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Located in Odenton, Jim's Hideaway is the perfect hideout for lunch or dinner! A fun and affordable restaurant and sports bar, Jim's Hideaway is the best local spot for great drinks and food. They offer daily lunch specials like steak subs, pulled pork, and open-faced roast beef with mashed potatoes.
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Samantha Whitehorne
Samantha Whitehorne is editorial director of Associations Now in Washington, DC.
If you think that money and other external rewards are the only way to motivate yourself, your staff, and even your members, it's time for a change. Bestselling author Daniel Pink talks about how associations can make the most of the new elements of motivation: mastery, autonomy, and purpose. (Titled "Time to Dump the Carrots and Sticks" in print version.)
How many times have you sat at your desk, doing something you'd rather not, thinking a raise or bonus would make everything so much better? How many times have you thought that raise or bonus might actually hinder your performance? The answer to the second question is probably a much smaller number, but scientific data show this may be the case when it comes to certain tasks.
Daniel Pink, author of the bestseller A Whole New Mind and the new book Drive, says the key to high performance and satisfaction isn't about money; it's about internal motivation, what he calls Motivation 3.0. Associations Now talked to Pink about why motivation has changed, why old motivators won't work, and how associations can make the most of this new environment.
Associations Now: What do you think has changed to move us from Motivation 1.0 to 2.0 to now 3.0?
Daniel Pink: The move from 1.0 to 2.0 happened a long time ago. That was basically the result of societies and economies becoming more complex. It wasn't merely about human motivation; it wasn't merely about survival. The shift from 2.0 to 3.0 was actually more recent, and at least to me, more interesting.
It has to do with changes in how people work and how they organize work—everything from people working by themselves, working as free agents, working in open source. It has to do with how we structure businesses and business models.
Open source is a very powerful business model that would have seemed almost impossible even 15 or 25 years ago, and it's challenging big for-profit companies. … I think what's interesting is that the open-source model and associations have a huge amount in common in that they're purpose driven. People aren't doing it for money, and it's very collaborative.
Also, the other thing that changed is what people are doing at work. We're doing less of the routine, rule-based algorithmic work, whether that means turning the same screw the same way over and over again on an assembly line or even adding up columns of figures over and over again. The vast majority of white-collar work and even much of blue-collar work today requires much more conceptual thinking, much more creativity. And the science is very, very clear that traditional mechanisms of carrot-and-stick, if-then motivators [i.e., "If you do this, then you get that"] don't work for creative, conceptual tasks.
Can you talk a little bit about why those carrots and sticks don't work for creative tasks?
One reason they don't work for creative tasks very well is that they work so well for noncreative tasks. Because what those if-then motivators do is that they focus our attention and they concentrate the mind. And so if you say to me, "Dan, I'll give you $500 to do something," you have my attention. I'm completely focused on that task. And I'm thinking, "What does she want me to do?" Because I'm going to do that.
Now, that's very good if you want people to carry out a prescribed set of instructions, because it focuses our attention in a very narrow way. That's actually very helpful in certain ways. If you're stuffing envelopes, just focusing on stuffing envelopes, you'll get it done faster. If you're processing something on an assembly line, focusing on that one particular task will allow you to get it done faster.
The problem is that for creative conceptual tasks, you don't want a narrow focus. You want a wide focus. If you have a narrow focus, you're not going to have a solution to a problem. You're not going to make anything close to a conceptual breakthrough.
Why do you think organizations continue to operate under the old assumption of carrots and sticks?
I think there's actually a mix of reasons for that. One of them has to do with the fact that these if-then motivators have worked for a long time. The other thing about it, which I think is an even somewhat harder problem to solve, is that they work, or at least they seem to work, in the short term.
For example, say an executive director of an association says to her staff, "We need to come up with a new idea for recruiting members, and I'll give whoever comes up with the best idea a $2,500 bonus." I can guarantee that that executive director's staff is going to start scurrying with activity. And so that executive director says,
"Oh, look what a great leader I am. Everybody's working so hard."
The problem is that you've fostered activity, but you haven't fostered any kind of creative thinking. These if-then rewards actually deliver either results or the appearance of results in the short term, so that fakes us out.
And the other reason organizations continue to use them is that they're easy. If you talk about the elements of Motivation 3.0—fostering a sense of autonomy, helping people move toward mastery and progress, plugging them into a purpose larger than themselves—that's hard. Saying whoever comes up with a good idea gets $2,000 is pretty easy. It makes them kind of a stubborn stain to get out.
Is there any way to combine intrinsic rewards with carrots and sticks, or is it one or the other?
"The open-source model and associations have a huge amount in common. People aren't doing it for money, and it's very collaborative."
Yes, but I think we have to be very careful. And here is where the difference in the two main types of rewards really comes in. The first type is the if-then rewards that I talked about already.
However, there's another kind of reward that is noncontingent and given after the fact, which is what I call a now-that reward [i.e., "Now that you've done such a great job, here's some recognition."].
They're not perfect, but nothing is perfect. Let's go back to that example of the executive director. I just don't think her offering $2,500 to her staff member who comes up with the best idea is going to work. I really think you're going to get lesser ideas. I think you're not going to have collaboration if it's an individual incentive. I think that you're going to have people focused on how to get $2,500 rather than on how to do something amazing.
However, if she were to say to her staff, "Hey, we really have to come up with something new for recruiting members. I think it can really play a big role in our organization. And I think you folks have the capacity and the talent and the drive to really come up with something great. So why don't you take the next month or so and try to come up with some great ideas. Organize it the way that you want. … I'm here to help you, give you resources and feedback, and whatnot."
Then, if those people do come up with an awesome idea, after the fact she could say, "Now that you've come up with this breakthrough idea, thanks." I mean, I think thank you is a pretty important form of feedback. She could then recognize them in front of the rest of the staff, or recognize them individually. She could even offer a small cash bonus.
Because it's after the fact, it's not trying to control their behavior; it's a form of recognition and a form of feedback, and it's far less corrosive. So I think that's a way to combine it. The danger is that if you start doing that, some people will expect a now-that reward every time they lift a finger. And then it becomes a little bit more corrosive.
What can associations that may not have a lot of money do when it comes to rewards?
In some cases, we really overlook the importance of things like feedback and information as being really vital. There's an interesting piece of research in the current [January-February 2010] Harvard Business Review that talks about the top motivator for people at work is a sense of making progress. And I think this is where associations can be a leader. We all know you're not swimming in cash. It's not like associations are Goldman Sachs, and they can just reach into this giant pile of money hidden in a basement and give people a $400,000 bonus.
They have to be much more creative about it. And so even things like recognizing progress, going to someone on your staff and saying, "Wow, you've actually made some good progress. Thanks." I think that's really powerful, and I think those are the sorts of things that associations have to do. Because associations, for better or worse, have a lot fewer carrots than for-profit organizations.
Going back to something you were talking about earlier, how can associations benefit from Motivation 3.0 and its elements of autonomy, mastery, and purpose?
I think that Motivation 3.0 applies with pretty good force to associations. And associations in some ways are different from for-profit companies because they have staff and members and volunteers. … But there's also some opportunities to involve members as volunteers by allowing them to direct the volunteer activity a little bit—having them figure out what they want to do or suggest what they want to do and how they want to do it.
You can build participation among volunteers by providing the volunteers themselves autonomy rather than saying, "We need people to do X, Y, and Z, and whoever wants to can sign up." By pushing some of the decision to the volunteers or members themselves, you might be able to get a fuller, robust sense of participation.
The other thing where associations have a very powerful advantage is on purpose, in that associations have a purpose baked right in—to advance a cause, to advance a profession, to advance an industry. And I think in many ways, the one thing that for-profit companies often struggle with is this: How do you find that sense of purpose beyond boosting quarterly returns? That's not the kind of rallying cry that gets great people to wake up in the morning and race to work to do something amazing. I do think that associations have a fighting chance in that regard, because they want to bring to light the great things that their industry is doing. They want to build a community of people who are intensely interested in this topic or this cause or this profession or this industry. And then for-profit companies begin looking at associations for hints about how to run their operations better.
We always talk about how associations need to be more businesslike. But I think the curious flip that's going on now is that some professions have to think or some for-profit companies have to look at what associations are doing and say, "How do we galvanize people with a higher purpose? How do we engage and recognize employees?"
As an association leader, how can you create a more Motivation 3.0 environment for the people you manage and for your organization as a whole?
I think it dovetails with what we were talking about before. I think it's looking at your staff and saying, "How much autonomy do these folks really have?" You have to look at it in a hardheaded way on the four dimensions of time, technique, team, and task.
Organization leaders need to say, "How much time in the last week have I spent helping identify progress people are making, helping recognize and celebrate progress that people are making?" My hunch is that the answer to that is going to be very, very little. And even upping that a little bit can be really powerful.
The other thing is to make sure that your organization is aligned along a common purpose. Not an elaborate mission statement, but a single purpose so people know why they're there. And there are some more tactical things that associations can do. For instance, I think every organization should try a FedEx day, like this company Atlassian that I write about. This is where people can spend one day working on whatever they want … and then [they] show the results to the rest of the team at the end of 24 hours. I think that would offer a slew of new ideas for associations.
Daniel Pink is author of Drive: The Surprising Truth About What Motivates Us. He will be the closing general session speaker at this month's Great Ideas Conference at The Broadmoor in Colorado Springs.
Samantha Whitehorne is managing editor of Associations Now. Email: [email protected]
Associations Now: Can you talk about some small steps that a person can take to move from a Type X to a Type I?
Daniel Pink: To start off with, it's important to remember that these are just two groupings of behavior. Type X behavior is more extrinsically motivated than intrinsically motivated. Type I behavior is more intrinsically motivated than extrinsically motivated.
And again, the way that we move from Type X to Type I is by tapping these three elements of Motivation 3.0 [autonomy, mastery, and purpose]. And so for an individual, it's figuring out some ways to sculpt your job to provide a greater sense of autonomy. That can help you move in the direction [of Type I]. On mastery, it is things like people doing their own performance reviews. I think that's a powerful technique for people moving more and more toward mastery.
On autonomy, there are some questions you can ask. [You have] to think very hard about how much control you have. For example, take a week and write down what you're doing and say, "OK, how much control do I really have over my time? How much control do I have over my technique? How much control do I really have over my team?" And give yourself kind of an assessment in that way.
On purpose, there are all kinds of really interesting things that individuals can do. One of my favorite is for people to ask themselves what their sentence is. What's the one sentence that they want to describe them? Then they should also ask themselves at the end of each day, "Was I better today than yesterday?" I think that combination of questions is really powerful.

subset: commoncrawl


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tag:blogger.com,1999:blog-16932655153120876922017-05-27T06:14:54.270-07:00My Supermarket CircularHeather Grahamhttp://email@example.com:blogger.com,1999:blog-1693265515312087692.post-62154699056889571222017-05-27T06:14:00.001-07:002017-05-27T06:14:54.275-07:00Kohl's Weekly Ad CircularKohl's Weekly Ad - The Kohl's Corporation is an American department store retailing chain. The first Kohl's store was a corner grocery store opened in Milwaukee, Wisconsin in 1927 by Maxwell Kohl. The company's first department store opened in September 1962. British American Tobacco Company took a controlling interest in the company in 1972, and in 1979, the Kohl family left the management of the company. A group of investors purchased the company in 1986 from British-American Tobacco and took it public in 1992. Kohl's is the second-largest department store by retail sales in the United States.

Continue reading about Kohl's Weekly Ad here: Kohl's Weekly Ad.Heather Grahamhttp://email@example.com:blogger.com,1999:blog-1693265515312087692.post-68990254613922339032017-05-27T05:57:00.001-07:002017-05-27T05:57:23.557-07:00Fareway Weekly Ad CircularFareway Weekly Ad - Fareway Stores, Inc. is a growing Midwest grocery company currently operating more than 117 store locations in Iowa, Illinois, Minnesota, Nebraska, and South Dakota. Fareway holds family values in the highest regard, demonstrating integrity, fairness, and honesty in relationships with customers, employees, vendors, and suppliers.

Fareway is a family-owned business, and a top 10 employer in Iowa, with over 10,000 employees in a five-state region.

Continue reading about Fareway Weekly Ad here: Fareway Weekly Ad.Heather Grahamhttp://email@example.com:blogger.com,1999:blog-1693265515312087692.post-86062409968393380572017-05-25T18:36:00.001-07:002017-05-25T18:36:29.977-07:00Ultra Foods Weekly Ad CircularUltra Foods Weekly Ad - Ultra Foods is successful because of the dedicated efforts of our associates, and we are committed to extensive training and development. We believe in providing our customers with the best possible shopping experience, which is why we guarantee a clean, safe and friendly environment.

At Ultra Foods, we remain dedicated to the communities we serve by supporting organizations and events that enhance the quality of life. A better shopping experience results in a better community – and a better community results in a better life.

Continue reading about Ultra Foods Weekly Ad here: Ultra Foods Weekly Ad.Heather Grahamhttp://email@example.com:blogger.com,1999:blog-1693265515312087692.post-72900063118613167432017-05-23T01:37:00.001-07:002017-05-23T01:37:59.214-07:00Shoppers Drug Mart FlyerShoppers Drug Mart Flyer - Shoppers Drug Mart Corporation is a Canadian retail pharmacy chain based in Toronto, Ontario. It has more than 1,253 stores operating under the names Shoppers Drug Mart in nine provinces and two territories and Pharmaprix in Quebec.

Founded by Murray Koffler, the Koffler family still retains ownership of the Super-Pharm pharmacy which is in Israel, Poland, and China. Super-Pharm uses the same logo as Shoppers Drug Mart, created by the artist Sylvain Liu. It also uses some of the same private-label brands, such as Life Brand and Quo. In 2013, Brampton-based Loblaw Companies acquired Shoppers Drug Mart Corporation for $12.4 billion in cash and stock.

Readmore about Shoppers Drug Mart Flyer here: Shoppers Drug Mart Flyer.Heather Grahamhttp://email@example.com:blogger.com,1999:blog-1693265515312087692.post-85380013749069237702017-05-23T01:21:00.001-07:002017-05-23T01:21:56.498-07:00No Frills FlyerNo Frills Flyer - No Frills (corporately styled nofrills) is a Canadian chain of deep discount supermarkets, owned by Loblaw Companies Limited, a subsidiary of George Weston Limited. There are over 200 franchise stores located in nine Canadian provinces – Ontario, Alberta, British Columbia, Saskatchewan, Manitoba, New Brunswick, Nova Scotia, Prince Edward Island and Newfoundland and Labrador.

Products: Bakery, dairy, deli, frozen foods, gasoline (select locations), general grocery, general merchandise, liquor (select locations), meat & poultry, pharmacy, produce, seafood, snacks.

Readmore about No Frills Flyer here: No Frills Flyer.Heather Grahamhttp://firstname.lastname@example.com:blogger.com,1999:blog-1693265515312087692.post-50908404763399384112017-05-23T01:03:00.002-07:002017-05-23T01:03:48.411-07:00Pinos FlyerPinos Flyer - Founded in 1981, Pino's Get Fresh has grown to be one of Sault Ste. Marie's most recognizable local indepedent businesses. It all began in the early 1980's, when store owner Ben Pino ambitiously took over the I.G.A. franchise on Trunk Rd. With a background as a butcher and Meat Supervisor for Dominion, Mr. Pino built a reputation around providing the absolute best quality meat.

The introduction of Pino's Homemade Italian Sausage created a brand for the grocer, with a product that has become recognized throughout North America and even worldwide! Spreading the same high-quality standards and competitive pricing throughout the rest of the store, Pino's grew into a full-scale shopping experience, eventually breaking free from franchisee restrictions to become the now independently owned "Pino's Get Fresh".

Readmore about Pinos Flyer here: Pinos Flyer.Heather Grahamhttp://email@example.com:blogger.com,1999:blog-1693265515312087692.post-75049228878575978532017-05-23T00:45:00.002-07:002017-05-23T00:45:28.194-07:00The Source FlyerThe Source Flyer - The Source is one of Canada's leading consumer electronics and cell phone retailers with over 650 locations across Canada. The chain goes back over 40 years in Canada, initially as Radio Shack and later as The Source by Circuit City. The Source is now owned by BCE Inc., which purchased the assets of InterTAN from its parent, American retailer Circuit City, in 2009. The Source is a unit of 4458729 Canada Inc. and is based in Barrie, Ontario.

The Source stocks a wide array of products. Most of the products are consumer electronics, including: cellular phones, computers, computer accessories, televisions, DVD players, Blu-ray players, home theatre systems, clock radios, traditional telephones, toys, SiriusXM satellite radio, console gaming equipment, cables (such as HDMI, DVI, RCA, Component, Composite, VGA, S-VIDEO, USB, SERIAL, etc.), Bell devices, Virgin Mobile devices, Bell TV, and MP3 players, as well as a large selection of headphones including the Monster and Skullcandy headphone line-up.

The Source also carries house brand products, under brands such as Fluid, InStudio, Headrush, Gnarly Fish, Kapsule, Nexxtech, and Xtreme Gaming.

Readmore about The Source Flyer here: The Source Flyer.Heather Grahamhttp://email@example.com:blogger.com,1999:blog-1693265515312087692.post-62355175814977797732017-05-23T00:29:00.001-07:002017-05-23T00:29:02.319-07:00Michaels Canada FlyerMichaels Canada Flyer - Michaels Stores, Inc. is an American arts and crafts retail chain. It currently operates more than 1262 stores (consisting of 1,145 Michaels stores in 49 US states and Canada, 118 Aaron Brothers stores and 34 Pat Catan's stores) as of May 31, 2014. In addition, Michaels produces 10 exclusive private brands including Recollections, Studio Decor, Bead Landing, Creatology, Ashland, Celebrate It, Art Minds, Artist's Loft, Craft Smart and Loops & Threads. The corporate headquarters are located in Irving, Texas.

Michaels is the largest such chain in the United States. Competitors include Hobby Lobby, Ben Franklin, Jo-Ann Stores, A.C. Moore and several smaller chains. Canadian competitors include DeSerres. Michaels sells a variety of arts and crafts products, including scrapbooking, beading, knitting, rubber stamping, home decor items, floral items, kids' crafts, paints, framing, greenery, baking and many seasonal items.

Readmore about Michaels Canada Flyer here: Michaels Canada Flyer.Heather Grahamhttp://firstname.lastname@example.com:blogger.com,1999:blog-1693265515312087692.post-73289502604969612782017-05-22T18:49:00.000-07:002017-05-22T18:49:00.451-07:00HEB Weekly Ad CircularHEB Weekly Ad - HEB Grocery Company, LP (stylized as H-E-B), also known as H-E-B Grocery Stores, is an American privately held supermarket chain based in San Antonio, Texas, with more than 350 stores throughout the U.S. state of Texas, as well as in northeast Mexico The company also operates Central Market, an upscale organic and fine foods retailer. As of 2013, the company has a total revenue surpassing $20 billion USD (2013). H-E-B ranked No. 15 on Forbes' 2014 list of "America's Largest Private Companies".

H-E-B was named Retailer of the Year in 2010 by Progressive Grocer. Supermarket News ranked H-E-B No. 13 in the 2008 "Top 75 North American Food Retailers". Based on 2014 revenues, H-E-B is the twentieth largest retailer in the United States. It donates 5 percent of pre-tax profits to charity. It has been labeled a religious company; until 1976, it was closed on Sundays and did not sell alcohol.

Continue reading about HEB Weekly Ad here: HEB Weekly Ad.Heather Grahamhttp://firstname.lastname@example.com:blogger.com,1999:blog-1693265515312087692.post-82750423078823503382017-05-22T18:32:00.001-07:002017-05-22T18:32:34.585-07:00Staples Weekly Ad CircularStaples Weekly Ad - Staples, Inc. is an American multinational office supply retailing corporation, with over 1,500 stores in North America. Headquartered in Framingham, Massachusetts, Staples also does business extensively with enterprises in the United States and Canada, and as Staples Business Advantage. Staples sells supplies which include staples, office machines, promotional products, technology, and business services both in stores and online. The company opened its first store in Brighton, Massachusetts on May 1, 1986.

Continue reading about Staples Weekly Ad here: Staples Weekly Ad.Heather Grahamhttp://firstname.lastname@example.com:blogger.com,1999:blog-1693265515312087692.post-6386954190724211072017-05-22T18:15:00.002-07:002017-05-22T18:15:19.070-07:00Big 5 Weekly Ad CircularBig 5 Weekly Ad - Big 5 Sporting Goods is a sporting goods retailer headquartered in El Segundo, California with 420 stores in Arizona, California, Colorado, Idaho, Nevada, New Mexico, Oregon, Texas, Utah, Washington and Wyoming. Steven G. Miller is the Chairman, President, and CEO. The Big 5 name is derived from its start in 1955 as five Army-Navy surplus stores in Southern California. In 1988, Sportswest and Sportsland were acquired from Pay 'n Save. A list of major competitors can be found on this list of sporting goods retailers of the United States.

Continue reading about Big 5 Weekly Ad here: Big 5 Weekly Ad.Heather Grahamhttp://firstname.lastname@example.com:blogger.com,1999:blog-1693265515312087692.post-3663800271725819512017-05-22T17:53:00.002-07:002017-05-22T17:53:12.863-07:00Fleet Farm Weekly Ad CircularFleet Farm Weekly Ad - Mills Fleet Farm is a retail chain of 35 stores in Minnesota, Iowa, Wisconsin, and North Dakota. Headquartered in Brainerd, Minnesota, the company has a main distribution center with a buying/support office in Appleton, Wisconsin and a warehouse in Hudson, Wisconsin. The stores range in size from small hardware store formats to larger stores.

They sell hunting and fishing equipment and licenses, small appliances, housewares, automotive goods, apparel, hardware, lawn and garden supplies, paint, pet supplies, sporting goods, tools, and farm supplies. Most locations also have a tire center, convenience store and car wash. In 2016 Mills Fleet Farm was sold to the private equity firm Kohlberg Kravis Roberts.

Continue reading about Fleet Farm Weekly Ad here: Fleet Farm Weekly Ad.Heather Grahamhttp://firstname.lastname@example.com:blogger.com,1999:blog-1693265515312087692.post-60961598191039571602017-05-22T17:30:00.002-07:002017-05-22T17:30:59.134-07:00Hannaford Weekly FlyerHannaford Flyer - Hannaford is a supermarket chain based in Scarborough, Maine. Founded in Portland, Maine, in 1883, Hannaford operates stores in New England and New York. The chain is now part of the Ahold Delhaize group based in the Netherlands.

Hannaford was founded in 1883 by Arthur Hannaford as a small produce store along the Portland, Maine waterfront. He was joined in 1902 by his brothers, Howard and Edward, and they incorporated Hannaford Bros. Co. By 1920 the company became a leading produce wholesaler in northern New England. Hannaford then relocated to a new five-story warehouse on Cross Street. In 1939, with the purchase of Tondreau Supermarkets Inc., sponsor of Red & White stores in Maine, Hannaford expanded into the wholesale grocery business. Late in 1944, Hannaford Co. opened its first retail outlet under an equity partnership arrangement with Adjutor Tondreau.

By 1960, Hannaford Bros. had constructed a 200,000-square-foot (19,000 m2) distribution center in South Portland, Maine to better service more retail stores. With the purchase of 31 Sampson's grocery stores in 1966 as well as the 1967 purchase of Progressive Distributors, Hannaford expanded its retail presence. By 1971, the company's earnings topped $1 million.

Continue reading about Hannaford Flyer here: Hannaford Flyer.Heather Grahamhttp://email@example.com:blogger.com,1999:blog-1693265515312087692.post-4379266260632371572017-05-19T17:03:00.001-07:002017-05-19T17:03:15.307-07:00Super Saver Weekly Ad CircularSuper Saver Weekly Ad - Super Saver Foods is an American price-impact grocery franchise. It is currently owned by Albertsons LLC. It is a no-frills grocery store where the customers bag their own groceries at the checkout. Super Saver stores are located in Utah. Super Saver was a brand launched by the Acme grocery chain in 1970 on the East Coast as discount format grocery stores. The format was established in order to compete with lower priced grocery retailers such as ShopRite and Pathmark (competitors which did not offer trading stamps). The brand was retired in 1982 (though some isolated stores retained the signage into the early 1990s).

In 1994, American Stores Company, parent company of Acme and Lucky food stores decided to start a discount format grocery store chain in California. They built new stores in Southern California (Indio, Oceanside, Anaheim, National City), and converted about 6 Lucky stores, (3 in Sacramento, Pittsburg, Vacaville, and Woodland) to the format in Northern California. Initially, American Stores named these stores Price Advantage, based on the Lucky Advantage prototype store in Escondido, California. Price Club sued American Stores over name infringement shortly before the grand openings. The stores were swiftly rebranded Food Advantage the night before Grand Openings, with the word "Price" marked out with a thick ink marker on every label, tag and sign in the store. A scaled down warehouse store, Food Advantage featured no bakery or deli, with its concept modeled in a similar fashion to Food 4 Less stores.

Continue reading about Super Saver Weekly Ad here: Super Saver Weekly Ad.Heather Grahamhttp://firstname.lastname@example.com:blogger.com,1999:blog-1693265515312087692.post-16142851959718171122017-05-19T16:46:00.002-07:002017-05-19T16:46:10.636-07:00Pavilions Weekly Ad CircularPavilions Weekly Ad - Pavilions is a grocery store banner used by Vons, a supermarket division of Safeway Inc. in Southern California. Although similar to Vons stores, Pavilions markets are more upscale and feature a larger selection of organic food, wine, and other speciality foods.

Introduced by Vons in 1985, they were the showpiece of their new image. The stores also tend to be larger than the typical Vons store, because many of them contain full-service pharmacies, expanded service areas and specialty offerings as a standard feature. The first location was opened in Garden Grove in October 1985 in a 55,000-square-foot former Zody's discount department store building. The new store had included a seafood shop that sold live fish, a full-service butcher shop, bakery, tortilla shop, small pizza parlor, ice cream shop, delicatessen, florist, and pharmacy.

Continue reading about Pavilions Weekly Ad here: Pavilions Weekly Ad.Heather Grahamhttp://firstname.lastname@example.com:blogger.com,1999:blog-1693265515312087692.post-90999685057430697292017-05-19T16:29:00.001-07:002017-05-19T16:29:41.926-07:00Vons Weekly Ad CircularVons Weekly Ad - Vons is a Southern California and Southern Nevada supermarket chain owned by Albertsons. It is headquartered in Fullerton, California, and operates stores under the Vons and Pavilions banners. Before the acquisition by Albertsons, it was headquartered in Arcadia, California. Charles Von der Ahe opened a 20-foot wide store named Von's Groceteria in downtown Los Angeles, California, in 1906. The business had grown to 87 stores by 1928, when he sold the operation to MacMarr Stores. MacMarr was acquired by M.B. Skaggs' Safeway in 1930. In 1932, his sons Theodore and Wilfred restarted the Von's Grocery Company.

In 1948, Von's opened a pioneering store which offered self-service, pre-packaged produce, meat, and deli items. By 1958, it had doubled in size to 27 stores, the third-largest grocery chain in the Greater Los Angeles Area In 1960 it acquired the sixth-largest, competitor Shopping Bag, a merger that was challenged by the Federal Trade Commission on antitrust grounds. In 1966 the United States Supreme Court ruled against Von's in United States v. Von's Grocery Co. (384 U.S. 270), forcing a re-divestiture of the stores, which were eventually sold to Fisher Foods. The Von der Ahe family sold the chain to Household Finance Corporation in 1969. In 1970, Vons had 128 stores, making it the 2nd largest supermarket chain in southern California behind Safeway.

Continue reading about Vons Weekly Ad here: Vons Weekly Ad.Heather Grahamhttp://firstname.lastname@example.com:blogger.com,1999:blog-1693265515312087692.post-7141572821765375072017-05-18T18:57:00.001-07:002017-05-18T18:57:21.980-07:00Valli Produce Weekly Ad CircularValli Produce Weekly Ad - Valli Produce International Fresh Market is proudly named after its founder's home, a small farm town in Calabria, Italy. The people from Valli were extremely hard working and the small community was like a big family. The Valli roots begin with Alfredo Presta who was taught at a young age by his father, Domenico, to care for everyone and help provide for many of the other families who needed help even though sometimes they struggled themselves. Alfredo Presta came to America like many Italian immigrants looking for opportunity and a better life then they left behind in the farming town of Valli.

He held serval jobs in America but he always knew his true calling was in retail produce. Alfredo possessed instinctive business abilities without any formal education or training. in 1977, Alfredo opened his first produce store in Chicago with his nephew, Guido. With a handshake deal from a bank and a promise to work tirelessly to be a success, Alfredo began his entrepreneurial career.

Continue reading about Valli Produce Weekly Ad here: Valli Produce Weekly Ad.Heather Grahamhttp://firstname.lastname@example.com:blogger.com,1999:blog-1693265515312087692.post-62316269954736866992017-05-18T18:36:00.002-07:002017-05-18T18:36:53.972-07:00Best Buy Weekly Ad CircularBest Buy Weekly Ad - Best Buy Co., Inc. is a U.S transnational consumer electronics corporation headquartered in Richfield, Minnesota, a Minneapolis suburb. Internationally, it also operates in Canada and Mexico. It was formerly operational in China until February 2011 (when the faction was merged with Five Star) and in Europe until 2012. The company was founded by Richard M. Schulze and Gary Smoliak in 1966 as an audio specialty store. In 1983, it was renamed and rebranded with more emphasis placed on consumer electronics.

Best Buy's subsidiaries include Geek Squad, Magnolia Audio Video, and Pacific Sales. Best Buy operates under the Best Buy, Best Buy Mobile, Geek Squad, Magnolia Audio Video, Insignia and Pacific Sales brands in the United States; the Best Buy, Geek Squad and Best Buy Mobile brands in Canada; Best Buy Mobile and Five Star in China; and Best Buy, Best Buy Express, and Geek Squad in Mexico.

Continue reading about Best Buy Weekly Ad here: Best Buy Weekly Ad.Heather Grahamhttp://email@example.com:blogger.com,1999:blog-1693265515312087692.post-82264961887593197672017-05-16T13:29:00.001-07:002017-05-16T13:29:18.899-07:00AC Moore Weekly Ad CircularAC Moore Weekly Ad - A.C. Moore is an arts and crafts retail chain with 141 locations in the eastern United States, with its corporate headquarters located in Berlin, New Jersey. AC Moore sells a variety of arts and crafts products, including scrapbooking, beading, knitting, rubber stamping, home decor items, floral items, Kid's Crafts, paints, framing, greenery and seasonal items.

A.C. Moore was founded as a single arts and crafts store by Jack Parker in 1985 in Moorestown, New Jersey. The store went public in 1997. In October 2007, A.C. Moore opened its online store www.acmoore.com. Since the launch of the online store, as of September 2012, A.C Moore has grown to 141 stores, which are located along the U.S. east coast from Maine to Florida. Since 2011, A.C. Moore has been owned by Sbar's.

Continue reading about AC Moore Weekly Ad here: AC Moore Weekly Ad.Heather Grahamhttp://email@example.com:blogger.com,1999:blog-1693265515312087692.post-58294097491788326702017-05-16T13:11:00.002-07:002017-05-16T13:11:39.752-07:00Gamestop Weekly Ad CircularGamestop Weekly Ad - GameStop Corp., or simply referred to as GameStop, is an American video game, consumer electronics, and wireless services retailer. The company is headquartered in Grapevine, Texas, United States, and operates 7,117 retail stores throughout the United States, Canada, Australia, New Zealand, and Europe. The company's retail stores primarily operate under the GameStop, EB Games, and Micromania brands.

In addition to retail stores, GameStop also owns Kongregate, a site for browser-based video games; and Game Informer, a video game magazine; Simply Mac, an Apple products reseller; and Spring Mobile, an AT&T wireless reseller. It also operates Cricket Wireless branded retail stores as an authorized agent. Cricket is an AT&T brand pre-paid wireless retailer. J. Paul Raines is GameStop's chief executive officer, and Daniel DeMatteo serves as executive chairman.

Continue reading about Gamestop Weekly Ad here: Gamestop Weekly Ad.Heather Grahamhttp://firstname.lastname@example.com:blogger.com,1999:blog-1693265515312087692.post-72969584450534749982017-05-16T12:53:00.000-07:002017-05-16T12:53:02.163-07:00Giant Eagle Weekly Ad CircularGiant Eagle Weekly Ad - Giant Eagle is a supermarket chain with stores in the U.S. states of Pennsylvania, Ohio, West Virginia, Indiana and Maryland. The company was founded in 1918 in Pittsburgh, Pennsylvania and incorporated on March 17, 1933. Supermarket News ranked Giant Eagle No. 21 in the 2012 "Top 75 North American Food Retailers" based on 2011 fiscal year estimated sales of $9.3 billion. In 2005, it was the 32nd-largest privately held corporation, as determined by Forbes.

Based on 2005 revenue, Giant Eagle is the 49th-largest retailer in the United States. As of Summer 2014, the company has approximately $9.9 billion in annual sales, Giant Eagle has 417 stores. The company also operates 168 fuel station/convenience stores under the GetGo banner. The company operates its corporate headquarters in an office park in the Pittsburgh suburb of O'Hara Township.

Continue reading about Giant Eagle Weekly Ad here: Giant Eagle Weekly Ad.Heather Grahamhttp://firstname.lastname@example.com:blogger.com,1999:blog-1693265515312087692.post-1579566945739489352017-05-16T06:30:00.002-07:002017-05-16T06:30:16.435-07:00Fiesta Mart Weekly Ad CircularFiesta Weekly Ad - Fiesta Mart Inc. is an American supermarket chain based in Houston, Texas that was established in 1972. Fiesta Mart stores are located in Texas. The chain uses a cartoon parrot as a mascot. As of 2004 it operated 34 supermarkets in Greater Houston, 16 supermarkets in other locations in Texas, and 17 Beverage Mart liquor store locations. During the same year it had 7.5% of the grocery market share in Greater Houston. Many of its stores were located in Hispanic neighborhoods and other neighborhoods with minority ethnic groups.

The chain caters to Hispanic and ethnic customers; Allison Wollam of the Houston Business Journal said "The company has been successful at targeting the Hispanic market and specifically catering to their needs and shopping styles." Bernie Murphy, a spokesperson for Fiesta, said in 2006 that at some stores Hispanics make up to 70% of that store's clientele. Fiesta caters to these customers with a large selection of foods and ingredients that are generally not available at a typical grocery store. Fiesta stores also often include several other stores owned by independent operators, such as discount jewelry and banking. Fiesta also operates Fiesta Liquor Stores, where only alcohol is sold.

Continue reading about Fiesta Weekly Ad here: Fiesta Weekly Ad.Heather Grahamhttp://email@example.com:blogger.com,1999:blog-1693265515312087692.post-66639862657314630622017-05-16T06:07:00.002-07:002017-05-16T06:07:12.722-07:00Market Basket Weekly FlyerMarket Basket Flyer - Market Basket is a supermarket chain that serves southeast Texas and Louisiana. Formed in 1962, the grocer now operates 34 Market Basket stores and four Lucky Seven conventional supermarkets and employs 2,200 associates. It is headquartered in Nederland, Texas. Johnnie Alford, Ed Hughes, Howard Hatfield, Roy Theriot and Bruce Thompson founded Market Basket in early 1962. Each was an independent grocer, owning one store each. The five grocers joined together to keep advertising costs low and pool their purchasing power. Three of the grocers remained one-supermarket operators while Hughes and Thompson formed a 50-50 corporation for joint expansion.

Thompson and Hughes bought four stores as partners in the 1960s. During the early 1970s they obtained former A&P, Kroger and Weingarten's stores in Lake Charles, Beaumont, Port Arthur and Orange. In 1983, Bruce Thompson purchased Hughes' interest in their jointly held corporation.

During the 1980s, two new stores were constructed, and the chain grew with the acquisition of 14 more stores formerly operated by Piggly Wiggly, Safeway, Theriot's, Winn-Dixie, and Weingarten's. The next decade saw Market Basket begin an extensive remodeling and expansion program for half of the chain. More stores in the 1990s were acquired, including four cash and carry locations and three AppleTree stores. The Mauriceville location was replaced with a newly constructed store during this time.

Continue reading about Market Basket Flyer here: Market Basket Flyer.Heather Grahamhttp://email@example.com:blogger.com,1999:blog-1693265515312087692.post-70442393880721767152017-05-15T18:04:00.001-07:002017-05-15T18:04:03.936-07:00Sears Weekly Ad CircularSears Weekly Ad - Sears, Roebuck & Company, also known simply as Sears, is an American department store chain founded by Richard Warren Sears and Alvah Curtis Roebuck in 1886. Formerly based at the Sears Tower in Chicago and currently headquartered in Hoffman Estates, Illinois, it began as a mail ordering catalog company and began opening retail locations in 1925. The company was bought by the American big box chain Kmart in 2005, which had just emerged from bankruptcy at the time and renamed itself Sears Holdings upon completion of the merger.

In terms of domestic revenue, Sears was the largest retailer in the United States until October 1989, when Walmart surpassed the record. It is currently the fifth-largest American department store company by sales as of October 2013 (behind Walmart, Target, Best Buy, and The Home Depot), and the twelfth-largest retailer in the country overall. Sears operates divisions in Canada and Mexico, as well as several other subsidiaries within its brand.

Continue reading about Sears Weekly Ad here: Sears Weekly Ad.Heather Grahamhttp://email@example.com:blogger.com,1999:blog-1693265515312087692.post-14254594264743277412017-05-15T17:47:00.001-07:002017-05-15T17:47:04.232-07:00Toys R Us Weekly Ad CircularToys R Us Weekly Ad - Toys"R"Us, Inc. is relentlessly striving to be the best toy and baby products retail company in the world. It has solidified its position by offering a differentiated shopping experience through its family of brands.

Today, merchandise is sold in 880 Toys"R"Us and Babies"R"Us stores in the United States, Puerto Rico and Guam, and in more than 780 international stores and more than 245 licensed stores in 37 countries and jurisdictions. With e-commerce sites including Toysrus.com and Babiesrus.com, the company provides shoppers with a broad online selection. In addition, the company is committed to serving its communities as a caring and reputable neighbor.

Continue reading about Toys R Us Weekly Ad here: Toys R Us Weekly Ad.Heather Grahamhttp://email@example.com


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Oakley Originate Snowboard Jacket Jet Black - $155.96
Tanner loves reggae music; he even has his own record label. And like a good reggae song this reggae has rhythm. 10/10k laminate and everything you need for an ire day on the hillKey Features of the Oakley Originate Snowboard Jacket: 10,000mm Waterproof 10,000g Breathability Fully taped seams Fixed hood Hood magnet system Removable storm skirt Front venting Mp3 porthole molded Hidden stash pocket Wrist gaiter Bottom hem with draw cord Loose fit 100% Polyester - $155.96


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Wildessencebotanicals.com is a 1 year old domain, situated in United States. The domain is linked to the IP address 188.8.131.52 which is provided by the hosting company Go Daddy.
It was registered by Simone Coulars . Registration details show that it was registered on 09 Jan 2016 through Go Daddy and will expire on 09 Jan 2017.
The site is being served through Microsoft-IIS/7.5.


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Search Covers:Click Here if you want to search by categories. Hit enter to start search.
Everyone can contribute and help us build the largest online dvd cover site that can help libraries, schools and people in replacing their broken covers.
So, please consider when buying a movie or if you have an impressive collection of old movies to share the covers with our community, who knows, maybe in years you will need a new cover if your cover become unusable or broken. Also designers are welcomed to share their custom covers with our community.
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|Horrible Bosses 2 (2014)
|Rating: N/A/10 (N/A votes)
Director: Sean Anders
Writer: Sean Anders (screenplay), John Morris (screenplay), Jonathan M. Goldstein (story), John Francis Daley (story), Sean Anders (story), John Morris (story), Michael Markowitz (characters)
Stars: Jennifer Aniston, Chris Pine, Christoph Waltz, Kevin Spacey
Runtime: 108 min
Rated: R
Genre: Comedy
Released: 26 Nov 2014
|Plot: Dale, Kurt and Nick decide to start their own business but things don't go as planned because of a slick investor, prompting the trio to pull off a harebrained and misguided kidnapping scheme.


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|Reviews for Out of the Box
| verity candor chapter 10 . 11/22/2010
Awww... poor Jesse.
This makes me very sad for him (which I'm not sure I like very much). You do a great job preserving his voice here - and his snooty, holier-than-thou attitude even when he has nothing to back it up. Especially for this line :
"his face is 98.7% symmetric – nearly the Golden Ratio. (He plans to get the other 1.3% fixed via the blade after his first big paycheck.)"
I love how you twisted his story so much, and made it so poignant, really. I actually felt very sympathetic towards him.
Great job!
| verity candor chapter 9 . 11/22/2010
Finally - I know this fandom!
I loved the characterization of Quinn here - you do a great job getting her thoughts - slightly panicky and freaked out, but still lovably bitchy.
I enjoyed the dialogue a lot (especially the line about the carton of apple juice before Mass - I cracked up), and your Puck was kind of adorable -him stuttering in the parking lot was somehow the high point of this fic. Actually, that's a lie, I definitely think the ending was the best part, not only for the shameless cuuute, but also for the fact that it /sounded/ like him in my head.
Good Job!
| verity candor chapter 7 . 11/22/2010
Unfortunately, I understood this not at all. I'm so sorry, but I'm clueless about this fandom. I liked the ending very much though - the short, choppy sentences really hit the reader hard. You manage to convey a really effective sense of doom about the mysterious grey paste - which intrigues me.
Umm, there were some grammar issues, but not too many - a good read through would fix them, I think.
I liked how you connected the two... siblings? spouses? I dunno. Characters, let's say. You showed very well how they are similar, and how they are different, with Nuada (who's male?) as more studious and focused and Nuala as a sort of spectator to his explorations.
Good job!
| verity candor chapter 6 . 11/22/2010
Awww... cu-ute.
I don't know Battlestar Galactica (though I've heard good things about it), but I liked the fic very much.
I loved the beginning - fantastically evocative, and very vivid. And the later comparison between Gaius and the lamb was a great connection and a fantastic image.
Six's concern - and her story - were both handled very well, and I liked the loose end you left with the possible search for the baby's mother. (Something I'd like to hear more about? Maybe?)
The ending was rather nice (and rather sweet), I just wish it had been a little less abrupt - maybe with something more about the name, or her baby (I think?). Overall though, this is a really well-written, and lovely story.
| verity candor chapter 5 . 11/22/2010
Very,, extremely, ridiculously cute. Again - professing my lack of knowledge about ANYTHING to do with this show (except that it's that Teen Pregnancy Show. Really. That's all I know.)
I very much liked how you characterized both of the characters here - they were very believably teenaged, and I liked Ben as the unfortunate nice guy.
The dialogue was also very funny, and very witty. It definitely got some snorts from me, especially the I'm a tool/Fifth Amendment bit - very clever!
You did a great job alluding to both of their past relationships (with two people who dated/had a baby togather?) and how this relationship came with more baggage but was less hurtful for both of them.
Great Job!
| verity candor chapter 4 . 10/21/2010
I don't this fandom either (sorry, I'm like a hermit!) and so I can't really say I get much of the subtext. I do however, really like the relationship between the brothers (which they are, I hope?) and how well you show the differences between them but the fact that they are very close comes through quite clearly, too - Sam as the steady, dependable-ish thinker, and Dean as the flightier, act-first type.
And this, of course, made the twist much more affecting.
First off all, I liked, very much, how you didn't break up the two sections, which makes the shock almost as strong for the reader as for Dean when he wakes up and Sam isn't there. I'm assuming the second part happens after the ermm, Lucifer/Michael thing has been dealt with and Sam is dead, so his feelings of guilt and regret at the end were very believable, and the character of Lisa was well sketched, too - she seems a very believable companion for Dean.
Overall, a really nice fic, and one that's made me really interested in the fandom.
| verity candor chapter 3 . 10/21/2010
Can I just say I loved the beginning of this fic? It's a great introduction, and you manage to show that Wendy hasn't really left London behind very well just with the fact that she realizes her hair is a total mess, but still considers it "the crown and glory of her overall beauty." - Very nice!
There are a lot of other little touches like that, which are simultaneously very funny, and very touching (Like Tiger Lily's dress), and very, I think, true to how Wendy would react to having had stayed in Neverland. Her characterization throughout was very consistent, all the way down to the end.
The teensy problem I had though was the dialogue, which didn't really sound like something two ten-eleven-year-olds would say to one another. I may have the age group wrong, and obviously both of them have been alive for longer than that, but it seemed a little mature for them.
Overall, though, a great fic.
| verity candor chapter 2 . 10/21/2010
I suppose that knowing the fandom would have made this a lot easier to understand, because the ending seemed slightly anticlimactic to me. Does baseball go on to become a big part of her life? That was the impression I got, and if so, makes the ending make much more sense.
Other than me being confused plotwise, though, the characterization of Virginia was probably the best thing about this fic. I loved how showed her gradual progression from relatively-satisfied waitress and into someone who wants to experiment a little.
The one thing I thought perhaps needed some work was the side characters. I liked how much flavor you gave the grandmother, but the father seemed a little cliche. The two men at the table were quite fun though!
Good job!
| verity candor chapter 1 . 10/21/2010
Aww, EHWIES, I liked this a lot. I'm not really familiar with the Sims, but I gather this is some sort of Shakespearean takeoff?
Anyways, your characterization of Gonerial was great - especially the poignancy in her conversation with Miranda.
The side characters were nicely handled to - you managed to make Goneril's world very believable (and Kent was probably my favorite character!)
I liked that you really stuck to the out of the box thing, and showed all of the awkward, uncomfortable moments that come with deciding to change your lifestyle, and especially how not everything works out all at once.
Great job!
| eSJa chapter 10 . 10/20/2010
Ok, I read this from your profile first, but I'm leave the review here. p
Obviously this is well written, if it wasn't I would call plagerism and raise a mob. XD
Ok, with that out of the way...I love it, I really do because everyone expects Jesse to go far, be famous and rich. It makes a lot of sense that he would party it up after graduating. And it seems only fitting that all the bravado and ego get knocked down a peg by such a stereotypical mistake.
More Glee pls? D
| eSJa chapter 9 . 10/20/2010
I enjoy Glee, but I enjoy you even more! XD
This is a great, great what-if. So many things would change if Quinn hadn't gotten preggers. I mean the whole show basically, you don't realize how much that one event affected everything until you think about it.
You wrote both Quinn and Puck really well, they both come off as their usually snotty, popular selves; however you also show the caring and longing sides to them that now won't really come out. I'm a Quick fan truely told, and while this made me sad it also got me a little excited about how things might have turned out now.
Fantastic job Maddie!
| eSJa chapter 8 . 10/20/2010
I have no clue about this fandom, but I want to now!
I was a little confused at first who all was involved in this, but by the end I had a good handle on it, which is a testament to your writting skills.
I love the ominous feel you give Alessan walking to his fate. The symbolism between his chest and sword is great, especially considering how young he is.
Also the chill between father and mother lends to the drama, which when he smiles at Alessan all the more sweet. Great job!
| eSJa chapter 7 . 10/20/2010
It always amazes me that such a short story convays so much. XD
You really capture Nuada's desire and drive to learn and eventually lead, paired with Nuala and the humanity he shows her in teaching what no one else will, you give him a side you almost want to root for. Good job!
| eSJa chapter 6 . 10/20/2010
I am a fan of BSG, but didn't really watch the last two seasons as they aired, but did catch the finale.
This is a great peice, well written and it really portrays both Six and Gaius as who they ended up being instead of vilified as they often are.
With such a complex series as this one is, it can be hard to not be OCC with the cast, but you have done an amazingly wonderful job showing them as human. Great job!
| eSJa chapter 5 . 10/20/2010
I know nothing of this fandom, but if it's anything like you wrote it I'm going home and finding it on Netflix and marathoning the entire series. XD
This was bittersweet, considering the situation they are in and their relationship they are being pretty mature, which is kind of odd if they're teenagers but not unheard of.
Even though its so short both Ben and Adrian are well fleshed out and very real, which can be hard to do in one chapter let alone a thousand or so words. Basically I'm trying to say its very well written and I really enjoyed it.


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I have been playing around with the Chromebox today. Nice little computer for $200.00 and you can get it often for $150.00 if you watch. I have the 4GB box. I think I will add memory to take it to 8 GB. Not sure you need that much memory but it is easy and cost very little.
The photo above I just took and you do not see my second monitor next to the other monitor.
Yesterday I also messed around with the Samsung Chromebook Plus. I paid $5.00 for Artrage. Great drawing app. I enjoy the touch screen and using it as a tablet. But now I think I would be happy to just have an Android tablet.
I tried to get Hilary the Chromebook Plus but she would not take it.
Hilary got her driver's license today. She got it after she got beaten and was taken to the ER. So in her photo on the license, she has two black eyes.
I am using the browser, Vivaldi, again. I love it. I will see how it works out for me.
It is 0130 hours and Darlene, Hilary and Jimmy are sleeping. Both cats are sleeping. I do not see the cat in this room. He must be in the window looking outside. I am going to bed soon and he will then get on my desk and knock something over and walk on the printer keypad.


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Tags: india
The Blur January 2014
Its 2014!!!!!! The Blur kicks off with a break... Catch Dulce Maria on the cover of the inaugural Edition of 2014.. From Her Up-Close Interview, The…Standard / 8.25" x 10.75"Print: $30.80 Digital: $7.20
I Hate Traveling #1 (India & Sri Lanka)
A film photography adventure across India and Sri Lanka, shot on Canon AE-1 and disposable cameras.Standard / 8.25" x 10.75"Print + Digital: $9.60 Digital: $0.99
CemWeek's India Cement & Construction Materials: Issue 15 / Volume 1
CW Group is pleased to announce the release of the India Cement & Construction Materials Journal 15th issue. With this, we end 2013 and get ready to…Standard / 8.25" x 10.75"Print: $30.60 Digital: $8.00
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With a stupendous response to our Black edition, we are all ready drown you into a sea of unlimited fun as the December edition of Blur sets your…Standard / 8.25" x 10.75"Print: $29.20 Digital: $7.00
Locomotives: An Appreciation of Locomotives in Pakistan and India. By…
A superb 100 page photographic book for railway enthusiasts showing a multitude of Steam locomotives from Pakistan and India. By Dr. Richard Paget.Square / 8" x 8"Print + Digital: $41.80 Digital: $20.00
Irish Roots Magazine - Issue No 88
Irish Roots magazine is a genealogy and family history magazine dedicated entirely to Irish ancestral research available in both print and digital…Standard / 8.25" x 10.75"Print + Digital: $10.40 Digital: $5.00
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Pet Demand is Premium Pet Care Magazine for thee people who love pets.Standard / 8.25" x 10.75"Print + Digital: $15.00 Digital: $3.00
CemWeek's India Cement & Construction Materials: Issue 14 / Volume 1
The September / October issue of India Cement & Construction Materials journal shares CW Research's views on the Global Cement Volume Forecast Report…Standard / 8.25" x 10.75"Print: $31.40 Digital: $8.00
Facts For You, October 2013
This is the only EFY product that focuses on non-technical matters. The magazine updates top decision-makers in the Indian industry on the Indian…Standard / 8.25" x 10.75"Print + Digital: $11.39 Digital: $0.99


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- Part of...Climate For Change
- Gallery 2
Berlin-based duo Nik Kosmas and Daniel Keller (AIDS 3D) unveil Forever (2009), a new installation alluding to a postapocalyptic future where our machines remain as beautiful relics of our former glory. While the work is dystopian - set in an empty future where all that remains is a burned-out computer terminal running a loop of the classic Windows 98 stars screensaver - its underlying messages are ones of techno-utopianism.
The work is fed on the optimistic concepts of science fiction diehards but articulates the point at which these hopeful concepts are abandoned in environmental crisis, war and the breakdown of global economies. At its centrepiece it uses outdated technology: a retro screensaver burned into popular consciousness. In this way the work draws the point of failure in our past, giving us the subtle hope these sci-fi aspirations may be realised after all.
Together, these three works offer visions of the future, their multiplicity of views conveying a subtle sense of urgency that underlines the main exhibition, prompting radical action now towards defining the correct paths.
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Bollywood Dirtiest Wardrobe Malfunctions Of 2013
Description:Bollywood Dirtiest Wardrobe Malfunctions Of 2013 - The Dhoom 3 babe can now celebrate her film's success, another holiday with beau Ranbir Kapoor and a genuine award.... finally!
Category:Film & Tv
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text: Udemy - Illustrator CC: 'Real world projects for beginners' MP4 | Video: 1280x720 | 49 kbps | 44 KHz | Duration: 8 Hours | 1.15 GB Genre: eLearning | Language: English Learn how to create beautiful illustrations and marketing collateral in easy to follow steps Gary Bradley, your course instructor, is a Creative Director and an Adobe Certified Instructor, who has used illustrator since 1994. Gary will guide you through a 'live project scenario' creating artwork for a fictional organisation, replicating many of the challenges faced on real world projects, sharing with you little known 'insider' tips in a style and language that consistently achieves winning results. You'll start with little more than a blank canvas and a series of supplied hand sketches, along with concepts for a new branding and marketing project. Working together from detailed expert video lectures you will build from start to finish artwork that will encompass logos, flyers, Facebook headers and stationery packed full of rich and arresting vector artwork. Learn how to make the most of a bewildering array of tools and features, to achieve the results you want, save valuable time and avoid costly mistakes. Buy Premium From My Links To Get Resumable Support,Max Speed & Support Me Code: [b]Download (Secureupload)[/b] https://xxxxxxxx/9l2pgrykqi4k/5rxt1...Illustrator.CC.Real.world.projects.for.beginners.part1.rar https://xxxxxxxx/i4e9fcmmla1u/5rxt1...Illustrator.CC.Real.world.projects.for.beginners.part2.rar https://xxxxxxxx/6rinz2vu9u9y/5rxt1...Illustrator.CC.Real.world.projects.for.beginners.part3.rar Download ( NitroFlare ) http://nitroflare.com/view/D54E8AAC2528457/5rxt1...Illustrator.CC.Real.world.projects.for.beginners.part1.rar http://nitroflare.com/view/C372FFC7C7E2861/5rxt1...Illustrator.CC.Real.world.projects.for.beginners.part2.rar http://nitroflare.com/view/0FB9B39DD93A8FB/5rxt1...Illustrator.CC.Real.world.projects.for.beginners.part3.rar


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Chapter 7 - Part 2
It was then that the final female could be seen clearly. Wearing a long white robe and a brass breastplate, and carrying a large greatsword in two hands, and camel coloured boots upon her feet, she looked decidedly plain in comparison with Aranaytha (although so did Alyxandra), her hair the colour of damp wood, worn in a plait that reached the small of her back, and her eyes a colour evocative of blood-soaked mud, her skin pale, although not as pale as Alyxandra's, and her face altogether quite timid.
She approached them slowly and sat down between Aranaytha and Telthar'rion. Her eyes constantly had the appearance of being about to cry, and her mouth was small, pursed and pale. In a voice that was as plain and unexceptional as her appearance, she said,
"My name is Aveyna L'Renzia, another of the Sword Wielders, from the northern village of Faimoor." Alceren, having realised that everyone was now seated, nodded as Aveyna finished introducing herself, the others mimicking his action, before he stood and looked a moment to the window. It was that time before afternoon gave way to evening, that time between daylight and darkness. He then looked at each elf in turn, their swords glowing due to the firelight before them, as it caught on the sharp edges of their weapons. An idea was formed firmly in his mind; he withdrew his sword from its sheath and placed it on the table, pointing it towards Aveyna.
Realising what Alceren was doing, Alyxandra crossed his blade with hers. Telthar'rion placed his staff horizontally across that, with the others all placing their weapons down in the same manner, until they formed the shape of a six-pointed star on the table. Once this was done, Alceren began to speak to the five elves seated before him.
"From now on, we are to work together as one group, united against the forces of darkness and as a beacon of hope for the people of Yalandir. We live in dark times, but together, we can bring light to Yalandir and her people. Now, at this point in time between the dictatorship of darkness and the reign of light, we shall be the Blades of Twilight, for as long as we stand together, no force may truly break us." At this, Alceren held his sword aloft, the others taking up arms, standing in a circle around the table, pointing them towards the ceiling, and replying in one refrain, stemming from deep within, as though rehearsed,
"The Blades!" At this, those around who had seen the foundation of the Blades of Twilight, began to cheer, also calling the same refrain, lifting their flagons and tankards to the full length of their arms, before taking deep, long drinks and returning to their own conversations. A female voice, quiet among the chatter of the locals, asked,
"If we are to work together, perhaps we should know more of our comrades?" The speaker, Aveyna seemed anxious to begin. Alyxandra looked to Alceren for an answer; he nodded, and said,
"That is a good idea, Aveyna. Shall we begin?"


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Wednesday, July 29, 2009
The day began innocently, clear and warm at 8am as usual, and the route promised to be fairly straightforward, with a pig-roast feast in a vineyard as our pot of gold at the end. My 'posse' of the morning consisted of me riding the Endurance (which I had happily escorted home the prior afternoon), Dai on the 'Zumac' (a bored-out Velo MAC at 430cc) which had gone spare as its eponymous owner wasn't feeling at all well, and Uncle Brian on a borrowed Moto Guzzi V65, surely the most reliable machine of the bunch. Which of course proved the folly of assumptions, when the u-joints on the drive shaft disintegrated 20 miles from the start.
It seemed prudent to let Brian wait for a Chase Truck to snatch the Guzzi, while I rode Dai back to camp to grab my Norton Atlas, which suddenly needed a rear tire after 240 miles at 100 degrees.
Dai thus took posession of the incredibly leaky and bits-falling-off Endurance, which was poetic justice, as Dai's machines are always immaculate; a wayward drop of oil merits a rise of blood pressure and hasty investigation. Thus, to be saddled on a machine purported to shed 2 quarts per day over itself, the rider, and the greater world, held a sweetly smirking irony. He would simply have to Cope.
I blasted into town on the Norton, and rode back out again wearing a new rubber sash over my shoulder - it took a visit to 3 motorcycle dealers to find an 18" tire narrow enough to suit an old bike, but who's complaining? I bought a spare innertube, Just In Case. Thinking I might have missed my ride-mates at Dead Guzzi junction, judicious throttle application had me at that lonesome spot in a jiffy - only to find... Uncle Brian slumped against a concrete barrier, with no Dai or Chase Truck in sight, 1.5 hours later. This was double-plus ungood (in Newspeak), as the temperature was now hitting the Ton, and Brian is nearly 70. Luckily, the Truck appeared soon, and the Guzzi was loaded up.
Now we had to sort out if Brian's artificial leg would shift the Zumac! Uncle Brian, (whose photo you may have seen here) you see, has a very long history of motoring miscreantism, and around 1960 he lost a leg on a Triumph Thunderbird very late at night, post-pub, taking a favorite bend quite a bit faster than his usual hot pace, just after passing a local in a car... 'I'll either make it or be dead' he thought, before waking up in hospital. In truth, he hasn't slowed much since then.
Finding he could in fact shift gears, we set off, wondering where on earth Dai had got to.
We had all agreed to have lunch at the Quilchina Hotel, a Victorian anomaly in dead flat sagebrush plain, and as I arrived first, goal #1 was to get out of the Heat and into the Kitchen for lunch. As I relaxed at my table, I saw Uncle Brian pass by, flat-out on the MAC, with nary a sideward glance for the big pink hotel. That was the last I saw of him until the end of the day...and I admit to a moment of concern, as Brian couldn't kick-start the bike with his lack of leg. I reflected that we all attend Rallies looking for a bit of adventure, but the adventure we get is usually not the adventure we've chosen! So, Brian's day would clearly be a little different than he might have imagined...
Within a few minutes, Dai appeared on the Leaker, and lamented both oiliness and a general looseness to every nut and bolt on his mount. Dai's disconcerting habit is to go over a borrowed motorcycle with sockets and spanners, tightening Every nut and bolt on the machine, prior to riding it. Having watched him do thus to two of my motorcycles in the past, I chuckled inside that our morning game of musical bikes hadn't allowed him time to spanner-tune his machine, and Things were Falling Off. Not 3 miles from lunch in fact, he motioned me to the side of the road for a navigational query, not realizing that the rear mudguard was swaying from side to side like a happy tail. Every nut holding it fast had jumped ship... luckily a stash of stray bolts on the Chase Truck made everything secure, except for the taillamp assembly, which required a veritable prosthesis of electrical tape to hold in place.
Thus we continued through the Country-music-star-mural bedecked town of Merritt, heading north towards smaller and more interesting roads. Which luckily included the wonderful Otter Lake road, which while unpaved, varied in terrain from snaking baked volcanic boulders to sweet floral lakeside grasses. The only real hazard was a succession of massive logging trucks, truly hauling ass down this firm dirt track, leaving just enough room for a motorcycle to squeeze alongside without damage, but giving no quarter otherwise. See the film!
And, something Happened for me along this 40-mile stretch... I've described the experience previously as near-sexual, when road and rider and machine find a harmony of movement and sensation. Suffice it to say it was a kind of two-wheeled Bliss, and I literally could not have been happier during that extended moment. If I could bottle the feeling, I'd be a very rich man. Perhaps I am already, simply having felt thus for so many hours. I was astonished when I asked Dai at the end of this road, full of energetic happiness, how his ride had been, and he answered, 'Tiring!'.
As we neared our destination of Keremeous and the Crow's Nest Vineyard, the temperature climbed further, and we heard tales of two flattened rear tires - one of which caused a dramatic wipeout, resulting in the rider's leg being broken in 3 places... That's the kind of event which sets every motorcyclist to wondering. Still, by the end of the day, the mechanical carnage seemed to have stabilized, and once again those with afflicted machinery set to work after a relaxing hour on the patio with German beer, and a meal of whole roast pig with spaetzle and kartoffeln salat - the winery is owned by Deutsche expats, in a river plain surrounded by high mountains. Sleeping on the grass next to the vines was just about nice.
6 comments:
Before everybody gets the wrong idea, not all the bikes broke down. In fact, most of them did very well. And the 5 oldest bikes on the rally (pre WWII) rode all week without needing a wrench.
If anything, there was a disproportionate amount of newer bikes that had issues. 2X modern Guzzis, Commando, new repop sidecar, etc.
But it doesn't matter. The bikes are made to be ridden. Get out there and enjoy yours!
The best way to make your bike reliable is to ride it. A lot.
- July 31, 2009
Hey Paul,
I came across your blog a while back and really appreciate your work. Very well written.
I am planing on putting a link to your blog on my page in the hopes that you might do the same someday.
Thanks again,
p.s. we are in the early transformational stages of our site
- July 31, 2009
- R.Dress said...
Hi Paul,
Wonderful photos, clips, and descriptions of your latest excursion. It's unfortunate that there where so many casualties along the way. I wish you all the best. I'm wondering if there are any folks in your posse that carrie sketch books, or written journals besides you. If So I'm interested to have a look and see. Happy trails!!!
- August 01, 2009
- Elizabeth said...
hey! that's kim! keep the rubber side down, y'all!
- August 01, 2009
A friend who recently relocated himself and his vintage car business to Oregon sent me a link to your blog, which I enjoyed immensely.
Perhaps you know there's a photo of you (I think) on Phantom Oiler, shown w. Charlie Taylor, at http://www.vintagenet.us/phantom/all_brit_1.html
OMG, that's NINE years ago... sigh.
Anyway, I'll put a link to your closely similarly named blog on PO when time allows. I'm delighted to see what you've been doing and look forward to seeing you on one of the rides again.
Best regards,
Tom Davenport
perpetrator of Phantom Oiler
- August 04, 2009
what happened on day 3?
- August 17, 2009


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To be completely honest, I didn't plan to vote next February. I really didn't see any point in wasting my time or getting my hopes up. After the incompetent leadership of the Bush Administration, I was waiting for a miracle; waiting for some miraculous leader to step forward and put an end to the sectarian squabbling and bring us into a golden age. Unfortunately, it looked like business as usual. In all of the debates and all of the television interviews, I never really saw anything worth getting excited about. Interviewers seemed to be more concerned with who is the next "threat to democracy" and what the candidates thought about cheating spouses. Everybody gave the same vague slogans and promises:
"I'll cut taxes." or "I'll make the world safe from terrorism."
Let's face it, we live in a crippled democracy. There is a reason why when it comes to voter turnout, we rank 139th out of 172 democratic nations. Not that I don't love this country - as Mark Twain said, "Loyalty to the country always. Loyalty to the government when it deserves it." Right now, as it has been for a good long while, we live in what is called a plutocracy; that is, a country ruled not by the masses, but by a privileged minority. If the government official doesn't initially belong to that privileged minority, they quickly join the fold.
Take Arkansas Senator Mark Pryor for example. I sat in a labor organization meeting with some of his staffers and workers were concerned about Central American Free Trade Agreement legislation. If CAFTA passed, we'd see thousands of American jobs disappear to Central America where they could produce goods without having to worry about fair wages. His representatives told the workers that it was horrible legislation and they shouldn't worry too much about it...and of course, Pryor ended up voting for CAFTA. Luckily, the working people of Central America rose up by the tens of thousands and sent Bush and the foul trade agreement packin'.
The only way to have a true democracy is to have a transparent and accountable government. It is not a democracy if the people don't participate. A little over a week ago, I heard of a candidate who surprisingly believes in the same thing. A national organizer for the Obama campaign came to UCA and spoke to the student body for two hours, addressing all questions and outlining most of Barack's main platforms. Unlike the other candidates, Obama started his career as a community organizer for Chicago's South Side. He's also the only one still running that has had zero corporate political action committee campaign contributions. Every penny of the two-hundred million dollars that he has raised came from individuals and grassroots organizations. He has a solid understanding of why people have lost faith in American democracy, and what it will take for the people to reclaim ownership of the system.
One simple idea is to eliminate shady back-office dealings. When a bill comes forward to be approved by the president, he wants to put the American public in the room. Have a table with him in the middle, the lobbyists to one side, his advisors to the other, and a camera poised front-and-center, broadcasting the proceedings on C-Span for everyone to see.
He has plan after plan to promote social consciousness and participatory democracy. Doubling the Peace Corps in size, doubling Americorps, creating a Classroom Corps to supplement public education, a Health Corps to improve public health outreach, a Veteran's Corps to assist veterans in hospitals, nursing homes, and homeless shelters. Even a Clean Energy Corps to weatherize and work on renewable energy projects. He wants to get college people actively involved in their communities - offering a $4,000 tax credit to student who commit to more than 100 hours of community service per year.
He's also a candidate with a healthy worldview. There are many countries whose economies are so crippled that they are only able to pay the interest on their loans from the IMF, World Bank, and African Development Bank. The premise of being able to pay these loans off is so alien to them because interest just eats away every hand up they could possibly get. Obama supports complete debt forgiveness to the 18 poorest nations to give them the leverage to be able to enter the world market. However, he shares the same sentiment for Americans of course, and is committed to put an end to predatory lending practices that we suffer at the hands of Credit Card and Mortgage companies. He also plans on instituting a federally funded transitional employment service, which will serve as a training spot and hand up to unemployed Americans.
Also, other than Dennis Kucinich (who recently had to drop out of the race), he was the only candidate who was openly opposed to the War in Iraq from the outset. While the media was selling the war to the public and while all of the other candidates (who had access to a wealth of information that we citizens don't) either went with the flow or rode the fence. In this way, he was one of the few to stand up as a person of principle.
I could go on and on and on, but instead you should just check things out for yourself. For once, I'm excited to vote, and on February 5th - I'm gonna go cast my lot and pray that in the face of an impending recession, we get off of the couch and choose a capable candidate. I'm not even advocating that you vote for Obama...JUST VOTE!
Kenny Grand is a NOC Facilitator and member of the University of Central Arkansas chapter of YDS
This posting paid for by the Democratic Socialists of America PAC.
Not authorized by any candidate or candidate's committee.


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Ardemans, 13 Madrid 28028 Spain
Location This complex is located in a quiet side street in the centre of Madrid's Salamanca district. The Juan Carlos I (IFEMA) convention centre and the international airport are close by. Madrid's shopping centres and the Las Ventas bullfighting arena can easily be reached on foot. There is also easy access to public transport near to the apartment complex. Facilities The apartment hotel was built in 1993. Guests can feel at home in one of the 31 rooms. At the accommodation, travellers are welcomed at the reception area with 24-hour reception and a 24-hour check-in/check-out service. Most storeys are accessible by lift. Services and facilities at the hotel include a cloakroom, a safe, a bar, a laundry service and a fax machine. Wireless internet access in public areas allows guests to stay connected. Travellers arriving by car can leave their vehicles in the garage (for a fee) or in the car park (for a fee). Rooms Rooms feature air conditioning, central heating, a kitchen and a bathroom. Most rooms feature a balcony with a view for guests' enjoyment. The rooms each feature a double bed. There is also a safe. A kitchenette equipped with a mini fridge, a microwave and a tea/coffee station is also provided as standard. An ironing set is also available for guests' convenience. Little extras, including internet access, a telephone, a TV and a radio, contribute to a great stay. Rooms suitable for wheelchair access are bookable. The bathrooms are fitted with a shower and a bathtub. A hairdryer can also be found in each of the bathrooms. Sports/Entertainment The terrace is a great place to while away the time. The hotel offers travellers a variety of leisure facilities, including a solarium (for a fee). Meals Breakfast can be booked. Payment The following credit cards are accepted at the apartment hotel: American Express, VISA, Diners Club, JCB and MasterCard.


text: DALLAS, May 23, 2012 /PRNewswire/ -- Gary W. Orr has joined Southwest Securities, FSB, the commercial banking subsidiary of SWS Group, Inc. (NYSE: SWS), as President of the company's banking center in Houston, Texas. " Gary Orr's experience and proven record of success in the Houston area make him a perfect fit to lead our lending efforts in this important market," said Robert Chereck, Executive Chairman and President of Southwest Securities, FSB. "We are actively pursuing opportunities to grow our commercial banking business in the markets we serve throughout Texas, and our Houston team will play an important role in achieving our goals." Mr. Orr joins Southwest Securities, FSB following a career of more than 20 years with Comerica Incorporated where he served as Market President in Houston for nearly a decade. He began his career with Comerica in 1989 as a middle market corporate banker and went on to become loan group manager four years later and Texas Chief Credit Officer in 1995. He was promoted to Market President in 2001. Mr. Orr earned a Bachelor of Business Administration from Midwestern State University and a Master of Business Administration from the University of North Texas. Southwest Securities, FSB, was established in 1986 and became a wholly owned subsidiary of SWS Group, Inc. in 2000. Based in Dallas, Southwest Securities, FSB offers a variety of commercial banking services designed to help businesses grow and communities prosper. SWS Group, Inc. is a Dallas-based company offering a broad range of investment and financial services through its subsidiaries. The Company's common stock is listed and traded on the New York Stock Exchange under the symbol SWS. SWS Group, Inc. subsidiaries include Southwest Securities, Inc., a national clearing firm, registered investment adviser and registered broker-dealer; SWS Financial Services, Inc., a registered investment adviser and a registered broker-dealer serving independent securities brokers and their clients; and Southwest Securities, FSB, one of the largest banks headquartered in the Dallas-Fort Worth metropolitan area. SOURCE Southwest Securities, FSB


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OMAKE: Temporal-Con 2010
"Heeeeeey, guys! Thanks for coming to Temporal-Con 2010's Team Temporal Panel!"
BSTF enthused himself vigorously in front of an empty room.
"There's nobody here." Harlot whined, chewing on the end of the table. "I told you."
"Sssh!" BSTF hushed Harlot loudly. "You'll scare them away!"
"What?" Rock_XIII said, waking up quickly. "Did I dose off?"
"Oh be quiet and watch the video."