit 1). Leverage among Wall Street's five largest broker–dealers (Goldman Sachs, Merrill Lynch, Lehman Brothers, Bear Stearns, and Morgan Stanley) rose dramatically after 2004, when the US Securities and Exchange Commission exempted these firms from the long-standing 12-to-1 leverage ratio limit and let them regulate themselves. From 1990 to 2007, the whole financial-services sector expanded 2.5 times faster than overall GDP, and its profits rose from their 1947–96 average of 0.75 percent of GDP to 2.5 percent in 2007. Then falling home prices led to an unanticipated rise in foreclosure rates and a drop in the value of certain mortgage-backed securities. That decline quickly undid highly leveraged financial firms, whose failure spread loss and uncertainty throughout the system. US consumer spending continued at a high level through the first half of 2008 but by the third quarter had dropped at a 3.1 percent annualized rate. A recession—potentially a deep one—had arrived.
US household debt started rising in the early 1980s, and its growth accelerated in 2001.
Discerning the significance of these events is harder than recounting them. I think we are looking at a structural break with the past—a phrase from econometrics, where it denotes the moment in time-series data when trends and the patterns of associations among variables change.
A corporate crisis is often a sign that the company's business model has petered out—that the industry's underlying structure has changed dramatically, so old ways of doing business no longer work. In the 1990s, for instance, IBM's basic model of layering options and peripherals atop an integrated line of mainframe computers began to fail. Demand for computing was up, but IBM's way of providing it was down. Likewise, newspapers are now in crisis as the Internet grabs their readers and ads. Demand for information and analysis is increasing, but traditional publishing vehicles have difficulty making money from it.
The same principle applies to the economy as a whole. In most of the recessions of the past 40 years, demand caught up with capacity and growth returned in 10 to 18 months. This recession feels different because it is hard to imagine the full-steam reexpansion of financial services or a rapid turnaround in housing. Beyond these two hot spots, there seem to be unsustainable trends in commodity prices, oil imports, the nation's trade balance, the state of our schools, and large entitlement promises. Already, the idea that the United States can grow by borrowing money from China to finance consumption at home has begun to seem implausible. We know in our bones that the future will be different. When the business model of part or all of the economy shifts in this way, we can speak of a structural break.
Such a break often means hard times. Adjustment is neither easy nor quick. Difficult and volatile conditions wipe out some organizations—yet others prosper because they understand how to exploit the fact that old patterns vanish and new ones emerge. The first order of the day is to survive any downturns in the real economy (see sidebar, "Hard times survival guide"), but the second is to benefit from these new patterns. A structural break is the very best time to be a strategist, for at the moment of change old sources of competitive advantage weaken and new sources appear. Afterward, upstarts can leap ahead of seemingly entrenched players.
Hard times survival guide
If you can't survive hard times, sell out early. Once you are in financial distress, you will have no bargaining power at all.
In hard times, save the core at the expense of the periphery. When times improve, recapture the periphery if it is still worthwhile.
Any stable source of good profits—any competitive advantage—attracts overhead, clutter, and cross-subsidies in good times. You can survive this kind of waste in such times. In hard times you can't and must cut it.
If hard times have a good side, it's the pressure to cut expenses and find new efficiencies. Cuts and changes that raised interpersonal hackles in good times can be made in hard ones.
Use hard times to concentrate on and strengthen your competitive advantage. If you are confused about this concept, hard times will clarify it. Competitive advantage has two branches, both growing from the same root. You have a competitive advantage when you can take business away from another company at a profit and when your cash costs of doing business are low enough that you can survive in hard times.
Take advantage of hard times to buy the assets of distressed competitors at bargain-basement prices. The best assets are competitive advantages unwisely encumbered with debt and clutter.
In hard times, many suppliers are willing to renegotiate terms. Don't be shy.
In hard times, your buyers will want better terms. They might settle for rapid, reliable payments.
Focus on the employees and communities you will keep through the hard times. Good relations with people you have retained and helped will be repaid many times over when the good times return.
In several industry sectors, the most recent structural break occurred in the 1980s, with the development of microprocessors, which led to much cheaper computing, personal and desktop computers, and the rise of a new kind of software industry. Those innovations begat the Internet and electronic commerce. More important for strategists, the break shifted the nature of competitive advantage dramatically. In 1985, for example, a telecom-equipment company needed sufficient scale to serve at least two of the three main continents—North America, Europe, and Asia—and skill at coordinating thousands of development engineers, manufacturing engineers, and workers. By 1995, firmware had become the primary source of advantage. Cisco Systems came out of nowhere to dominate its whole industry segment by deploying what at first was about 100,000 lines of elegant code written by a small team of talented people. That structural break allowed Silicon Valley's small-team culture to overtake Japan's advantages in industrial engineering and in managing a large, disciplined workforce. This shift in the logic of advantage changed the wealth of nations.
Structural breaks render obsolete many existing patterns of behavior, yet they point the way forward for some companies and at times even for whole economies. The Long Depression of 1893–97 marked the end of the railroad boom, for example, and the start of the transition to an economy based on sophisticated consumer goods. Milton Hershey built his early chocolate brand and distribution advantages in the middle of those hard times. General Electric was a product of the same period, for the structural break also marked the rise of a new economy based on electricity.
Although the 1930s were very hard times for the United States, not every industry or business declined. As the economy shifted massively from capital goods to consumer goods, some industries—such as steel, rubber, coal, glass, railroads, and building—suffered greatly, but consumer brands such as Kellogg's hit their stride. Campgrounds and motels blossomed along highways. Airline passenger traffic grew robustly. Entertainment surged with the growth of the radio and movie industries, and of their audience, during the Golden Age of Hollywood.
Likewise, during the decade from 1996 to 2005, overall consumer spending remained fairly flat in Japan. Still, the economy rotated into new things. The country, for example, has more than 200 brands of soft drinks, and each of Seven-Eleven Japan's small convenience stores carries more than 50 at any time. About 70 percent of these brands vanish each year and are replaced by new ones.
Many aspects of such structural changes will depend upon the government's policy response. Today, nuclear power, infrastructure repair, and fiber to the home are already on the list of possible stimuli for the economy. In examining such business opportunities, it's important to recognize that competition for government funds is fierce. Nonetheless, the state can provide first-mover advantages in new growth areas. During Franklin Roosevelt's New Deal, for example, the federal government vastly expanded its record keeping. Since it needed something better than handwritten or typed notes, it turned to IBM's new-fangled punch card system. In the growth industry of aviation, Boeing lost its airline business as a result of the Air Mail Act of 1934 but also built substantial advantages by performing well on key military contracts.
The wrong way forward in a structural break during hard times is to try more of the same. The break and the hard times are sure indications that an old pattern has already been pushed to its limits and is destroying value. As an example of such a pattern, consider the financial sector's compensation incentives. Decades of careful research shows no evidence that anything but luck explains why some fund managers outperform others. Yet fund and even pension fund managers who supposedly outperform get huge pay and bonuses. Incentives are good in principle, but did Bear Stearns get competent risk management in return for the $4.4 billion bonus pool it distributed in 2006? Does any organization have to give its CEO a $40 million bonus to secure his services? If you pay people enough money to make any future payment beside the point, don't be surprised when they take vast long-term risks for short-term wins. In almost any pattern, overshooting produces negative returns.
Another pattern that may generate diminished or negative returns is the baffling complexity of our business and management systems. The financial-services industry is a poster child for the costs of this kind of complexity, as well. Calls to regulate such complex systems are misguided—regulators can't comprehend them if their creators don't. The best regulators can do in this case is to ban certain kinds of behavior.
Complexity also manifests itself in the soaring volume of e-mail. Philip Su, a Windows Vista software engineering manager, reports that the intensity of coordination on this project created "a phenomenon by which process engenders further process, eventually becoming a self-sustaining buzz."1 1. See Philip Su, "The world as best as I remember it," blogs.msdn.com/philipsu. We have all experienced this unanticipated side effect of apparently cheap communications. Unfortunately, lowering the cost of sending a message dramatically increases the amount of messaging. E-mail to a group of coworkers triggers immediate responses, the group of respondents expands, and responses proliferate like neutrons in a critical mass of plutonium. Messages are requests to do something, change something, or look at something. All that has a high cost. It was in the 1980s, as computing became a necessary part of the paraphernalia of management, that the percentage of pretax expenses accounted for by selling, general, and administrative costs (SG&A) began to accelerate (Exhibit 2).
Administration costs began to grow in the 1980s as computing became an essential tool.
In part, this rising administrative intensity shows the increasing importance of knowledge-based workers and the outsourcing of manual labor. It also reflects a more intense commitment to very complex systems comprising individual parts whose productivity is almost impossible to measure. Despite the claims of IT, marketing, and human resources that their programs generate strong returns on investment, corporations are betting on a whole approach to business, not on any one element. The risk is that in hard times, the system becomes the problem.
Consider an analogy. When oil is cheap and plentiful, we create a vast infrastructure that works well if oil remains cheap and plentiful. When it becomes expensive, we wish we had a different infrastructure. Similarly, when economic opportunities abound, we invest in a management infrastructure that harvests them very well. When the field of opportunities becomes less verdant, we must change our management infrastructure. A system that requires companies to spend at least $300,000 a year in wages, benefits, support personnel, and systems to enable one educated person to do his or her job could be unsustainable in a less luxuriant world.2 2. As a baseline, US elementary and secondary educational systems spend about $250,000 a year on each class of average size (23 students). Another interesting data point: the US military spends $350,000 to $700,000 a year, depending on whose figures you believe, to put one soldier on the ground in Iraq.
It's hard to fix infrastructure when times are good and demand is growing. From 1993 to 1995, I served as director of INSEAD's Corporate Renewal Initiative, which studied and worked with companies trying to become more competitive. As business turned up in 1996, the interests of these companies flipped, as if by a switch, from reengineering to growth.
In the years since, most companies have indeed grown. They have also spent money on increasingly complex overhead structures to address the diversity of products and geographies and the demands of employees and governments. Now, in hard times, scope and variety will be cut, but costs won't automatically follow. The costs of managing scope and variety have been baked into the infrastructure—IT systems, sourcing systems, and processes for designing and marketing new products.
So during structural breaks in hard times, cutting costs isn't enough. Things have to be done differently, and on two levels: reducing the complexity of corporate structures and transforming business models. At the corporate level, the first commandment is to simplify and simplify again. Since companies must become more modular and diverse, eliminate coordinating committees, review boards, and other mechanisms connecting businesses, products, or geographies. The aim of these cuts is to provide lean central and support services that don't require business units to spend time and energy coordinating their activities. Break larger units into smaller ones to reveal cross-subsidies and to break political blockades. You may think that coordination costs will rise if you fragment the business, but you must do so to expose what ought to be streamlined.
Then start reforming individual businesses. There is a large and useful body of knowledge about how to go about doing so, and this is not the place to reprise it. In general terms, the first task is to understand how a business has survived, competed, and made money in the past. Don't settle for PowerPoint bar charts and graphs. If the business is too complex to comprehend, break it into comprehensible parts. Once you gain this critical understanding, you can start the work of reshaping. There is no magic formula. Reforming a business always takes insight and imagination.
In ordinary hard times, the traditional moves are reducing fixed costs, scope, and variety. But in hard times accompanied by structural breaks, you must rethink the way you manage. Companies that survive and go on to prosper look beyond costs to the detailed structure of managerial work. Several new issues come to the forefront:
How much extra work results from the way incentive and evaluation systems relentlessly pressure managers to look busy and outperform one another?
Which information flows can you omit? Information that doesn't inform value-creating decisions is a wasteful distraction.
Which decisions and judgments can you standardize as policy rather than make in costly meetings and communications?
How can you work with customers, suppliers, and the government to simplify their processes so that you can simplify yours?
Recessions are neither good for the economy nor morally uplifting. But since we are diving into a period of neck-snapping change, we had better start the process of reformation before it's too late.
Richard Rumelt is the Harry and Elsa Kunin professor of business and society at the Anderson School of Management, University of California at Los Angeles.
November 2005—The world's biggest companies are learning to manage complexity. more
June 2002—Uncertainty and rising levels of risk make it impossible for companies to determine the future. But a portfolio-of-initiatives approach to strategy can help ensure that companies take full advantage of their best opportunities without taking unnecessary risks.more
June 2000—The traditional approach to strategy requires precise predictions and thus often leads executives to underestimate uncertainty. This can be downright dangerous. A four-level framework can help.more
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It was announced at the intel-gfx mailing list and on Eugeni's blog, which is aggregated at planet.freedesktop.org. You have an interesting definition of "quietly", I must say
Also, how exactly is not winning that bid "costing" Nvidia money, can anyone explain the logic of that to me? Does Nvidia now need to pay large sums of money because they didn't get the bid or something? Because *that* would mean "costing them money".

subset: commoncrawl


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Game Consoles
Game Console Buying Guide
Console gaming has been around for a long time, many, many year...
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Game Console Buying Guide
Console gaming has been around for a long time, many, many years in fact, I can remember back to playing this little console with two knobs that attached your TV that played Pong essentially or a variation thereof. The Graphics were abysmal compared to todays consoles, with their full colors and high-definition capabilities, of course newer consoles came out and along the way I got those as well, so I've been playing games for many, many years on consoles and PCs.
Consoles are great for gaming and the technology has come to the point where the games are extremely realistic and it feels almost as if you're in the game, it's very easy to get lost for hours while playing. Consoles today have the ability to access the internet as well for many things, but mainly for online game play which allows us to compete against real players across the world through our consoles. It allows us to chat with them and interact as if they were right there in the room with us. It creates an online community of people that just get together to have fun and enjoy themselves.
When it comes to consoles though you've got quite a few choices out there for not only the actual console style but the hand held versions as well. It can get a bit confusing when you're thinking of purchasing one, many people in fact own several of them or even all that are on the market. The main reason to own several consoles is the exclusivity of games, some consoles will get a specific game and others never will get that game, so if you want to play all of the latest games on the market today you've got to own different consoles or game systems.
You won't find many reviews of actual console systems out there, there are a few, but they're usually published when the consoles first come out. You will however find numerous reviews for games for the various gaming systems and reviews for their accessories as well, you'll see those popping up all of the time.
Personally if I was looking to purchase a console today I would look at the features and the games that are available for it, the games are the main reason to buy a console of course, and depending on your favorite games that's most likely the console you'll purchase. Some consoles are specific to certain games, or series of games, like Mario, he's only on Nintendo, so if you're a fan of the Mario series you won't want to buy and Xbox. Of course though many games are cross-platform, meaning that they are available on all of the console systems and oftentimes you can find the same games on the handhelds as well.
Compatibility is another issue you may want to take into account, if you already own a console most times your old games will play on the newer version of that console as well. So if you own a Playstation 2 then you might want to buy the Playstation 3 instead of an Xbox360 so you can still play your old games on the newer system, of course the Xbox360 works the same way as well. I have heard though that not all PS2 titles are 100% compatible with the PS3, and there's also rumor that it won't get fixed any time soon.
With the latest generation of consoles on the scene, the prices of last generation ones have dropped drastically so you can pick them up very cheaply and many companies are still making games for them as well. With the new generation of consoles here, you'll also find a flood of used consoles and their games as well on the market so used versions of last generation consoles can be had very cheaply as well.
If you've got younger children in the house you might want to consider a console that is easier to use for them and more child friendly, the Nintendo Wii has become a favorite for children with it's motion sensing controllers. The Wii is great for the first time gamer, and is a very family friendly console system, but it's graphics are sub-par compared to the PS3 and Xbox360.
The Playstation 3 is a gamer console, as is the Xbox360, and they're both more for teens and adults, but the PS3 comes equipped with a Blu-Ray player while the Xbox360 does not. Many people opt for the PS3 just because of that reason alone, professionals have said that the Blu-Ray player built into the PS3 is one of the best on the market today. So if you purchase the PS3 you not only get an advanced gaming system but the ability to play high definition Blu-Ray discs as well on your television. The downside of course to the PS3 is the price, it's more expensive that the other consoles out there today and it's larger in size than them as well.
With the consoles you can also get different versions of them, each with their own features and storage capacities, like with the Xbox you can get Standard, Arcade or Elite versions, and the PS3 has it's own versions as well.
If you're thinking of getting a handheld console so you can take your gaming with you you've really only got three choices today, unless you buy something older, the Sony PSP, Gameboy Micro, and the Nintendo DS/Lite. The PSP is a much more powerful unit and features more functionality than the DS, but it costs more. That added cost gives you the ability to watch movies The Gameboy Micro is really just a smaller Gameboy Advanced and can play all of the same games.
For handheld consoles you've also got the choice of accessories, there are many companies out there today making cases, add-ons and lots of other things to use with these portable consoles. Also Nintendos DS and Wii can communicate with each other as can the Sony Playstation and PSP, so if you already own one of those consoles that might be a deciding factor in you purchase.
Well of course you could go retro as well if you want to relive your childhood, many of the older systems and their games are still available out there today for purchase, with some companies even making special editions like the Atari Flashback which is an upgraded, smaller version of the original Atari containing many popular game titles.


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People with Last Names of Rachar |
USA-People-Search > People Directory > R > Rachar > Page 1 |
Were you searching for someone with the last name Rachar? If you inspect our results below, there are many people with the last name Rachar. You can narrow down your people search by choosing the link that contains the first name of the person you are looking to find. Once you do click through you will be presented with a list of people with the last name Rachar that match the first name you are looking for. You will also be able to locate other information like age, known locations, and possible relatives that can help you locate the right person. If you can supply further details about the person you are looking for, such as their last known address or phone number, you can key that in the search box above and refine your results. This is a quick way to find the Rachar you are looking for if you happen to know a lot about them. |


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Danger Crafts PDFs
FILTERDanger Crafts is the brainchild of Rebecca Danger: pug wrangler, thing maker, witty commentator, compulsive crafter extraordinaire. You'll enjoy knitting any of her cute monsters or critters. But once you start, it's hard to stop with just one.
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Ally L. Burke is an artist ne'er-do-well and English major currently residing in a backwoods borough somewhere in the southeast. She enjoys tea, death lore, and weird bits of history.
Title: The Sunlight of the Future Artist: Ally Burke
Made-to-order Giclee fine art reproductions on canvas featuring the original artwork of today's hottest tattoo artists.
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A recent human study has found that tart cherry juice blend (TCJB) had beneficial effects on exercising muscle. The objective was to determine if TCJB can lessen exercise-induced muscle damage in horses, as measured by serum enzymatic markers.
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Pippin star Terrence Mann does a spot-on impression of a kids' cereal mascot and reveals what outfit he was rocking when he found out he was nominated for a Tony Award!
Lincoln Center Theater presents the Rodgers and Hammerstein classic The King and I, starring Kelli O'Hara and Ken Watanabe.
April 14, 2015Audiences flock to the longest-running American Broadway musical of all time night after night. Find out why!
January 4, 2015Spotlight On: Mamma Mia!
November 20, 2008A sneak peek of Amra Faye-Wright and Chicago's new Roxie, Brandy Norwood, doing the "Hot Honey Rag."
April 17, 2015The Lerner & Loewe classic Gigi is back on Broadway in a reinvented production starring Vanessa Hudgens (High School Musical).
April 10, 2015Get a glimpse of the brand-new revival of the 1940s classic musical comedy.
October 24, 2014Broadway.com catches up with Broadway newbie Tam Mutu, leading lady Kelli Barrett and the creators and cast of the new musical Doctor Zhivago on opening night.
April 23, 2015Opera superstar Renée Fleming, Jerry O'Connell, Douglas Sills, Anna Chlumsky and more celebrate the opening of Living on Love at Broadway's Longacre Theatre.
April 21, 2015The bizarre and beautiful story of Hedwig, the East German transsexual rocker, fuels one of Broadway's most electrifying hit. Find out more!
February 3, 2015The name on everybody's lips is Brandy Norwood! Broadway.com catches up with the Grammy winner in rehearsal as she prepares to step into Roxie's heels in Chicago.
April 17, 2015Broadway.com heads downtown to the Public Theater for opening night of Lin-Manuel Miranda's new musical Hamilton about the life of Alexander Hamilton to talk to the creators and stars.
February 19, 2015Sierra Boggess films the special skills demonstrated by her It Shoulda Been You family, shows a day in the life of a bunny and chats with Norm Lewis.
April 14, 2015


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8:15 am
Mon November 21, 2011
Top Stories: No Debt Deal Likely; Suspect Arrested In Alleged NYC Bomb Plot
By Mark Memmott
Originally published on Mon November 21, 2011 8:23 am
Good morning.
Our early headlines:
-- Superfailure Looks Likely; Then What?.
-- Death Toll Rising In Cairo After Crackdown In Tahrir Square.
-- UC Davis Pepper-Spraying: Police Chief Put On Leave, Chancellor To Speak.
-- Seattle Mariners Outfielder Halman Stabbed To Death, Brother Arrested.
Other stories making headlines:
-- Suspect Arrested In Alleged New York City Bomb Plot. (NPR staff and wires)
-- Saif al-Islam Gadhafi Captured In Libya. (Al-Jazerra)
-- "Stock Futures Fall." (Bloomberg News)
-- "Fears After Spain Election" Pull Markets Down. (BBC News)
-- "Taliban, Pakistan Said To Have Started Peace Talks." (Reuters)
Copyright 2013 NPR. To see more, visit http://www.npr.org/.


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2 bobby pins (basic black here)
2 hair ties (my favorite no-snag kind here)
Aww the bun looks so cute. Definitely gotta try when it gets humid outside. Whenever I have a bad hair day I usually wear a cute hat, pin my bangs back and tie my hair into a high pony hair, or just tie it up in a bun with some pieces hanging down. I curl them so they look less messy and more elegant.
ReplyDeletewhen I have a bad hair day I usually do some kind of side braid and pin the rest of the hair back, as I got some layers in it. If I feel like it's really bad hair day them just a messy ponytail will do for me, as it keeps the hair away from the face (so it doesn't get more greasier) and the messes up appearance don't make it look too flat. Try ir out it's really nice in the summer. :)
ReplyDeleteYou are a doll! I think you can pretty much pull off any look that you want to! I do something similar when I don't feel like fixing my hair, but I have to leave my bangs down b/c i feel that my forehead kinda looks big when I put my hair up.
Your blog is becoming one of my favorites to read!
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New Zealand High Commission Pretoria, South Africa
High Commission services for New Zealanders
Help in an emergency
Staff at New Zealand embassies can help you in several ways if you get into difficulties overseas but there are some limitations. The Ministry of Foreign Affairs and Trade Safe Travel website has information about what the embassy staff can and cannot do to help.
Emergency Travel Documents
If your passport has been lost, stolen or damaged, and you need to travel urgently, an Embassy or High Commission may be able to issue an Emergency Travel Document (ETD). The Ministry of Foreign Affairs and Trade Safe Travel website has details of how and where to apply for an ETD and what documentation you will require.
Legal and Notarial Services
New Zealand representatives overseas can perform certain legal or notarial acts in accordance with the law of New Zealand eg. the taking of affidavits, affirmations and statutory declarations.
Of interest
United Nations Handbook
The UN Handbook is a comprehensive guide to the UN system and how it works. Read more
New Zealand wins Security Council seat
New Zealand has secured a place on the UN Security Council for 2015-16. Read the Prime Minister's media release
Registering your overseas travel made easier
New Zealanders travelling or living overseas, registering your travel online now made easier. Read more
Southern Africa File
Our quarterly newsletter which highlights the work of the New Zealand High Commission in Pretoria. Read more
The Christchurch Earthquake Appeal
News about how the donations are contributing to the rebuild, ways to donate and more.


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Featured News - Current News - Archived News - News Categories
A Wheatfield man who was wanted on felony animal cruelty charges after he allegedly threw a small dog to the floor got quite a shock this morning when county sheriff's patrols tased him.
Police were following 28-year-old Jason Evrard around midnight while he was biking on Errick Road.
When they asked Evrard to stop, he fled the scene, running into a backyard.
He was hit by the taser and yelled "I'm done, I'm done" while hitting the ground. Evrard was charged with resisting arrest.
The original warrant was filed after Evrard asked his grandmother if she wanted her dog to have a broken neck during a visit to her Walmore Road home. He then allegedly threw the dog to the floor, breaking its pelvis.


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Employing an ultra-lightweight and extremely collapsible design, Komperdell Carbon Expedition Vario 4 poles are built for backcountry and high-peak demands. A hybrid carbon and aluminum design provides reliability at a lower-than-average weight.
An excellent combination of durability and lightweight (17 oz/pair) construction, Komperdell C7 Titanal Carbon poles are well suited for alpine use, snowshoeing or year-round hiking.
Komperdell has been a leading manufacturer of telescopic poles since 1922. Through innovative technologies, Komperdell has built a reputation as a maker of high-quality poles.
Click here to visit the official Komperdell website. (Note: you will be leaving Backcountry Edge.)
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Bio-Ear For Ringing Ears
Help Diminish That Annoying Ringing In the Ears With Our Herbal Remedy For Tinnitus
Bio-Ear For Ringing Ears
Help Diminish That Annoying Ringing In the Ears With Our Herbal Remedy For Tinnitus
Designed to safely help reduce the buzzing and ringing in the ears—known as Tinnitus—this natural herbal remedy contains aloe vera for nourishing nerve endings and ginseng for stimulating blood flow so you can experience that inner peace and quiet you so desperately desire. Simply soak a cotton ball with the solution, and place it in your ears for 2-4 hours. Repeat as needed. 0.5 oz. bottle.
- All-natural herbal remedy helps reduce the buzzing in your ears
- Nourishes nerve endings and stimulates blood flow in the ear
- Buzzing and ringing in ears is often a condition called Tinnitus
- Get relief for Tinnitus so you can hear clearly again
Merchants at The Vermont Country Store search high and low for herbal remedies that really work, like Bio Ear which helps reduce that ringing in the ears. This herbal remedy helps diminish the buzzing in ears, known as Tinnitus.
Bio-Ear For Ringing Ears
Warning: For external use only. Keep out of reach of children. Do not use if safety seal is broken or missing.
Aloe vera gel in an alcohol base, (18-22%), Purified water,
bio-chelated extracts of the following highly concentrated herbs:
gentian root, bitter orange peel, dandelion root, myrrh gum,
senna leaves, rhubarb root, blessed thistle seed and Angelica root.
Shelf Life: 4 Years
Manufactured In: USA
Material - Country Of Origin: USA
What Our Customers Are Saying about Our Bio-Ear For Ringing Ears …
"Bio-Ear has worked for me for 6 years now. I use it at night and I can get to sleep. I have had ringing and crunching in my ears for 45 years; this is the only product that lessens the noise to a point where I can get to sleep. Nothing else has worked. Thanks." - Ray, Stillwater, NY
"I have been to three doctors and none of them have helped this "clicking sound" in my ear. Bio-Ear is the only thing that has worked for me to get some relief. Thank you for carrying this product. B. P., Ohio" - BLANCHE PENCE, SPRING VALLEY, OH
"I suffer from Meniere's Disease, and one of the symptoms is loud ringing in the ear. Bio-Ear gives me temporary relief, but believe me, the temporary silence is a big relief and is enough to help me get back to sleep." - Maria, St. Louis, MO
"Bio Ear has been a life saver for me. It has allowed me to get rest at night, which is well-needed. Sleep is essential for the healing process. It has allowed me to get back to the normalcy I have been awaiting since this ringing started. I have been suffering with this for now over eight months. I pray that, someday, some genius will find a cure for this annoying condition. Thanks, Bio Ear - life saver." - LaVerne Whitley, Mitchellville, MD