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West Jordan, UT 84088
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Sycamores, West Jordan, UT (Sycamores, The Maples...)
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West Jordan, UT 84081
$759 - $1415
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The Oaks, West Jordan, UT (The Oaks, Bloomfield Farms...)
278 units | 1-3 Beds | 1-2 Baths
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West Jordan, UT 84084
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Dixie Valley, West Jordan, UT (Dixie Valley, Jordan Downs)
288 units | 1-3 Beds | 1-2 Baths
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Stone Creek, West Jordan, UT (Stone Creek, Bloomfield Farms...)
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Midvale, UT 84047
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Old Downtown West Jordan, Midvale, UT (Old Downtown West Jordan, Jordan Downs)
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Cherry Woods Estates, Sandy, UT (Cherry Woods Estates, Historic Sandy)
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Murray, UT 84107
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Located in Salt Lake County, West Jordan is a rapidly growing community near Salt Lake City. The quaint community sits on the southwest end of the Valley near the Jordan River. The city spans to the foothills of the Oquirrh Mountains to the west and the Wasatch Mountains to the east. West Jordan is the fourth largest city in Salt Lake County, strategically located near several major transportation outlets granting easy access to the Salt Lake International Airport, world-class resorts, numerous job opportunities and several post-secondary institutes. The unique balance of housing, commercial districts and industrial businesses have created a thriving community.
West Jordan apartments for rent offer the best of both worlds. The community isn't large enough for residents to experience the hustle and bustle of a major metropolis, but it still features all the modern amenities one could need. According to statistics from the U.S. Census Bureau, the population of West Jordan has drastically increased over the past two decades. In 1990, the population was more than 43,100, but today it boasts a community of more than 105,600 residents.
West Jordan was one of the earliest settlements in Utah after Salt Lake City was founded. The community's history began in 1849 when settlers began traveling to the Salt Lake Valley. The original unofficial area of West Jordan spanned most of the valley on the west side of the Jordan River. The first settlers to the area were the Marius Ensign, Thomas Butterfield, and Samuel Egbert families, followed soon by many more.
By 1872, a major multi-community effort was launched that built canals throughout the valley to provide water to allow the farming industry to prosper. The sugar beet history and production of Utah was centered in West Jordan because a large sugar factory was built.
When West Jordan was officially incorporated in 1941, its population was less than 2,000 people. Throughout the 1960s, the community grew quickly and was noted as one of the fastest-growing small communities in the United States.
Due to the close proximity to Salt Lake City, many residents travel there for work and post-secondary education. Students living in West Jordan apartments often attend school at Salt Lake Community College, Western Governors University, Westminster College or Utah Valley University.
In Salt Lake County, some of the largest employers include Intermountain Healthcare, the state of Utah, Brigham Young University, Hill Air Force Base and Convergys. Employees at the Hill Air Force Base take part in many operational and support missions with the Ogden Air Logistics Complex and serve as the host organization.
Living in West Jordan is reasonably priced considering the scenic community and close proximity to Salt Lake City. According to Best Places, the overall cost of living is 6 points higher than the national average, food is 7 points lower and utilities are 21 points lower. Similarly, the average cost of rentals in West Jordan is fairly average. According to statistics from the U.S. Census Bureau, the monthly median gross rent is $898.
The Mountain View Golf Course is one of the most beautiful courses in the area. Featuring views of the Wasatch Mountains from all over the course, Mountain View is a great place to spend an afternoon for any skill level. The 18-hole course has spacious fairways and greens, as well as a plentiful pro-shop and convenient cafe area.
There are also many historical landmarks all over West Jordan that make for a great family outing. The Bingham Canyon Mine and American West Heritage Centre are located just a short drive away.
Rent.com® can help you get settled in a West Jordan apartment. Look through our rental listings and find the perfect home for your needs.
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Laparoscopic hernia repair is similar to other laparoscopic procedures. General anesthesia is given, and a small cut (incision) is made in or just below the navel. The abdomen is inflated with air so that the surgeon can see the abdominal (belly) organs.
A thin, lighted scope called a laparoscope is inserted through the incision. The instruments to repair the hernia are inserted through other small incisions in the lower abdomen. Mesh is then placed over the defect to reinforce the belly wall.
There are many things to think about when deciding if you should have inguinal hernia repair surgery, such as whether your hernia is incarcerated or strangulated and whether you have other conditions that need to be addressed before hernia repair surgery is appropriate.
Most people who have laparoscopic hernia repair surgery are able to go home the same day. Recovery time is about 1 to 2 weeks.
You most likely can return to light activity after 1 to 2 weeks. Strenuous exercise should wait until after 4 weeks of recovery.
Studies have found that people have less pain after laparoscopic hernia repair than after open hernia surgery.
Surgical repair is recommended for inguinal hernias that are causing pain or other symptoms and for hernias that are incarcerated or strangulated. Surgery is always recommended for inguinal hernias in children.
Laparoscopic surgery repair may not be appropriate for people who:
Laparoscopic hernia repair usually is not done on children. But a laparoscope may be used during open hernia repairs in children to explore the opposite groin for a hernia. This can be done by inserting the laparoscope into the side that is being operated on and looking at the opposite side. If a hernia is present, the surgeon can repair both sides during the same operation.
The chance of a hernia coming back after laparoscopic surgery ranges from 1 to 10 out of 100 surgeries done. 1
Laparoscopic surgery has the following advantages over open hernia repair:
Some people may need special preparation before surgery to decrease the risk of complications. These are people who:
Risks of laparoscopic hernia repair include:
Laparoscopic hernia repair is different from open surgery in the following ways:
Laparoscopic repair of a hernia is more expensive than open surgery because of the higher cost of the slightly longer operating-room time and the cost of laparoscopic technology.
Complete the surgery information form (PDF) (What is a PDF document?) to help you prepare for this surgery.
Citations Harmon JW, Wolfgang CL (2007). Hernias of the groin and abdominal wall. In NH Fiebach et al., eds., Principles of Ambulatory Medicine, 7th ed., pp. 1673–1681. Philadelphia: Lippincott Williams and Wilkins.
Current as of: November 15, 2012
Author: Healthwise Staff
Medical Review: E. Gregory Thompson, MD - Internal Medicine & Kenneth Bark, MD - Surgery,
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Sailing into the Norwegian fjords, you find yourself in a landscape that very few places can offer. You sit on deck and glide through the majestic scenery, with steep cliffs towering over you on both sides. High above you, water and glaciers form beautiful waterfalls that dance down the almost vertical mountain sides.
Beneath you swims what could be dinner. You cast your line into the fjord and seabirds flap around the boat as you reel in the freshest of mackerel. On narrow rock ledges stand small, abandoned crofts, testament to the tough and lonely life lived here until recently.
There are small villages spread throughout this area, and the people here make the fjords easily accessible. When you jump off the boat at the end of a fjord, you are free to go on a guided glacier walk or mountain tour, or find your own way to restaurants serving local food. It might be the season for sheep's head.
Stretches of the fjord and mountain areas of the west coast of Norway are on UNESCO's list of World Heritage Sites. Bold colours and fresh air lead many to declare these areas among the most beautiful anywhere in the world.
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Trudeau Alto Electric Fondue Set Review
Food has always been about a communal experience. From the earliest times, dinnertime was always an event. Nowadays, hunting down the evening meal may not require much more than a trip to the supermarket, but that in no way makes our meals any less reliant on others. While unseen individuals may be responsible for getting our food to the table, our instinctual desire to share food is hard to ignore. With family, friends, and fondue, of course.
The Trudeau Alto Electric Fondue Set offers a convenient and modern way to enjoy a communal eating experience. The set is around $140, and features six color-coded dipping forks along with individual fork guides to keep them in place. The 1,500-watt machine features a variable temperature control and is designed to be filled with broth, chocolate, or cheese.
The 2.5-liter stainless steel pot rests on top of a heating base complete with breakaway power cord. Guests are meant to gather around serving themselves at their own pace, creating a relaxing atmosphere sure to be enjoyable for all. Best of all, with modern convenience on your side (not to mention no open flames), the hunt for ingredients requires nothing more than a nice, safe trip to the store.


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Home > Financial Information > Information
Awards and Assistantships
Vanderbilt University expends its awards and assistantship funds for the twin purposes of attracting superior students and providing assistance to the faculty in instruction and research.
Financial awards are available in several forms, with considerable variation from one program to another. Students wishing to be considered for financial awards administered by the Graduate School should check the appropriate box under "Plans for Graduate Study" on the Personal page of the online application and make certain that a complete application is received by January 15.
All fellowships and assistantships described below are awarded on the basis of academic merit and potential for scholarship.
Fee Structure
Tuition in the Graduate School will be charged at the rate of $1,782 per semester hour for the 2014/2015 academic year and is subject to change in the future.
Fees are as follows for 2014 - 2015:
- $422 - Activities and recreation fee
- $2,539 - Medical insurance
- $30 - One time transcript fee
Financial Aid Online
A number of internet sites provide important information about financial support. Mark Kantrowitz's FinAid website is perhaps the most comprehensive resource available in any format. It provides easy access to FastWeb, a searchable database of over 180,000 private sector scholarships, fellowships, grants, and loans in addition to links to a number of important resources. The Indiana College Aid Network links to scholarship and financial aid information sources, including Peterson's and Princeton Review sources, a minority fellowship database compiled at the University of Chicago, and a number of searchable databases that allow individuals to match fellowships, scholarships, and internships to their personal qualifications and needs. The Foundation Center Online offers extensive information ranging from assistance in locating possible funding, to copies of applications, to pointers in proposal writing.
In addition to these helpful links, Vanderbilt's Division of Sponsored Research provides links to possible funding sources. An important site for graduate students and recent graduates is COS, a searchable database of detailed information about thousands of federal and non-federal funding opportunities. The The Vanderbilt Library also provides links to information on financial aid and funding.
Loan Assistance
Loan assistance is available for graduate students in the form of subsidized and unsubsidized loans through the Federal Stafford Loan program, the Federal Perkins Loan program, and certain alternative/private loan programs. Eligibility for the Federal Subsidized Stafford Loan and the Federal Perkins Loan is based on financial need, but the Federal Unsubsidized Stafford Loan is available regardless of need. (However, students are required to complete the need-based application process before a Federal Unsubsidized Stafford Loan may be awarded.) Alternative/private loans are available from private sources that are not based on financial need. We recommend that students apply for federal loans first and then pursue additional sources of funding if necessary.
In order to be considered for the Federal Loan programs, students must complete the Free Application for Federal Student Aid (FAFSA). This may be done online.
Detailed information on eligibility criteria and application procedures may be obtained from the Office of Student Financial Aid, 2309 West End Avenue, Nashville, TN 37203-1725.
Other Sources of Support
Vanderbilt cannot offer financial awards to all qualified applicants. Prospective applicants are urged to apply for fellowships or grants from national, international, industrial or foundation sources. Information on such fellowships may be obtained through undergraduate financial aid or career counseling offices or from directories of funding sources, such as the Annual Register of Grant Support and The Grants Register, in university libraries.
Listed on the Office of Honor Fellowships Graduate Student page are some of the major non-University fellowships for which U.S. citizens or permanent residents may apply. These fellowships pay annual stipends in addition to a tuition allowance. Students who receive an award from Vanderbilt and from a non-University source may be permitted to hold both concurrently, although Vanderbilt may adjust its award accordingly.
Office of Honor Scholarships Graduate Students Information.
University Tuition Scholarships
Service-free awards that pay all or part of tuition costs. Maximum award value is currently $30,792 for the nine-month academic year.
The following four awards are normally supplemented by a full University Tuition Scholarship:
- University Fellowships
Service-free awards that provide stipends of up to $21,000 for the academic year. - Graduate Teaching Assistantships
Awards that provide stipends of up to $21,000 for the academic or calendar year to students who assist in supervised teaching of undergraduates. - Graduate Research Assistantships
Awards that provide stipends of up to $22,000 for the academic or calendar year. Students carry out thesis or dissertation research with support from a research grant. - Traineeships
Service-free awards that provide stipends of up to $23,000 for the calendar year to students who study full-time in certain areas of the sciences or engineering. - Teacher Training Awards.
A number of half-tuition, service-free University Tuition Scholarships are available to students pursuing the Master of Arts in Teaching degree. M.A.T. students may receive support as teaching assistants in certain programs.
Honor Fellowships
Several honor fellowships are awarded by the Graduate School to highly qualified students entering study for the Ph.D. or the master's degree, if that is the highest degree offered by the program. In order to be considered for these awards, an applicant's file must be complete by January 15.
Individual departments nominate applicants for these highly competitive awards, which are announced in early March. The honor fellowships listed below are in addition to a fellowship, assistantship, traineeship, or tuition award and are made for a period of five years for the Ph.D., two years for the master's.
- Harold Stirling Vanderbilt Graduate Scholarships: $6,000
- University Graduate Fellowships: $10,000
Provost's Graduate Fellowships
The Graduate School offers these fellowships to under-represented minority graduate students who intend to pursue the Ph.D. degree in preparation for an academic teaching career. Each award provides a $10,000 stipend awarded as a supplement to any other funding that is offered to the applicant and are made for a period of up to five years
Yellow Ribbon Program
Last updated: August 5, 2011
Vanderbilt University Graduate School statement on participation in the Yellow Ribbon Program, effective as of Fall 2011.
- As a participant in the Yellow Ribbon Program, the Graduate School of Vanderbilt University is committed to provide financial aid as necessary (specifically, in the form of tuition and fees) up to $6,000 per academic year to each post-9/11 eligible Veteran who is admitted and enrolls as a student in a degree program and who is determined by the VA to be eligible for the Yellow Ribbon Program. Students admitted to the Graduate School as special, non-degree students are not eligible for Yellow Ribbon financial aid from the Graduate School.
- All applicants admitted to the Graduate School are considered for merit-based financial aid as described in our Catalog and website. A large proportion of Vanderbilt's Graduate School students receive substantial funding from the University, in the form of stipends, tuition, and fees, or a combination thereof. In fact, it is exceptional for a student to be offered admission to full-time study in a Ph.D. program at Vanderbilt without a commitment of substantial aid from Vanderbilt University. In some instances, students admitted to master's degree programs in the Graduate School are also offered financial aid, but not as frequently or to the same extent as are Ph.D. students.
- The order of precedence for financial support using VA benefits is as follows: (a) any financial aid awarded by Vanderbilt for tuition and fees will be paid on behalf of the student in the form of a credit to the student's Vanderbilt account; (b) any balance remaining for tuition and fees after the Vanderbilt aid has been applied may be eligible for VA education benefits, as determined by the VA and in coordination with the Vanderbilt VA benefits administrator, up the VA annual limit of $17,500; (c) any balance remaining, after the above aid and benefits have been applied, may then be eligible for Yellow Ribbon benefits, subject to the conditions stated below.
- Any financial aid from Vanderbilt in the form of tuition and/or fees awarded to a Graduate School student who is eligible for the Yellow Ribbon program will count toward meeting Vanderbilt's Yellow Ribbon commitment under this policy. For an eligible veteran who has been awarded financial aid (tuition and/or fees) greater than or equal to $3,000 in either the fall or spring semester, the financial aid provided by Vanderbilt will be deemed to have fully satisfied the Yellow Ribbon obligation for that semester.
- The sum of Vanderbilt aid for tuition and fees, combined with veteran's benefits (basic benefits and Yellow Ribbon), cannot exceed the total cost of a student's tuition and fees.
- Where admitted applicants are awarded aid in amounts less than $6,000 per year, or who are awarded no aid, upon notification that the admitted student is eligible for the Yellow Ribbon benefit, the Graduate School will increase its award to equal one-half of the value of tuition for that semester, minus any VA benefits for tuition and fees, not to exceed a total of $3,000.
- This policy statement will appear on our Web site and will be included in materials sent to admitted applicants who are identified as veterans.
- Graduate School students who believe their financial aid from Vanderbilt has not been determined in a manner consistent with these guidelines, above, may appeal to the Graduate School Associate Dean for Academic Services.


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The economic rise of Asia has been much noted. But many have not realized that this is not just a story about the emerging giants, India and China. Countries that are a part of the Association of Southeast Asian Nations (ASEAN) are also an important contributor to Asia's growth.1 1. The Association of Southeast Asian Nations (ASEAN) includes ten countries: Brunei, Burma (Myanmar), Cambodia, Indonesia, Laos, Malaysia, the Philippines, Singapore, Thailand, and Vietnam. By 2009, this region already accounted for 9 percent of Asian wholesale banking revenues and 13 percent of capital markets and investment-banking (CMIB) revenues. To be sure, these are not dominant positions. But several key ASEAN economies will grow faster than the rest of Asia over the next five years. GDP growth in Vietnam (7 percent), Indonesia (6 percent), and Malaysia (5 percent) will be notably faster than in the established markets of Japan (2 percent) and Australia (3 percent).2 2. Global Insight, GDP growth, compound annual growth rate, 2009 to 2014.
Several forces are propelling ASEAN growth. Chief among these are the need for new roads, ports, and power plants, and governments' determination to expand capital markets. Evidence of both was seen in the announcement at the July 2010 ASEAN summit in Hanoi of a plan for road and rail development across the region. ASEAN's brightening star will likely attract yet more investment from global banking majors, many of which have already built formidable presences across the region. For local banks, an inflection point is at hand. As Asian companies expand into new regions and the largest go global, incumbent banks will need to redouble their efforts or risk losing a substantial share of their investment-banking franchise to the big international banks. We see five core capabilities that local banks must build, including the coverage model, account planning, research, cross-border capabilities, and the talent proposition.
A leading incumbent bank in India set out to build these five capabilities, with considerable success: among other achievements, average monthly fee income increased by 125 percent over baseline. Several ASEAN banks will probably achieve similar success, and that in turn will increase the pressure on foreign banks to respond. We see three likely responses for these global firms, including balancing their "footprint," capturing the midcorporate opportunity, and developing capabilities to deliver cross-cutting customer solutions.
McKinsey's Global Banking Profit Pools estimates 2009 revenues from CMIB in the ASEAN region at $7.4 billion.3 3. McKinsey's Global Banking Profit Pools uses extensive bottom-up data from multiple sources to determine yearly revenues. Forecasts are then made by using a combination of short-term economic and long-term econometric methodologies and by drawing on local insights from more than 150 experts. Notably, CMIB accounted for 28 percent of all wholesale banking revenues in ASEAN, compared with 19 percent for Asia as a whole. This greater reliance on capital markets is a sign of greater sophistication in ASEAN (Exhibit 1).
We focused our research on five of the biggest ASEAN banking sectors (Indonesia, Malaysia, Singapore, Thailand, and Vietnam). All except Vietnam have a higher proportion of CMIB revenues than would be indicated by their GDP per capita. This implies that for a given amount of capital, banks may enjoy greater revenues from CMIB products than from lending. Not surprisingly, the region has proved attractive to global banks that traditionally focus on fee-based businesses. Many of these foreign banks have already built leading franchises in several products and countries.
These banks also find the growth of CMIB in ASEAN attractive. The region is projected to grow faster than the rest of Asia in the key areas of equity and debt capital markets (ECM and DCM) and mergers and acquisitions (M&A) (Exhibit 2).
Skeptics would counter that, for all its attractions, "investment-banking in ASEAN" really means "investment-banking in Singapore." It is true that Singapore currently accounts for over two-thirds of total ASEAN CMIB revenues. However, the city-state's share is projected to decline to around 58 percent by 2014 as capital markets in other economies develop.
Similarly, at present, CMIB in ASEAN is heavily focused on sales and trading, which generates over 80 percent of revenues. Again, we expect to see a growing diversification. By 2014, sales and trading will account for 72 percent of revenues.
We see five major trends propelling growth in ASEAN and shaping the evolution of CMIB markets.
Infrastructure has been a big source of growth for much of Asia, including ASEAN, and that looks set to continue. For CMIB, that will mean healthy developments in debt capital markets and syndicated loans, as well as in structured fixed-income products designed to attract funding from overseas investors.
Sukuk in Malaysia and Indonesia
Recent years have seen a well-documented rise in the use of sukuk. These instruments replicate the cash flows of conventional bonds, without resorting to the payment of interest, which is forbidden under Islamic law (shariah). Sukuk are particularly well suited to infrastructure financing. Most sukuk structures, such as ijarah, require that issuers transfer the ownership of an underlying asset. Repayments are structured as rents for the use of the asset and can be linked to regular payment streams. This matches well with the cash flow profile of assets such as toll roads and power plants.
Among the countries that make up the Association of Southeast Asian Nations (ASEAN), Malaysia has led the way, issuing the first sovereign Islamic bond in 2001. Kuala Lumpur has now emerged as an Islamic financial center, driven in part by tax incentives that make sukuk much more attractive than bonds. Many Malaysian banks have taken advantage of new rules designed to support this new market. RHB Islamic Bank was one of the first, with the successful issuance in 2006 of an innovatively structured Islamic bond to finance the Mukah power plant project.
Indonesia is catching up quickly. The government has carried out extensive tax and legal reforms and issued its first sovereign sukuk in August 2008. Infrastructure companies that have already issued sukuk include Indosat and PLN. And this is sure to be only the beginning: as Indonesia is the largest Islamic nation in the world, it is only a matter of time before the market takes off. Singapore has also joined the fray in a big way; it recently played host to the 1.5 billion Singapore dollars of sukuk issuance by Khazanah Nasional Berhad. Indeed, in much of ASEAN, the outlook for sukuk is positive, due to continued government support, the need for project sponsors to tap Islamic sources of liquidity, and increased adoption by market intermediaries.
Over the next five years, the ASEAN region is expected to spend more than $350 billion on infrastructure. Indonesia, Thailand, and Vietnam will commit the biggest sums, while Singapore is expected to spend little. Indonesia will look to address a lack of quality roads, inadequate power supply, and a dearth of public transport. In 2009, the newly elected government announced that the total infrastructure spend needed between 2009 and 2014 will be around $140 billion. Much of this investment may be structured as sukuk, a bond-like instrument that conforms with Islamic law. (For more on sukuk, see sidebar "Sukuk in Malaysia and Indonesia.")
In Thailand, infrastructure spending has lagged in recent years. While GDP grew at over 8 percent between 1999 and 2008, infrastructure spending grew at only 3.6 percent. From 1999 to 2008, infrastructure spending as a share of GDP fell from over 9 percent to about 6 percent.
Like Indonesia, much of Vietnam currently lacks reliable electricity, quality roads, or seaports. Its infrastructure requirements are estimated at $70 billion to $80 billion over the next five to ten years. Today most of its infrastructure investment is funded by government debt. That is expected to change, as the government begins to seek investors to form public-private partnerships.
We see two thrusts by governments as they seek to strengthen capital markets in the ASEAN region. On one hand, developed-market governments are trying to create financial centers (as in Malaysia) or strengthen them (as in Singapore). While Singapore is succeeding in attracting hedge funds and private banking players, Malaysia seeks to become a global hub for innovation in Islamic finance through the Malaysia International Financial Centre (MIFC) in Kuala Lumpur.
On the other hand, governments in developing markets like Indonesia and Vietnam are taking initiatives to expand markets and improve trading and settlement infrastructure.
Vietnam currently has a growing primary bond market with mainly public-sector issuances, but a thin secondary market. The government is addressing this; first, it has established a specialized secondary state bond market where most government securities are now traded. It also intends to build a benchmark yield curve and to encourage the creation of credit-rating companies. Finally, it is also installing a securities depository and a new settlement system with support from the Asian Development Bank (ADB) and the World Bank.
In Indonesia, the government has also taken the assistance of the ADB, in the form of an ongoing technical-assistance program. The goal is to build deeper and more liquid capital markets, enhance market supervision, and improve regulatory resources and capacity.
As ASEAN companies continue to grow, they will be tempted to look outside their home markets for growth. Already, about 40 percent to 60 percent of ASEAN M&A is cross-border deals, and more than a third of these are within the region. As companies outgrow their markets and become comfortable with international expansion, investment banks will see increased opportunities in M&A advisory and acquisition financing. Three sectors that illustrate this trend well are financial services, telecom, and energy and natural resources.
In financial services, almost all the leading banks in Singapore and Malaysia have made regional forays to expand their presence in ASEAN. These banks have achieved varying degrees of success. Among the most successful is Malaysia's CIMB Group, which has gone through five transformational deals in four years, taking the bank into new markets in Thailand, Indonesia, and Singapore.
Several ASEAN telecommunications firms have adopted a similar growth strategy. SingTel, for instance, is now active in over 20 markets and has acquired strategic stakes in AIS in Thailand, Telkomsel in Indonesia, and Globe Telecom in Philippines.
In energy and natural resources, Indonesia in particular has seen significant M&A activity—about 130 transactions in the past eight years—originated by both domestic and overseas firms.
Forecasts of real GDP growth in ASEAN to 2050 suggest that most of the growth will come from Indonesia and Vietnam. As mentioned, these countries will benefit from government actions to improve capital markets and from the push to build new roads, power plants, and seaports. But there are other forces at work. Both countries will see broad-based economic reforms and strong growth in manufacturing. And both will benefit from a young and rapidly growing labor force as well as improved political stability.
CMIB revenues will mirror the growth in GDP. ECM in particular will prosper from a wave of local listings in both markets. In Vietnam, the government has already privatized several good-size state-owned enterprises (SOEs) and has announced plans to privatize some of the biggest, including AgriBank, Bao Viet Insurance, Vinatex, and Vietnam Airlines. Similarly, in Indonesia, following the successful listing of Bank Tabungan in 2009, the government has announced plans to divest stakes in some of the largest SOEs, including PT Krakatau Steel, Plantation Company PT Perkebunan Nusantara (PTPN) VII, and Garuda Indonesia.
M&A advisory will also benefit, as fragmented local industries are expected to consolidate. Indonesia has more than 120 banks, of which 4 are state owned. That's many more than in mature markets such as Australia and India. Vietnam is similarly overbanked. The State Bank of Vietnam has mandated that all banks in Vietnam must have capital of at least 3 trillion Vietnamese ng (about $150 million) by the end of 2010. Many of the smaller banks will likely be unable to raise the requisite capital, and a forced consolidation of the sector may result.
As ASEAN economies mature, capital markets are likely to see increased demand for more sophisticated products and services. As ASEAN companies grow, it is likely they will begin to tap into corporate bond markets and rely less on traditional bank borrowing, a path taken by maturing economies in the past. Banks will likely have incentives to help them do this, given the global regulatory push for bigger capital buffers and more liquidity. Southeast Asian companies are also likely to continue looking for customized currency and commodity hedges against price fluctuations.
Sales and trading businesses will also need more sophisticated products. As the ASEAN economies accumulate wealth, consumers will turn to life insurance and asset management. There is considerable room for these businesses to grow. The rise of insurance will create a kind of virtuous cycle, creating opportunity for institutional sales and trading firms that will be asked to deliver the kinds of sophisticated products (such as swaps, options, and other derivatives) that their counterparts in developed markets have sold for years.
Of course, all of Asia is expected to grow in affluence; assets under management of high-net-worth individuals are likely to rise to nearly $7.5 trillion by 2012. With interest rates low in Asia, as in the rest of the world, Asia's private banking and affluent retail customers are likely to seek ever higher returns along with portfolio diversification, and will aggressively pursue investments such as initial public offerings, structured equity-linked products, and alternative investments such as hedge funds. This infusion of new money into equity-linked instruments will push up sales and trading revenues.
In recent years, local and foreign banks have competed vigorously to position themselves for the coming opportunity. The current state of play of CMIB markets is shown in Exhibit 3.
Despite the opportunity, some local institutions seem to be ceding the advantage in many of these markets to others. These firms are at risk of missing out on the next big wave of growth in ASEAN capital markets. To avoid that fate, they can draw on the examples of their emerging-market peers (for example, Kotak in India and Itaú BBA in Brazil), which have leveraged their balance sheets to build dominant local investment-banking businesses. In our view, local commercial and corporate banks must take five actions to succeed in investment banking:
In our experience, banks use one of three approaches to client coverage, defined by the role of the person at the client interface. The relationship manager (RM) acts as the single point of contact with the client in the RM-led model, occasionally calling on product specialists for expertise. The RM establishes and manages the relationship with the client's CEO or CFO in the client-service-team-led model, an emerging trend. The RM then coordinates all account-related activities of the client service team, which consists mainly of product specialists. Team members establish links and coordinate activities with their client counterparts. Finally, in a product specialist model, senior bankers and product specialists establish coverage independently.
Within investment-banking teams and products, banks align the coverage model with their understanding of the various segments of their client base. The most commonly observed model is a segmentation based on size; the coverage model is then tailored for each tier of clients. An alternative choice we see in smaller investment-banking houses is an alignment of coverage teams to sectors. Here the proposition is the coverage teams' depth of product and sector understanding.
Wholesale banks choose the coverage model based on three criteria that reflect their stage of growth: the availability of sophisticated RMs and product specialists, the cost of coverage, and the feasibility of establishing coordination mechanisms among different product groups. There is no "right" model, and each player must tailor its coverage model based on its starting position, underlying market characteristics, growth aspirations, and manpower availability.
The three objectives of disciplined account planning are to ensure that the bank can increase client satisfaction through tailored offerings that address the client's needs, to improve the bank's profitability per client, and to increase the time spent by salespeople on selling to the right set of clients.
In investment-banking, we typically encounter six barriers that stand in the way of disciplined account planning. Three are behavioral problems: unwillingness on the part of RMs and other sales staff to commit time, a reluctance to share client-related information, and a bias against the current IT system and tools. Three problems have to do with poor processes: little understanding of the most and least profitable clients, a lack of clarity on roles and responsibilities in the client coverage team, and an absence of accountability and incentives.
A structured approach can be used to overcome these barriers and increase the effectiveness of account planning to maximize profitability per client, make salespeople more effective, and increase customer satisfaction.
The credibility and independence of the research function in investment banks was significantly tested during the dot-com shakeout in the first half of the decade. In response, a number of banks have worked hard to strengthen the independence of the research function and enhance transparency. Strong research capabilities are emerging as a critical success factor. Across markets, a strong position in league tables usually goes hand in hand with robust research capabilities.
Singapore: Strengthening a financial hub
As noted, most capital markets and invest-ment banking activity in the Association of Southeast Asian Nations (ASEAN) is found in Singapore; we estimate its share of 2009 revenues at 68 percent. Three factors account for Singapore's dominance.
First, Singapore has become a preferred location for "flow" businesses. It enjoys about 23 percent of global revenues from the rates business and about 10 percent of the global foreign-exchange revenue pool.
Second, it offers a stable regulatory environment and great ease of doing business. According to a World Bank report, "Overall, taking into account other factors including business licensing, taxes, credit, legal rights, and investor protection, Singapore has about the most business-friendly regulation in the world."
Finally, Singapore boasts a strong talent pool. By virtue of its liberal tax regime and its open-door policy for international talent, it has established one of the world's great talent bases.
All this has made Singapore a strong financial hub, and one that is quickly getting stronger. Recently, Singapore Exchange bid to acquire Australia's main exchange, ASX. Singapore has also made an effort to attract private banking boutiques and hedge funds, which view the city-state as a good base from which to tap growing affluence in Asia. Recent entrants include private banks Banque Heritage and BSI as well as the Swiss-based hedge fund RMF.
Where will Singapore go from here? The crisis has set in motion radical shifts in business models for global investment banks.1 1. See "New but not yet normal: Corporate and investment banking in transition," McKinsey on Corporate & Investment Banking, Number 10, Summer 2010. In response, Singapore is pursuing several initiatives, including a big push into central clearinghouses, in a bid to consolidate its position as a financial center while accelerating the development of the ASEAN region.
Banks can start by identifying how best to meet increasingly sophisticated customer requirements. Many customers are building in-house capabilities and have consequently moved away from traditional research products (for example, PDF reports distributed via e-mail, containing the latest information on specific stocks). They are increasingly demanding "research services"—such as conversations, meetings, or analyst-introduced access to management. In response, many global players are rethinking their approach to research. HSBC has dropped two of its research product offerings—its "buy, sell, hold" recommendations and maintenance research—while increasing its analyst head count to support more in-depth analysis and customer contact. Similarly, some banks have experimentally outsourced maintenance research to specialists, while keeping sector experts, quantitative analysts, and strategists in-house.
In building a research organization, banks need to consider the growing sophistication of most of their core customer segments: affluent/high net worth, domestic institutional investors, mass retail, and, of course, foreign institutional investors. Distinctive research capabilities for the right segment, as part of a full-service offering, can lead to an increased share in sales and trading as well as ECM. Similarly, ECM is linked to M&A advisory for large deals that need to be financed through capital market issuances.
As ASEAN companies expand internationally, local banks will need to think through how best to meet their needs. For a few banks, it may be best to focus exclusively on the domestic market. But many will decide to follow their clientele and build capabilities to serve them in their expansion.
Several local investment banks have built ties with global firms (for example, SCB Securities with Goldman Sachs and Phatra Securities with Merrill Lynch/Bank of America). The typical approach involves the local player using the partnership to build up capabilities over time, while the foreign partner accrues local market understanding and develops local relationships and brand equity. After time, when both parties have reaped the benefits of the alliance, it is often terminated and both partners go their separate ways, as Kotak and Goldman Sachs did in 2006.
An alternative approach is to establish alliances with local boutique firms with experience in cross-border deals. As an example, Avendus in India has partnered with Goetz Partners for India-Europe deals, while Kotak has an alliance with GCA Savvian for India-Japan deals. In the latter case, the alliance seeks to advise Indian and Japanese companies on cross-border mergers and acquisitions. Thus, clients of GCA Savvian in Japan can seek out acquisition targets in a high-growth market such as India with the help of local expert Kotak.
The people strategy—the bank's approach to compensation, its talent proposition, its recruitment model, and its retention practices—lies at the heart of building a successful investment bank. The current overhaul of regulations will have considerable impact on banks' compensation practices. Banks will need to decide on the right mix between current and deferred compensation, and, in performance measurement, between current financial metrics or longer-term health-related metrics.
Commercial banks looking to build an investment-banking business also have to tackle the particularly acute challenge of integrating radically different performance and incentive systems. While banks have tried several approaches, our experience suggests that an approach that builds on the principles of the "one firm" model is likely to be successful. At its core, this approach ties most incentives to the overall performance of the firm as opposed to purely individual performance and contribution. Implementing this model involves instilling a culture that encourages people to work toward building the firm.
In addition to creating the right performance culture, banks will also need to develop other elements of the people strategy by designing a clear employee value proposition, a recruitment model that balances lateral and fresh hires, and an effective retention strategy.
Foreign banks should not take their current dominance of many products and markets for granted. Western banks that want to secure and expand their share of the ASEAN opportunity should consider three core actions.
Several global players have opted for a centralized approach, addressing opportunities throughout ASEAN from their offices in money centers such as Singapore and Hong Kong. Others have started this way but have expanded their presence in select geographies such as Thailand and Malaysia through their wealth-management and brokering arms; still, they remain more or less centralized. These approaches have been adequate up to now, during a period when the vast majority of deals were originated by multinationals and large corporates, which naturally turn to the global majors, either from long-standing relationships or to tap their deep product expertise.
In coming years, however, the centralized approach might no longer work. We see two major trends that will weaken the effectiveness of banks that try to cover the region from a strong center. One is greater local competition. As ASEAN capital markets deepen, local players will expand their investment-banking capabilities, given the positive impact on return on equity. Second, as noted above, a broader base of corporations will start to seek investment-banking advice. Often these will be smaller companies with no history with the global banks. Local institutions with upgraded capabilities will be in prime position to capture a greater share of this business, given their scale of operations. As an example, in Russia, local firm Renaissance has nearly 150 bankers, while the bulge-bracket firms have on average only 20 to 30. By virtue of its broader and deeper coverage, Renaissance has been able to provide superior client service and claim a greater market share.
As ASEAN markets develop, a broader base of corporates will have investment-banking needs, and over time, they will form a larger portion of the fee pool. To capture an outsize share of these fees, foreign banks will have to do three things.
First, this segment has traditionally been served by local incumbents, which have typically held lending relationships and which now seek to build their own investment-banking capabilities. Foreign firms cannot easily replicate this approach: they do not have a natural "entry product," and so will need to invest in developing relationships over time. This will require a local presence.
Second, given the smaller deals and lower fees that these midsize companies will generate, many foreign banks will have to modify their cost structures if they are to generate attractive returns on equity.
Finally, foreign firms will have to find ways to inspire their bankers to work on midcorporate deals, likely by offering incentives to lure them away from the attractions of large deals. If this does not seem likely to work, firms should consider establishing a separate group, operating under a different set of economics, to cover this segment.
Local companies are likely to start asking for solutions that cut across wholesale funding and capital market products—for example, some companies are likely to need structured finance for infrastructure projects as well as sukuk. To deliver on these multifaceted needs, global firms should establish local-currency balance sheets to more effectively structure deals. Firms organized in product groups will need to develop mechanisms and incentives to link organizational "silos" (especially DCM, corporate banking, and Islamic banking) to create effective client solutions.
Throughout the ASEAN region, opportunities abound in capital markets and investment-banking. But banks will have to examine them carefully and consider the trends shaping their growth.
Reet Chaudhuri is a consultant in McKinsey's Singapore office, where Vinayak HV is an associate principal and Jean-Marc Poullet is a director. .
March 2011—Foreign investors are finding more open doors than in the past. But the way forward is far from clear. more
March 2011—Uday Kotak of Kotak Mahindra Group and Dato' Sri Nazir Razak of CIMB Group offer their perspectives on the changing landscape in Asia. more
March 2011—Now is the time to spot opportunities and risks in the coming boom.more
March 2011—Banks that serve midmarket and overseas companies will have opportunities to grow revenues and improve skills.more
March 2011—The right strategy is key to finding success in this growing market.more
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1. Oakland Athletics (61-37)
Yoenis Cespedes with another Home Run Derby victory. (Photo by Elsa/Getty Images)

A's reinstated outfielder Josh Reddick from the 15-day disabled list.
2. Los Angeles Angels of Anaheim (59-38)
Huston Street, if healthy, should give the Angels a super-deep bullpen. (Photo by Stephen Dunn/Getty Images)

Angels signed veteran catcher John Buck to a Minor League contract.
3. St. Louis Cardinals (54-44)
The Adam Wainwright controversy can finally go away. (Photo by Elsa/Getty Images)

Michael Wacha plans to increase his strength exercises over the next two weeks with the hope that he will be back in September.
4. Atlanta Braves (54-44)
Christian Bethancourt''s time in the majors has verified that 1) his arm is very strong and 2) his bat is going to limit his upside. (Photo by Jim McIsaac/Getty Images)

Braves informed Dan Uggla that he was being given his unconditional release during a Friday afternoon meeting.
5. Detroit Tigers (54-41)
The biggest second-half question for the Tigers isn't whether they'll win the division, but whether Justin Verlander can revert to his old ways. (Photo by Leon Halip/Getty Images)

Tigers had agreed to terms with 31 of their 40 draft selections..
(Photo by Leon Halip/Getty Images)
6. Los Angeles Dodgers (55-45)
For all the Clayton Kershaw talk, which is justified, Zack Greinke has been awfully good himself. (Photo by Dilip Vishwanat/Getty Images)

Dodgers activated starting pitcher Josh Beckett from the DL list.
7. Washington Nationals (53-43)
For as disappointing as the Nats' season feels at times, they're in a good position to reach the postseason. (Photo by Greg Fiume/Getty Images)

Ian Desmond tied a career high with five hits, including a two-run home runs against the Rockies.
8. Milwaukee Brewers (54-45)
You hope, for Jean Segura's sake, that baseball can help him cope with his horrible personal loss. (Photo by Mike McGinnis/Getty Images)

Matt Garza allowed five earned runs on five hits and two walks in just one-third of an inning in Saturday night's 8-3 loss to the Nationals.
9. Baltimore Orioles (53-43)
Dan Duquette has done a nice job the past few trade deadlines of acquiring role players. (Photo by Jim Rogash/Getty Images)

Orioles added pitcher Bud Norris from the Minor Leagues.
10. Seattle Mariners (52-46)
Credit to the Mariners: few expected them to hold a playoff spot at the break. (Photo by Stephen Dunn/Getty Images)

After a 5-hour, 10-minute game that went into 16 innings, the M's couldn't hold on and lost to the Angels 3-2.
11. San Francisco Giants (54-44)
You have to expect Brian Sabean to make a move at this point. (Photo by Ezra Shaw/Getty Images)

Giants sign Dan Uggla to a Minor League deal.
12. Pittsburgh Pirates (52-46)
Four teams in the NL Central entered the second half within three games of a playoff spot. Buckle up. (Photo by Justin K. Aller/Getty Images)

Tyler Glasnow, the Pirates' No. 2 prospect, threw six scoreless innings and struck out 11 batters in minor league ball.
13. Toronto Blue Jays (51-48)
Unfortunately, the injury bug seems to love Toronto. (Photo by Tom Szczerbowski/Getty Images)

Brad Mills, was claimed off waivers from the A's.
14. Cincinnati Reds (51-47)
The Reds have gotten back into the race, even without Joey Votto. (Photo by Joe Sargent/Getty Images)

Reds placed Logan Ondrusek on the 15-day disabled list on Tuesday because of a strained right shoulder.
15. Cleveland Indians (50-48)
Vinnie Pestano was once the closer-of-the-future, now he's having trouble sticking on the MLB roster. (Photo by Otto Greule Jr/Getty Images)

Indians second baseman Jason Kipnis was named the American League Player of the Week.
16. New York Yankees (50-47)
Now the realization that Derek Jeter is retiring can set in. (Photo by Al Bello/Getty Images)

Derek Jeter passed Lou Gehrig to take over the Yankees' all-time doubles lead with No. 535.
17. Tampa Bay Rays (47-53)
Ryan Hanigan just can't seem to stay healthy at this point. (Photo by Jim McIsaac/Getty Images)

Tampa Bay completed its sweep of Minnesota with a 5-3 win Sunday at Target Field.
18. Kansas City Royals (48-49)
Jason Frasor is a solid addition to the KC bullpen. (Photo by Rob Carr/Getty Images)

Royals continue with Lorenzo Cain in the leadoff spot and Nori Aoki in the ninth spot.
19. New York Mets (46-52)
Jacob deGrom has been a pleasant surprise for the Mets. (Photo by Jim McIsaac/Getty Images)

Jon Niese returns from the DL back into the starting rotation, which means Daisuke Matsuzaka is headed for the bullpen.
20. Chicago White Sox (47-52)
Jose Quintana continues to fly under the radar as one of the game's better non-ace left-handed starters. (Photo by Brian Kersey/Getty Images)

Jose Abreu was held out of Tuesday's lineup due to back stiffness.
21. Boston Red Sox (46-52)
If the Red Sox sell, expect Jonny Gomes, Andrew Miller, and others to draw interest. (Photo by Jim Rogash/Getty Images)

David Ortiz tied Hall of Famer Carl Yastrzemski for No. 36 on the all-time home run list with 452, then hit No. 453 for sole possession of 36th place.
22. Miami Marlins (45-52)
Even though the Marlins have slipped, Casey McGehee remains one of the better value signings from last winter. (Photo by Ralph Freso/Getty Images)

The Marlins recalled pitching prospect Anthony DeSclafani from Triple-A New Orleans and optioned infielder Ed Lucas back to the minors.
23. Minnesota Twins (44-53)
Nice job by the Minnesota crowd to recognize Justin Morneau. (Photo by Elsa/Getty Images)

Joe Mauer continued to take ground balls and he started swinging the bat over the weekend.
24. Philadelphia Phillies (43-55)
A reminder that Jonathan Papelbon still hasn't allowed a homer this season. (Photo by Scott Cunningham/Getty Images)

Chase Utley was selected as the Phillies' winner of the Heart and Hustle Award.
25. San Diego Padres (43-55)
The Padres received a nice package for Huston Street, including future second baseman Taylor Lindsey. (Photo by Kent C. Horner/Getty Images)

Padres traded third baseman Chase Headley to the Yankees for infielder Yangervis Solarte and right-handed pitching prospect Rafael De Paula.
26. Arizona Diamondbacks (43-56)
Trevor Cahill is back, but good results aren't guaranteed. (Photo by Christian Petersen/Getty Images)

Cody Ross is day to day with tightness in his right calf.
27. Colorado Rockies (40-58)
Remember when the Rockies were 22-14 and in first place? (Photo by Justin K. Aller/Getty Images)

Rockies announced they have placed infielder Troy Tulowitzki on the 15-day disabled list.
28. Chicago Cubs (40-57)
Don't be surprised if the Cubs make another trade or two before the deadline. (Photo by Christian Petersen/Getty Images)

Cubs designated 2012 Gold Glove second baseman Darwin Barney for assignment.
29. Houston Astros (41-58)
It doesn't seem like the Astros can go two weeks anymore without popping up in headlines for the wrong reasons. (Photo by Brian Kersey/Getty Images)

George Springer was scratched from the lineup over the weekend against the White Sox due to soreness in the quad and knee on his right leg.
30. Texas Rangers (39-59)
How bad are things in Texas? J.P. Arencibia, who couldn't hit enough to start at catcher, is now their first baseman. (Photo by Tom Szczerbowski/Getty Images)

Geovany Soto was placed back on the disabled list with a strained right groin muscle.


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Morgan Clare, featuring over 50 international designer labels in our online store. From the latest designer jeans by J Brand, Frame and Paigethrough fabulous Jackets from Belstaff, Barbour and Moncler to T shirts by Velvet and T by Alexander Wang.
For contemporary styling Theory features the finest tailored jackets and trousers or for boho-luxury chic you'll find Etoile by Isabel Marant. Peter Pilotto and Mary Katrantzou for individual statement dresses and tops. Check out quirky knitwear from 360 with their trademark attention to detail or pure cashmere from Queene & Belle. Whether you're looking to achieve the Holy Grail of fashion and bag the perfect pair of Koral designer jeans, or snap up a stylish Stella McCartney occasion dress, you're in the right place. And for accessories and designer bags Alexander Mcqueen, Stella or Alexander Wang , boots and shoes from Pedro Garcia, Acne and Lanvin to name but a few.
The best of international brands are just a click away!
Morgan Clare's reputation is built on our eye for style and passion for excellence. Starting as a small boutique in the beautiful spa town of Harrogate, our award winning designer store launched online in 2010, carrying the same inspired range online as in our now much expanded store. We pride ourselves on sourcing the latest designer collections not just from the established design houses but also from the most exciting up and coming designers around the world. Ever evolving to keep bringing you the designers you love.
Find grown up designer fashion including collections from Peter Pilotto, Isabel Marant, Stella McCartney and Joseph.Contemporary styling by Acne, Alexander Wang and Ba&sh. By Malene Birger and Vince for unique designer tops, dresses, cardigans and more. Uncover an edgier approach with an Alexander McQueen clutch bag. Or if you're desperate to get your hands on a Velvet t-shirt or you're mad for a Wang bag, simply browse online by the designer of your choice, including Theory, Etoile, J Brand, Paige, Moncler and Belstaff. As well as browsing by designer, you can also shop by garment and scroll through trousers,skirts, coats, jackets, knitwear or dresses by section or delve into our dedicated denim jean collection. Refine your search by shopping by dress size, colour and price. It couldn't be easier


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text:
To be tricked or swindled by another via intentional manipulation or deceptive practices.
I told my wife not to go car shopping without me but she didn't listen. As a result, the salesman bamboozled her into buying a car she doesn't need and can't afford.
από JayDub
1 Οκτώβριος 2004
18 more definitions
Top Definition
Fooled, conned. Often, one who is bamboozled becomes embarrassed.
I've been bamboozled; this sandwich contains the lettuce, ham, and mustard, all right, but the tomatoes are nowehre to be found! This is the last time I ever trade lunches with Brock...
από Diggity Monkeez
1 Φεβρουάριος 2005
the best board game in the world. it's currently not in production and no one knows how to play it, but it looked awesome on 'friends'.
"let's play 'bamboozled'!!"
από babom
20 Ιούνιος 2007
Getting silly, wasted, and in the process, epic pranks and shenanigans are guaranteed to occur.
Let's do shots, get Bamboozled, and scare the living shit out of unsuspecting people at the mall with our airhorn. Bahaha!
από inBlueParadise
18 Απρίλιος 2011
1. to deceive or get the better of (someone) by trickery, flattery, or the like; humbug; hoodwink (often fol. by into): They bamboozled us into joining the club.
2. to perplex; mystify.
–verb (used without object)
3. to practice trickery, deception, cozenage, or the like.
2. to perplex; mystify.
–verb (used without object)
3. to practice trickery, deception, cozenage, or the like.
He told me he was going to the club, thats the only reason I went, only to find out that I've been bamboozled!
από ktina marie
30 Μάρτιος 2009
To be confused or in a state of not not knowing.
She was Bamboozled when she saw the test scores.
από edbob
19 Ιούλιος 2009
Bamboozle can apply in several situations. Most commonly used to describe a state of confusion, astonishment, or embarrassment. You have usually been bamboozled if you have been tricked or taken advantage of.
Person A: Yo these coffees are mad fresh & tasty, but where's that 20 dollar bill you had a minute ago ?
Person B: Aw that bitch at the drive-thru took my 20 and didn't give me change ? I've been bamboozled !
Person B: Aw that bitch at the drive-thru took my 20 and didn't give me change ? I've been bamboozled !
από deasto
19 Αύγουστος 2009


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text:
Assessing Metropolitan's market timing: Experienced risk takers pulled it off
by Ted Carter Published: March 12,2012
Tags: Brandon Roberts, Canton Mississippi, Curt Gabardi, Hans Petit, Highland Colony, HORNE CPAs, Jackson Mississippi, Metropolitan Bank, Mississippi, Mississippi Business Journal, Premier Insights, Ridgeland Mississippi, The Township
It's not like founder Curt Gabardi and his Metropolitan Bank partners decided to sell popsicles in an ice storm. But starting a bank as the nation's financial sector verged on falling off a cliff? "Whether intentional or by chance, in a warped kind of way they probably picked the best time in the world to […] [...]


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Ozone Gaming Launches In-Ear Gaming Headset
Mon, May 06, 2013 - 10:55 AM
Ozone Gaming today launched a gaming in-ear headset call Oxygen; that will be available this month for 29.90€. It looks pretty sweet if you prefer this type of a headset.
- Dimensions:4×1.5mm
- Sensitivity: -42±3dB
- Directivity: Omnidirectional
- Impedance: 2.2KΩ
- Frequency: 100Hz~10Hz
- Driver Unit:11mm
- Frequency response: 20~20kHz
- Sensitivity: 116 ± 4dB
- Impedance: 24Ω
- Max. Input: 30mW
- Cable Length:120 cm
- Plug: 3.5 mm jack
- Net Weight: 15±2 gr
Oxygen is a high quality stereo In-ear Headset. The human ear hears sounds in stereo, and the brain uses the subtle differences in sounds entering the left and right ears to locate sounds. The Oxygen´s high technology really helps your brain to get every single detail of the game, music, films…etc. The secure protection case is really useful to get the new Oxygen In-ear Progaming Headset away from scuffs and scratches while still preserving all the device's functions. Go to lanpartys, go to play soccer, go wherever… Oxygen In-ear Progaming Headset are always in a safe place.
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San Diego Chargers Gear
San Diego Chargers Mens
San Diego Chargers Mens Mens
(439 items)
Product ID: 1076993
Main Content
Get in the game with the Mitchell & Ness Sharktooth snapback hat. This design features a ton of retro style, from the high-crown construction to the two-tone sharktooth flat embroidery. Your favorite NFL® team's logo is embroidered on the front, and an adjustable closure finishes off the back.
- 100% Wool
- Contrast-color details
- Embroidered NFL team logo
- Made in Bangladesh
- Officially licensed
- Snapback hat
- Two-tone "sharktooth" design
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or event. These are advanced sale items and will ship immediately after they are
received in our warehouse.
Manufacturer direct items are shipped directly from the manufacturer. These items
are not available for international or expedited shipping.
Customized items can be personalized with options such as your name, your favorite
number, and/or designs. Some options may be limited by league rules.


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VOLUME 15, NUMBER 27 THE COLDEST MONTH FEBRUARY 20, T987 Stream flow, reservoir levels debated; comments accepted until Feb. 27 The Reservation's fish and farmers all need water to survive. In years when there isn't enough of the wet stuff to go around - which will probably be the case in 1987, thanks to an exceptionally dry winter -- whose needs will be filled first? Can the resource be managed so all water users are satisfied? If so, how? Those were some of the questions on people's minds two weeks ago when the Bureau of Indian Affairs' proposed 1987 interim stream flow levels were discussed at a series of five public hearings. The hearings were a result of a court order prohibiting the BIA from implementing any water management The Bureau of Indian Affairs, as manager of the Reservation's irrigation division, has drafted an irrigation water allocation plan it proposes to begin implementing in mid-April. Using "the best data available", in the words of Wyman Babby, the Flathead Agency superintendent, the plan attempts to address the summer water needs of the Reservation's fisheries and irrigators. Interested individuals are strongly encouraged to read the proposal, which was released to the public Jan. 30, and submit written comments by 4:30 p.m., Friday, Feb. 27. (Copies of the plan are available from Jim Claar at the BIA in Pablo.) Send comments to: BIA Superintendent, Drawer A, Pablo, MT 59855. plan that doesn't consider the rights of all interested parties. The court order was itself a result of a lawsuit filed last summer by a group of non- Indian irrigators who said they weren't consulted when alleged harmful-to-farming minimum stream flows were proposed. BIA Flathead Agency superinten-. dent Wyman Babby conducted the hearings, which went beyond the usual procedures for public hearings. His introductory remarks were followed by technical presentations by irrigation and fisheries experts. An hour of off-the-record questioning-and-answering between individuals and a variety of BIA employees (from the local agency as well as from both the Portland and Billings area offices), was followed by on-the-record comments from a number of speakers. Reports from those who attended the Arlee, Charlo and St. Ignatius meetings say those meetings were lively and spirited, with non-Indian irrigators easily outnumbering Indians or pro-fisheries speakers. The Feb. 12 meeting in Pablo was less eventful (as was the Hot Springs gathering the following evening, according to sources). Testifying in behalf of Tribal interests was Tribal Council vice-chairman Ron Therriault. He first pointed out that the BIA hadn't drafted an interim water management plan, as it believes, but rather an interim in-stream flow plan. He said the Tribes supports the concept of a (Concludes on page two)
Object Description
Rating | |
Title | 1987-02-20 Char-Koosta News |
Creator | Confederated Salish and Kootenai Tribes of the Flathead Reservation. |
Subject | Salish Indians --Newspapers.; Kutenai Indians --Newspapers.; Pablo (Montana) --Newspapers.; Kootenai Indians |
Description | Council Chooses Consulting Company; Joint District Meeting Announced; Flathead Reservation Seems a Favorite With Foreign Visitors; Tribes Hire Two to Monitor Recreation Resources; Career Development Program Finished; BIA Social Services to Transfer Oct. 1; Suicide Races to be Televised; The Convention: How We Went, Why We Went, and What We Did; The Salish-Kootenai Summer Recreation Program; "The School is Like the Mountains....Fresh"; Unity & Water Rights; Ex-P.O.W. Vision Quest; The Future of Indian Studies; Social Security Protects You; How We Fared at the Democratic Convention; An Interview with Cecil Andrus; Salish Kootenai Community College News; Oklahoma Art Show Features Local Artist; Indian News Notes; "The Medicine Wheel" Explained; Indian Leader Shares Earth Astrology; Artifacts Discovered; Vanderburg Pow-Wow |
Publisher | Salish and Kootenai Tribes of the Flathead Indian Nation |
Date Original | 1980-09-15 |
Date Digital | 2007-01-31 |
Type | text |
Format | image/tiff |
Resource Identifier | Y54000255 |
Rights Management | Copyright (c) Salish and Kootenai Federated Tribes, all rights reserved. |
Contributing Institution | Salish Kootenai College |
Contributor | D'Arcy McNickle Library |
Source | CSKT PN 4883.J6 C4 |
Language | en |
Relation | Vol. 10, No. 10 |
Digitization Specifications | Digitized at the University of Montana Maureen and Mike Mansfield Library; Scanned as master TIFF using Bookeye 3 scanner at 400 ppi, 8 bit grayscale; Optical Character Recognition with Abbyy FineReader Corporate Edition; Derivatives created using Photoshop CS |
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