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High-performance manufacturers
What separates the best from the rest
Three straightforward rules. Ten sets of important manufacturing capabilities. What can manufacturing executives learn from them about company competitiveness and performance?
About The Three Rules
More than five years ago, Deloitte launched the Exceptional Company research project to determine what enabled companies to deliver exceptional performance over the long term. Adopting a uniquely rigorous combination of statistical and case-based research, this project has led to over a dozen publications in academic and management journals, including the Strategic Management Journal, Harvard Business Review, and Deloitte Review.1 The fullest expression of this work to date is in The Three Rules: How Exceptional Companies Think (www.thethreerules.com).2
The project studied the full population of all publicly traded companies based in the United States at any time between 1966 and 2010, encompassing more than 25,000 individual companies and more than 300,000 company-years of data. Performance was measured using return on assets (ROA) in order to isolate the impact of managerial choices: Measures such as shareholder returns often confound company-level behaviors with changes in investor expectations.
Using a simulation model, the researchers estimated how well each company "should" have done given its industry, size, life span, and a variety of other characteristics. They then compared this theoretical performance with how well each company actually did. A company qualified as "exceptional" if it surpassed its expected performance by more than population-level variability would predict.
Not all exceptional companies are equally exceptional, however. The researchers identified "Miracle Workers," or the best of the best, and "Long Runners," companies that did slightly less well but still better than anyone had a right to expect. In the entire database, there were 174 Miracle Workers and 170 Long Runners.
To uncover what enabled these companies to turn in this standout performance over their lifetimes, the researchers compared the behaviors of Miracle Workers and Long Runners with each other and with "Average Joes," companies with average lifespan, performance level, and performance volatility.
First, to understand the financial structure of exceptional companies' performance advantages, the researchers pulled apart their income statements and balance sheets. This provided invaluable clues: Miracle Workers systematically rely on gross margin advantages, and very often tolerate cost and asset turnover disadvantages. In contrast, Long Runners tended to rely on cost advantages and lean on gross margin to a far lesser extent.
Then, detailed case study comparisons of trios—a Miracle Worker, Long Runner, and Average Joe—in nine different sectors revealed the causal mechanisms behind these financial results. Specifically, exceptional performance hinged on superior non-price differentiation and higher revenue, typically driven by higher prices. Nothing else seemed to systematically matter; in fact, exceptional companies seemed willing to change anything, and sometimes just about everything, about their businesses in order to sustain their differentiation and revenue leads.
Hence, the three rules:
- Better before cheaper: Don't compete on price, compete on value.
- Revenue before cost: Drive profitability with higher volume and price, not lower cost.
- There are no other rules: Do whatever you have to in order to remain aligned with the first two rules.
The emergence of China, India, Southeast Asia, Mexico, and Brazil as manufacturing powers has dramatically reshaped competition in the manufacturing industry, which in turn has significantly challenged twentieth-century manufacturing industry leaders in North America and Europe. Of course, it is the competitiveness of individual companies operating in all of these countries that ultimately helps shape the global competitive landscape. It is evident that manufacturers everywhere have been improving their competitive capabilities. And as global competition has increased, it has become that much more important for manufacturing firms to clearly understand the competitive capabilities they need to develop to attain superior performance.
It has become that much more important for manufacturing firms to clearly understand the competitive capabilities they need to develop to attain superior performance.
But questions abound. What exactly are high-performing global manufacturers doing today? How are they positioning themselves for future success? In what areas do they differ most from their competitors? What is the secret of their high performance—the competencies and capabilities that have helped separate the very best manufacturing companies from all the rest?
To provide guidance to leaders of manufacturing firms about the critical capabilities they need to competitively distinguish themselves, we draw upon insights from two separate yet related research studies:
- The three rules initiative
- The Global Competitiveness in Manufacturing initiative
The power of both of these studies to inform manufacturing executives' action is enhanced by their integration. Examining the linkages between the two studies can give manufacturing executives a means to identify specific capabilities their companies should seek in the future, organized in a way that rolls up into a few straightforward rules they can use to make decisions about priorities and motivate action throughout their organizations.
The "three rules" perspective: A lens for understanding superior performance
The three rules project encompassed a multi-year analysis of more than 25,000 firms in order to explain the sources of sustained, superior company performance (see the sidebar "About The Three Rules"). Its findings are summarized in three simple rules that can help company leaders make choices among the many strategic alternatives they face. These rules are:
- Better before cheaper: Companies that build competitive positions based on greater differentiation through brand, style, or reliability are more likely to drive exceptional performance than those that choose to compete based on price leadership.
- Revenue before cost: Companies that seek higher profitability through higher unit prices or volumes (higher prices being the primary route) are more likely to achieve superior performance than those that seek profitability through the development of structural cost advantages.
- There are no other rules: Every other option is on the table. Companies should seek to achieve sustained, superior performance through market differentiation and profitability through revenue enhancement.
In summary, a preferred approach for achieving sustained, superior performance relative to competitors would be to pursue differentiated, high-return strategies that seek to generate pricing power in the market, even at the expense of cost or asset turnover. Furthermore, companies are more likely to achieve sustained success when they choose to invest in revenue growth through the ability to charge high prices (or, to a lesser extent, through high unit volume), even where such choices lead to relatively higher cost structures.
A key challenge for executives is to discern the specific steps to take within their industries to achieve those outcomes. The Global Competitiveness in Manufacturing initiative sought to find those answers for the manufacturing industry.
What differentiates the best from the rest?
The Global Competitiveness in Manufacturing initiative sought to understand what capabilities were viewed by high-performing manufacturers as essential to achieving superior future performance (see the sidebar "About the Global Competitiveness in Manufacturing initiative"). We defined 43 such capabilities in our study and asked each participating company to rate its relative competitive position today with respect to each capability. We also asked companies to rate the importance they believed each capability would have five years from now with respect to their ability to compete with their closest global rivals.
About the Global Competitiveness in Manufacturing initiative
The Global Competitiveness in Manufacturing initiative has collected insights from hundreds of CEOs and senior manufacturing executives over the past five years through face-to-face interviews as well as executive workshops around the world. As part of this initiative, global surveys were conducted in 2010 and 2013. Together, the two surveys received a total of over 1,100 CEO responses. The research, a collaboration between Deloitte LLP and the US Council on Competitiveness, also involved subject-matter specialists at the Indian Institute of Management at Lucknow and Clemson University.
Our comprehensive list of capabilities allowed CEOs to rate their companies' current competitiveness in each capability relative to their closest global rivals, as well as how important they thought that particular capability would be to staying competitive in the future. After adjusting for variations in ratings among countries (due to culture) and industry sub-sectors, we normalized the data and calculated index scores for each of the capabilities on a 1–100 scale for both current competitiveness and future importance. At the same time, we separated the respondents' companies into "high performers" and "low performers" (all other companies studied) based on their overall profitability. High performers were identified on the basis of two factors: the company's actual profitability, and whether it met or exceeded its profitability goals.
This methodology for selecting high performers showed that, in terms of profitability, 33 percent of the high performers were in the top 10 percent relative to their primary global industry competitors, and all of the high performers were in the top half. Among the low performers, only 1 percent were in the top 10 percent, and only 2 percent were in the top half, relative to their primary global industry competitors. In addition, the return on assets (ROA) for 29 percent of the high performers was in the top 10 percent relative to their primary global industry competitors; 74 percent of the high performers had ROAs in the top half. Among the low performers, only 2 percent had ROAs in the top 10 percent, and only 11 percent had ROAs in the top half, relative to their primary global industry competitors.
In our analysis, we categorized the capabilities into four distinct groups based on the relative differences in ratings offered by CEOs at high-performing companies versus all other companies. Illustrated in figure 1, these groups are:
- Qualifiers: Qualifiers are capabilities on which high performers and the other companies do not significantly differ. Statistically, companies in these two groups approach qualifier capabilities in the same way. They may or may not view themselves as very competitive today in a particular capability; they may or may not be placing significant importance on the capability for the future. Wherever the capability is on the scatterplot, it is effectively in the same place for both groups. Essentially, qualifiers represent table stakes for competitiveness today and in the future.
- "Being challenged": "Being challenged" capabilities are those in which high performers currently hold a strong lead, but where they may lose ground as other manufacturers catch up and close the gap. Low performers place as much or more emphasis on "being challenged" capabilities as do the high performers with regard to future competitiveness.
- "Creating advantage": "Creating advantage" capabilities are those in which high performers hold no significant advantage over other companies in current performance, but that are viewed as much more important by high performers than by the other companies with regard to future competitiveness.
- Game-changers: Game-changers are capabilities in which high performers stand apart from the pack and in which they likely will continue to lead. On the current competitiveness scale, high performers are significantly better than their counterparts today on game-changing capabilities. And along the future importance scale, high performers place considerably more weight on game-changer capabilities than do the other companies in our sample.
Figure 2 presents the relative current competitiveness and future importance of each capability for the high-performing companies in the dataset. Each capability is identified according to its status as a qualifier, "being challenged," "creating advantage," or game-changer capability. Qualifiers are fairly evenly spread across the scatterplot. Manufacturing companies, on average, agree on the future relative importance of these factors and have a similar level of competitiveness for these capabilities today. These capabilities range from low to high on current competitiveness and from low to high on future importance. They represent competitive "table stakes" for manufacturing firms.
Game-changers and "creating advantage" capabilities are of more interest, as these are capabilities on which high-performing companies are placing significantly greater emphasis than their peers. Game-changers represent strategically significant capabilities: High performers outperform low performers on these capabilities today, and they see these capabilities as more important for the future than do their low-performing peers. Game-changers give high performers a unique mix of differentiated capabilities and create gaps in performance that other manufacturers can be hard pressed to close.
"Creating advantage" capabilities are similar to game-changers in that they too are areas that high performers believe are significantly more important in the future than other manufacturers. The difference is that both high performers and all other manufacturers show similar competitiveness in these capabilities today. "Creating advantage" capabilities may become game-changers in the future if the importance placed on these capabilities by high performers results in significantly differentiated competitive capabilities.
Creating a symphony out of noise: 10 clusters of capabilities
At first glance, the capabilities mapped in figure 2 appear to be scattered at random. However, on closer inspection, patterns emerge. As illustrated in figure 3, high performers' capabilities actually fall into 10 broad clusters of competitive capabilities. Their position on the graph defines the unique competitive characteristics of high-performing manufacturers. For instance, the "talent-driven innovation" cluster includes capabilities related to investing in human resources and innovation, including research and development, product engineering, skilled workers, and capabilities that help bring new products and services to the market quickly (speed of new products to market). Similarly, the "global new customers and new markets" cluster includes global sales capabilities, global distribution and logistics capabilities, global marketing capabilities, and capabilities that aid in penetrating and growing in new markets.
To further analyze the significance of each cluster, they have also been categorized in terms of their alignment with the three rules. This offers a simple way to link the broad sources of competitive success given by the three rules with the more finely grained capability sets and priorities necessary to execute a highly competitive manufacturing strategy identified by the global competitiveness in manufacturing initiative.
Capability clusters related to rule one: Better before cheaper
Overall manufacturing capabilities: Lean and agility hold the key
Manufacturing prowess is a game-changer that demonstrates the "better before cheaper" rule. Superior overall manufacturing processes and capabilities are a critical competitive asset unique to high-performing manufacturing organizations. Rather than outsourcing and/or hollowing out their manufacturing capabilities, high performers build and leverage their own manufacturing capabilities to the highest levels, which gives them a foundation for product quality, cost, and service differentiation that is hard for competitors to match.
Superior overall manufacturing processes and capabilities are a critical competitive asset unique to high-performing manufacturing organizations.
Global computer chip maker Intel is a high performer identified by both the three rules research and the Global Competitiveness in Manufacturing study. Its leading manufacturing practices, such as "Copy Exactly!," help the company produce products of consistent quality regardless of where they are manufactured. "Design for Manufacturability" (DFM) is another process Intel employs to integrate specific manufacturing-friendly attributes into a product's design to make it easier to manufacture without sacrificing quality.3 In terms of technology, Intel is already planning to start 14-nanometer production lines by the end of 2013, far ahead of most of its competitors, who are still trying to catch up to 20-nanometer production capabilities.4 This technology will give Intel the lead in tapping into an expanding high-tech industry market for advanced microprocessors.
Supplier network and collaboration: Interconnected for growth
With an increasingly interconnected world of global markets and supply chains comes the risk of supply chain disruptions: The 2011 earthquake in Japan, for instance, disrupted supply chains around the world.5 Hence, it is imperative for manufacturing firms to have a strong supply chain infrastructure. An effective and efficient supplier network is also necessary for a company to bring the right products to the right markets at the right time at the right cost. High performers do just this, as evidenced by high scores for all three capabilities in this cluster. Supplier network strength and collaboration with suppliers are game-changer capabilities, and procurement is a "creating advantage" capability. In addition to building strong supplier networks, high performers also collaborate closely with suppliers on product and process innovations to reduce redundancies in the value chain, secure critical supplies, and fulfill their corporate social responsibility commitments.6
A 2012 study conducted by SCM World observed that supply chain professionals ranked supplier collaboration "highest in terms of ways that supply chain functions could help drive innovation" at their companies.7 Consumer products maker Procter & Gamble (P&G) works closely with some of its suppliers, whom it calls "external business partners," to bring new products to the market. P&G not only shares its business strategies and product development plans with these partners, but also, in some cases, expands these partnerships to the extent where the R&D personnel of both companies work together in the same location to develop a desired product.8 The company's flagship collaborative innovation program, "Connect + Develop," involves working with suppliers and has played a pivotal role in half of P&G's innovations over the past decade.9 For example, P&G's collaboration with its supplier Braskem led to the development of a sugarcane-derived plastic that it now uses in packaging.10
While P&G is collaborating to innovate, Apple Inc., a high performer, wants to leverage procurement—a "creating advantage" capability—to continue driving performance. The company is strategically increasing its "say" in supply chain operations by expanding production overseas, particularly in Asia, using its huge cash pile ($147 billion as of June 29, 2013).11 Apple plans to buy the manufacturing equipment for its suppliers (that is, to own the equipment risk) and thereby automatically secure components for the future. In fiscal year 2012, the company spent $9.5 billion on product tooling and manufacturing process equipment.12 By investing in suppliers' equipment, Apple is expected to realize a 15–20 percent cost reduction and expand its presence in price-conscious emerging markets.13
Balance sheet strength, financial and risk processes, and data analytic capabilities: Process resilience
The capabilities included within this cluster—balance sheet strength, finance and accounting resources, risk management profile and capabilities, data analytics resources, and business information technology resources—help companies prepare for a variety of unpredictable situations and continue to support them in becoming "better before cheaper."
Most of the capabilities associated with this cluster improve operational performance and bring non-price differentiation to a company's products. Balance sheet strength and highly capable finance and accounting resources aid a company in weathering sudden shifts in markets such as those experienced during the global economic downturn of 2009. Risk management capabilities are especially important in the current volatile global environment. Strong data analytics capabilities can help uncover valuable insights and aid manufacturers in strengthening customer relationships, build efficient supply chains, and manage a dynamic product life cycle.14
Michigan-based food products maker Kellogg Company devised a mutual data-sharing process to reduce the volume of unsaleable products and associated costs, which cause losses of about $8 billion annually for consumer goods manufacturers and retailers.15 In addition, these issues sometimes spark conflicts between manufacturers and retailers regarding the extent of each party's responsibility. With the new data-sharing process, Kellogg was able to share its supply chain information with retailers; in turn, the retailers gave Kellogg access to their stores, warehouses, and reclamation centers. Using data analytics to analyze the aggregate supply chain data, Kellogg reduced damaged products delivery by 30 percent between 2005 and 2011. In addition, the process helped one of its retailers lower its unsaleables and amicably fix the responsibility for the loss from unsaleables.16
Competitiveness of product pricing
The three clusters that we have described so far create non-price differentiation in the market to deliver superior performance. Figure 3 also shows that competing to produce cheaper products—that is, the "competitiveness of product pricing" capability cluster—is lower down the priority list for high-performing manufacturers, just as would be expected according to the rule "better before cheaper." Price-based competitiveness (lowering prices) is not viewed as a sustainable path to superior performance, as this move can be easily replicated by competitors. Hence, when it comes to a choice between creating better products and keeping prices low, high performers choose the former.
Capability clusters related to rule two: Revenue before cost
Global customers and markets: Where the growth lies
This cluster of capabilities attracts a great deal of attention from high performers. We have identified five drivers that high performers emphasize to fuel future growth: improving global sales capabilities, global distribution and logistics capabilities, global marketing capabilities, and the effectiveness of global marketing programs, with a keen eye on penetrating and growing in new markets. This indicates that the high-performing manufacturers in our study give greater weight to growing the top line versus cutting costs to improve profitability, which is consistent with the three rules.
Cost structure: Overall and materials; labor and energy
Figure 3 shows that while high performers focus on improving revenue and non-price-based competitiveness, they place relatively less emphasis on cost-focused clusters. Few manufacturing companies have competed successfully over the long term solely on the basis of improved cost efficiencies, particularly if it results in hollowing out their internal capabilities and competencies. Staying ahead of competitors also becomes harder for companies relying on cost-control practices, given the rapid diffusion of these practices.17 High-performing companies often accept higher costs as investments that help develop superior capabilities over time to strengthen revenue-generating assets, including human, physical, and customer capital.18 These assets create economies of knowledge that underpin the continuous development of revenue-generating, non-price-based differentiators.19 The lower positioning of cost-based competitiveness clusters, be it material costs or labor and energy costs, is in line with the "revenue before cost" rule; these clusters of capabilities are not viewed as a sustainable path to superior performance.
Capability clusters related to both rules
Brand, reputation, and managing customer perceptions: What's in a name?
High-performing companies consider brand image, delivery speed, and perceived quality of customer sales experience to be some of the most important capabilities for competitiveness. All three are game-changers, which indicate their high importance in both maintaining current competitiveness and improving future competitiveness. These three capabilities are non-price differentiators that help a company to compete effectively without cutting prices, thus facilitating adherence to the "better before cheaper" rule. They go hand in hand with each other: Customers are more likely to perceive a product to be high-quality if it is manufactured by a firm with a strong reputation, while consistent delivery of high-value, quality products aids in building a good reputation. Leveraging a strong brand name and reputation built in this manner allows a company to charge a price premium, thereby increasing margins and helping the company adhere to the "revenue before cost" rule.
It is important to note that reputation and service quality are two sides of the same coin. Conveying the message of high quality and value to the customer is just as important as making high-quality products. For example, Samsung Electronics, a high performer, is currently ranked No. 12 on Forbes' global list of most powerful brands.20 The company started in 1969 as a low-profile manufacturing company, acting as a product supplier to other major electronics companies. Despite owning its manufacturing facilities, which gave it extensive control over product quality, Samsung understood that it also had to revamp its brand image when it was expanding its global operations. Samsung initiated a global marketing program in 1999, and by 2001, it had an advertising and marketing budget of $400 million. As Samsung made inroads into the large market for smartphones and made its other high-quality products more widely available, the company's spend on advertising also steadily increased, reaching $4.3 billion globally in 2012.21 Today, Samsung is the world's largest smartphone maker, and its brand image reflects its newly gained market position.
Talent-driven innovation: Future-proofing
As management guru Peter Drucker has said, innovation is one of the basic ways of building and maintaining a competitive position.22 So it is not surprising to see manufacturing executives rate "talent-driven innovation" as one of the most important drivers of manufacturing competitiveness.23 R&D capabilities, availability of skilled workforce, innovation culture, overall quality of human resources, employee engagement capabilities, and product engineering capabilities fall into this cluster. The capabilities in this cluster support both the "better before cheaper" and the "revenue before cost" rules. For instance, R&D capabilities support new product and process development, which creates new revenue opportunities; the availability of skilled workforce capability helps a firm develop superior products, identify and rectify defective products, and improve overall product and service quality, providing the company with an important non-price differentiator. As seen in figure 3, high performers forecast that this cluster will grow significantly in importance in the future, more so than any other capability cluster in our study.
Companies need a talented and skilled workforce to expand operations, drive innovation, and improve productivity. Paradoxically, despite continued high unemployment, companies are finding it increasingly difficult to employ people with the right competences, particularly for advanced manufacturing and technical support positions. In the United States, for example, as many as 600,000 jobs went unfilled in 2011 due to a shortage of workers with the necessary skills.24 To mitigate the shortage of skilled workers, high-performing companies are investing more heavily in training, engaging their employees more effectively, and partnering closely with community and technical colleges. Industrial products maker Ball Corporation, for instance, provided a grant to a community college in Texas to help equip new workers with advanced manufacturing skills.25 Along the same lines, German automaker BMW's solution to the skill mismatch in the United States is to invest in a German-style apprenticeship program, combined with forming partnerships with local community colleges to develop specialized skills.26
Having superior talent helps companies develop and launch new, innovative products, improve existing processes, and drive greater revenues and higher earnings. Steadfast in its belief that new products drive demand, Intel has been one of the top investors in R&D even during times of weak markets. Speaking of investments in innovation, Craig Barrett, Intel's ex-chairman, has said, "We have followed Moore's law in the highest sense and then we have followed Gordon's advice at the detailed level, which is that you continue to invest in a recession."27 The company's spend on research represented more than one-third of the combined $28.7 billion invested by the top 10 R&D spenders in 2012.28 As a result, Intel is able to launch new products at a much faster rate than the competition as well as produce its existing line of products at a lower price. The company focuses on driving a regular two-year upgrade cycle (i.e., it introduces a new microarchitecture approximately every two years), ramping up the next generation of silicon process technology in the intervening years. Unsurprisingly, during 2010–2012, Intel's gross margins averaged 63 percent, whereas industry average gross margins for high technology companies were only at 27 percent.29
Leadership and strategy: Leaders show the way
Leadership and management and business strategy are the two capabilities under this cluster that scored high on both current competiveness and future importance, as seen in figure 2. For high performers, getting these two competitive capabilities right is necessary for achieving superior performance.
The leadership and management of high-performing manufacturing companies strive to match their company's self-image with its core strategy. For instance, 3M—a high performer identified by both the three rules and the Global Competitiveness in Manufacturing studies—has traditionally been known for its innovative culture. 3M management aims to continuously increase the share of total sales from new products (products introduced within the past five years). In the deep recession of 2008 and 2009, when many companies cut their R&D budgets, the leadership team did not deviate from the core strategy, and 3M's research budget was kept at over $1 billion.30 Notably, the average R&D spend by US manufacturers hovered at 3.4 percent of total revenue in 2008; yet 3M upped its pace, spending around 5–6 percent of its revenue on R&D.31 Aided by the management team's continued research-driven focus, the company leveraged its culture of innovation to roll out several new products. Under the strong leadership and vision of the 3M management, the contribution of new products to 3M's total sales increased from 21 percent to 33 percent during 2005–2012, which helped the company to post an average gross profitability margin of approximately 48 percent over this period.32
Having superior talent helps companies develop and launch new, innovative products, improve existing processes, and drive greater revenues and higher earnings.
"The essence of strategy is choosing what not to do," Michael Porter has said.33 Leaders at high-performing companies understand this better than those at other firms. Daikin Industries, for example, chose not to focus on top-tier Indian cities for its air conditioner (AC) products. Instead, the company focused heavily on second- and third-tier cities as part of a deliberate strategy to avoid head-to-head competition with market leaders Samsung and LG. The strategy likely propelled Daikin to the third position in the split AC market in 2012 from being a nonexistent presence when it entered India in 2000.34 Similarly, in China, the company chose not to compete in the mass-market AC market but rather focused on the high-end industrial AC market. This strategy helped Daikin establish a foothold in China, which it later leveraged to enter the high-volume residential AC market.35 The efficacy of these strategies is evident from the fact that Daikin's share of overseas sales in its AC business jumped from 44 percent in 2007 to 67.3 percent in 2012.36
Figure 4 illustrates the integration of the three rules with the clusters of capabilities identified by the Global Competitiveness in Manufacturing study. The figure portrays the alignment of the clusters with the rules and lists the important capabilities within each cluster. The innermost circle represents the three rules, which describe broad guiding principles for exceptional companies. The next circle contains the 10 clusters of competitiveness for manufacturing companies, which connect very well with the rules in the inner circle. The outermost circle lists the critical capabilities that fall under each of the clusters. They highlight capabilities in line with the three rules that should be part of a manufacturing company's strategy.
The left side of figure 4 illustrates capability clusters supporting "better before cheaper." These capabilities help companies follow this rule by creating better products or services through an increased emphasis on "overall manufacturing capabilities," "supplier network capabilities," and "balance sheet strength, financial and risk processes, and analytics." Developing strength in all of these areas increases non-price product differentiation, which is difficult for competitors to replicate. This results in better products and services and often leads to superior market performance. At the same time, the relatively low importance given to price competitiveness by high-performing manufacturers reemphasizes the idea that price-based competition is not sustainable.
The right side of figure 4 portrays the "global new customers and new markets" cluster as a means of delivering superior performance according to the "revenue before cost" rule. In this cluster, global sales capability is a game-changer identified by our research. In addition, capabilities such as the ability to penetrate and grow in new markets are essential for sustaining growth and performance in the future. Again, the relatively low emphasis on the cost-related clusters at the bottom right suggests that these capabilities are less important in driving current and future competitiveness and performance. None of the capabilities in these clusters were identified as either game-changers or "creating advantage" factors, suggesting that, in general, they are not creating any substantial differentiation in the market.
The clusters at the top in figure 4—"brand, reputation, and managing customer perceptions," "talent-driven innovation," and "leadership and strategy"—align with both the "better before cheaper" and "revenue before cost" rules. Positive customer perceptions aligned with a strong brand and reputation create non-price differentiation while allowing a company to charge a price premium. Strong R&D capabilities help a company release innovative new products into current and new markets, boosting revenues. Underlying all of a company's activities is top-notch human capital: A company with a readily available skilled workforce is in a better position to compete on differentiators other than price. Finally, the need to have an effective leadership and management team in place is undeniable, and should continue to be a focus for all companies aiming to be the leaders.
Becoming exceptional is every company's goal. The three rules offer a simple framework for explaining how companies can achieve long-term, sustainable market leadership. The Global Competitiveness in Manufacturing initiative identifies the critical capabilities that drive high-performing manufacturing companies while revealing the differentiators that make them unique. Taken together, the two frameworks give manufacturing companies a powerful formula for improving their competitive position and for developing competitive capabilities that separate the best from the rest.
A more detailed version of our study on the drivers of competitiveness, with managerial insights on the DNA of high-performing manufacturers, can be found in the January 2014 edition of Deloitte Review (forthcoming).
EndnotesView all endnotes
- See http://dupress.com/collection/the-exceptional-company/ for more.
- Michael E. Raynor and Mumtaz Ahmed, The Three Rules: How Exceptional Companies Think (New York: Penguin Books, 2013).
- Intel, "Intel's leading-edge manufacturing processes," http://www.intel.com/content/www/us/en/quality/quality-manufacturing-process.html , accessed on June 12, 2013.
- Intel Q1 2013 earnings call, transcript, Morningstar, April 16, 2013, http://www.morningstar.com/earnings/earnings-call-transcript.aspx?t=INTC&pindex=2.
- Miyoung Kim and Clare Jim, "Japan quake tests supply chain from chips to ships," Reuters, March 14, 2011, http://www.reuters.com/article/2011/03/14/us-japan-quake-supplychain-idUSTRE72D1FQ20110314.
- Mike Hales, Javara Perrilliat, and Neeti Bhardwaj, "Key supplier collaboration: New way to drive value," Supply Chain Management Review, July/August 2011.
- Geraint John, Supplier innovation: Striking the right balance between collaboration, flexibility, and risk, SCM World, January 2013, http://www.scmworld.com/research/reports/supplier-innovation–striking-the-right-balance-between-collaboration,-flexibility-and-risk/.
- Ibid.
- Joerg Schrottke and Thomas Weber, "The end of the great-man theory of innovation," Bloomberg BusinessWeek, July 10, 2013.
- P&G, "P&G Connect + Develop: C+D stories—Pantene® Nature Fusion," October 10th, 2012, http://www.pgconnectdevelop.com/home/stories/other-case-studies/20121010-pantene-nature-fusion.html.
- Apple Inc., Form 10-Q, quarterly report filed with the SEC for the period ending June 29, 2013.
- Apple Inc., Form 10-K, annual report filed with the SEC for the fiscal year 2012.
- Connie GuglielMo, "Apple's secret plan for its cash stash," Forbes, May 7, 2012.
- Lee Dittmar, "Putting data analytics to work in manufacturing," Wall Street Journal, August 21, 2012, http://deloitte.wsj.com/cio/2012/08/21/putting-data-analytics-to-work-in-manufacturing/.
- Global Logistics & Supply Chain Strategies, "Kellogg Institutes Wide-Ranging Returns Management System," SupplyChainBrain, http://www.supplychainbrain.com/content/research-analysis/supply-chain-innovation-awards/single-article-page/article/kellogg-institutes-wide-ranging-returns-management-system-1/, accessed on October 25, 2013.
- Michael Garry, "Unsaleables Reduction: Kellogg," Supermarket News, October 10, 2011, http://supermarketnews.com/center-store/unsaleables-reduction-kellogg.
- Michael Porter, "What is Strategy?," Harvard Business Review, November–December 1996.
- Michael E. Raynor and Mumtaz Ahmed, "Three rules for making a company truly great," Harvard Business Review, April 2013.
- Aleda V. Roth, "Achieving strategic agility through economies of knowledge," Strategy and Leadership (formerly Planning Review) 24, No. 2, March–April 1996, pp. 30–37.
- Company's average EBITDA margin and ROA for the period 2002–2012 are in the top quartile among the top global manufacturing companies considered for our study; "The world's most powerful brands," Forbes, October 2012.
- Philip Elmer-DeWitt, "Samsung's $4.3B ad budget: It's not just for mocking Apple," CNN Money, April 14, 2013.
- John W. Henke Jr. and Chun Zhang, "Increasing supplier-driven innovation," MIT Sloan Management Review 51, No. 2 (winter 2010).
- Craig A. Giffi, Aleda V. Roth, Bharath Gangula, Atanu Chaudhuri, Jack McDougle, Tim Hanley, and Michelle Drew, 2013 Global Manufacturing Competitiveness Index, Deloitte Development LLC and US Council on Competitiveness, 2012, http://www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documents/us_pip_GMCI_11292012.pdf.
- Tom Morrison, Bob Maciejewski, Craig Giffi, Emily Stover DeRocco, Jennifer McNelly, and Gardner Carrick, Boiling point? The skills gap in US manufacturing, Deloitte Development LLC and The Manufacturing Institute, 2011, http://www.themanufacturinginstitute.org/~/media/A07730B2A798437D98501E798C2E13AA.ashx.
- Texas Workforce Commission, "Manufacturing consortium partners with Tarrant County College for $458,025 job-training grant," press release, February 16, 2012, http://www.twc.state.tx.us/news/press/2012/021612press.pdf, accessed on October 25, 2013.
- "Volkswagen, BMW implementing German-Style training programs in US," Huffpost Business, http://www.huffingtonpost.com/2012/06/14/skills-mismatch_n_1597271.html.
- Jim Euchner and Craig Barrett, "Smart people, smart ideas, and the right environment drive innovation," Research-Technology Management 53, No. 1 (January/February 2010).
- IC Insights, "Semiconductor R&D spending rises 7% despite weak market," February 5, 2013, http://www.icinsights.com/news/bulletins/Semiconductor-RD-Spending-Rises-7-Despite-Weak-Market.
- Intel, Form 10-K, annual report filed with the SEC for the fiscal year 2012, February 19, 2013; Capital IQ database: secondary data was collected to calculate the industry average.
- Marc Gunther, Marilyn Adamo, and Betsy Feldman, "How the company that brought you 55,000 products, from Scotch tape to Thinsulate, got its mojo back," Fortune International (Europe), September 27, 2010.
- James R. Hagerty, "3M brings along the basics as it balances new and old," Wall Street Journal, November 1, 2010.
- David W. Meline, Senior Vice President and Chief Financial Officer, 3M Company, Investor Presentation, The Electrical Products Group 2013 Annual Spring Conference, May 20, 2013, http://phx.corporate-ir.net/phoenix.zhtml?c=80574&p=irol-EventDetails&EventId=4963435; 3M, Form 10-K, annual report filed with the SEC for fiscal year 2012; 3M, Form 10-K, annual report filed with the SEC for fiscal year 2006.
- Michael Porter, "What is Strategy?," Harvard Business Review, November–December 1996.
- Daikin, "Daikin India on expansion drive; eyes 15% market share by entering tier II & III markets in FY 2012-13," press release, July 1, 2012, http://www.daikinindia.com/media-room/daikin-announcements.html?view=detail&n_id=8; Sunny Sen, "Japanese air conditioner maker Daikin eyes stronger foothold in Indian market," Business Today, May 31, 2013, http://businesstoday.intoday.in/story/japanese-air-conditioner-maker-daikin-in-indian-market/1/195447.html.
- Kazuo Ichijo, "Doing business in Asia," RIETI Discussion Paper Series 12-E-074 (discussion paper, The Research Institute of Economy, Trade and Industry, November 2012), http://www.rieti.go.jp/en/publications/summary/12110004.html.
- Daikin Industries Ltd., Form 10-K, annual report filed with the SEC for fiscal year 2012; Daikin Industries Ltd., Form 10-K, annual report filed with the SEC for fiscal year 2007.


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A supreme opportunity to improve high court's image
Date: 12/02/2012
Source: Detroit Free Press
By Brian Dickerson, Free Press Deputy Editorial Page Editor
Justice Diane Hathaway hasn't reached the halfway mark in her first term on the state's highest court, but it's unlikely she'll be there much longer.
Until this year, Hathaway was known chiefly for knocking off incumbent Chief Justice Cliff Taylor, the court's longest-serving Republican, in the 2008 election.
But last summer brought the disclosure that Hathaway and her husband, lawyer Michael Kinglsey, had briefly transferred their second home in Florida to Kingsley's daughter, ostensibly to facilitate bank approval of a short sale of their primary residence in Grosse Pointe Park -- a house in which the couple was several hundred thousand dollars underwater.
Hathaway has been sphinx-like about the transaction, which the state Judicial Tenure Commission has been scrutinizing since it became public. But last month, Detroit's U.S.Attorney filed a civil fraud suit seeking the forfeiture of the Florida home Hathaway and Kingsley have since reclaimed -- an action that could portend more serious allegations to come.
I've no idea how serious Hathaway's legal exposure may be, although it's a bad sign when a sitting justice has to refer curious reporters to one of the state's premier criminal defense specialists. The sleaziness of her real estate dealings is palpable, though, and few people in either party believe she'll still be on the Supreme Court when its current term ends.
The Michigan Constitution gives Gov. Rick Snyder the authority to appoint a replacement for any justice who leaves the court before the end of his or her term. Snyder has already exercised that authority once, when he appointed then-Court of Appeals Judge Brian Zahra to the seat vacated by Maura Corrigan.
Snyder has displayed little interest in leaving his own stamp on the court -- Zahra is a conservative Republican who typically votes with the old Engler court majority -- and replacing Hathaway with another conservative Republican would only augment the Republicans' current 4-3 majority. But that safe majority gives Snyder an opportunity to adopt, by his own executive order, one of the most important recommendations of the bipartisan commission on state Supreme Court elections co-chaired by retiring Democratic Justice Marilyn Kelly and Republican U.S. Court of Appeals Judge James Ryan.
The Kelly-Ryan commission spent more than a year studying ways to insulate the theoretically nonpartisan Supreme Court from the corrupting influence of Michigan's political parties and the special interests who bankroll them. Its members have urged Snyder to take a giant step in that direction by choosing his next justice from a list of three to five candidates vetted, in public hearings, by a panel of respected laypeople and lawyers. Commissioners say the panel should be appointed by Snyder himself -- with the proviso that both major parties are equally represented.
For Snyder, it's an opportunity to boost the credibility of a judicial branch that has been tarnished by grasping party bosses and untraceable special-interest money -- and to burnish his own reputation as a man concerned with fairness.
He should seize it while he has the chance.
(c) 2012, Detroit Free Press

subset: commoncrawl


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Is Philip Rivers really back?
Are you sold on Philip Rivers being the Chargers quarterback of the future?
Absolutely. That 111.1 passer rating is for real. 84% (2005)
Maybe. He needs to not have one of those ruts where he throws a bunch of picks. 13% (317)
No. He still scares me. 3% (79)
2401 total votes.


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STOCKTON – The Stockton Police Department is investigating the city's 14th homicide of 2013 after gunfire erupted in a southwest Stockton neighborhood early Sunday morning, authorities said.
Officers were dispatched to the Conway Homes housing project at 3:38 a.m. to respond to reports of a shooting in the 2600 block of Connecticut Avenue. When they arrived, officers located five people suffering from gunshot wounds, police said.
The victims were transported to hospitals. One woman succumbed to her injuries and was pronounced dead at the hospital, authorities said.
Homicide detectives were called to the scene to take over the investigation. Police have not released any other details of the shooting.
Anyone with information is encouraged to call the Stockton Police Department at (209) 937-8377 or Crime Stoppers at (209) 946-0600. Crime Stoppers pays cash rewards up to $10,000.
Read Monday's Record for more on this story.
Location, ST | website.com


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'Gay Bride' musical by Seacoast duo has messy divorce in NYC
PORTSMOUTH — Billy Butler and Dane Leeman, co-authors of the musical "Gay Bride of Frankenstein," have been sued by their producer, who alleges they breached their contract for commercial development of the play in New York.
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Need Help? Call 1.866.472.4001
Pretty Petals Beauty Tower
No longer available
- Overview
A simple openwork pattern gives this sturdy design a pretty, lacy look. Multiple tiers keep your favorite baubles or makeup essentials close at hand, and a loop on top makes it easy to tote.
- 13.25" diameter, 36.75" high
- Crafted of iron with a matte white finish.
- Features four storage trays.
- Dimensions + Care
- Overall: 13.25" diameter, 36.75" high
- Small Tray: 6.25" diameter, 3" high
- Medium Tray: 9.25" diameter, 1.5" high
- Bottom Tray (2): 13" diameter, 1.5" high
- Wipe with a soft, dry cloth.
- Shipping Info
Please allow approximately 5-7 business days for delivery of in-stock items. Delivery estimate includes monogrammed and gift-wrapped items.
PBdorm Ship to Store is now available! Go here for details and we will ship your PBdorm order to a Williams Sonoma Inc. store near your college for pick up.
- Final Sale
Final-sale items, identified by a price ending in $0.99, cannot be returned. Once placed, your order for any final sale items cannot be canceled.


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Under the direction of Daniel Monek, director of choral and vocal activities at Marietta College, the student musicians of the Marietta College Concert Choir will once again bring a holiday tradition to the residents of the Mid-Ohio Valley.
What began in 2009 has become an annual tradition, drawing crowds each year to St. Mary Catholic Church, according to president of the choir, Melinda Morgan, a junior music education major from Zanesville.
"The community really looks forward to the concert and it's also one of the best ways for the students to unwind after finals and start to enjoy the holidays," she said.
The concert will be held at 8 p.m. Saturday.
The mixed choir is made up of about 35 men and women in all fields of study, not just music.
"It is an audition group but that's one of the great things about the choir is that it is open to all majors," Morgan said.
Fact Box
If you go
What: Christmas with the Marietta College Concert Choir.
When: 8 p.m. Saturday.
Where: St. Mary Catholic Church, 506 Fourth St., Marietta.
Cost: free and open to the public.
The performance will be a mixture of sacred music and traditional carols, during which the audience will be invited to participate. The performance should run roughly an hour and a half and there will be approximately 20 songs.
There will also be a candle lighting at the end of the performance as "Silent Night" is played, according to Pamela Gordon, with the Edward E. MacTaggart Department of Music.
"It is usually just a wonderful evening and we are so lucky that (St. Mary Catholic Church) lets us use such a gorgeous venue," Gordon said.
The student musicians hold a fundraiser each February to raise money, according to Morgan, which allows them to bring in an orchestra of professional musicians to accompany the choir.
This year the musicians hail from mostly Ohio and West Virginia, Gordon said.
For senior Olivia Wilson, Saturday evening's holiday concert will be bittersweet as it will be her last.
"I'm sad that it's coming to an end but I am really looking forward to the concert," said the soprano. "The music is very intricate and enjoyable to sing."
Wilson said the concert is always well attended and well received and folks usually arrive early to find a seat.
"It's a fabulous way to kick off the holiday season and it really is a family event," she said.


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WASHINGTON (AP) -- A divided Senate Judiciary Committee on Monday narrowly approved a Democratic bill expanding required federal background checks for nearly all gun purchases, but put off immediate consideration of an assault weapons ban.
The panel approved the measure by 10-8, supported by all Democrats and opposed by every Republican. Expanded background checks is at the heart of President Barack Obama's proposals to curb firearms. The sponsor is Sen. Charles Schumer, D-N.Y.
Schumer said the measure will reduce gun crimes, and said he hopes he can strike a compromise on the measure with Republicans, which would enhance the measure's chances of passing in the full Senate.
Iowa Sen. Charles Grassley, the top Republican on the panel, said he believes the measure will ultimately lead to a federal registry of gun owners -- which is illegal. Schumer said wouldn't happen.
The committee also approved a measure providing $40 million a year for school safety programs. The committee postponed until Thursday a vote on a proposal by Sen. Dianne Feinstein, D-Calif., to ban assault weapons.
Requiring background checks for private gun transactions between individuals -- they're currently mandatory only for sales by licensed dealers -- is designed to prevent criminals, people with severe mental problems and others from getting guns.
Tuesday's meeting came five days after the panel approved Congress' first gun control measure since December's horrific shooting at a Newtown, Conn., elementary school that left 26 students and educators dead. The initial bill, brought forward by the Judiciary Committee's chairman, Sen. Patrick Leahy, D-Vt., and others, establishes long prison terms for illegal gun traffickers and straw purchasers, people who buy a firearm for criminals or others forbidden to buy one.
The Judiciary Committee was expected to approve all three bills at some point this week, with full Senate consideration next month.
"The American people need to speak up and be heard," Leahy said Monday of what it will take for gun measures to clear Congress.
Schumer's background check bill would exempt only a narrow range of transactions from the checks, such as transactions between immediate family members or weapons loaned temporarily during sporting events.


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About the Book
Ex-champion bull rider-turned-cutting-horse cowboy Joe Daniels isn't quite sure how he ended up sleeping in a horse trough wearing nothing but his Stetson and cowboy boots. But now he's wide-awake, and a citified woman is glaring down at him. His goal? Get rid of her ASAP. The obstacle? Fighting the attraction he feels toward the blond-haired filly with the big, vulnerable eyes.
When out-of-work wedding planner Mariah Callahan learns that her estranged father has left her a rundown ranch in Jubilee, she has no choice but to accept it. Her goal? Redeem her career by planning local weddings. The obstacle? One emotionally wounded, hard-living cowboy who stirs her guilt, her heartstrings, and her long-burned cowgirl roots . . .
Educator and Librarian Resources
Critical Praise
Lori Wilde has created a rich and wonderful story about the charm of small town life combined with the power and passion of first love. Delicious! — New York Times Bestselling author Robyn Carr
"Full of colorful characters...as satisfying as a glass of lemonade on a hot day." — Publishers Weekly
"A wonderful story… The ending will leave readers with the desire to make return visits to Jubilee, Texas." — RT Book Reviews, 4 stars
"Wilde fills this series launch with fun repartee and tugs at the heartstrings…Her fans will be eager to visit Jubilee again." — Publishers Weekly
Product Details
- Imprint: Avon
- On Sale: 03/27/2012
- Trimsize: 4.188 in (w) x 6.75 in (h) x 0.96 in (d)
- Pages: 384
- List Price: 7.99 USD
- BISAC1: FICTION / Romance / Contemporary


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Model: 035521 Item: COS035521
Unique dust cover automatically opens and closes while stamping. Microban® antimicrobial protection works continuously to inhibit the growth of stain- and odor-causing bacteria. Ergonomic rubber grip. Up to 50,000 impressions. Stamp Type: Message; Message(s): POSTED; Ink Types: Pre-Inked; Re-Inkable; Impression Width: 1 5/8".
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Dual Pistol 12 Inch Hard Case
$ 19.99
Dual Pistol 12 Inch Hard Case - Quantity:
Registered User Login:
- This case is great.I bought my co2 s&w sigma with the extended mag. And it fits great in this case.I just take the mag out and lay it on the side. Its good for a small uzi or duel pistols. And almost and gas gun.Even a small aeg!!!! I give it 5*
-Cobra Commander
- Good, but get the bigger oneThis works great if you only have 1 pistol but I find it to be hard to fit more than one. It won't fit two large pistols but will fit 2 mediums. It is good to keep things organized when you are traveling with your guns and this helps out a lot. I would get the bigger one because you can also keep mags in that one as well as 2 pistols. Anyway this is great if you need a case for a pistol.
5 stars
- greatif ur moving or take you guns wiht you on travel this i s anessicaty ths box is great everything inside NEVER MOVES i left 2 pistols (1 small 1 medium) and a slinecer in it i personally dont like storeing mags in the gun so i take em out anyway this thing is great very nice quality!
- amazing...while technically i do not own this case, since my brother does i feel that i am in a position to review it
onto the review.
look - its a gun case, what more is there to say. while it does disguise the gun itself, you will still look very shady if you plan to carry it around in public.
feel - when you carry your gun in this, well, you feel pretty badass.
overall usefulness - this will make your life a whole hell of a lot easier, what more is their to say
on one final note, you may be thinking "but why cant i just use a guitar case" or something along those lines. well, if you get caught transporting a gun in a container that would not normally house one, it will be assumed that you were attempting to conceal it. (it doesn't matter if you tell them whats in it, thats just how it will be viewed. i had a friend who got his gun confiscated in this way. some cop just took it, and when he asked for it back the ****weed refused)
with this, on the other hand, it is just obvious enough to not seem like your concealing when questioned, without being so conspicuous to warrant idiots to call the cops on you.
- OKLook this case is good but if you have a lot of extra clips or accessories then I would recommend the Covert Ops Dual pistol case, it is much better, but if you only need to carry pistols and 1 or 2 clips then this is an excellent case.
"Patriots protect your country"
- awesomethis is great I dont treat all my guns with care so with this I can move them around withount bestoying them
- Love it,i have two CA MK23 blowback's, and until now i would always just lug 'em around in my hands and car, now, theres a great stylish, functional solution! this thing is cheap and durable, i find my two $400 guns worth more than 20 bucks of metal, buy it,
Hope this helped,
Sunflash out
- Awesome pistol case, very professional. This is very sturdy, very professional looking, great padding, and works great. What else can I say?
- nice hard pistol casethis pistol case is great hard on the outside soft on the inside. My friend holds his 1911 spring and his p99 spring along with a spare mag 4 the 1911 with a little space to spair! he also looks very professional when he walks up with this i reccomend it!
- its a great case! this case is awesome! it hold hand guns very well and is durable, it fits pistols and an extra clip, its awesome


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Since 1947
(based on 19 reviews)
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storage baskets
By SCARLETT BABY
from GRASS VALLEY, CA
About Me Budget Shopper
Comments about Storage Basket With Handle:
This is my 2nd order. I use them to keep my meds together,kitchen spices and loose pkgs & bath supplies. The handle is also a big plus.
Bottom Line Yes, I would recommend this to a friend
Was this review helpful? Yes / No
- You may also flag this review
By pam
from indiana
I use it for the top shelf of my cabinet over my range hood which is very hard for me to reach so I do not put anything in them. now with these baskets I can make use of the space.
Useful tool
By Charlotte
from Frederick, MD
About Me Midrange Shopper
The storage basket is very useful in the pantry. However, the handle should be made stronger.
Exactly As Pictured
By ctsmeow
from Ohio
I purchased this to use in my apartment size refrigerator's freezer. It is exactly as described except I measure it as 11" long. That is good because it fits in the freezer with an inch to spare. I use it for my meat which I re-wrap. I may purchase another one or the stackable freezer shelf.
Love these baskets!!!
By Susie Homemaker
from Shelby Twp. MI
This is one of the handiest things I've ever bought! The sides are tall enough to keep things inside, and do not waste vertical space on shelves, as the shorter baskets I replaced with these. Very sturdy, not flimsy at all!!! I got them for the pantry, spice/gravy packets, gelatin boxes, baking supplies, small bottles, but they also work great for small freezer/fridge items, like snacks, nuts, burrito's, "tube" yogurt/ices, vacuum sealed bags & opened packages. I used them in the linen closet for bar and liquid soaps, extension cords & light bulbs. Also great for "gadgets" like the clothes shaver, lint brush & roller. static spray. I cleaned out the "junk" basket and organized so much with these! Will definitely purchase more!
Storage baskets are handy in the kitchen
By Bebe
from Tulsa, Oklahoma
I have used these in kitchen cabinets and can organize several items at once. Just pull out the basket and you have clear view of all the contents. They are great in the refrigerator, too. I keep things like shakes, individual jello servings, applesauce, etc. Would be great for baby food jars, too. Just pull it off the shelf and everything stays in and it's easy to see what you have. Try them....you will like them.
Practical and Handy
By 2905
from Los Angeles
These little baskets fits my cabinets and storage shelves perfectly and consolidate all the small packages, boxes and containers into easy-to-reach baskets. They are lightweight but not flimsy, and hold a lot. I use them in the kitchen and in storage cupboards. I don't know what I did before I bought these.
Just What I Wanted!
By Wendy Cat
from Saint Paul, MN
This container is great for storing my bottles of shampoo and conditioners. It is tall enough to keep the bottles from spilling and the handle makes it easy to grab and remove from my crowded linen closet.
good item
By meme
from rockton,il
nice item for the price
By Gadget Shopper
from Las Vegas, NV
Wide enough to fit an onion soup mix box in it (barely). I wish the handle was longer for a more comfortable grip. I use it to store dry goods in the kitchen pantry.


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- Keep your plays clear and your team smart!
- Currently Unavailable
Finally the whole team can see the coaches final play of the game. This HUGE 23"x18" field board is lightweight and durable with dry erase writing surfaces on both sides and a handle for carrying. Water proof board includes dry erase marker.


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The Great Gatsby (2013) Film Promotion2013
- Concept Arts
- Like Minded Studio
- Bazmark
Contributed by Florian Hardwig
The Story of Our Friend, the Fat Face1826
- Paul Rand
- Herbert Bayer
- Bruno Munari
Contributed by Jennifer Kennard
Contribute to the Collection
Fonts in Use is a collaborative project. Create an account and submit your own work or other examples of typography.
The Specimen: from Type Catalog to Design Meme
- Paula Scher
- Fred Woodward
Contributed by Sam Berlow
- Wolfram Wiedner studio
- Johannes Lang
- Kathrina Dankl
Contributed by Florian Hardwig


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Porters win Pals and Gals tournament
Published: Saturday, July 13, 2013 at 3:30 a.m.
Last Modified: Friday, July 12, 2013 at 11:54 p.m.
AKRON | Buck and Jamie Porter won the Pals and Gals Tournament Trail bass tournament July 6 on the Black Warrior River at Lock 8.
The winners had five fish weighing 11.94 pounds.
Trent Tilley and Austin Adcox took second place with five fish that weighed 11.88 pounds. Tony and TJ Johnson were third with five fish weighing 10.25 pounds.
Tilley earned big-fish honors with a 3.94 pound bass. Cade Crocker took kids big fish in the 13 to 19 age division with a 3.56 pound bass and Austin Adcox had the kids big fish in the 12 and under age group with a 2.94 pound bass.
A total of 17 boats participated.
Fish were caught on trick worms, flukes and crank baits.
Reader comments posted to this article may be published in our print edition. All rights reserved. This copyrighted material may not be re-published without permission. Links are encouraged.


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How can we help you?
The University Libraries serve the knowledge and information needs of the University community and the general public. You can find information, get research assistance, or study at the Robert L. Carothers Library and Learning Commons in Kingston or at our two branch locations: the College of Continuing Education Library in Providence and the Pell Marine Science Library at the Narragansett Bay Campus.
contact info
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- Contact


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So we have a thing for pretty chicks in sexy black dresses. Aubrey Addams is so adorable, you would never know how naughty she is under that cute little innocent smile. Aubrey is a natural at modeling...she not only has all the right goodies, but knows how to use those goodies to keep us entertained. She enjoyed a slow sexy striptease while touching her petite sexy little bod. This flirtatious hottie will get you going!!
The blonde babe Aubrey Addams struts her stuff, she looks so yummy delicious in her black jacket, black panties and big black boots. You have to admit she looks even hotter totally naked posing outside. Her nice perky boobies and shaved little pussy are quite the magnificent site. Come see for yourself.


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Men's adidas Oklahoma City Thunder NBA Radiant Stripe Fade T-Shirt
Are you a diehard Thunder fan? Let the world know while you stay stylish in the edgy adidas Oklahoma City Thunder NBA Radiant Stripe Fade T-Shirt.
Not your ordinary team t-shirt, the Radiant Stripe Fade Tee from adidas showcases baller style and a unique screen print for a standout look. Team graphics grace the front of this tee, but are printed in a striped, faded pattern that shows your swagger. The adidas logo at the upper center chest represents iconic athletic style, while the short sleeves and soft cotton keep you cool and comfortable as you get hyped.


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Today: Facebook's market valuation hits $100 billion, Tesla touches $20 billion for the first time. Also: Apple (AAPL) gains as Tim Cook's leadership turns 2, helping Silicon Valley tech stocks beat the larger market.
The Lead: Facebook, Tesla market caps reach new highs
Two pioneering Silicon Valley companies passed milestones in market capitalization Monday, as Facebook closed with a value higher than $100 billion for the first time and Tesla Motors (TSLA) surpassed the $20 billion mark before falling barely below the mark at the close.
Facebook gained 1.9 percent to an all-time closing high of $41.31, reaching as high as $41.94 in intraday trades, the highest share price for Facebook since a price of $45 in its first moments of public trading after a record-breaking IPO that valued the company north of $100 billion. At that closing price, Menlo Park-based Facebook has a market cap -- the total value of all shares in circulation -- of $100.6 billion.
Tesla hit an all-time intraday high of $173, pushing its market cap higher than $20 billion for the first time, but fell back for a daily gain of 1.5 percent at $164.22, which placed its market cap just shy of the mark at $19.94 billion.
Facebook's valuation has skyrocketed 53 percent since its most recent quarterly earnings report, which showed the company is generating a growing percentage of its revenues from mobile usage, after Mark Zuckerberg's creation admitted at the time of its record-breaking IPO that it was woefully behind in that area. The company continues to add to its service, used by more than a billion people worldwide -- on Monday, it announced new shared photo albums.
Facebook ended Monday as one of only six Silicon Valley tech companies with a market cap of more than $100 billion, joining Apple, Google (GOOG), Oracle (ORCL), Cisco (CSCO), and Intel (INTC); eBay (EBAY) and Gilead were the only other companies with a market cap of greater than $50 billion.
"The market is gaining confidence that Facebook is going to be a viable profit-generating machine in the future," Oracle Investment Research analyst Laurence Balter explained to Bloomberg News. "People are checking their Facebook page more and more all the time."
Much like in its IPO, Facebook's current stock price far outpaces its current earnings -- while Facebook's market cap pegs it as the seventh-most-valuable tech company in Silicon Valley, its was the 17th-largest Silicon Valley tech firm in terms of revenues in 2012, and Bloomberg reported its price-to-earnings ratio is the fourth-highest in the S&P 500, around 180-to-1.
Tesla's 2013 Wall Street rise has been even more spectacular than Facebook's, with shares gaining nearly 385 percent through Monday, creating a legion of so-called Teslanaires. The Palo Alto electric car-maker announced that the first three months of the year marked its first profitable quarter, following that up with another quarter of solid growth and a buzzworthy transit idea from CEO and founder Elon Musk.
Monday's gains arrived after a report from the California New Car Dealers Association showed that Tesla's Model S outsold several stalwart car models in its home state in June, when the report said that the company sold 1,097 cars in California. So far this year, Tesla has a 12 percent market share of the "Luxury and Sports" category, the group reported, trailing only Mercedes and BMW, as Consumer Reports has praised the electric sedan and the federal government's safety tests gave it high marks.
"Tesla's the Apple of automotive -- it's managed to cross the automotive and technology fields to become this hot commodity," Baum & Associates auto analyst Alan Baum told Bloomberg. "Justified or not, the expectations for this company are now very high."
SV150 market report: Silicon Valley stocks gain on down day for markets
Gains from Facebook and Apple helped Silicon Valley tech stocks move higher Monday, even as the three major Wall Street indexes declined after Secretary of State John Kerry suggested the U.S. is preparing to take action against Syria.
On CEO Tim Cook's second anniversary of taking the helm at Apple, the Cupertino company gained 0.4 percent to stay higher than $500 a share, at $502.97. Apple is expected to announce new iPhones at an event next month, and reports Monday suggested that the company is going to launch a trade-in program for the popular smartphone, allowing customers to return earlier models for discounts on updated iPhones.
Netflix (NFLX) reached a new 52-week high and closed with a 1.6 percent gain at $282.72 as content chief Ted Sarandos continues to focus on the Los Gatos company's original offerings. Intel is looking to get into television as well, and the Santa Clara chipmaker has confirmed that its media arm has opened offices in New York and Los Angeles; shares dropped 0.7 percent to $22.28, however. Yahoo (YHOO) dropped 1 percent to $27.70 as a feature revealed new facts about CEO Marissa Mayer, and Oracle gained 1.8 percent to $32.34 after the Mercury News's annual investigation of CEO compensation again showed Larry Ellison receiving the biggest paycheck in Silicon Valley. Workday hit new all-time highs, moving as high as $76.76 before closing with a gain of 0.3 percent at $76.01 as the Pleasanton cloud-software company prepares to release quarterly earnings roughly a year after its initial public offering.
Up: SolarCity, Facebook, Oracle, Netflix, Tesla, Gilead, LinkedIn, Adobe (ADBE), eBay, Apple, Workday
Down: Advanced Micro Devices, VMware, Symantec, Juniper, Yelp, Applied Materials, Yahoo, SunPower (SPWRA), Intel, Hewlett-Packard (HPQ), Google, Salesforce
The SV150 index of Silicon Valley's largest tech companies: Up 4.14, or 0.32 percent, to 1,306.32
The tech-heavy Nasdaq composite index: Down 0.22, or 0.01 percent, to 3,657.57
The blue chip Dow Jones industrial average: Down 64.05, or 0.43 percent, to 14,946.46
And the widely watched Standard & Poor's 500 index: Down 6.72, or 0.4 percent, to 1,656.78
Check in weekday afternoons for the 60-Second Business Break, a summary of news from Mercury News staff writers, The Associated Press, Bloomberg News and other wire services. Contact Jeremy C. Owens at 408-920-5876; follow him at Twitter.com/jowens510.


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Continuing Education
Applications are being accepted for a Chinese language course offered as part of Lander University's Continuing Education program. Conversational Chinese for Beginners will be taught by Wei Zhang, a visiting scholar from Shanghai Normal University in China, who is an intern in Lander's Office of Student Affairs.
Continuing Education coordinator Shelley Grund said the course is designed for beginners to improve their ability to speak, write and read Chinese. It will include highly useful conversational Chinese at the beginning of each class and basic written skills emphasizing the strokes and rules of thumb for writing Chinese characters.
Classes will be held on Mondays and Wednesday from 6 to 7:30 p.m., for four weeks beginning April 2. Registration is limited to 15 and the fee for the course is $50.


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Tottenham Hotspur Message Board
Norwich - any views?
Anyone see the game?
Obviously the result was disappointing, especially given the team that was fielded and AVB/Spurs wish to win something this season, but it sounds that the overall performance was OK - ironic really if that is the case, that one of the games where we do play for more than a half, we lose.Sort: Newest | Oldest | Most Replied Expand all replies
A typical spurs performance I would say. Controlled the game without looking to threatening, no quality from midfield, and apart from Bale, no real punch up front. Unlucky with Norwich first goal, because it was going wide until Vert deflected. Half expected Vert to take penalty, but Dempsey is a striker, so I suppose it was right he took it, but he didnt look too confident to me, but then again, we dont have to good a record from the spot.
- 2 Replies to john
just more evidence we need a modric replacement.
dembele cant come back soon enough!
get jenas,bentley,hudd,gomes of the wage bill & go get moutinho or banega!
back to the match. only saw highlightes. apparently falque & bale were the star performers.
So it was a 90 minutes'ish performance from them this time?


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More critical thinking neededFebruary 06,2013
More critical thinking needed
Columnist Willem Lange usually strikes me as a critical thinker and a fairly interesting writer. However, in his article Pearl Harbors legacy, (Jan. 21 Times Argus/Rutland Herald) in referring to JFKs assassination, he labels those opposing his perspective as loonies with time on their hands. This name-calling method seems to be used quite often to shut down any debate on certain topics. As a matter of fact, this method seems to have worked quite successfully for more than a decade by the U.S. government and its cooperative mainstream media and others, with the words conspiracy theorists used to thwart any serious objective debates, especially on critical issues.
As for Mr. Langes statement But 9/11 remains an open wound; our national consciousness still hasnt been able to wrap itself around the motives of the men who took flying lessons ... I believe that the open wound in our national consciousness has little to do with the motives of men who took flying lessons. It has much more to do with what were the motives of the men who caused the 12-second straight-down controlled demolition-type collapse of each of the three WTC skyscrapers on 9/11.
As for motives, we would do well to consider what U.S. foreign and domestic policies followed from the events of 9/11 and which continue to this day, including the consequent induced fear that paralyzes the national psyche. We now are a country of torture, drone assassinations, lost civil liberties and shock-and-awe for countries with oil and other resources that the multinational corporations covet.
In short, we have a world turned upside-down thanks to the unexamined, uninvestigated and covered-up events of 9/11.
Accepting unquestioningly the official 9/11 conspiracy and proceeding to parrot it is not critical thinking. We need all the truly critical thinking we can collectively muster. Lets stop labeling those who question our governments actions either in JFKs assassination or the 9/11 murders and have a real debate on ultra-serious issues while we still have a voice.
William Rice
Randolph CenterMORE IN LettersAgain, the town of Northfield is at a crossroads. In fact, at least three crossroads. Full StoryThanks for the coverage for the Decision America Tour to our state capitol this past Wednesday. Full StoryRegarding Defying the Hippocratic Oath, Aug. 19, 2016, there are so many inaccuracies in Mr. Full Story
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Seib & Wessel: What We're Reading Thursday
Recommended reading from around the Web:
By Gerald F. Seib and David Wessel
How it could be that a record number of women have been elected to Congress, yet none will run a major House committee next year. [The Atlantic]
Ralph Gomory, former head of Sloan Foundation, and NYU economic historian Richard Sylla, trace the history of the corporation in a long essay to be published next year in Daedalus, and ask, "How do we align the actions of corporations with the broader interests of the country?" [Daedalus]
Aaron David Miller writes that a Palestinian effort to gain observer status at the United Nations this week, even if successful, will hurt Palestinian leader Mahmoud Abbas and the statehood effort more than help either. [CNN]
Deutsche Bank economists see a global rush of foreign investment in farmland, particularly in Africa, with much of the buying coming from China, India, Brazil and Malaysia. [DB Research]
The Atlantic's @b_fung spots–with photographic evidence–a new fad, "shootering," as China lands a plane on its first aircraft carrier. [The Atlantic]
Sign of the Times
Minor milestones We've spotted:
Politics: The state that gave President Barack Obama his biggest margin in the election was Hawaii (70.6%); for Romney, it was Utah (72.5%). [Cook Political]
Food & Drink: Starbucks unveils a premium coffee called Geisha: $7 for 16-oz cup. [Washington Post]
For critical perspectives on politics and the economy from Jerry Seib & David Wessel, visit Seib & Wessel.


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Real Estate Forum Breakfast
September 8, 2016SOLD OUT
September 8, 2016SOLD OUT
October 13, 2016Learn More & Register
October 27, 2016Registration Coming Soon
Fall Enrollment Is OpenLearn More
The second program of the real estate series will target real estate professionals and feature an interview with Andy Gloor, Managing Principal of Sterling Bay, moderated by the Crain's real estate reporting team.
This morning program is designed for CEOs, owners, presidents and senior leaders interested in hearing from established business executives about their leadership path and profile. Crain's publisher will interview CEOs from Crain's annual Who's Who list followed by a moderated speaker discussion and audience Q&A.
This high-energy breakfast will target Chicago's business community and top level management of small businesses, featuring a panel discussion amongst Small Business owners with an audience Q&A.
CEOs of mid-market companies will share their expertise on growth, innovation and establishing success. This breakfast features a networking reception, plated breakfast, panel discussion, as well as audience Q&A.
Crain's largest breakfast of the year offers a unique opportunity for healthcare professionals to network and enjoy an in-depth panel discussion amongst chief executives focusing on the dynamics of the Chicago healthcare market.
Crain's Academy provides powerful experiential Professional Development programs. Bringing the best of personal development, professional growth, business and leadership best practices, and civic outreach. The workshops, and leadership development programs feature CEO speakers and questions and answer sessions. Upcoming programs include Crain's Fall Leadership Academy. For inquiries, please email firstname.lastname@example.com.


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Lineup (subject to change) Ray Gelato: Lead Vocal and tenor sax, Danny Marsden: Trumpet, Andy Rogers: Trombone, Ollie Wilby: Saxes, Gunther Kurmayr: Piano, Ollie Hayhurst: Bass, Seb De Krom : Drums Cab Calloway, Louis Prima, 'Fats' Waller, Louis Jordan; even the names... find out more Tap to see more
Top Canadian trumpeter leads his fiery swingin' quartet for his regular weekly session which has already built up a large and dedicated following ! Click The Video Below For A Taster Of The Late Late Show "We haven't had anything like this in New York for over twenty... find out more Tap to see more
Glittering showcase for top bands. Usually £10 on the door. Information on bands performing will appear here as soon as it is received by the promoter 20th December Flyer find out more Tap to see more


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West Nile virus is quickly becoming a household word here in the mid-Ohio Valley.
Dozens of Ohio counties have reported cases of the mosquito-borne virus.
And West Virginia's first case of the virus was confirmed Wednesday in Jackson County.
The summer season often means mosquito season.
Most of the time, the pesky insects are nothing more than a nuisance.
But news of the West Nile virus in Ohio, and now in West Virginia, is worrying many residents.
The Belpre City Health Department is teaming up with Athens County, Ohio, health officials, to spray for mosquitoes now before it becomes a problem.
A machine, will be on the streets of Belpre this weekend. It sprays a fine mist over the area that kills mosquitoes. But health officials here, say there's no need for concern; there is no health hazard for you or your pet.
Spraying for mosquitoes is not unusual.
But health officials say it's even more important this summer, now with the threat of the West Nile virus.
Spraying will start on Saturday, and take place during the evening hours.
The health department says, if things go as planned, most people won't even notice the spraying.
wtap.com Extended Web Coverage
West Nile virus Facts
How is the West Nile virus Spread?
Symptoms of the Virus
Protecting Yourself
Source: www.vdh.state.va.us contributed to this report


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Shark Week Once Mattered; Now It's a Joke
Posted August 8th, 2013 @ 2:05pm by John Johnson, Newser Staff
(NEWSER) – The Discovery Channel's Shark Week is under way again, but it can't end soon enough for Alan Yuhas at the Guardian. Discovery now prefers schlock to science, as evidenced by the fictional documentaryMegalodon: The Monster Shark Lives that kicked off this year's festivities. When it began 20-plus years ago, Shark Week actually served a useful purpose in educating people about sharks and marine biology. Now, it's a joke. "Discovery made its name as a champion for science, but it's been abandoning that mission for years," complains Yuhas.
Read the full story on Newser.com
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While traveling on the tour bus with boyfriend John Mayer, Jessica Simpson may be living the life of the rock n' roll girlfriend, but that doesn't stop her from indulging herself in a little luxe shopping. While in Chicago yesterday, Jessica killed time before John's concert by hitting local fave Jake. Jessica told a store clerk that John had actually pointed her to the store — after Googling her favorite brands and learning they were sold there! Jessica picked up some cozy cashmere pieces from Lutz & Patmos, including the Warhol Tunic and the Bourgeois Cardigan. She also nabbed a Vanessa Penna Obi (that she wore out of the store), Margiela Leggings, a McQ V-Neck Sweater, a Barbara Bui Sweater, Malin + Goetz Lip Balm, and a Richard Chai jacket. But always thinking of her sweetheart, she picked up an Adam Kimmel pocket front shirt for John. Awwww.
Photo: Courtesy Jake; MJJ Photos (inset)


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Reviewed by 5 customers
The bed I love, the quality, so so. The stitch in one corner is coming apart already. The bed is so large, I don't feel like dealing with the return. Delivery company was great, but the day and time the delivery was set for, was not prepared for. Delivery time was set for 10am to 1pm. They arrived at 8am.
The shippers were great, taking my icy steps in stride. The bed was well packed and easy to assemble. Took me (a mom) about an hour, with a little help from my daughter. Once assembled, the bed looks fabulous and really dresses up my room. I love it.
We have owned this bed for about 2 weeks now and I'm still in love with it. The style of the bed really makes a statement, but the color of the fabric is neutral enough to fit into almost any decor theme. It was not very hard to put together, but you definitely need two people. We haven't owned it long enough for me to comment on it's durability, but the quality does seem good and it is very sturdy. The only thing I'm not crazy about is that the foot board seems is a little deeper than necessary, but I may just notice it because space is at a premium in our room. Overall, I would highly recommend this bed.
I love this bed! I too purchased it with no reviews. However, for the price, it was more than a bargain. Now, surcharge on shipping is a bit much. This bed gets sooo many compliments!! I wanted to wait until I "reviewed" the bed before I left a review ;) The bed was easy to assemble and does not squeak or make noises!! I'm also using a box spring with my mattress which gives it height I wanted. You can't store items underneath the bed, as the side railings are maybe 4-5 inches from the floor. The headboard has nice padding in it. When I want to sit up and read or take a nap, it's comfortable. Actually, there is padding all around the sides and foot board as well. It feels good when I rest my feet along the railing (not with too much pressure). Color is exactly shown in the pic. The only thing I worry about is minor loose threading here & there. It's nothing to really worry about, but just something I noticed as I inspected the bed. One thing I do like is the bed will go with any color. I am happy I chose this bed over ones with reviews. Definitely a great purchase at my own risk!!
This bed didn't have any reviews and wasn't sold in stores, so I was hesitant to buy it. However, it was a lot less expensive than similar-looking beds at other stores, so I took the plunge and ordered it. It came a lot sooner than I expected (it arrived at my local freight company just about a week after I ordered it and I was able to schedule home delivery shortly after that). It couldn't be cuter, and was actually pretty easy to assemble (I was able to do it alone in about half an hour). It's not the best quality I've ever seen, but considering how inexpensive it was, I'm THRILLED with my purchase. Granted, I've only had it for about a week so I can't tell how long it will hold up, but it's working perfectly for me now and I don't see myself having any problems with it in the near future.


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The 2012 Alderson-Broaddus College Natural Science Study Abroad trip to Bonaire, a special municipality of the Netherlands, began March 16 and will end Sunday.
It is being led by Dr. David Unger of Alderson-Broaddus College, Dr. Thomas Jones of Marshall University and Dr. John Enz of Jacksonville University, Jacksonville, Fla.
Although the trip is being principally run through Alderson-Broaddus College, it is a collaborative effort between Alderson-Broaddus College, Jacksonville University and Marshall University. Unger is prepared 12 A-B students for the trip as well as assisted with trip preparation and SCUBA instruction.
"Students spend six weeks prior to going to Bonaire being certified in scuba," Unger said. "They also learn about the culture and history of the island and intensively studying the fish, creatures, sponges and corals of Bonaire's reef as well as the birds, reptiles, plants and insects found on the island itself. Students are also involved in faculty-led student research projects."
Bonaire is a tropical island located in the Caribbean known globally for its scuba diving, with much of the island's economy devoted to this activity. It is one of the only places in the world where the entire island, by law, is entirely open to anyone for certified public diving. No reef area is privately owned.
This year, students will perform moray eel and reef fish surveys, lion fish density estimates (the lion fish is an invasive species causing wide scale damage to Caribbean Reef fish populations), digital imaging of reef structure and reptile surveys. These data will form the foundation of long-term research by students and faculty in conjunction with the Bonaire government and Washington Slagbaai National Park.
Over the last nine years, the Natural Science Division has taken nearly 200 students to four continents and nine countries including: South Africa, Belize, Ecuador, the Galapagos Islands, Australia, China and Bonaire, which is a special municipality of the Netherlands. Students learn the culture and history of the area, local plants and animals and the ecology of the region.
Students are taught and tested rigorously on these subjects both prior to and during the trip so they gain a greater understanding and appreciation of the culture, history and ecology of an area outside the United States.
Enz is the original founder of the Alderson-Broaddus College Natural Science Study Abroad program. Although he is no longer a faculty member at A-B, he has continued a relationship with the college by assisting in trip planning, scuba training and instruction both prior to and during the trip.
Jones is bringing 13 students and is the scuba instructor for the trip as well as both an instructor and planner for the course.


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Editor's note: To celebrate an incredible year of athletic events and achievements, the Summit Daily News is counting down the Top 10 sports stories of 2011. Reviewing every local sports story of the last 12 months hasn't been easy, but we've
whittled the list to just 10 memorable moments and will reveal one story every day through New Year's Eve.
The No. 8 addition to the Top 10 Summit sports stories of 2011 isn't so much about a local mountain biker taking second place at the Breckenridge 100; it's about the six previous installments of the marathon and an incredible streak, which like all others, had to come to an end.
On July 16, for the first time in the race's history, the Breck 100 recognized a champion not named Josh Tostado.
Jeff Schalk completed the 100-mile course in a record 8 hours, 8 minutes and 53 seconds, just six minutes in front of Tostado, an Alma resident who won the previous six Breck 100s - every single year since the race's introduction in 2005.
"Schalk was on fire today. I mean he was just hammering. I felt good as well," Tostado said after the race. "I just couldn't catch him. He's the 100-mile national champion for a reason. He had a great day. I had a great day. I can't complain."
Although slightly disappointed, bloodied and bruised, Tostado (who crashed "hard" on the first lap) was able to focus on the positive, that is, he actually improved on his own record-setting time from the previous year; it just wasn't quite enough for a win in 2011.
Tostado, Schalk and Kelly Magelky rode together for the first two laps. It wasn't until about halfway through the final lap that they dropped Magelky. Then, Schalk was able to put a gap on the defending champ climbing up Indiana.
With Schalk within vision, Tostado briefly made up some time on the descent down Gold Dust but couldn't ultimately hang on coming back over the pass. Christian Tanguy, another contender in the National Ultra Endurance Series, came in third.
Climbing 13,719 feet over 100 miles, the race consists of three cloverleaf loops that start and finish in Carter Park. The 29-mile Loop 1 offers some spectacular scenery. Loop 2 stretches out and around 33 miles utilizing part of the Colorado Trail, featuring classic Colorado singletrack. Finally, the 36-mile Loop 3 is a "hidden gem" on the Gold Dust Trail that takes riders to the other side of the Continental Divide.
Schalk, who was the runner-up one year ago, said he went into the race with a new strategy compared to the last three years.
"I have always been kind of aggressive, trying to attack early and trying to get gaps on Josh (Tostado)," Schalk said after the race. "I think I've warn myself out in the past. I figured if I had a shot at all of beating him today - and he's the man here - I figured I should just shadow him, conserve energy, stay seated and then make a move."
Schalk said he didn't think halfway through the race he would win because he was cramping up and "really suffering." But as it turned out, Tostado was suffering too, although the gnarly first-lap crash did not affect his riding, he said.
"We were riding together up until about Mile 70, and I saw that he popped a little bit," Schalk said. "And I couldn't believe it that maybe I had a shot to win it, so I gave it everything I had. I absolutely buried myself, which is what it takes to beat him up here."
For Schalk, who lives in California at sea level, the Breck 100 would be his favorite race if it were not for the altitude. The "whole breathing thing" is really tough in the mountains, he said.
With record snowfalls in 2011, the course had unprecedented levels of snow, even in July. The riders had to cross over three high-elevation snowfields, but they reported that the trails were in really good condition. The wet, rainy weather that preceded the event actually made it better in some ways - less dusty, although there was certainly more mud to contend with than in previous years.
"Winning this race so many times - I never thought I'd win it even a single time back when I started this type of racing," Tostado said. "To win it as many times as I have, it's just been incredible. Every year I say, 'This is going to be the year.' And this year, it was. So, I tip my hat to (Schalk). He raced a great race."
Asked if he'll be contending for a seventh Breck 100 championship in 2012, Tostado said, "I mean, it's my back yard."


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The StarTech.com dual fan hard drive cooling kit provides maximum airflow for hot-running hard drives, preventing overheating failures and extending the life of the drive. The fan unit mounts in any free 5.25-inch half-height drive bay, and the hard drive is mounted directly behind it using the supplied 3.5-inch to 5.25-inch adapter brackets. Fresh cool external air is drawn into the case through a removable, cleanable filter and blown directly over the hard drive by 2 quiet running fans. Perfect for extending the life of hot running hard drives in servers or workstations.
- Product Description
- StarTech.com 5.25in Front Bay Mount Dual Fan Hard Drive Cooler - hard drive cooler
- Product Type
- Hard drive cooler
- Colour
- Black
- Noise Level
- 36 dB
- Product Material
- Plastic
- Dimensions (WxDxH)
- 15 cm 4 cm
- Product Type
- Hard drive cooler
- Product Material
- Plastic
- Width
- 15 cm
- Height
- 4 cm
- Colour
- Black
Heatsink & Fan
- Noise Level
- 36 dB
Customer reviews
Write a review for the StarTech.com Dual fan hard drive cooling kit here!
Reviewed by Mike. Review Posted 04/07/2011
Despite the claim that this drive fan fits any 5.25 inch drive bay it doesn't fit any of the machines here. The fan assembly appears to occupy the front set of screw holes in the case which leaves only the rear set to mount the drive (using the included brackets.) This wouldn't adequately support the drive normally but in my case the case only provided the lower set of screw holes so the drive would have been free to pivot. :(
- Overall
- Ease of use
- Value for money
The opinions expressed in this reviews section are those of our customers and not of BT Shop. Nothing contained herein amends BT Shop's terms and conditions.


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Toronto, ONCanada
September 14, 2011
Broker/Owner, Sutton Summit Realty, NOW you're Home!
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