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2013 CATSPY Awards Presented
April 22, 2013
LEXINGTON, Ky. – University of Kentucky Athletics presented 24 honors at the 11th annual CATSPY Awards, held Monday at Memorial Coliseum to recognize athletic and academic performance during the 2012-13 year. With co-winners in some categories, a total of four teams and 18 individuals were recognized.
Gymnastics and Rifle were named Team of the Year for their achievements. The gymnastics team posted the program's highest-ever NCAA Regional team score with a 195.575. Competing in the nation's top gymnastics conference, Kentucky finished the Southeastern Conference schedule with three wins, the most in school history, highlighted by a home-opening victory over then-No. 9 Arkansas. UK also beat then-No. 13 Auburn twice, and tied then-No. 6 Georgia at home. The rifle team posted its second consecutive national runner-up finish, while claiming a Great America Rifle Conference regular season championship and a second-place finish at the GARC Championships. The season also included a record-setting win over Army, a match in which Kentucky broke the program records for total aggregate score, aggregate smallbore, individual aggregate score and individual smallbore.
The Mr. and Miss Wildcat Awards are given for all-around excellence in athletics, academics, character and service. Luis Orta (cross country/track) won the Mr. Wildcat award for the second consecutive year, while Chelsea Oswald (cross country/track), won the Miss Wildcat award.
The Female Athlete of the Year was awarded to Cally Macumber, who finished sixth at NCAA Cross Country Nationals, fewer than 15 seconds behind the race winner. She became just the ninth woman to be named All-American in program history. She also became the first woman in UK history to record a sub-20 minute 6K with her performance at Nationals. Macumber was the highest NCAA finisher for the Wildcat women since Valerie McGovern was the national runner-up in 1989.
The Male Athlete of the Year was awarded to Greg Ferrucci, who had garnered multiple SEC Diver of the Week honors as well as being named SEC All-Second Team. After claiming both the 1-meter and 3-meter springboard titles at the Zone C Diving Championships, Ferrucci finished off the most impressive season in Kentucky diving history with nine individual event victories on the year.
The Academic Teams of the Year were men's cross country and women's tennis. The Scholar-Athletes of the Year were Ashley Frazier (volleyball) and Jon Keltner (swimming).
A complete list of awards is below:
Character Award
Community Service Award
Supporting Role
Female Scholar Athlete of the Year
Male Scholar Athlete of the Year
Female Academic Team of the Year
Male Academic Team of the Year
Female Rookie of the Year
Male Rookie of the Year
Female Performance of the Year
Male Performance of the Year
Scratch Award
Bill Keightley "Assist" Award
Blue Heart Award
Lifetime Achievement Award
Coach(es) of the Year
K-Association Female Athlete of the Year
K-Association Male Athlete of the Year
Teams of the Year
Miss Wildcat
Mr. Wildcat


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Is this even possible?
I've seen countless threads/articles/u name it, on how to get ur mac desktop to appear on your tv (i.e using your HDTV as a second or primary display from a mac source) which is fine. what i have yet to find is how to mirror your TV's image onto your mac (basically the reverse) is this even possible to do at all?
to clarify, im not asking because I want to play a movie and try ripping it or anything. I'm trying to find an alternative to recording gameplay from my PS3 to upload later onto YouTube that doesn't involve using things like dazzle or some weird elgato contraption. basically trying to find out if it's possible to mirror the tv image onto my desktop in it's own window so then I can use a screen video capture sw to save the movie to edit in iMovie after. can anyone help?
thx again for the help
MBP 15 Unibody/2.93 Intel/4GB/320HD
PS3 Slim 250
Samsung LNT4071 40 HDTV
Nope, you require some sort of video capture device (dazzle, pinnacle adapter, elgator, hdpvr, etc.) or some sort of video deck that will take an analog signal and convert it to a digital stream to be fed via firewire to capture in iMovie or FCE or FCP to be able to record a video stream on your Mac.
Other then that, there is no pre-existing video input on a Mac that you can just plug your PS3 into to make a recording - sorry :(
You'd be surprised how often this question is asked.
It is not possible on "any" computer, whether you're running OS X, Windows or Linux to capture video from a standard set top DVD player, TV, o-t-a broadcast signals, satellite or cable TV signals, or from any gaming device without a hardware video capture device such as the ElGato devices for the Mac. There are a couple of others out there and there are a great many for Windows. Sorry, but that's how it's done.
Take your macbook and place it in front of the TV facing the TV... Now position the screen of the macbook so the camera captures the TV image. In other words you use the mac's camera to capture the TV image like you were using a camcorder. It wont give you great results but it will allow you to capture game play. To maximize the quality... adjust the TV to bright setting, turn off the lights in the room, turn off the macbook's screen to eliminate reflections. and try to set your macbook so the camera is dead center of the TV and pointing straight at it.
Of course after reviewing the results you may find that a pesky thing like a capture card makes up for the difficulty in set-up with quality of image.
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Covers all the vital details of the latest version of Adobe's feature-packed video editing application.
Explore Premiere Pro's improved DVD publishing and new audio handling features, as well as its color correction and special effects options.
"IThis is a wonderful resource for me which I use almost daily in my personal education." —Virginia M.
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Jeanneau's Sun Odyssey line, from 30 to 50 feet, is adding two major new models this year, the Sun Odyssey 469 and the Sun Odyssey 41 DS, as part of Jeanneau's news global strategy. Admittedly, at the same time they are adding no less than seven new powerboat models to their range, significant in that the emerging markets is where it's all happening for them. But back to the sailing boats...
Jeanneau's new Sun Odyssey model for 2013 - the 469 sailing
Sun Odyssey 469, pictured above:
The newest addition to the Sun Odyssey line, the Sun Odyssey 469, benefits from the latest innovations and inherits the finest traits of this iconic line.
From the design cabinet of Philippe Briand, clean lines and an elongated hull with moderate freeboard give the Sun Odyssey 469 an extraordinary aesthetic value and performance.
Bathed in light, the interior affords the volume and comfort typically found on a 50-foot sailboat. Aboard the Sun Odyssey 469, you will find many principal attributes of her inspiration and 'big sister' model, the 509.
Length overall 14.05 m / 46'1'
Hull length 13.65 m / 44'9'
Hull beam 4.49 m / 14'8'
Light displacement 10809 kg / 23830 lbs
Standard keel draught 2.24 m / 7'4'
Fuel capacity 240 L / 63 GAL
Water capacity 615 L / 162 GAL
Cabins 3-4
Motor Yanmar 54 HP / 40 Kw
CE Category A10 / B11 / C14
Total standard sail area 105.5 m² / 1136 sq ft
Sun Odyssey 41DS:
Designed for relaxation and comfort, the Sun Odyssey 41DS also delivers the thrill of responsive sailing.
A spacious owner's cabin aft features a private head and shower compartment and plenty of storage for life on board, offering owners all the luxury of a 45-foot sailboat. Forward, a VIP guest cabin with private head compartment provides guests with the privacy and comfort of home.
Whether cruising, living aboard, or entertaining friends, you will find functional and aesthetic design in every detail.
Length overall 12.34 m / 40'5'
Hull length 11.98 m / 39'3'
Hull beam 3.99 m / 13'1'
Light displacement 7860 kg / 17328 lbs
Standard keel draught2.1 m / 6'10'
Fuel capacity 200 L / 53 GAL
Water capacity 330 L / 87 GAL
Cabins 2
Motor Yanmar 40 HP / 29Kw
CE Category A7/B8/C10 (in progress)
Total standard sail area66.7 m² / 718 sq ft
Check out all the details on both boats by going to http://www.jeanneau.com/sailboats.html


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Polymyalgia rheumatica (PMR) is an inflammatory disease of the muscles that causes pain and stiffness in the hip, neck, or shoulder area. The cause is unknown. But this disease is the result of the body's immune system reacting against itself. This is known as an autoimmune response.
Polymyalgia rheumatica usually begins after age 50. Pain and stiffness are usually worse in the morning. Depression and weight loss may also occur.
Polymyalgia rheumatica sometimes occurs along with a condition called giant cell arteritis (GCA), which causes symptoms such as headache, jaw pain, and loss of vision.
Polymyalgia rheumatica is usually treated with corticosteroid medicine. This disease usually responds to treatment, with symptoms decreasing in a few days. Medicine may be needed for 1 to 2 years or more to prevent symptoms from coming back.
|Healthwise Staff
|Primary Medical Reviewer
|Adam Husney, MD - Family Medicine
|Specialist Medical Reviewer
|Anne C. Poinier, MD - Internal Medicine
|Current as of
|April 10, 2013
WebMD Medical Reference from Healthwise


text: I usually just like to chill on my couch for all 6 hours or so of coverage on Sunday, but have been to a small gathering at friend's houses and on occasion been stuck at my wife's relatives one year when Easter was on Master's Sunday. Any way (ok, this is a stealth brag thread) we'll be in Hawaii and will have to endure at this bar at our hotel in Maui. Hopefully we can get there early enough to grab a seat.


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Yuba City Honda understands that buying a car can be fun, and we prove it when you build your Honda with us. Dream about your Honda; then come to us to make it happen.
Our build-and-price tool allows you to explore all the possibilities offered by the Honda you're shopping for. When you get everything just right, come to the Yuba City Honda expert financing department to find out about all the available financing options.
Civic, Accord, CR-V and Pilot for Yuba City and more - explore them all and then visit Yuba City Honda
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39.119692; -121.634377


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MU women to play SMU
DALLAS -- Conference USA leader SMU goes after its 10th consecutive women's basketball victory Sunday against Marshall University in Moody Coliseum.
SMU (17-4 season, 8-0 conference) is receiving votes in The Associated Press and USA TODAY Coaches polls. Marshall has a 7-14 season record and sits last in C-USA at 1-7.
It took three overtimes, but SMU extended its win streak to nine games Thursday at home with a 94-92 win over UTEP. Keena Mays made a jump shot from the lane with one second left. Mays netted 29 points and grabbed 13 rebounds.
The 5-foot-7 junior guard leads the Mustangs with a 20.6 scoring average.
Mays is a University of Kansas transfer who has played in just 13 games for the Mustangs and would be the C-USA leader in scoring and 3-point field goal percentage (43.0) if she met the minimum amount of games to be listed.
SMU senior guard Alisha Filmore and 6-foot junior forward Akil Simpson average 12.4 and 10.3 points respectively. Simpson pulls down 7.8 rebounds per game and Mays gets 6.2.
The Mustangs lead the conference with 70.6 points a game. Marshall is last in conference scoring (54.9).
UCF bottled up Marshall, 67-52, on Thursday in Orlando.
Shay Weaver of the Herd, the team leader with a 9.6 scoring average, had two points on 1-for-6 shooting. Chukwuka Ezeigbo, who averages 8.3 per game, scored four. Erica Woods led the Herd with 20 points, eight rebounds and four steals. Suporia Dickens added 15 points.
Marshall committed 25 turnovers in the loss.
Weaver is ranked second in the conference for 3-point baskets made per game with 2.4. Ezeigbo ranks second in field goal percentage at 52.6.
Ezeibgo leads Marshall with 6.3 rebounds a game.
The Herald-Dispatch welcomes your comments on this article, but please be civil. Avoid profanity, obscenity, personal attacks, accusations of criminal activity, name-calling or insults to the other posters. Herald-dispatch.com does not control or monitor comments as they are posted, but if you find a comment offensive or uncivil, hover your mouse over the comment and click the X that appears in the upper right of the comment. If you do not want your comment to post to your personal Facebook page, uncheck the box below the comment.


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Are Customer Loyalty Initiatives Worth the Investment?
What are the loyalty rules? Have managers been led too far afield with customer loyalty management programs?
Summing Up
This month's column presented two views of the importance of customer loyalty management, one challenging its feasibility and long-term impact (Michael Treacy, Double Digit Growth) and one concluding that it is one of the most important drivers of profitability and growth (Frederick Reichheld, The Loyalty Effect).
Instead of joining a debate, many respondents decried the misuse of the term "customer loyalty management" and superficial attempts to manage the phenomenon. In the view of Theresa Quintanilla, "It's a pity that 'loyalty' has become synonymous with gimmicks to let customers acquire points or miles or any loot unconnected to the product they are using . . . It's about customers and suppliers caring for each other's success." As Alan de Winter put it, "A consistently well-delivered product or service at good value goes much farther in retaining customers than programs that focus on retaining customers but add cost to the product or service."
Others tended to regard Treacy's and Reichheld's views as complementary. "I don't see a conflict," said Jack Flanagan. "The confusion or conflict occurs when we assume that a customer loyalty management initiative, in and of itself, will overcome basic shortfalls in product/service delivering in a competitive situation." Robin Clark pointed out that: "Neither view is completely right or wrong. I think that it would be wrong to base all your efforts on trying to keep customers loyal . . . However, a customer base high in 'loyals' is a good indicator that you're doing something right." In Scott Bailey's opinion, "It seems to me that the positions . . . are really not at odds with one another . . . Treacy is suggesting that firms focus not on the program, but on whether or not the program is providing significant value to the segment for which it is intended."
A third line of thought concerned the impact of rising customer expectations on loyalty initiatives. As Wendy Jameson said, "Loyalty initiatives have become the baseline standard. To compete with truly 'sticky' customer service, you're going to need to get creative . . ." Jim Coyle suggests that this may involve putting in place effective service recovery programs that "fix problems when they are brought forth."
Have we witnessed just the first phase of customer loyalty management initiatives? What directions should customer loyalty management take in the future? Is it really worth the money invested in it? What do you think?
Original Article
How many times have you heard that it costs several times more to attract a new customer than keep an existing one? Or that satisfied, loyal customers become more and more profitable over their lifetime as they purchase new products, updates on old ones, supplies, and services, all the while recruiting others to do the same? In fact, that customer loyalty is the single most important driver of growth and profitability? When several of us first began researching these relationships, findings such as these were news. Today we take them for granted.
Fred Reichheld, among others, has fashioned a career as a consultant around his work on loyalty, which then led to a best-selling book, The Loyalty Effect. He concludes that even though many customer loyalty initiatives are poorly thought out or implemented: 1) "Some customers are inherently predictable and loyal, no matter what company they're doing business with. They simply prefer stable, long-term relationships," and 2) "Consistently high [customer] retention can create a tremendous competitive advantage, boost employee morale, produce unexpected bonuses in productivity and growth, even reduce the cost of capital."
Now comes Michael Treacy, writing in his book, Double-Digit Growth, that we should "forget loyalty... The quest for loyal customers is largely wasted effort ... Companies that have committed to complicated schemes for customer loyalty management (such as Lexus, Staples, and American Airlines) don't have much to show for it... Consultants peddling customer lifetime value (LTV) analysis and loyalty segmentation schemes haven't fared much better." Instead, Treacy advises us to keep our eye on the goal of delivering product or service value as a means to retain our customer base rather than emphasizing loyalty schemes that utilize special incentives for existing customers to purchase again. To do this, we should make our services "sticky," tailor offerings to the needs of desired customers, detect and preempt customer defections through special deals, and "bond" with customers through an understanding of their needs for products, services, and brand affiliations.
Who or what should we believe? Have we, as managers, been led down the garden path of the efficacy of customer loyalty management efforts? Would we, in fact, be better off concentrating our efforts on other initiatives? Is Treacy exaggerating for the sake of impact when he concludes that we should forget loyalty because the customer who "never" switches products or brands is impossible to find? In fact, does he contradict himself when he talks, in the same book, about ways to detect and preempt customer defections with deals? What do your experiences tell you? What do you think?
- Anonymous
A reasonable effort matters. Loyalty is a two-way street, and if traffic stops in one direction, it stops in the other, as well.
- Jim Holcepl
- Eastern Regional Sales Manager, Elsevier Science and Technical Books
From a personal standpoint, I view airlines' loyalty programs differently from hotel chain's. The flying experience today has made me less inclined to want to cash in my rewards to put myself through an experience that I am required to participate in due to work-related travel. I would rather drive than get on another airplane! At one time I was very loyal to one particular airline; now it really does not matter. Just get me there safely and as on time as possible at the lowest fare. Not one airline stands above the others nowadays.
The hotel rewards are different. I favor a couple of chains as long as they price themselves well and within acceptable competitive rates. However, one chain just outdid itself in my mind. They sent me a letter informing me that I have been granted their highest member level for life. Not necessarily due to a high level of travel—I never could book that many nights per year—but because I have been loyal to them for twenty years. That is smart marketing! Where do you think I will try to stay on every trip I can from here on out?
- Pamela M.
- Accountant
I came to this country for work reasons from Chile five years ago. Chile is a small country but very well organized, with a well-managed economy. Now I live in New Jersey and nothing surprises me more than the loyalty of the American customer, even when some stores—supermarkets through department stores—are ugly, dark, and even dirty. American customers don't ask for much; they tolerate negligence from many companies and don't even complain about it. I still can't believe it. You should see or read about other countries and you'll be surprised at customer satisfaction.
- Neeta Tolani
- Consultant-Writer, CnK Management
Often the same product or service can be offered to numerous segments of the market, with each segment having its own reasons for using the product/service. In this kind of environment, it becomes important for companies to take a closer look at loyalty initiatives. The focus revolves around identifying segments that would best respond to the initiatives and whether the benefits from one segment can be passed on to the next. If the cascading effect does come into force, then perhaps the investment into such a program is justified.
- Vukile Gwele
- Business Design Consultant, Absa Bank, South Africa
During the post-industrial era we have witnessed a swing of the pendulum, with more products and services coming into the markets much faster than anyone would have imagined. This has presented customers (across the value chain) with a choice of what and what not to buy. It became a question of what to leave out and whom to leave out, with a remarkable shift in power.
Like any kind of investment, customer loyalty (return) is worth investing in, only if it can adequately compensate for the customer experience (risk) the company is exposed to. The challenge with customer experience is that it has shifted from being defined only by such tangibles as quality and price to mainly being defined by intangibles such as values, culture, attitude, etc. So to deflect the impact of negative customer experience or to influence and induce its positives, companies should invest at intangible and subtle levels by defining customer-centric processes and products with embedded values and culture identities.
In their various industries, companies are offering more of the same products at almost the same price through similar distribution channels, which erodes any competitive advantage. Even new inventions take a very short time before being copied and duplicated.
When properly implemented—with supportive capabilities, of course—customer-centrism is more than likely to bring back the competitive edge (customer loyalty) long-lost with differentiation by quality, price, and technology.
- Kesh Prasad
- (HBS MBA '69), Differential Web Solutions, Inc.
I believe that strongly worded generalizations on both sides of the fence are misleading. Opinions can dominate the empirical evidence. I have data on hotel brands to show that high satisfaction leads to repurchase intent, leading to willingness to recommend the brand to others, translating into better financial results in the hotel industry again and again. I am very skeptical about the validity of across-the-board generalizations where research data is referred to casually and in passing.
I'd like to debate this issue and would like to learn more about empirical evidence in different industries.
- Vincent Puterbaugh
- Realtor, Coldwell Banker Associates Realty
Whereas Frederick F. Reichheld and others have done a reasonably thorough job of evaluating business models with respect to customer retention versus costs incurred, he overlooks the impact that better value-driven business models bring to the marketplace. In a closed market (i.e., prescription medicines still under patents), customer retention is easier to maintain because of the limited number of options available to the consumer. In an open market environment (automobiles, office supplies, and airline travel), consumers are offered more choices and, obviously, price will be one of the variables considered.
Corporations and managers are going to have to come to grips with the reality that consumers are still driven by value and those companies that cannot compete on that basis at their current pricing strategies are not going to retain their clients. If these same companies actually deliver superior value, whether through price or service, they stand a decent chance of retaining their clients—at least until their competitors find a better way of communicating their value proposition to the consumer.
- Doug Hooton
- SVP, Walker Information
A key point in answering your question is how one defines customer loyalty management (CLM). The article talks about CLM as being about incentives and other affinity approaches to drive behavior. We define CLM as understanding the drivers of loyalty and aligning your strategies, processes and metrics to understand and improve your customer relationships and your business results. Michael Treacy is defining CLM as affinity and Fred Reichheld is talking about business intelligence. Comparing their arguments is an apples and oranges comparison.
- Anonymous
Customer loyalty can be measured for the most part by what is it costing the customer. With comparable services and costs, I am more comfortable with a service that I know and understand as well as the trustworthy contacts that I have made. If you price these services beyond what I am willing to pay or if a significantly lower-costing competitor comes along, I can only say, "It's been fun, ta-ta."
- Malek Ali (HBS MBA '95)
- Head- Mobile Content, Maxis Communications
If what a company means by a customer loyalty program means cheesy, me-too deals, points programs, or discounts, then they might as well bin it. The fundamentals must be there: a good product backed by a great service culture. Without these basics, give me all the customer loyalty programs you want, but I will still choose the competitors'.
But note the proviso of "great service culture." If a company always strives to put itself in the shoes of its customers, then it will always retain them, with or without that dastardly rewards program. I think the failure of loyalty programs is that the programs are reduced to a tactical marketing piece without the deeper conviction of having the customer's interests at heart.
Call me conciliatory, but I don't think there is a much ground of difference between Michael Treacy and Frederick F. Reichheld. To get customer loyalty you need a great product (Treacy) backed by great service (Reichheld).
- John Eager
- CEO, Multibuild Australia
Add-on schemes to reward loyalty are not as effective as simply talking to your customers regularly and listening to what they tell you. We have a ninety-day contact scheme where we contact every client by phone, or visit every three months or sooner. Eighty-five percent of our sales are repeat customers or referrals from existing customers. We do not use so-called reward programs.
- Ashish Dimri
A customer who is not scouting around for an alternative or comparing a product with that of your competitor does no service to the seller, since an important link in the competition system would be missing from such an attitude on the customer's part.
- Sharika Kaul
I think that organizations put more effort in building customer loyalty than in offering a product or service of true value.
It's funny how a company will offer you freebies worth X+1 amount while the original product is for X amount. There has to be some structural change in thought that prompts a change in the buying process. And unless the companies address this, no amount of "freebies" and data analysis is going to make a customer stay with one organization.
The goal of the organization is not to build loyalty, though of course it is a byproduct, but to produce the best service or product that it was born to do. Like a good movie: More than the merchandise, what tempts me is the content and if it is good, I will watch the movie at least one more time in the theater and probably buy the DVD and also the music CD, if any, and on top of that will recommend the movie to ten other people. So that's loyalty for you: to the product.
So the only way to keep the customer in line is to evolve.
- Vikram Chachra
- Marketing Manager, Metric Consultancy Limited, India
Loyalty initiatives and incentives make sense for an organization as long as they add to the product or service (value proposition) or buying experience. If these lead to potentially positive associations with the said product/ service/company, then we can say that the loyalty program has been well thought out.
- Anshu Vats
- Business Solutions Executive, EDS
Let's take three cases: autos, airlines, and credit card companies. Each in their target market has introduced a sense of identity, affiliation, preferential treatment, and most importantly a sense of fair return for customer loyalty. This return has to be threefold: a) making it easier to do business over a period of time due to increase familiarity; b) decreased cost of business as optimal, mutually agreed-upon balance of price/return is established; c) an emotional tie that provides social benefits of some value to the customer.
Where the customer loyalty as a paradigm is abused, it dilutes the relationship down to price ratio.
On the other hand, "customer churn" is not essentially a bad thing. Having unprofitable customers housed in your book is bad enough; enshrining them into valued customer status is disastrous.
Customer loyalty is hard earned. Make the investment wisely and the rewards could be plentiful.
- Theresa Quintanilla
- Marketing Consultant, QViews
It's a pity that loyalty has become synonymous with gimmicks to let customers acquire points or miles or any loot unconnected to the product they are using.
It started out with airline miles, and it made sense at first—the airlines wanted to bond with those who flew the most. Now I can get airline miles when I buy groceries.
Let's remember what loyalty means. I'm loyal to the little drycleaner down the street even though I don't get any points and they aren't perfect. But they look me in the eye when I want something fixed, and they bend over backwards to make me happy. That's what real loyalty means— they are loyal to me and I to them. I don't get too excited if they make a mistake—I give them some slack.
We don't need a new word like "sticky" to describe this relationship. We just need to be more disciplined about marketing. It's about customers and suppliers caring for each other's success.
- Jack Flanagan
- EVP, business systems, Giant Eagle
I don't see a conflict. Customer loyalty is earned by the strength of the basic product/service offering itself rather than by a "customer loyalty management initiative" per se.
A mediocre or inconsistent offering can almost never be overcome by such a loyalty management initiative if customers have reasonable (and, sometimes, even seemingly unreasonable) alternatives. Conversely, a stellar offering can be enhanced when there is timely and focused effort devoted to understanding what it will take to gain more share of wallet from existing customers.
The confusion or conflict occurs when we assume that a customer loyalty management initiative, in and of itself, will overcome basic shortfalls in product/service delivery in a competitive situation.
- Wendy Jameson
- President, Potentiate
Loyalty initiatives are getting to be like coupons. They force companies who initiate them to compete on price. As long as your "gimme" is the best one available at the time the customer is interested in buying, the customer will go with your company. But if customers can get a better deal elsewhere, with a different company's loyalty initiative, they'll go with it.
Let's face it; most of us participate in multiple loyalty programs so we can pick and choose which deal to go with when we need it. For example, I have mileage cards for Southwest, United and America West. Which one has the best deal for me for an upcoming trip to Mexico? There's my loyalty.
Loyalty initiatives have become the baseline standard. To compete with truly "sticky" customer service, you're going to need to get creative and go beyond what's standard. Hate to say it, but that bar gets raised a little every day, so businesses are just going to have to try harder.
- Alan deWinter
- President, Prestige Homes
A consistently well-delivered product or service at good value goes much farther in retaining customers than programs that focus on retaining customers but add cost to the product or service.
- Lee H. Igel
- ExerPsych Lifestyle Management
How about Company X rolling out a solid product? Perhaps I'm buying the wrong products, but the peddlers of products in general seem to talk our ears off about customer loyalty. This is usually a veil for shoddy products and, more importantly, shoddy attitudes behind the products. The thing is: Customer loyalty programs seem intended to make customers feel as though they are doing the company a service simply through patronage, that the company is working to make life better for the customer. Why is it, then, that most customer service "specialists" make the consumer do all the work? Treat me kindly and professionally, and I'll come back for more.
- Sidney Gendron
- Customer Service Supervisor, Near North Supply, Inc.
Over the past years I have noticed a decline in customer loyalty. One would want to believe that reliability and overall professionalism would win over pricing! Apparently no longer. Time and time again I hear we did not get the sale due to pricing. And this is from well-seasoned salespeople.
- Adelle Popolo
There are definitely two categories of customers:
A) The shopper who is always looking for the absolute, rock bottom price.
B) The customer who prefers to seek the best business proposition and then tends to stick with that vendor until the product, cost, service, or total proposition becomes unsatisfactory.
Type A is not worth chasing. Type B is worth pursuing and cultivating. But it is important to understand what constitutes a profitable type B customer and what behaviors engage this customer.
For example, some retail establishments will give away the store to keep an unprofitable customer happy. This is the "the customer is always right" rule. And while it avoids conflict, it does little to improve the loyalty of profitable customers and everything to improve loyalty of difficult, unprofitable customers.
Large industrial or commercial customers also typically expect deep discounts, dedicated support, and differentiated products. If this type of customer is not an alliance customer who provides some level of sole source specification for these added vendor services, then the decision on how to position with this customer must be based on the customer's volume impact on factory loading, break even, unit cost, etc.
Understanding customer profitability and segmenting customers to develop business propositions to improve the retention and loyalty of the top tier of profitable customers is a worthy investment. Unfortunately, most companies do not have the capabilities to analyze customer profitability.
- Marc Schoenen
- current MBA student, Harvard Business School
I grew up in a family supermarket that was successful for over seventy years. Customer loyalty was paramount to our business model, and ensured our continued success in the face of increasing competition in a well-known razor-thin margin industry.
Customer acquisition costs in the supermarket industry are extremely high. First, it eats into the already thin margins inherent in the industry. Second, adverse selection is often the result: You obtain many new unprofitable customers who only come into the supermarket for the loss-leaders.
I can think of hundreds of examples over the years where seemingly annoying and costly services helped retain the higher-margin customers that helped maintain our success over the long term. Whether it was the owners hand-delivering the forgotten ham on a late Sunday night, paying for damage to a customer's car in the parking lot, or accepting refund meats that we knew were mishandled by the customer—as long as these were infrequent occurrences, these were the very customers that were the most loyal and willing to pay price premiums for our services.
Finally, loyal customers are often your best advertisers. Word of mouth and references are much more important than the weekly circular promoting grapes for 79 cents a pound.
Perhaps our results were anomalous because we were in small-town Pennsylvania and not in a large urban environment. Nonetheless, customer loyalty served us well over the decades.
- Anonymous
Today's customer is well educated and Internet-savvy. He or she will research before buying. We need to know our customers as well as they know us and make it clear to them we care about their business.
- Robin Clark
- Editor, The Wise Marketer
Neither view is completely right or wrong. I think that it would be wrong to base all your efforts on trying to keep customers loyal, particularly if those efforts were simply offering them incentives to stay. However, a customer base high in "loyals" is a good indicator that you're doing something right. Doing the things that make customers loyal is a good way to run a business— and their loyalty is a measure of how well you're doing.
The value of loyal customers is plain to anyone who takes a good, hard, look. Look at some of the real-life figures in Gary Hawkins' book, Customer Intelligence. His best customers would qualify as loyal customers by most definitions and his charts show how they keep a business going.
I must make it clear that I haven't yet read Double-Digit Growth; my comments are based only on Professor Heskett's comment.
- Scott Bailey
- Executive Vice President, Targetbase
It seems to me that the positions, as Jim describes them, are really not at odds with one another. Most firms that offer "complicated schemes for customer loyalty management" do so in hopes of creating a value proposition that will be attractive to specific segments of customers. Thus, while the schemes may not be effective, it does not mean that the objective behind them is not exactly what Treacy is recommending. It would seem, then, that Treacy is suggesting that firms focus not on the program, but on whether or not the program is providing significant value to the segment for which it is targeted.
- Bob Batten
- Management Consultant—Privacy
Customer retention and loyalty has been a management issue ever the word "competition" was first used in our language. Companies have been wrestling with this issue for a long time. Today the latest buzz is customer relationship management and the hundreds of thousands of dollars to implement the software. Will it work? How will it fit with the new privacy legislation? How can a company assure trustworthiness in the eyes of the consumer without an independent audit? How does it compare to excellent products consistently offered through excellent service? Only the future can tell us.
- Jim Coyle
- President, Coyle Hospitality Group
For hotels, our research has shown that loyalty programs are not a primary factor in the purchase decision. People love to travel, find great deals, and tell their friends. Stories about great travel deals have replaced stories of great stock picks at the backyard BBQ.
Hotels are best off trying to insert their unique proposition into that word-of-mouth marketplace so that new customers associate a quality message with a great travel deal.
How does the hotel insert that message? We have polled over 4,000 travelers this year about their best experience at a hotel, and the answer is quite simple: Provide excellent service recovery (fix problems when they are brought forth) and you will have that guest telling everyone they know both parts of their travel story. They will talk of their prowess at getting the deal, and bring great recovery experiences along for the ride. Getting great service becomes inseparable from the "great deal" story. Moreover, great recovery doesn't know the room cost. Travelers extol discount and luxury hotels with nearly equal vigor when it comes to recovery.
Hotels will do well to send the traveler home to friends and family with a great story about how they reacted when the traveler needed them.
- M. S. Ashok
- General Manager, Reliance Industries Limited
Another major problem that companies face is that investment in loyalty programs become individual-specific, with a strong internal sponsor as the one who makes the company invest. If he or she departs before a critical minimum period, the programs languish. Loyalty programs call for continuous investment because they are also a brand. No customer would feel special about a brand that the company itself is not very possessive about.
- Peter Mackey
- Director, Market Sciences, BrightMark
Customer loyalty is the best path to long-term growth and profitability, but the way you earn a customer's loyalty is by providing tailored offerings that directly satisfy the needs of the customers you are seeking to retain, not by attempting to coerce them through loyalty programs and incentives.
- Anonymous
Finding comfort and security in the belief that you have a loyal customer can be a disaster waiting to happen. Unless you are supplying a service or product for a customer in a market where you have no major competitors, my experience has been that the only loyalty comes from delivering on commitments at a market price.
Large customer loyalty, which can breed products and processes specific to that customer, can cause an organization to become misaligned with the rest of the market. Organizations would be less likely to change and evolve, which can allow a competitor to gain an advantage and attract its customer.
You'll soon find your organization agreeing to a profit-compromised price to keep your customer happy, or investing resources and playing catch-up to prove to your customer that you are providing best in class products, processes, and service.
- Suman Das
Customer loyalty is largely dependent on the product or service in question.
In the case of automobiles, it is the entire package of the car, how it performs, its reliability, the quality/price of after-sales service, and the reputation of the manufacturer in the market segment that will determine whether the customer will come back again and again. Gimmicks like branded credits cards or magazines do not guarantee repeat business.
On the other hand, the airline industry (particularly economy travel) is now a commodity business driven mostly by price and destinations offered. Except for the actual flying, very little else is within the control of the airline itself. Customers have to encounter the same tedious security checks, the check-in queues; long traffic jams to the airport, etc. Customer loyalty programs have little value.
In banking, customer business is mostly driven by inertia. Customers do not want to move their financial business often or seek out the best deal. Although there is fierce competition in this sector, customer loyalty programs make good sense here.
In short, customer loyalty programs work as long as the customers value the goods/service vis-à-vis the price they have to pay. Get this balance wrong and the customer will head straight towards the competitor.
- Pam Van Orden
- Chief Creative Officer, White Canvas
Loyalty is not dead, but it is harder to achieve. Customers are loyal to companies that make an emotional connection with them, align with their values, listen to their needs, and respond with meaningful products and service. Loyalty comes from a great brand experience, delivered at every point of contact.
The flip side is that most companies do not deliver a great experience. They don't give their customers a reason to be loyal. They offer commodity products or services promoted with fuzzy communications and supported with inferior customer service. Since the majority of companies fall into this latter group, it's easy to draw the conclusion that loyalty is passé.
In my experience, the real story is that an era of short-term thinking in business has brought us a plethora of organizations that are unwilling, or don't know how, to do the work that loyalty requires. Maybe it's just easier to make a case that it's not important any more.
- Ron Kurtz
- Principal, The American Affluence Research Center
Michael Treacy is correct when he says the first priority for achieving customer loyalty must be the delivery of product or service value. However, when dealing with what is essentially a commodity product (an airline, for example) or a product/brand with a slight competitive disadvantage, then loyalty programs that utilize special incentives can be very effective. Treacy seems to overlook the fact that the American Airlines loyalty program is a good profit center for them and a compelling point of differentiation at times when their schedules and fares are essentially the same as their competitors. Having acquired six Lexus cars over the past nine years, I was surprised to learn they have a loyalty program. Perhaps that illustrates one reason Treacy feels their program is ineffective.
- Ron Murray
- CEO/Owner, The Vine Company & Daily Bread Company
In our experience, customer loyalty is formed and is maintained by consistently providing a good product and excellent customer service. And service, we believe, is more important than product. We believe frequent customer discounts and incentives only diminish profits and are not required to gain customer loyalty. Plus, once started, it is exceedingly difficult to discontinue a loyalty program.
- Behram Hansotia
- President & CEO, InfoWorks
The two approaches for increasing customer equity are not mutually exclusive. The more generic and non-differentiated your products and services are, the greater the need for a loyalty program. Likewise, the more powerful your value proposition and the more differentiated your products and services, the less you need a loyalty program.
I would submit that companies need to continuously focus on their processes and products to ensure that they remain highly competitive. They also need to create memorable customer experiences and products that result in high utilities for their targeted market. If a company can continuously anticipate customers' needs and exceed their expectations, then a loyalty program is probably redundant and will not contribute much to increasing customer value.
- Devashish Pujari
- Assistant Professor, McMaster University, Canada
In my view, one of the benefits of loyalty schemes is gathering up-to-date information about customers' purchasing and consumption behavior and keeping an eye on the customer's brand portfolio. The measures Michael Treacy has suggested, such as tailoring offerings to the needs of desired customers, detecting and preempting customer defections through special deals, and "bonding" with customers through an understanding of their needs for products, services, and brand affiliations can be achieved through an effective loyalty scheme. A few years ago in the U.K., Tesco outsmarted Sainsbury's (number one at the time in the country) by launching a loyalty card. This enabled them to identify a group of customers who were shopping at both Tesco and Sainsbury's. By encouraging them to shop more at Tesco (through various deals and promotion), the supermarket could increase the share of these customers.


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2014-15 Ferst Center Presents Season
Georgia Tech Office of the Arts Announces the 2014-15 Ferst Center Presents Season!
Special 2014-15 five-show ticket packages – at a 15 percent discount off individual ticket prices – are now on sale and may be ordered from the Ferst Center Box Office at 404-894-9600.
Download a season order form.
The 23rd Ferst Center Presents season features one of the city's most diverse lineups with audience favorites from around the globe. The season is filled with contemporary dance, jazz, other music genres and unique artist residency programs while maintaining the tradition of presenting popular performances while also introducing new artists to the Atlanta community.
Special 2014-15 five-show ticket packages – at a 15 percent discount off individual ticket prices – are now on sale and may be ordered from the Ferst Center Box Office at 404-894-9600. Single tickets go on sale on August 12.
Subscribers receive priority seating and many other exclusive benefits:
- 15% Discount: See your favorite shows at a reduced price!
- Flexibility: Select all artists from one category, or pick and choose any shows you like...it's your choice!
- Priority Seating: Ticket buyers are seated in the following order:
* Ferst Friends donors who purchase five or more performances (minimum $100 donation required)
* Renewing subscribers who purchase five or more performances
* New subscribers who purchase five or more performances
* Single ticket buyers
- Ticket Exchange: Think your plans might change? No problem. The Ferst Center Box Office will exchange your tickets to another performance. This service is provided only for subscribers! (Exchanges based on ticket availability; handling fee applied; upgrade charges may apply).
The 2014-15 Season, listed by genre, includes:**
Jazz: Robert Glasper Experiment, Preservation Hall Jazz Band with Allen Toussaint, A Charlie Brown Christmas with David Benoit, Diane Schuur, Earl Klugh: Jazz and the Movies
Theatre and Dance: H.M.S. Pinafore by New York Gilbert and Sullivan Players, Kyle Abraham / Abraham.In.Motion, Jonah Bokaer
More Music: A Rockapella Christmas, Arlo Guthrie, Natalie MacMaster and Donnell Leahy, Jake Shimabukuro
Fun: National Acrobats of China, Mummenschanz
Free Concert Series: Montana Skies, Sybarite5, The Honeycutters
Residency Programs: Georgia Tech and Young Guru present The Atlanta Sound Project with audio engineer Finis "KY" White, Crowd Source with Jonah Bokaer, Handpicked with Earl Klugh
See "Ferst Center Events" at left for pictures, videos and more information for each artist.
The 2014-15 Ferst Center Presents Season, listed by date, includes:**
H.M.S. Pinafore by New York Gilbert and Sullivan Players
Friday, September 12 at 8 p.m.
Robert Glasper Experiment
Friday, September 26 at 8 p.m.
National Acrobats of China
Sunday, October 12 at 5 p.m.
Preservation Hall Jazz Band with Allen Toussaint
Friday, November 7 at 8 p.m.
Kyle Abraham / Abraham.In.Motion
Friday, November 14 at 8 p.m.
A Charlie Brown Christmas with David Benoit
Friday, December 5 at 8 p.m.
A Rockapella Christmas
Friday, December 12 at 8 p.m.
Diane Schuur
Friday, January 30 at 8 p.m.
Arlo Guthrie
Saturday, January 31 at 8 p.m.
Sunday, February 15 at 5 p.m.
Jonah Bokaer
Friday, Feb 20 at 8 p.m.
Natalie MacMaster and Donnell Leahy
Saturday, March 7 at 8 p.m.
Earl Klugh
Saturday, April 18 at 8 p.m.
Free Concert Series:
Montana Skies
Thursday, September 11 at 12 noon, Amphitheatre
Thursday, October 9 at 7 p.m., Ferst Center Stage
The Honeycutters
Thursday, April 2 at 12 noon, Amphitheatre
Artist Residency Programs:
The Atlanta Sound Project – Georgia Tech and legendary audio engineer Young Guru present The Atlanta Sound Project by recording and sound engineer Finis White, known as KY. The project, described as "for Atlanta, by Atlanta" considers how different ambient sounds from different neighborhoods would fit in their own unique genre of music, and asks the question "What does the culture of a place sound like?"
Crowd Source - Choreographer and digital media artist Jonah Bokaer continues his two-year residency exploring and engaging the campus and community in the development and testing of a new smart phone app that maps crowd movement as inspiration for the artist, and information and engagement for the audience. The project is funded by the Doris Duke Charitable Foundation.
HandPicked - Grammy-winning jazz artist and Atlanta resident Earl Klugh is in the second year of a three-year residency in which he explores a hand-picked arc of jazz music. Throughout this time Klugh will work with K-12 partner schools and Georgia Tech music students, in addition to presenting a concert each season. Selected students will participate in professional on-stage experiences with his group.
Special 2014-15 five-show ticket packages – at a 15 percent discount off individual ticket prices – are now on sale and may be ordered from the Ferst Center Box Office at 404-894-9600. Download a season order form for more information.
Tickets to individual shows in the Ferst Center Presents season will go on sale on August 12.
**All programs subject to change.
Please note: The Ferst Center is available for rental and often hosts performances that are not part of the Ferst Center Presents season. These performances are available for single ticket purchase only and cannot be purchased as part of a season subscription.
For more information about any shows or tickets, please call the Ferst Center Box Office at 404-894-9600.


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By Gerry J. GilmoreAmerican Forces Press Service
ARLINGTON, Va., July 19, 2007 Winning the war against terrorism requires warriors with multiple skills who can adapt to changing circumstances, Defense Secretary Robert M. Gates said here last night. (Video)
Today's anti-terror war is unlike any other conflict the United States has fought before, Gates told Marine Corps Association members.
In Afghanistan and Iraq, "the men and women wearing our nation's uniform have assumed the roles of warrior, diplomat, humanitarian, and development expert," Gates pointed out, noting ruthless extremists employ roadside bombs and guerilla-style hit-and-run attacks to kill or wound U.S. and coalition forces, host-nation troops and innocent civilians.
It's certain the United States and its allies "will continue to be threatened by violent extremist networks, mostly operating in countries with whom we are not at war," Gates said. "The ambition of these networks to acquire chemical, biological, and nuclear weapons is real, as is their desire to launch more attacks on our country and on our interests around the world."
Many people believe the war on terror began when terrorists attacked the United States on Sept. 11, 2001, Gates said. However, the conflict actually began much earlier, he pointed out, when Hezbollah-linked terrorists killed hundreds of Americans during 1983 bombings of the Marine barracks and U.S. Embassy in Beirut, Lebanon.
"It is important to remember that until the morning of Sept. 11, 2001, Hezbollah had been responsible for the deaths of more Americans than any other terrorist group in the world," Gates said.
Almost six years after 9/11, U.S. servicemembers are deployed to Afghanistan and Iraq to deter al Qaeda, a terrorist organization that now constitutes the most deadly threat to America, Gates said.
The U.S. military removed repressive regimes in Afghanistan and Iraq, Gates noted, and it is now engaged in "protracted stability and reconstruction campaigns against brutal and adaptive insurgencies" operating in those countries.
The conflicts in Afghanistan and Iraq "will not last indefinitely in their current form and scale," Gates predicted, but he added that the U.S. military likely will be called to participate in other irregular campaigns in the future.
"What we now call 'asymmetric war' has become a mainstay of the contemporary battlefield, if not its centerpiece," Gates said. The overwhelming power and success of U.S. military might demonstrated during the Gulf War, Operation Enduring Freedom and Operation Iraqi Freedom has left potential enemies leery of openly confronting America on a conventional battlefield, he said.
Consequently, "it is hard to conceive any country challenging us using conventional ground forces, at least for some time," Gates said.
Yet, history amply demonstrates that smaller, irregular guerrilla forces and terrorist groups have "found ways to harass and frustrate larger, regular armies and sow chaos," the secretary said.
U.S. forces in Iraq have been involved in dangerous, block-to-block searches of houses for small groups of insurgents, he noted. "In these situations, America's traditional edge in technology, firepower, and logistics provides important tactical advantages, but not necessarily strategic success," Gates said.
Though direct force can be a useful tactic during asymmetrical military operations, Gates said, "it is also clear that in these kinds of operations, we are not going to kill or capture our way to victory."
Gates ticked off what he believes the U.S. military must do in light of lessons-learned from ongoing conflicts in Afghanistan and Iraq and forecasts of threats in coming decades:
-- "Our military must be prepared to undertake the full spectrum of operations, including unconventional or irregular campaigns, for the foreseeable future."
-- "The non-military instruments of America's national power need to be rebuilt, modernized, and committed to the fight."
-- "We must think about, envision, and plan for the world, the future, 2020 and beyond."
Army Gen. David H. Petraeus, commander of Multinational Force Iraq, and U.S. Ambassador to Iraq Ryan C. Crocker are implementing a multi-pronged strategy, Gates said, that targets al Qaeda extremists, seeks to exploit divisions within insurgent ranks, and provides basic security and improved quality of life for the Iraqi people.
Achieving victory against insurgents in Iraq "will take patience and persistence, and some level of American force and assistance for some time," Gates observed.
U.S. forces deployed to Iraq and Afghanistan have assumed roles and duties that formerly were Special Forces areas of expertise, such as learning foreign languages, reviving public services and promoting good governance, Gates said. Such skills, he said, "have moved from the margins to the mainstream of military thinking, planning, and personnel policies, where they must stay."
Deep budget cuts made across the U.S. government in the 1990s slashed such nation-building capability within the U.S. State Department and other non-defense federal agencies, Gates pointed out. Now, America needs to pledge the necessary resources and enact legislation as part of an integrated effort to re-establish such skills and capabilities across the government, he said.
"I believe we have little choice if we are to secure our nation and our freedoms in the years ahead," Gates said.
However, throughout history, aggressors have sought to dominate others by force, Gates pointed out. Therefore, training and sustaining a force of warriors that has mastered traditional military arts will remain a key priority in the years ahead, Gates asserted.
"Thus, we should never lose sight of the ethos that has made the Marine Corps -- where every Marine is a rifleman -- one of America's most cherished institutions and one of the world's most feared and respected fighting forces," the secretary said.
Gates pointed to the exploits of fallen Marine Maj. Douglas A. Zembiec, the renowned "Lion of Fallujah," who as a captain had fought with flair in Iraq against insurgents during the battle of Fallujah in April 2004.
Zembiec "was an unabashed and unashamed warrior, telling one reporter that 'killing is not wrong if it's for a purpose, if it's to keep your nation free or to protect your buddy,'" Gates recalled. During the fury of battle at Fallujah, Zembiec at one point braved enemy fire to climb onto a tank to personally direct the gunner's fire against insurgents.
After earning a Bronze Star for valor for his tenacity at Fallujah, Zembiec was promoted to major and took a desk job at the Pentagon, Gates said. Zembiec soon grew bored and requested another overseas assignment.
Zembiec completed a tour in Afghanistan and then returned to Iraq, Gates said. Zembiec was killed in action in Baghdad on May 11, 2007. The valiant Marine was buried at Arlington National Cemetery.
"Every evening, I write notes to the families of young Americans like Doug Zembiec," Gates said in a breaking voice. "For you, and for me, they are not names on a press release, or numbers updated on a Web site. They are our country's sons and daughters."
Such selfless military heroes have performed "a tradition of service that includes you and your forbears going back to the earliest days of the republic," Gates said.
Related Sites:Marine Corps Association Heroes in the War on Terror: Marine Maj. Douglas A. Zembiec Speech: Marine Corps Association Annual Dinner


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L'dor V'dor | From Generation to Generation
Health problems, loneliness or loss can make each day a struggle as one ages. Understanding and communicating can be difficult, but we can help both senior adults and their family members to find options for their need
Care Management Program: A program to help you through transitions to stay safely and independently in your home.
Project EncourAge: A program for older adults that supports and promotes healthy aging in place.
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Are You Caring for an Aging Relative?
The strain of caring for an aging loved one can be stressful. When attending to an older parent or relative, you may find yourself overwhelmed with the following:
- Worrying about possible depression or grief resulting from the loss of a loved one.
- Anxious about a relative's health, finances, or living situation.
- Struggling to keep up with a parent's shopping, laundry, or living situation.
- Spending more and more time making calls for loved ones during your work day.
The compassionate and experienced counselors at Jewish Family Service can help.


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- Infowars - http://www.infowars.com -
NSA seeks 'groundbreaking' spying powers, new leak reveals
Posted By kit On August 29, 2013 @ 5:23 pm In Big Brother,Old Infowars Posts Style | Comments Disabled
Seth Rosenblatt
August 29, 2013
Among the NSA's annual budget of $52.6 billion are requests to bankroll "groundbreaking cryptanalytic capabilities" that can beat cryptography and mine regular Internet traffic, new documents leaked by Edward Snowden to the Washington Post reveal.
The document in question, the Fiscal Year 2013 Budget Justification — referred to as the "Black Budget" — states on page 4: "…we are investing in groundbreaking cryptanalytic capabilities to defeat adversarial cryptography and exploit Internet traffic."
Because of its mention in the Black Budget, it's thought that this investment is different from In-Q-Tel, the Central Intelligence Agency's independent venture capital investment firm.
Article printed from Infowars: http://www.infowars.com
URL to article: http://www.infowars.com/nsa-seeks-groundbreaking-spying-powers-new-leak-reveals/
Click here to print.
Copyright © 2015 Infowars. All rights reserved.


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Archive for January, 2012
Discontinued Scentsy Scents Fall/Winter 2011Posted by: | Comments
The new Spring/Summer 2012 Scentsy Catalog will be launching in one month. Due to the release of the new Spring/Summer catalog, some of the scents from the Fall/Winter 2011 catalog are being discontinued to make room for all of the new Spring/Summer scents. All of the Fall/Winter scents will be discontinued as well as a few scents from each scent category. These soon-to-be discontinued Scentsy Scents will only be available through February 29, 2012. We don't know when or if any of these discontinued Scentsy scents will ever be back again, so stock up on your favorites now while they are still available. Scentsy will also be discontinuing Scentsy Bricks. After February 29, 2012, Scentsy wax will only be available in the form of Scentsy Bars. All scent products will be available at a 10% discount during the month of February 2012, so you can get even more of your favorites before they are gone for good. Below is the list of discontinued Scentsy scents from Fall/Winter 2011.
Discontinued Scentsy Scents Fall/Winter 2011
*Click on the link to shop products in your favorite soon-to-be discontinued scent*


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SPD SX High Pads Issue
Hi Everybody,
in my SPD SX I realized that the "high" pads (that ones that cover the high angled edge ) are really less sensible that the other six "plain" pads.
If I strike with my stick one of the plain pads with a low dinamyc stroke it sound perfectly in a low volume, but if the same dynamic I strike one of the three top pads it doesn't sound!!!
It have to be stroke harder to make some noise.
Is it normal?
Should I sent my machine back to the Roland assistance?
Thanks for any suggestion
Re: SPD SX High Pads Issue
I've noticed the same with mine, and I'll guess part of the reason may be that those are thicker pads, and need more velocity to trigger the sound.
I'd suggest either using those pads in a different way - not trying to play dynamically on them - or change their sensitivity so they respond more like the flat pads (or chage the flat pads' sensitivity to match the top 3 pads.)
Good luck,
Re: SPD SX High Pads Issue
The Yamaha Multi-12 is the same way. The upper and lower three smaller pads are less sensitive than the inner 6 larger ones. There is one less sensitivity setting for them also.
Yamaha says this is normal.
I know it's not info directly related to the SX, but they're probably somewhat similar in the workings of the pads.
Re: SPD SX High Pads Issue
It's older brother the SPD-S is the same. Seems to be the case for these 'edge trigger' type pads. I reserve mine for one hit/one dynamic types of sounds (gong, concert bass drum, FX) and more sensitive stuff for the 6 other pads.
You can also use these high pads for utility stuff like advancing patches or starting a loop.
Re: SPD SX High Pads Issue
hi, changing the sensitivity will help, but I have also found changing the angel of the spsx (so changing the angle the stick hits) will effect it considerably.
if its still an issue I would suggest adding a BT1 or other "external" pads.. and using them instead of the top 3 pads. .. you can pick up cheap rubber pads all over ebay.
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Super Bowl, super speeds, and super fundraising
January 25, 2011 Here we go … the excitement is palpable with the Pittsburgh Steelers heading back to the Super Bowl for the third time in six years. more »»
Small college star shines in NFL
January 18, 2011 Young athletes dream of the chance to suit up on Sundays and play in the NFL. more »»
Facebook keeps fans in touch
January 11, 2011 The phenomenon of Facebook continues to amaze. Its founder, Mark Zuckerberg, was even named Time's "Person of the Year" for 2010, and it's no wonder. more »»
Imagine the fall minus NFL
January 4, 2011 The NFL regular season wrapped up this weekend with virtually every broadcast team dancing around a debate over a possible work stoppage in the NFL in 2011. more »»
Resolutions for the sports world
December 28, 2010 It's time to look back on the accomplishments and failures of 2010 and look ahead to 2011. more »»
Holiday treats for local sports fans
December 21, 2010 'Tis the season for holiday cookies, ugly sweater parties, and some very exciting sports. more »»
Reciting a holiday poem for Nittany Nation
December 14, 2010 Twas some time before Christmas and all through the Nation Penn State fans would dream of a New Year's vacatio. more »»
Young Lady Lion earning accolades
December 7, 2010 We're just four weeks into the women's college basketball season, and Penn State freshman, Maggie Lucas has already earned three Big Ten's Freshman of the Week awards. more »»
Deer hunters make lifelong family memories
November 30, 2010 Opening day of deer season is a holiday to Pennsylvania outdoorsmen, and though there are certainly many women who hunt in Pennsylvania, this is one sport that still seems to be a male-dominated... more »»
Giving thanks for football
November 23, 2010 It's the most wonderful time of the year. You can almost hear the popular carol playing as our soundtrack as the holiday season (aka postseason football) descends upon u. more »»
Restrictions hurt playoff atmosphere
November 16, 2010 Some general observations as high school football playoffs rev up and winter sports are on the horizon: High school football playoffs are underway, and with it, toned-down student sections across th... more »»
St. Francis sports teams making history
November 9, 2010 The ladies are commanding attention with St. Francis squads making some noise in the NEC and the nation. It was a history-making weekend for the Red Flash women's soccer tea. more »»
Johnson on verge of history again
November 2, 2010 It's hard to believe that just three races remain in NASCAR's Chase for the Championshi. more »»
Champions help battle with cancer
October 19, 2010 My dear friend, Amy Mearkle, is the chairperson of the "Making Strides Against Breast Cancer Walk for Central Pennsylvania. more »»
Gridiron girls: Weir, Runk join forces on FB team
October 12, 2010 On a sunny afternoon, they fly around the football field with reckless abandon, leveling monster hits with their long locks blowing in the wind behind their helmets. more »»
On Ryder Cup golf, fantasy teams and dynasties
October 5, 2010 Some October observations while re-grouping between Bedford's Fall Foliage weekends… Captain Colin Montgomerie called Europe's Ryder Cup victory the "greatest moment of my golfing career. more »»
Special Batch of guys
September 28, 2010 The backup quarterback may be the most under-appreciated position in the National Football League. more »»
A Ray of light
September 21, 2010 "With You and with each other, we win, no matter what the score." Those are the final words of the Bishop Carroll football team prayer, written by Rev. Charles Amershek and the 1978 Huskie. more »»
Red Flash Futures program paying off
September 14, 2010 According to St. Francis Athletic Director, Bob Krimmel, the old DeGol field scoreboard had been held together by a thread and prayer. Now, if you go to the St. more »»
Moments of reflection during first signs of fall
September 7, 2010 Some general observations while enjoying the first signs of fall: Good luck to all of the area's fall sports teams, athletes and coaches, including soccer squads, cross country runners and golfers,... more »»


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Clint Sidle is the Director of the Roy H. Park Leadership Fellows Program in the Johnson Graduate School of Management at Cornell University. Clint is also an independent consultant in managing strategic change, teambuilding, leadership development, and executive coaching.
Clint has over two decades of experience in facilitating organizational and strategic change efforts for business and non-profit organizations. Clint's approach to managing change is a powerful combination of leadership development, team building, and large group intervention techniques in facilitating and deepening the impact of the process. He describes many of his methods in his first book, High Impact Tools and Activities for Strategic Planning, published in 1997 by McGraw Hill.
Clint also brings extensive experience in designing and facilitating leadership development programs. His Park Leadership Fellows Program is recognized as a unique and powerful contribution to graduate management education, and his design for a leadership development program at Cornell has won national awards. His developmental approach is based on a unique experiential learning model that is the topic of his second book, The Leadership Wheel: Five Steps to Achieving Individual and Organizational Greatness, released by Palgrave Macmillan in September, 2005. He elaborates on the inner aspect of leadership development in his new book, This Hungry Spirit: Your Need for Basic Goodness, published in December 2009 by Larson Publications.
His most recent consulting clients in the private sector include Meredith Corporation, Borg Warner, Corning Inc., Kelloggs Inc., Wellington Group, Citigroup, and Grupo Generali. In higher education, they include the State University of New York, City University of New York, Drexel University, Bucknell, Cornell University, and Ithaca College. His other non-profit clients include the American Red Cross, International Outward Bound, and many other non-profit and professional management associations.
Clint attended Cornell where he received a BS in Economics and an MBA. He also holds a Masters degree in Applied Economics from the Catholic University of Louvain, Belgium. Prior to Cornell, Clint worked for Motorola and served in the Peace Corps in Nepal. For more information on Clint, go to www.clintsidle.org.
The executive speaker series is also a very interesting aspect of the program. These speakers shared enlightening examples of leadership experiences in their respective careers.
The program is different than I expected in that it does not end when you graduate. There is a strong Park Fellow alumni network and annual events to help Park Fellow alumni stay connected with the program.
The Park program provided a supportive environment that afforded me many opportunities to hone existing leadership skills and take risks to develop my personal leadership style.
For professionals seeking leadership development and management expertise.
Professional certifications or advanced degrees may qualify for this accelerated MBA program.
Six options to concurrently earn two top-ranked Cornell degrees.
For professionals who desire leadership opportunities in the digital economy.
Our newest program: a dual degree MBA program offered in China.
A 17-month program offered in more than 20 cities.
Offered on weekends in the Metro NY area.
Our top-tier journal on organizational studies.


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U.S. and British troops in southern Afghanistan are facing another formidable danger in Helmand Province: well-trained foreign snipers, who are beginning to rival roadside bombs as a significant threat.
Maj. Gen. John Toolan, the top Marine general in Afghanistan, told National Journal that the sniper threat was particularly acute in contested regions of Helmand like Sangin and Garesh, where NATO forces are battling Taliban fighters trying to reclaim some of their former strongholds. Despite a counter-offensive from insurgents, the military said coalition troops control most of Helmand and the level of violence there is declining.
Toolan, who runs NATO's Regional Command Southwest, said many of the snipers attacking his troops speak Farsi or Arabic, meaning that the fighters likely come from Iran and other neighboring countries. Other U.S. officials in Afghanistan say Iran has significantly escalated its support for militants there, providing long-range rockets, money, and technical assistance. Tehran denies the charges, but Toolan said some of the snipers appear to have been trained outside of Afghanistan.
"It does effectively get inside the head of the soldier and the Marine when they know that with every step there is the potential for an IED to go off or that there is some sniper or sharpshooter waiting in the wings," he said. "There are natives of other countries out here looking for a fight and bringing some of their marksmanship skills with them."
Snipers have killed approximately 20 troops in Helmand this year, according to a military official at the Pentagon familiar with the data. Coalition forces have lost 84 troops in Helmand in 2011, according to icasualties.org. Lt. Col. Riccoh Player, a Marine spokesman in Helmand, said the command was reluctant to provide more precise details about how many casualties have been caused by insurgent snipers to avoid "providing Battle Damage Assessment to the enemy."
The threat posed by the snipers was on vivid display in early February when a patrol of British and Afghan troops left a small base in Helmand. The troops were conducting a foot patrol in Nad-e-Ali, one of the province's most violent towns, when they came under fire. As the troops crouched for cover, a Taliban sniper killed two of the British paratroopers with a single shot. British officials later said the bullet blew through one soldier's head before smashing into the neck of his colleague. The dead men, both in their early 20s, were described as close friends.
Toolan, who assumed command over the U.S. and British forces in Helmand in mid-March, said he was cautiously optimistic about the overall security situation in the province. He said his forces were successfully interdicting significant amounts of drugs and squeezing the Taliban's ability to recruit fighters or carry out large-scale new attacks. By this time last year, for instance, militants had carried out 54 successful IED strikes while coalition forces had found and dismantled just 76. This year, by contrast, there has only been 42 IED attacks while coalition forces have safely dealt with 120 of the bombs.
Toolan said many Taliban leaders are remaining in Pakistan to avoid being killed or captured by coalition forces, who have mounted a concerted campaign of targeted raids against key militants in recent months.
"They're doing leadership by cell phone," Toolan said, adding that intercepted conversations suggested Taliban fighters in Afghanistan were beginning to question why they were putting themselves at risk when their commanders were living in relative safety outside the country. "The Taliban are not able to mount any real attacks of real significance."
The improving situation in Helmand has cleared the way for some U.S. troops to begin leaving the province. The 3rd Battalion, 4th Marine Regiment, a unit of about 800 troops, will leave Afghanistan this fall as part of the Obama administration's first troop withdrawals from the country. Later this month, the coalition plans to begin transferring control of the provincial capital of Lashkar Gah over to Afghan troops.
Afghan militants have long lacked the battlefield prowess of their counterparts in Iraq, many of whom were former members of Saddam Hussein's armed forces. Iraqi militants have attacked U.S. troops with technologically sophisticated magnetic bombs, so-called "stand-off" weapons like rockets and mortars, and well-placed sniper shots designed to hit troops in their heads, necks, or other unprotected parts of their bodies.
In Afghanistan, by contrast, militants have traditionally employed crude roadside bombs that rely on sheer size rather than advanced design. Afghan insurgents have rarely employed rockets or other artillery pieces, which require significant amounts of training. The militants have also historically shown little ability to pick off coalition troops from far away with accurate machine-gun fire.
The situation is changing in some parts of Afghanistan, posing new risks to U.S. and British forces. Earlier this month, for instance, five coalition troops were killed in a rocket attack north of Kabul, one of the highest single-incident death tolls to date from the weapon. In Sangin and other parts of Helmand, meanwhile, unseen attackers are striking down coalition troops from a distance and then melting away into the surrounding countryside.
"It's an important area for them and now they're seeing if they can come back and get it back," Toolan said.


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Hi my name is Lizz and I'm a loving house-wife and mother of 5 living in sunny California. I may look like the lady next door but I am anything but average. You see I have special secret that NOONE knows about. After my husband goes to work, and my kids go to school, I transform into a giantess who lives a secret life with little men. Yes you heard me right, I am a giantess and I have a human pets that I own. I know that sounds crazy but it's true. . . So lets pretend that YOU are my little man as we explore these adventures together!
"Hungry for her Little Man"


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Post-turkey day, give thought to plight of marine fisheries
If, after all that turkey this holiday weekend, you're hungry for a nice piece of fried or broiled fish, you might consider that the species that will be your meal is considered one of a declining number. That's no reason to pass up that fish dinner, but it is reason to lend support for more protection of the world's fish stocks.
The first comprehensive analysis of the state of the world's fish species, reported in the journal Science, says that a third of the world's marine species sought by commercial fisheries are in a state of collapse. If we keep fishing without regard for this, scientists say that the world's fisheries will fully collapse around 2048.
The shaky state of fish is known; some steps are already being taken. In California, the state is about to establish the first of a string of marine protected areas where fishing will be banned, or extremely limited. The idea of individual fishing quotas, allowing fishing operations to trade or sell catch quotas, is gaining ground in many states. There is growing support from restaurateurs for protection of the Chilean sea bass, the menu name for the Patagonian toothfish, whose vogue has brought it close to extinction. Yet more can be done.
Washington needs to persuade other nations to eliminate trawling, which destroys sea beds and other marine environments. Congress needs to act on legislation to strengthen federal fishing regulations by authorizing the Magnuson-Steven Act, which would ban overfishing of depleted fish stocks.
Scientists say we still have time to avoid an ecological fish disaster. But we can't keep reaping the ocean's bounty as if it were endless.
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"Fair warning Port Charles!"
Power, privilege, ruthless, scheming... watch the video promo on Donna Mills' arrival in Port Charles. What do you suppose her deal is? Leave Soaps.com a comment!
Post by General Hospital.
Check out today's General Hospital recap and stay tuned in to the GH spoilers to find out when Mills arrives.
Follow Soaps.com on Twitter, and Soaps.com on Facebook.
Header photo courtesy: ABC
- Christine Fix


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Pulmonary Fibrosis is a little known but relentless and deadly lung disease for which there is no known cause or treatment. It is indiscriminate, affecting anybody: men and women, adults and children and every race. It causes gradual scarring of the alveoli, the small sacs in the lungs that work to transfer oxygen to the blood and take out the bad gases such as carbon dioxide. Last year it is estimated that over 6,000 Canadians were diagnosed with PF and over 5,000 Canadians died from it. The life expectancy from date of diagnosis is 3 to 5 years.
The only intervention known to extend life in patients with IPF is a lung transplant. Not all patients are suitable for a transplant and simply die.
The Canadian Pulmonary Fibrosis Foundation is a registered Charity established in November 2009 by Robert Davidson and his family to provide support to sufferers and their families and at the same time raise much needed research funds to help find causes and treatments for PF.
« Robert Davidson and his wife Heather. Robert was diagnosed with pulmonary fibrosis in October 2007. In November 2009 Robert and his family established the Charity, just 3 months before his rapid decline in health and his double lung transplant at Toronto General Hospital on January 31, 2010. Robert was one of the lucky ones. Most PF patients simply die a very painful death.
We have no salaries as all our workers, including us, are volunteers and we operate out of our home so there is very little overhead and well over 90% of money raised goes directly to research.
In 2010 we made a grant of $52,000.00 to doctors at University Health Network in Toronto for research into possible causes of IPF. In 2012 we are seeking to fund a Research Fellowship at UHN with a grant of $50,000.00.
We know research works — we only have to look at the progress in curing many cancers, heart disease and AIDS.
We have the best medical researchers into lung diseases in the World — right here in Toronto. They just need the funds to help them find the answers.
Here is how you can help keep 5,000 people from an early and painful death:
Be a participant or sponsor one at the Toronto Waterfront Marathon Oct. 20
Run or walk the 5km, a half-marathon or the Full Marathon
Encourage family and friends to participate and get more sponsors
Ask for as many pledges as possible
Talk to everyone about our involvement in the event and about CPFF
Help others to get involved
Enjoy the day on October 20. See below for information on signing up
First 10 sign ups get free entry: Raise $500 get a free entry: raise $200 we will reimburse half your entry fee: Kids under 16 get a free entry; All runners/walkers will receive a CPFF T-shirt and mug
47 Squire Bakers Lane, Markham, Ontario L3P 3G8
visit our website at www.cpff.ca
Robert Davidson: firstname.lastname@example.com • 905-294-7645


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Boeing Co.'s North Charleston final assembly factory will not achieve a production rate of three 787s per month this year as previously forecast, a plant executive said Friday.
Willy Geary, the site's director of operations, said the local final assembly operation is still only producing about 1.5 Dreamliners per month and won't be able to double that pace over the next six months.
"It'll take a little bit to get fully to three here," Geary said. Pressed for a new timeline, he said "by first quarter roughly."
Geary, who recently ascended to second in command at Boeing South Carolina (just below general manager Jack Jones), emphasized the overall program goal of producing ten 787s per month by the end of the year is still on track, thanks to the local aft-and mid-fuselage factories and in the other 787 final assembly facilities in Everett, Wash.
Speaking after the morning ceremony to mark the first 787 delivery to China's Hainan Airlines, Geary also provided other updates on Boeing's expanding operations in North Charleston.
While the local fuselage factories have been making sections for the 787-9 stretch Dreamliner for months now, the final assembly facility is still only making the 787-8 base model. The first 787-9 will start coming together in that facility "around the fall of 2014," Geary confirmed.
As for Boeing's spring request for proposals for a potential 737 MAX inlet engineering and assembly facility nearby, Geary said the company is reviewing the responses but would not say when a decision will be made.
"Soon," he said. "Let's just put it that way."
Boeing is already leasing space just down U.S. Interstate 526 from its main factory complex for the beginning stages of what will become one of the company's main information technology hubs. Geary said not much more than management are there now, but those leaders are "in the middle of hiring."
"They'll ramp up," he said. "They're in the heavy throes of that right now."
Finally, there's been increasing speculation about whether the International Association of Machinists and Aerospace Workers will garner the support necessary to stage a National Labor Relations Board vote later this year as the local union representative has predicted.
Geary said Boeing management tracks union activity but can't speak to "what their game plan is."
"I know what our game plan is, which is to take care of our people so they wouldn't have a desire to look towards a union," he said. "So, the union's free to do what they want. They're always going to be after us. We just got to be vigilant about taking care of our people."
Reach Brendan Kearney at 937-5906 and follow him on Twitter at @kearney_brendan.
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Family and friends activity: Outdoor movie night
The dog days of summer are here. Now is the time right before the kids start going back to school, the air becomes cooler and the leaves begin to turn. It is likely that you aren't the only parent going through this, so why not invite other parents and their kids to your backyard for a last hurrah before for the summer ends.
Setting up a outdoor movie theater is pretty easy. The hardest part being finding a video projector that fits your budget and your needs.
For the movie set-up:
Video Projector
AV Cables
DVD player or Laptop
White Sheet or Tarp
2 Ladders
2 PVC Pipes
Rope, Twine or Clamps
For the seating:
Set up your seating area:
Use blankets on top of tarps for kids and adults who would like to sit or lay down on the ground. Disney fleece blankets are a great choice for this. Leave some extra blankets out in case the evening gets cold. Set-up chairs being behind the blankets and make sure to leave room behind the seating area for the tables where food and the video projector and the movie playing device will go.
Set up the movie screen:
Set up the two ladders across from each other parallel. They should be far away enough from each other to allow your white sheet or tarp to be fully extended lengthwise. Put one PVC pipe between the two ladders. This pipe will become the top of your movie screen. Make sure that the pipe is high enough to allow your screen to hang down without touching the ground. Once that is done, use the second PVC pipe as an anchor that will keep the screen from blowing away. To secure the screen to the pipes, use ropes or clamps.
Now you are set and ready to go. Pick your movies. Invite your friends and your family; and enjoy your movie night.


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Product Design: Woah! Brand new device charges a Smartphone in just 30 seconds
StoreDot have just invented a small, rectangular device that when attached to your Smartphone can charge it from 0% to 100% in 30 seconds. I don't want to appear shallow and disillusioned, but this is quite literally the answer to my prayers. Sometimes you wonder, don't you, why things just don't exist when they should, and this is a totally classic example of that. Just think in our lifetimes we're going to wave goodbye to all of life's annoyances. Goodbye, tangled cables! Sayonara, no WiFi! People still insisting on riding horses? See you later. I'm so excited about the future, and this is MERELY THE BEGINNING.
For some actual information about how his product works, please refer to I Fucking Love Science, the spectacular site from where we found this technological gem.
Further reading:


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NOTE: There will be NO Sibley Translation Prize for the 2014-2015 year.
The William F. Sibley Memorial Translation Prize was established by the Department of East Asian Languages & Civilizations and the Committee on Japanese Studies of the Center for East Asian Studies at the University of Chicago in honor of their late colleague William F. Sibley. In keeping with William Sibley's lifelong devotion to translation and to the place of literature in the classroom, up to three awards of $2,500 each will be given each year for previously unpublished translations of Japanese literature into English. The competition is held annually and judged by faculty members of the Committee on Japanese Studies. In order to encourage variety of time period and genre, the annual competitions will alternate between categories. We welcome submissions from users of the Japanese language in various walks of life.
- To encourage classroom use and comparative research, winning entries will be published on the Center for East Asian Studies website.
- Materials under contract for print publication will not be accepted.
- New translations of works previously translated are acceptable.
- Co-translations will be accepted, but the committee will only consider one submission per person per year.
- It is the responsibility of applicants to secure permission from copyright holders for any works not in the public domain. Proof of permission from the copyright holder to translate and publish to the web must accompany the submission of any work not in the public domain.
Translations will be evaluated in a blind review process according to three criteria: significance of the original work; quality of the translation; and quality of the introduction. Applicants are encouraged to think of translation as a creative act.
Required documents for submission:
- An introduction to the translation (Word or PDF format, 800 words max). Introductions should situate the work for the general reader, helping them understand why they should care about the translated work. If applicable, should cite any prior translations and provide a rationale for the new rendition.
- Your English translation (Word format, 15,000 words max)
- Original Japanese text (Word or PDF format)
View Past Winning Translations
Questions? Email firstname.lastname@example.com


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What constitutes a complete application?
A complete application includes the following: Medical School Transcript, Medical School Performance Evaluation (Dean's Letter), three letters of recommendation (no Chair LOR required), USMLE transcript, ECFMG Certificate (if applicable), and a Personal Statement.
How do I submit my application?
We accept applications through the ERAS system only.
When is your application deadline?
Application deadline is November 1st.
Do you have a minimum required USMLE score?
Our review committee takes the applicant as a whole into consideration. Therefore, there are no minimum required scores.
Which dates will you be conducting interviews this season?
We have three interview dates that are being offered this year - November 22, 2014, and January 10 & 24, 2015.
Do you recommend any particular place of lodging for the interview weekends?
There are several hotels within the immediate vicinity of Vanderbilt. We do not recommend nor endorse any specific lodgings. We do recommend, however, that you ask for any specials that are being run for the interview weekends – there are a few area hotels that will discount your rates. You can find the nearest hotels and links to their sites listed here.
For additional information regarding the terms, conditions, and benefits of appointment, visit GME office - section for residents/clinical fellows.
Does your program require previous US clinical experience?
No previous US clinical experience is required to apply to the program.
Does your program have a medical school graduation cut off date?
There is no minimum/maximum number of years from medical school graduation date requirement.
What are the visa options for the program?
Depending on the position applied for and the department's decision to hire, one may qualify for a H-1B or J-1 visa. The Vanderbilt International Services and International Tax (VISIT) office handles the H-1B visa applications. The Graduate Medical Education (GME) office handles the J-1 visa applications.
ECFMG Certification
Applicants should be ECFMG certified by the application deadline (November 1st).
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