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Simplicity. Ordinary moments. Everyday stories. My heart is often captivated and curious about these breaths of time that God has surrounded me with. I think God's visual miracles are His way of pointing Himself to me.
Thank-you for coming by & seeing a part of me that loves to express my thankfulness to the Creator who made everything that is beautiful.
Some people loved sights liked the London Eye, whereas I could have spent hours taking pictures of doors!
« Micah 5
california vibes »
copyright 2011 judithvothphotography | ProPhoto Custom Blog by NetRivet


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A Brand Is Born
In just under a decade, Viewpoint International Inc., a retailer of clothing, accessories, and home furnishings, has built the Tommy Bahama product line into a $300-million powerhouse.
How did three guys turn their love of the beach into a brand worth hundreds of millions?
I've heard earfuls about Tommy. People love him. They all agree that he's smart. Virile. Debonair. They don't all agree on the details of his life, however. Some say he resides in the Bahamas, while others think he lives in Florida. Some suspect he used to work on Wall Street. And he has a small trust fund. Owns two vintage convertibles. Goes fishing daily. Travels a lot. What a life.
It's said that this tanned enigma has Jimmy Buffett's blood pressure and Gary Cooper's bearing. Such equanimity comes in handy. For a guy whose watchword is relax, Tommy's plate is full. His tastes and preferences are the basis of a lifestyle brand created by Viewpoint International Inc., a nine-year-old company with sales estimated at more than $300 million. Like Martha Stewart, Tommy oversees every choice made in his name, from distribution to product design to advertising.
The punch line (as perhaps you've guessed) is that Tommy is not a real person. He is a fictional character devised by three flesh-and-blood entrepreneurs to develop their brand — the Tommy Bahama line of merchandise, which includes clothing, accessories, home furnishings, and more. The company's three founders debate "What would Tommy do?" whenever they consider a key business decision. Does he golf? Yes. Does he own an overcoat? No way. Does he own a tie? That last question provoked a feud, which only underlines the obsessiveness that has become the hallmark of this company. "One of the reasons we've been a success is that we know what came first," says cofounder Bob Emfield, 59, a grave Minnesotan with sharp features and silver hair. "This guy came first. He has a strong personality, and we cater to him."
Emfield's obsession is shared by his partners, Lucio Dalla Gasperina, 44, a bon vivant and designer who runs the Seattle office, and Tony Margolis, 59, Viewpoint's New York City-based president, who is the quiet power at the center of the Tommy empire. The three men have a combined experience of nearly a century in the apparel industry. They've seen brands rise and fall, sometimes so quickly that the whole cycle could be timed with a stopwatch. But despite their expertise, it's amazing they succeeded at all. "We spent our first two years going out of business," Dalla Gasperina jokes.
Though Viewpoint is now a smash success, its start-up was a botch, hampered by too many projects aimed at too broad a consumer base, an exorbitant payroll, and a miserable distribution strategy. And yet the business endured — a testament to the steel of its founders and the strength of the brand they created. Along the way, they developed tactics that would well serve anyone growing a brand from infancy to adulthood. Tactics like choosing distribution channels for what those channels do for the brand, not what they do for short-term profits. Like never marking down prices. Upgrading quality to stay ahead of knockoffs. Insisting on employing homegrown merchandising methods. And — in a bravura moment — taking money they might have spent on advertising and instead spending it in an unexpected way.
Now that the hardest parts are over, the guys behind Tommy Bahama may be tempted to rest. That would be a mistake. As the scope of the Tommy Bahama product line surges like the sea at high tide (now sarongs, now lamps, now golf bags), the company is in danger of expanding carelessly, even as the partners proclaim that "brand is not about volume," as Margolis puts it. Already, they seem to be contemplating some extensions that sound utterly ridiculous. But even their craziest ideas can't be dismissed because of one simple fact: in just under a decade Viewpoint has created a brand that even the most accomplished entrepreneur would envy. Under the guidance of Tommy, of course.
For a management discipline that's written about a lot, branding is a pretty fuzzy concept. And giving birth is the stage of the process that's often ignored. Few of the recent books about branding detail the particular rigors of brand entrepreneurship; instead they focus on professional brand management. The distinction between the two is an important one. If you have a brand lying around the office and spend your time thinking about ways to build it out, then what you're engaging in is essentially science. But if you have to create a brand out of whole cloth — well, that's more of an art. It takes a different mind-set. And time. Henry did not build Ford in a day, and Michael is still nurturing a brand called Dell some 17 years after founding that company.
In her recent book Brand New, Harvard Business School professor Nancy F. Koehn defines a brand broadly: it's the relationship between a company and its customers. That relationship encompasses everything a company says about itself and everything customers perceive to be true about the company. The relationship is hard to sustain and even harder to create. As the CEO of a start-up or small company, you face the toughest circumstances of any brand creator. You don't have cash. You don't have time. And you have a lot of other priorities. Unless an entrepreneur is disciplined, the process of brand creation gets ignored, Koehn says.
In the case of Tommy Bahama, the company's three principals didn't let a lack of time or money stand in their way. They were dogmatic when it came to building their brand, focusing relentlessly on every signal they sent to the market. And they were rewarded. That's because if a start-up builds a good brand, it can grow very quickly. Witness Tommy Bahama, which has grown from $3 million in revenues to more than $300 million in seven years.
But what appears now as a textbook example of how to build a brand began as a lark. In the 1980s, Emfield and Margolis and their wives bought neighboring beach homes on Florida's Gulf Coast. The two men had met in 1969, when they worked for blue-jean maker Brittania Ltd. Over the years, as their vacations drew to an end, the couples joked that they never wanted to leave the beach. They wanted a trust fund. An island home. To fish all day and walk all night under the stars.
"If it wasn't red-white-and-blue Hilfiger, Polo, or Nautica, they didn't want it."
Those musings became a game of invention. The two couples created a character named Tommy Bahama — the man for whom life is one long weekend — and began to tell stories about him. On beach blankets or walking along the shore, they painted for themselves a portrait of Tommy: where he lived, what he did, what he owned. Unwittingly, what they were doing was creating a story that, because it was at once complex and focused, could easily become a brand. And for Emfield and Margolis, who had at least one more apparel industry escapade in them, the Tommy Bahama story did become a brand — as soon as they posed the question "What would Tommy wear?" "The four of us kept adding to the story, and that became the springboard for a sportswear company," says Emfield.
In 1991, Emfield and Margolis took concrete steps to give their fantasy legs — and, of course, pants. They approached Dalla Gasperina to be their partner and design guru and obtained a commitment from a Hong Kong factory for financial and manufacturing support. The three partners and the factory pooled just under $2 million for start-up capital. They were clear on what they would produce: Tommy liked silk. Tommy liked comfortable shorts and print shirts. But Tommy also liked tailored pants. And he liked his clothes to be durable because they were exposed to the elements of the islands. What came into focus was a line of elegant tropical clothing for men aged 35 to 65 with discriminating tastes, bearing the brand name Tommy Bahama.
For three guys who isolated the DNA of an excellent brand in short order, the company they founded was a mess right from the start. One of the most obvious problems was that the three founders put themselves on a pay scale that was lavish by the standards of fledgling companies. "We were all coming out of six-figure-salary jobs," Margolis offers by way of explanation.
There were other structural problems. One of the earliest decisions they made was that Tommy would not carry the company on his own. The partners invested their capital to launch not one but three apparel lines in three segments of the market that, Margolis says, they felt were opportune at the time. The two other labels: Gear for Urban Training, a teen-skateboarder line, and Linguini & Bob, for the lady-killer "Vinnie Barbarino group," Margolis says. They premiered the trio of brands in the spring of 1993 and breezily assumed they'd turn a profit in a year.
From the start, distribution plans for all three brands faltered. For Gear and Linguini & Bob the problem was simple. Viewpoint had agreed to sell both brands through Merry-Go-Round Enterprises Inc., a midsize retail chain based in Maryland that operated stores called Merry-Go-Round and Chess King. The chain leased a lot of mall real estate, but it was entering a period of decline that would end in bankruptcy.
Tommy Bahama's initial distribution strategy was also flawed. The company had intended to sell Tommy Bahama to large department stores — perhaps an unrealistic plan, given that big retailers have never treated young companies warmly. In the early 1990s it was even harder for a boutique brand like Tommy Bahama to get any attention. At the time, department stores were centralizing purchasing, reducing their number of buyers, and requiring wholesalers to travel to their offices for sales calls, rather than sending store representatives to wholesalers' showrooms to be pitched. The message those changes made was unmistakable to small fry like Viewpoint. "If it wasn't red-white-and-blue Hilfiger, Polo, or Nautica, they didn't want it," Emfield recalls.
SITTING PRETTY: "Tommy has a strong personality, and we cater to him," says Bob Emfield.
In desperation, Emfield began showing Tommy Bahama apparel to the owners of specialty stores. A smattering of those businesses were intrigued. One of the first chains to pick up the brand was Gary's Island, a small chain on the West Coast and Hawaii. Encouraged, Viewpoint began marketing Tommy Bahama to small shops that sold men's clothing, with Margolis, Emfield and two of their younger relatives (who already worked for Viewpoint) traversing the country to visit specialty stores. The shift in strategy was expensive — at least, in the short term. The company had to spend more to get relatively small orders. And once Viewpoint got a store's business, it had to worry about getting paid. "We were fearful that the specialty stores wouldn't pay their bills or that they wouldn't have the credit to buy enough to make a big business," Margolis recalls. As it turned out, their fears were rational. "Even now, I'm not going to tell you that the credit community is going to aggressively allow a small store to build a business with me quickly," Margolis says. "But as things unfold, our clients' credit lines have grown."
And in the long term, the high cost of selling to specialty stores has been offset by the benefits to the brand. As Koehn says, "A brand is not only about what you buy but from whom you buy it." If a clerk at your favorite men's shop tells you about a great pair of silk pants, it's more meaningful than a similar tip from an anonymous department-store employee, since you trust someone you know not to steer you wrong. Then it's up to the pants to fit well. If they do, suddenly Tommy Bahama means something to you. "As that trust grows," Koehn adds, "a company can introduce a range of new products more easily and cheaply." That's the power of the brand.
By the fall of 1994, Tommy had the trust of a core constituency of specialty retailers and their customers, which is another way of saying that the company truly had a brand, albeit an embryonic one. But one thing stood in Viewpoint's way as it sought to unleash the power of its brand: the company's bank balance. The partners had burned through their original $2 million. To continue, they'd have to risk more money. After some deliberation, the three men came up with a strategy. First they decided to drop the Gear and Linguini & Bob lines. Then they agreed to reduce their salaries and invest more of their savings to keep Tommy Bahama alive. Finally, they decided to launch a new private-label division — an odd choice for a company that was building a brand. "We did it to pay the light bill and the phone bill," says Dalla Gasperina. Margolis goes even further. He calls the decision "the one key thing that happened in our history."
The private-label work wasn't glamorous — manufacturing plain cotton twill khakis for one 400-store chain, for example. But private labeling allowed Viewpoint to say yes to business that Tommy would have turned down — that is, it helped them take their embryonic brand and nurture it without skimping on quality or taking orders from down-market retailers. That is the process of building brand integrity. Once a company has created a relationship with customers — a brand — it can either build on that relationship or trade on it for a quick buck. "What happens to most people at that point is that they take every order they can get," Margolis says. "They do things inconsistent with the brand."
Private-label work had helped Viewpoint pass the break-even mark by the end of 1994. Flush for the first time, the company was finally in a position to advertise. Emfield pegs the number it had to spend at that time at roughly $2 million. But the partners needed to figure out how to spend it. Magazine rate cards made them blanch, and the cost for TV time was even more unnerving. The more they weighed their options, the more Margolis, Emfield, and Dalla Gasperina worried that they would spend a lot of money on ads and get nothing in return. Assessing the options, they did exactly what nobody would have guessed they would do: they decided to open a restaurant. It was a wildly dangerous decision. Reckless. And, as it turned out, a choice that perfectly suited Tommy. "It's the greatest advertising vehicle ever, and we made money doing it," says Margolis.
The restaurant scheme came about by accident — "blind luck," Margolis says today. Initially, the company zeroed in on opening a retail store, not as an end in itself but as a way to promote its wholesale business. The partners had been unhappy with the way most stores were displaying Tommy clothing. "People would buy our product and then display it on a sterile steel-and-glass shelf," says Margolis. Viewpoint advocated using painted-wood or rattan display cases and hanging the shirts face out, rather than hanging them sideways, as in a closet. A company-owned retail store could serve as a model home that Viewpoint's wholesale customers could visit. The partners figured they could put wholesalers in touch with the same supplier that provided their retail store with nice display cases.
DISPLAY OF AFFECTION: Tony Margolis has pushed retailers to display Tommy clothes in a way that Tommy himself would applaud.
Not far from the Margolis and Emfield vacation homes, the partners found vacant commercial space in Naples, Fla., a gulf-side resort known for splendid golf courses. "When we pitched the landlord, she was so enthusiastic, she asked us what we would do if she made additional space available at a very good deal," Margolis recalls. "What would Tommy do?" the partners pondered. He might go to a juice bar. No, they decided, he would prefer a microbrew beer. And maybe a nice meal. Tommy's kind of restaurant was easy for everyone to imagine. "Steel drums, full moon, palms wafting in the breeze," Emfield says. "If you serve them a meal when they're on vacation, you've got them forever."
A retail store opened in November 1995, and an attached restaurant unveiled its tropical menu and white tablecloths three months later. The cost of the build-out was $1.2 million. Sales for the retail store alone were $2 million in that first year and have since grown to $7.2 million. While diners wait for their tables, they browse. Clothing sales stay strong as late as 11 p.m. "It's very casual but with a fun ambience," says Gabrielle O'Boyle, who works at the Ritz-Carlton Naples. "We send our guests there."
As much as the store introduced Tommy to the diners of Naples, it also introduced potential customers to Tommy, helping Viewpoint better understand which people were buying the brand and what they wanted from it. After cashiers at the Naples store noticed women buying extra-small men's shirts, Viewpoint ramped up a Tommy women's line. The company also reduced the use of cotton in favor of silk, since silk items sold briskly. In the past five years the company has opened 12 retail stores and 5 more restaurant-and-retail-store "compounds."
W.C. Wells, who heads the Tommy Bahama retail division, claims that sales range from $2.5 million to more than $7 million per store per year — from $700 per square foot in Chicago, the chain's stinker, to $2,000 per square foot in Naples, the chain's star. He further claims that the operating profit per store ranges from 5% to 20%.
And consider those figures in light of the following: the stores never, ever mark down their inventory. All the company's retail stores are required to return unsold inventory to the wholesale division. Why? If Tommy retail stores marked down their merchandise, they could find themselves pricing goods lower than mom-and-pop stores that carry the line. And since mom-and-pops make up more than half of Tommy's sales, Viewpoint doesn't want to upset them.
The Naples compound's success jump-started the entire wholesale division. "Retailers that were selling us in 4 or 5 stores in a chain suddenly wanted us in 20. They wanted more depth in terms of how many products they sold, and they wanted us to build fixtures for them," Emfield says.
The opening of the first compound marked the beginning of the golden age of Tommy Bahama. The company doubled its annual sales for several years in a row, driven by the expansion of the wholesale business, the growth of company-owned retail, and a surge in licensing deals. Licensing revenues for apparel accessories like shoes, handbags, and ties now top $16 million a year, and the company has recently signed deals for eyewear and sunglasses, lamps, and rugs. For Viewpoint "that's pure profit because the royalties I pay them flow right to their bottom line," says Donna Dixon, president of Paradise Bag Co., based in Millburn, N.J., which manufactures Tommy handbags and luggage.
The gorilla of all Tommy licensees is Lexington Home Brands, a North Carolina company that signed on with Viewpoint in 1999. In only a year and a half on the market, Lexington reports its Tommy Bahama furnishings have brought in more than $100 million in sales. But the Viewpoint guys haven't let Lexington president Bob Stec get to nine digits in sales the easy way. "The integrity of the brand positioning is paramount to them," Stec says. "If they saw a design that didn't fit Tommy's lifestyle, even if they thought it would do volume, they didn't do it. From an upholstery standpoint, they had a very clear view of what the fabrics should look and feel like. To them, the definition of the brand was so clear."
Given that Tommy's founders live in three far-flung cities, I made arrangements to meet them when they would all be together. The occasion: Magic Marketplace, an apparel-industry trade show in Las Vegas that spread out over 2 million square feet. At Magic exhibitors that have brands both big (Kenneth Cole) and small (ManSilk underwear) proclaimed the superiority of their wares.
Yet even here Tommy stood out. The company's booth — a two-story stucco island home with pastel shutters, weathered floor tiles, and a veranda with painted railings — evoked the Danish architecture of St. Thomas. It was decorated with vintage luggage and barrels of bananas and coconuts and pictures of sailboats. Fans whirred below the tin ceilings.
An air of triumph hung over the festive bungalow. The partners had recently sold a minority stake to Saunders Karp & Megrue, a private-equity firm based in Stamford, Conn., for more than five times earnings, with the company remaining under its founders' management. It's ironic that a brand born out of a beach-house fantasy of abandoning the rat race has served only to pleasantly complicate the lives of Margolis, Emfield, and Dalla Gasperina. Indeed, the three entrepreneurs have big plans on the drawing board. They picture a Tommy Bahama hotel and golf resort. Emfield gets giddy when he envisions the lobby, complete with a Tommy swimwear shop and a Tommy golf shop and another with more formal clothing and a couple of Tommy restaurants. (The partners announced at one point this year that they had found a location in Fort Lauderdale, but those plans fell through.)
The guys also dream in grandiose fashion about opening a Tommy Bahama marina and filling it with boats bearing the Tommy Bahama signature. And a parking lot filled with SUVs bearing the same name, like the Coach Lexus and Eddie Bauer Ford Expedition that were popular a few years ago. Among more practical plans: international sales. Also, last spring the company began spending significantly on national magazine advertising. Tommy ads feature a handsome, silver-haired male model from northern California, who was chosen after a national casting call. He is now the face of Tommy Bahama, the literal embodiment of the brand. The ads have run in upscale, vacation-friendly magazines like Vanity Fair, Yachting, Travel & Leisure Golf, Esquire, and Town & Country. What's more, the company is investing $2 million in sports sponsorships. In the past two years, Tommy Bahama has backed a Trans-Am race car, a two-man sailing team, and a high-speed catamaran. (The perks of sponsorship are evident: Tommy executives get to hang out at the races.)
Blue jeans are also coming to the Tommy party. Adjacent to the Tommy booth at Magic was another booth, distinctive yet Tommylike. Indigo Palms by Tommy Bahama, the signs read. Indigo Palms is the first new brand that the Viewpoint founders have created in seven years, though it isn't as much a risky new entity as it is a Tommy Bahama spin-off. "This is something I've been pushing for for years," Emfield says. "Most of the woven stuff in my closet is from Tommy: the solid tops, the T-shirts, and the woven bottoms, which are the best in the world. But all of my jeans are from other manufacturers. So the next thing to do is own the jeans space in my closet."
Starting Indigo Palms may help the partners recapture the energy of the art of branding, making the repetitious activities of the science of brand management easier to bear. Not that the management component isn't more crucial than ever. "The biggest temptation for people who have created a brand is to think that they've already gotten everything right," says Koehn. "These guys have to hire the right stewards for the brand and also build an organizational structure that is as disciplined as they are as leaders."
Koehn adds that this is the moment at which truly great branding companies ramp up their efforts to learn what their customers think and feel about the brand. With more stores, more advertising, and more awareness, Tommy the brand has become tangible. Many people think they know who Tommy is. At the same time, customers' needs change. The challenge for Margolis, Emfield, and Dalla Gasperina is to stay true to Tommy but also continue to offer customers something they want. It's a tricky balance. But the partners recognize that their brand will evolve. "The Tommy of 2002 is different from the Tommy of 1992," Emfield says. "He's aging just like us."
Mike Hofman is a senior staff writer at Inc.
Tommy's Rules of Branding
PRODUCT DESIGN: "A brand cannot exist without a good product or service," brand expert Nancy Koehn says. To that end, Tommy designers spend less time devising cool tropical patterns for their clothes and more time on the feel of the fabric, the silhouette, and details like buttons and zippers. Today solid-color garments make up 70% of the Tommy high-quality-apparel business, thwarting knockoff artists who tried to ape Tommy by designing cheap cotton Hawaiian shirts.
ICONOGRAPHY: A sailfish, the word relax, a jazzy palm tree. To underscore the many facets of the brand, Tommy designers employ many different logos rather than a ubiquitous image like Nike's swoosh.
DISTRIBUTION: The more exclusive, the better. And don't let multistore chains put your products in every venue, the Tommy philosophy goes. If only 2 of 50 stores are genuinely up to snuff, then stick with them.
MERCHANDISING: A wide variety of products displayed together provides shoppers with more information about your brand. But make sure the products are arranged neatly and are well maintained. For example, late in the evening at the Tommy shop in Las Vegas, a store clerk could be found busily steaming the wrinkles out of all of the silk shirts on the retail floor.
LICENSING: Tommy executives monitor the company's licensees carefully. New product designs are reviewed in the New York City office. And licensees regularly attend meetings with the company's licensing director.
ADVERTISING: Print ads are expensive, so don't buy them just for the hell of it. Tommy marketers use ads to build on the brand. This past fall's campaign ads feature "winter beach walk" apparel and are tailored to boost sales in Tommy's off-season. The advertising includes women's clothing to underscore that, yes, Tommy makes clothes for women, too. And the ad's use of understated earth tones plants the notion that Tommy is more than just loose-fitting shirts emblazoned with hibiscus and fruity cocktails.
Mike Hofman was previously editor of Inc.com and a deputy editor at Inc. magazine, which he joined in 1996. The site was nominated for a National Magazine Award for Digital Media in 2010, and was named the best business website by Folio Magazine. In 2006, Hofman was part of a team of writers nominated for a Webby Award for best business blog. He lives in New York City.


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Thanksgiving is all about family, food and being thankful for everything in your life, but what to drink with your meal can often be an afterthought. To help you put out a few beverages that will be on par with your meal, Splash Magazines Worldwide has put together a list of great choices for you to share with your holiday guests.
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.50 oz Vanilla Simple Syrup
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Frozen Red Velvet
Tablespoon hot coco mix
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This week on RuPaul's All Stars Drag Race the queens played homage to the ladies of girl group fame. And nobody melts a drag queen's heart (or mine!) like Diana Ross! Girl groups for-ev-ah!
Thing start out with a little SheMail and then Ru appears in the workroom to let the girls know it's time to get their cheer on. The mini challenge is all about Cheer-Reading where the queens have to make a rhyme that throws shade at their opponents. Given that the remaining queens is all nicies and Miss Congenialities there was about as much shade as a Phoenix summer – well except for where Yarlexis is concerned.
It seems there is a lingering vendetta that the two girls shouldn't be the shining star of the judges eyes last week and they get hassled over their language skills, but it was all in all pretty tame. It reminded me of that 80's music video "Hey Mickey!" That's how cutsie pie this was.


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Iowa remains one of the most affordable places to live and do business, and that success is reflected in one of the lowest unemployment rates in the country.
So what can we do to keep Iowa's economy growing? Business leaders say improving worker training tops the list. When Iowa employers can't find the skilled workers they need, they end up losing business to competitors, hiring from out-of-state, or moving their businesses out of Iowa.
Middle-skill jobs are on the rise, making up about 56 percent of Iowa positions right now. However, only about a third of Iowa workers qualify for them, according to the latest report on Middle-Skill Jobs in Iowa. Middle-skill jobs encompass a wide range of occupations, from computer specialists and radiation therapists to carpenters and machinists?positions that require some education beyond high school but not a college degree.
Article Photos
State Senator Steve Sodders
Iowa's community colleges have done a great job of training the workers local businesses need via associate degrees, certificates and non-certificate programs. Recently, we've asked community colleges to do even more to prepare Iowans for skilled jobs that boost our economy and expand Iowa's middle class. That's why we invested more than $34 million in worker training this year, including:
$15.3 million to support job-training efforts by community colleges.
$5.5 million to help adult workers get the credentials to qualify for middle-skill jobs.
$5 million to coordinate training and education programs that enable returning students to get the workforce skills they need to fill local job openings.
$5 million to provide need-based financial assistance to Iowans enrolled in career and technical courses at our community colleges.
$2 million to "fill the gap" in financial aid by helping Iowans take non-credit classes to earn certifications and professional licenses.
$1.5 million to provide high school students with career orientation, job shadowing and internship opportunities that allow them to make informed college and career decisions.
For the latest report on Iowa's need for more skilled workers and the most in-demand jobs, go to portal.iowaworkforce.org/SkilledIowaLinks/MiddleSkills2013_Final.pdf.


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Started this discussion. Last reply by Minda Slade Jan 27, 2012. 2 Replies 0 Likes
me and my mom got in a debate about god the best proof she came up wheth is their is no poof for god becouse god sprit and I said why should I have faith in your myth and she said he real and l…Continue
Tags: myths
Started this discussion. Last reply by Minda Slade Jan 25, 2012. 7 Replies 0 Likes
Tags: Atheist
Started this discussion. Last reply by Madhukar Kulkarni Feb 7, 2012. 32 Replies 0 Likes
Tags: atheist
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FIZ News
June 2015
Neues Zeolith kann mehr Wärme speichern
June 2015
Stabiles Netz trotz flexibler Einspeisung
May 2015
Windenergie-Anlagen rütteln und schütteln
Meet us at
Tag der gewerblichen Schutzrechte,
Stuttgart, 30. Jun
CICM 2015, Washington, 13. - 17. Jul
AALL - American Association of Law Libraries, 10th Annual Meeting and Conference, Philadelphia, 18. - 21. July
Policy Advising
FIZ Karlsruhe has been involved in policy advising for a number of years, providing its expertise in information infrastructure and the importance of patent information to assist in the development of effective research and technology policy.
Policy Advising on Information Infrastructure:
Duties and functions of Sabine Brünger-Weilandt (President and CEO of FIZ Karlsruhe)
- Since the end of 2014 she is vice president of the Council for Information Infrastructure which was appointed by the Federal Minister of Education and Research Prof. Wanka
- Since October 2013 consultant of the EU Commission for the research and innovation programme Horizon 2020 with main focus on "European Research Infrastructures including e-Infrastructures"
- Since 2012 as one of three experts member of the ad-hoc-working group "Information Infrastructures" formed by the GWK (Joint Science Conference)
- 2012 Mrs. Brünger-Weilandt joined the German Science Council`s Coordinating Group "Recommendations for the further development of scientific information infrastructure in Germany until 2020"
- 2009-2011 development of the Overall Concept for the Information Infrastructure in Germany KII: submitted as scheduled in 2011 to the Joint Science Conference (GWK)
- Since 2009 chair of the commission "Future for the Information Infrastructure"
- From 2009 to 2014 she was the committee`s representative of the Leibniz-Association for information infrastructure
FIZ Karlsruhe pursues the goal to expand political consulting on Information Infrastructure on a national and European level.
Further current examples:
At federal level:
Since 2008 FIZ Karlsruhe has been involved in the Digital Information Initiative as part of the Alliance of German Scientific Organizations. In addition, FIZ Karlsruhe is actively participating in following positions.
- Member of the steering committee
- as co-chairs of the National Hosting Strategies working group
- as member of the Virtual Research Environments and Research Data working groups
At regional/communal level:
Since 2012 FIZ Karlsruhe is a member of the e-Science-AG belonging to the Ministry of Science, Research and Arts (MWK) in Baden-Württemberg. The Information Infrastructure is in the focus of the working group (AG) as it is represented exemplarily in the KII paper.
- FIZ Karlsruhe is a member in the working groups "Management of Research Data" and "Virtual Research Environments"
The Importance of Patent Information
Since 2012, FIZ Karlsruhe has been participating at the national level for the first time in the "Innovation Dialogue Between the Federal Government, Business, and Science" organized by Acatech, the German National Academy of Science and Engineering. The Innovation Dialogue features prominent federal officials, including Chancellor Angela Merkel, Federal Minister of Research Johanna Wanka, and Federal Minister of Economics Siegmar Gabriel. It is being used by the federal government as a forum for independent expert discussion on ways to foster successful research and innovation. FIZ Karlsruhe has contributed its specific expertise concerning the importance of patent information in the Asian context, specifically in the form of expert interviews for the dossier "The International Dimension of German Innovation Policy as it Relates to Asia. "The German government plans to continue the Innovation Dialogue in 2014.
Please find additional information in German at the Innovation Dialogue homepage.


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text: First Cape Cod Blog Post Ever Greetings, Cape Cod! CapeHomepage.com is pleased to announce its re-launch after several years of hiatus. CapeHomepage.com was originally launched in 2007 as a local Cape Cod website providing links to all things Cape Cod. Now, CapeHomepage.com is back! We will still provide links to local Cape Cod news and information sources, and will present feature blog posts relating exclusively to Cape Cod. The focus will be on the people, places, and happenings that make Cape Cod so special. We hope 04 Feb


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The National Association's Code of Ethics and Arbitration Manual provides:
Any person, whether a member or not, having reason to believe that a member is guilty of any conduct subject to disciplinary action, may file a complaint in writing with the secretary of the Association of REALTORS®, dated and signed by the complainant, stating the facts on which it is based, provided that the complaint is filed within one hundred eighty (180) days after the facts constituting the matter complained of could have been known in the exercise of reasonable diligence.
The REALTORS® Code of Ethics consists of seventeen (17) Articles. The duties imposed by many of the Articles are explained and illustrated through accompanying Standards of Practice or case interpretations.
The complaint should contain the detailed facts and dates, but should avoid opinions, recriminations and personalities. Complaints must be typewritten.
The basis for filing an ethics complaint against a REALTOR® should be an allegation by the complainant that a REALTOR® violated one or more of the Articles of the Code of Ethics of the National Association of REALTORS®. A charge of violating the law or the real estate regulations of the state is not a matter that can be considered by the Association of REALTORS®
The Grievance Committee is charged with preliminary evaluation and assessment of whether complaints should be dismissed or scheduled for hearing.
The Grievance Committee does not hold hearings or make decisions regarding ethical violations. Rather, the Grievance Committee conducts a review of the complaint and makes such investigation as deemed necessary to determine whether the complaint could be construed as a Code violation if the complaint is taken as true on its face. If so, the Grievance Committee will refer it to the Professional Standards Committee for hearing.
Familiarize yourself with the hearing procedures that will be followed. In particular you will want to know about challenging potential panel members, your right to counsel, calling witnesses, and the burdens and standards of proof that apply.
Dismissal of a complaint by the Grievance Committee may be appealed to the Board of Directors within a time-frame specified by the association's bylaws.
Only materials considered by the Grievance Committee can be reviewed by the Directors with the appeal. The parties do not have the right to appear before the Board of Directors. The Directors may affirm the Grievance Committee's dismissal or may refer the matter for hearing.
The Directors may adopt or modify the recommendation of the hearing panel, including the discipline proposed. The Directors may reduce the recommended discipline or refer the matter back to the panel for reconsideration. The Directors may dismiss the recommendation of the hearing panel if they feel it is not supported by the panel's finding of fact.
The decision of the Board of Directors is final, and there is no appeal to the state association or to the National Association of REALTORS®.


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Today's post is all about new things. I have four of them to talk about, so let's get going!
1) Candied Buddha's Hand. It's the second paragraph, and I already have to slightly clarify what I wrote above. This first item isn't so much a completely new thing, as I discussed Buddha's Hand in this post, but I did made a new recipe using it, so I'm still counting it as new.
Here's a quick catch-me-up: a Buddha's Hand is a citrus fruit that looks unlike anything I've ever seen before. I still had most of the one I bought at the beginning of the week, even after using some of it while making dinner the other night:
I looked around online to figure out what to do with the rest of it, and decided I would candy it, just like you can candy lemon slices. First step: chopping up the Buddha's Hand:
Then I made a simple syrup: 2 cups sugar dissolved over a low flame in 2 cups water. (Yeah – not the healthiest recipe, especially for a weight-loss blog, but at least it's fat free!) I added the Buddha's Hand to the syrup:
It simmered for an hour, until the white parts became translucent. I pulled the Buddha's Hand out with a slotted spoon, and laid it on wax paper:
It was really sticky, as it had been sitting in syrup for an hour, so I left it to dry overnight on the counter. The next day, it was still kinda sticky, so, thanks to a suggestion from my mom, I dried it for an hour in the oven set to 200 degrees. The end result? Delicious! The addition of the sugar took away some of the bitterness, and it also enhanced the lemony flavor. Even my mom, who was not a Buddha's Hand fan, came around a little bit, saying this liked it in this application slightly more than she did in my other creations.
Now I'm out of fresh Buddha's hand, but I have a tin of the candied version of it!
2) PowerFlex. My friend Laura (who's wedding I went to last weekend) is a member at the gym I joined for the two weeks I'm in Michigan, so we met up this morning to work out together. It's fun to work out with a friend, and we decided to take a PowerFlex class. Neither of us had taken one before, and, actually, Laura had never taken a group exercise class of any sort before. It was about 50 minutes long, and was a total-body weight training class. We used a variable-weight barbell and free weights, and did a ton of reps of a lot of different exercises, divided into 4 or 5 minute chunks that each focused on a different muscle group: biceps, triceps, chest, shoulders, legs, gluts, abs. The teacher (who's name I didn't catch), was really energetic and had a slight Russian accent, and the class was challenging – I have a feeling I might be a little sore in the morning.
I'd definitely take a class like this again, even though after doing 100 or so squats I don't even want to think about doing another one any time soon.
3) Seckel Pear: After the gym, Laura came over for lunch and so we could hang out more, and being a regular blog reader and knowing my love of trying new things, she was hoping I might have something new for us to try. I was prepared: I had not one new thing, but two! I'll get to them shortly, but first: our meal consisted of sandwiches that I made using English muffins:
They have a couples slices of cold cuts (turkey pastrami for me, smoked ham for Laura), a little smoked Gruyere cheese, mustard, cucumber, tomato, and roasted red pepper. The sandwich was accompanied by a bowl of the chicken noodle soup my mom made a few days ago:
She used a cooked rotisserie chicken from the supermarket, whole wheat pasta, and a mix of regular chicken stock and unsalted chicken stock, so hopefully they averaged each other out and made the whole affair low-sodium.
Then we tried the first new thing: a Seckel pear. I found these at Kroger a few days ago (I tossed the receipt and can't remember how much I paid), and they look like regular pears, but are about half the size. I thought they were adorable. Here they are, with a regular-sized red pear in there as a size reference:
They look like any other pear when you cut them:
They also taste like every other pear too, and I love pears, so I really liked the Seckel pear. If anything, the flavor was a little stronger than in other pears – as if someone shrunk a full-sized pear down to half its size but all the flavor remained.
4) Cheaters. Now on to the other new item. I saw this product in a store while I was shopping in Ann Arbor yesterday, and was immediately intrigued. It's called Cheaters, and it's labeled as "Guilt-Free! Squeeze Candy". The package says it has no sugar, fat, sodium, or gluten, and it also says "19 calories never tasted so good!" – to which I thought, "we'll see about that!" They cost $1.59 apiece, and I bought all 4 flavors:
There's a little glare in the photo, but the flavors are Blueberry Cobbler, Strawberry Cheesecake, Cinnamon Apple Pie, and Banana Cream Pie.
The package is a joy to read. On the back of it, it says "Eat it slow, enjoy it more!" It also says "Congratulations! You are about to experience great tasting dessert candy. It's ALL PLEASURE and NO GUILT!" They're not shy about selling this stuff!
Laura and I decided to try two of the flavors (I'm saving the other two flavors for another day). First up: Banana Cream Pie. The pouch is designed so you squeeze it directly into your mouth, but since we were gonna share it, we squeezed it onto spoons. Plus, you can much more easily photograph the contents when they're on a spoon, as I did here: Ladies and Gentleman, Banana Cream Pie Cheaters:
I won't mince words – it was gross. Laura and I both thought so. It was way too sweet and tasted like medicine. There was a bitter aftertaste, and it coated our throats like cough syrup does. We only tried a spoonful each before moving on to Blueberry Cobbler:
This one tasted like blueberry-flavored Listerine to me. Yuck. I actually had 2 spoons of it, but that was enough. I will say that my dad tried both these flavors later in the day, and liked them, so at least someone enjoyed the experience.
Cheaters is made by a company called ICC Candy, and according to their website, they specialize in guilt-free candy. I was poking around a little bit, and discovered they also sell a product called Sinfully Delicious Dessert Spray. You have to go here and check out their sales pitch. They look like bottles of Binaca, but instead of freshening your breath, they coat your mouth with little bursts of Milk Chocolate Turtle or Key Lime Pie. Um, no thanks. If I see those for sale somewhere, I'm gonna pass.
Four new things in one day?
Keep it up, David!


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Photo: YouTube
More than 130 inmates escaped from a prison in northern Mexico through a tunnel on Monday, setting off a search by police and soldiers in an area close to the US border.Authorities in Coahuila state discovered a seven-yard long tunnel, ropes and electric cables they believe were used in the break from the prison in Piedras Negras, a city across the border from Eagle Pass, Texas, according to state Attorney General Homero Ramos Gloria.
The prison's director and two other employees were detained for an investigation into the escape of 132 prisoners, Mr Ramos said. The prison houses roughly 730 inmates.
"The fugitives used the tunnel which had an entry and exit hole with a 4-foot diameter," he said. "They cut the chain-link material outside and one by one they got out to a piece of land."
Federal police units and Mexican army convoys were deployed to search for the inmates and authorities in Coahuila state offered rewards of up to $15,000 for information leading to the arrests of each prisoner. Visitors were kicked out of the prison but stayed outside waiting for news of relatives.
Mr Ramos said in a press conference that 86 of the inmates were serving sentences or pending trials for federal crimes, such as drug trafficking, and the rest faced state charges. He said police are investigating a deadly shoot-out 160 miles south of Piedras Negras after the prison break to determine if any of the four people killed were one of the fugitives.
Other Mexican states have said in the past that they are not prepared to handle highly dangerous federal prisoners.
Coahuila has seen a wave of violence tied to the brutal Zetas cartel's battles with the Sinaloa cartel, allies of the now weakened Gulf Cartel.
Authorities in Coahuila did not say which gang was believed to be behind the prison break.
Last week, Gulf cartel leader Jorge Eduardo Costilla Sanchez was arrested, leading experts to anticipate an increase in violence in parts of northern Mexico as the Zetas Cartel attempted to take over turf.
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The #SaveYourInternet fight against Article 17 [ex Art. 13] continues
Article 17 [ex Art. 13] only benefits big businesses
Due to the collateral damage created by the vague and overly broad wording of Article 17 [ex Art. 13], only big platforms and powerful rightholders will benefit from its adoption, to the detriment of all other stakeholders.
Bad for Users
Users will have access to less content and will be unable to share their content with others, even when it's legal. Moreover, any complaint mechanisms will be easily bypassed if blocking is done under the pretense of a terms and conditions violation, rather than as a result of a specific copyright claim.
Bad for Creators
If platforms become directly liable for user uploaded content they will arbitrarily remove content based on their terms and conditions. As a result, many creators will see their content get blocked too. And, as less platforms survive the burden of this provision, creators will have less choice on where to share their creations.
Bad for competition
Only platforms with deep pockets will be able to comply with the Article 13 requirements and even if small enterprises get an exemption from its scope, this simply means they are not allowed to scale up and compete with the big US platforms, under the motto 'in Europe, small is beautiful'!
What's at Stake?
#1 Making Platform primarily liable leads to filtering, even when filtering is not mentioned
Article 17's [ex Art. 13] various versions creates a system whereby platforms face an increased (direct) liability for the content uploaded by their users if it infringes copyright. As a result, these platforms are likely to overblock even legal content and use automated techniques to avoid being sued, which will mean users will no longer be able to share and experience the content they were used to find online.
Our Ability To Post Content On The Internet Will Be Limited By A Censorship Machine
Some of the content uploaded on the Internet infringes the copyright of rightholders (which are often not the content creators but intermediaries and investors such as recording or film studios) and content creators complain that due to the digital evolution, they make less money than they used to (the so-called 'value gap'). This does not reflect the reality accurately, specifically in the case of the music industry that year after FENIX - Torcia FD30 - 900 Lumens Originale announce that their incomes keep increasing. However, what they claim is that some platforms (YouTube, Vimeo… ) do not pay them enough when they stream copyrighted content: that is what they call the "value gap" (the gap between what rightsholders think would be fair as a compensation and what platforms pay them).
Article 17 [ex Art. 13] claims to address these problems but does so it in a way that hampers the way the Internet has been functioning so far by asking platforms to put in place costly and opaque solutions to pre-screen our content. This proposal would require intermediaries such as Facebook and YouTube to constantly police their platforms with censorship machines, often with no human element involved in the process. It will mean that you will no longer be able to upload or enjoy the same content as you used to, as automated blocking is likely to stop (legitimate) content of ever making it online. Analyses by EDRi of the European Commission and FENIX - Torcia TK25RB Redbluee - 1000 Lumens a Led Tattica SoftAir Caccia proposals show the underlying threats in Article 17's [ex Art. 13] logic.
And what's worse: none of the versions of Article 17 [ex Art. 13] make life better for creators. Article 17 [ex Art. 13] actually makes FENIX - Torcia HP30R - 1750 Lumens Originale of creators: only rightholders.
#2 This affects much more than YouTube and Facebook…which already comply with Article 17 [ex Art. 13]
The scope of application of Article 17 [ex Art. 13] is excessively broad and does not comprise any mechanism that constrains inappropriate or unreasonable claims by rightholders. To solve this, some of the proposed version include carve-outs for specific platforms in a more or less defined manner (for example for online encyclopediae like Wikipedia) but this approach means that only those platforms that are known and valued today get a 'pass' from the censorship machine.
New Censorship Machines Should Not Be 'Encouraged' And Existing Ones Should Have User Safeguards
The measures required by Article 17 [ex Art. 13] to avoid liability will be expensive to implement and will thus make it harder for European start-ups to grow and compete with big US platforms that already have these filters in place (such as YouTube with ContentID).
Moreover, where most of the 'complaints' seem to come from the music and film industry, Article 17 [ex Art. 13] applies to all types of platforms and all types of content, including text or software code, or music sheets, architect blueprints, etc.
As organisations such as Github and Fenix 310395 Grey HP15 900 Lumen LED Waterproof Headlamp raised their voice, carve-outs have been written to try and avoid them becoming collateral damage of Article 17 [ex Art. 13]. But what about the companies that have not raised their voice or not been heard (e.g. WordPress, AirBnB)? What about the platforms that do not exist yet but could bring the same benefit to society in the future as Wikipedia does currently? The carve outs show the collateral damage is real. The extent however is currently unfathomable, as shown by an infographic by trade association EDIMA (note: some versions of the text of Article 17 [ex Art. 13] include partial carve-outs for code sharing platforms, online encyclopedia, online retail platforms and (B2C) cloud services but these are not without loopholes).
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The copyright rules in the European Union are extremely complex and nuanced, as evidenced by a solid body of case law from the highest European court, the Court of Justice of the European Union. Many of the handling we currently do on social media rely on exceptions to copyright (such as parody or quotation) which are not identifiable by algorithms as they require 'context' (is this funny? Are you acting in a non-commercial manner? Did you use this for the purpose of criticism) and are not implemented in the same manner in each EU Member State.
Algorithms and Filters Have a Proven Fenix BC30 LED Bike Light, Dual Distance Beam, 1800 Lumens, 6 Modes BC30 at Being Bad At Nuance
Creativity and free speech will be harmed by Article 13 because algorithms Fenix CL09 200 Lumen 3-color LED Ultra-Portable Camping Lantern & Battery to tell the difference between infringement and the legal use of copyrighted material vital to research, commentary, parodies and more. This is far too high a cost for enforcing copyright.
No filter can possibly review every form of content covered by the proposal including text, audio, video, images and software. Article 13's mandate is technically infeasible and it is absurd to expect courts in 27 EU Member States to be constantly working out what the "best" filters might be.
Moreover, it is a bad idea to make Internet companies responsible for enforcing copyright law. To ensure compliance and avoid penalties, platforms are sure to err on the side of caution and overblock. To make compliance easier, platforms will adjust their terms of service to be able to delete any content or account for any reason. That will leave victims of wrongful deletion with no right to complain – even if their content was perfectly legal.
Finally, the proposed censorship machines are a disproportionate and ineffective 'solution' to the problem: this has been highlighted by the highest European Court, the Court of Justice of the European Union, in a decision called SABAM v Netlog (CJEU C-360/10), which ruled that social networks and other web hosting providers cannot be required to monitor and filter activities that occur on their sites to prevent copyright infringement. This would be a breach of freedom of expression and of privacy.
What's been agreed?
The compromise reached between the EU institutions represents the worst version of all the reform drafts presented so far. Various key flaws can be identified, amongst which the fact that:
- Platforms are directly liable: Article 17 [ex Art. 13]makes platforms directly liable for user uploaded content, which implies that platform will filter to the max only to make sure they are on the safe side.
- Fundamental rights are impacted: Article 17 [ex Art. 13] will seriously affect our fundamental rights, especially our freedom of expression and right to information.
- The real burden is on citizens: Individuals using online services will be caught in the middle of a fight between platforms and rightsholders. Legal content could be increasingly taken down 'just in case', because platforms have to licence all content that can be uploaded on their platform, but rightholders do not have any obligation to negotiate with platforms.
- User safeguards will be non-existent in practice: When legal content is removed, companies will likely block content based on their terms of service and not based on Article 17 [ex Art. 13]. In effect, the complaints from individuals about wrongly removed content will not work.
What's next?
On 26 March 2019, all 750 Members of the European Parliament (MEPs) adopted an EU copyright reform that forces upload filters onto the Internet, as Article 17 (ex Art. 13) was not deleted. The next step is the final approval of the Council (= EU Member States) at the Ministerial level, which is expected in April. Fenix CL20R 300 Lumens Micro-USB LED Rechargeable Camping Lantern (bluee) for more information about how your MEPs voted on 26 March.
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New: A brand-new, unused, unopened, undamaged item in its original packaging (where packaging is ... Read moreabout the condition
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text:
If you've found yourself to be a Cassel apologist, please read this. If you still are aft you read it, there is no hope for you:
Chiefs The Declaration Of Independence, MO - The People vs. Matthew Gus Brennan Cassel - ChiefsPlanet
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If you've found yourself to be a Cassel apologist, please read this. If you still are aft you read it, there is no hope for you:
Chiefs The Declaration Of Independence, MO - The People vs. Matthew Gus Brennan Cassel - ChiefsPlanet
WOAH... well let's just say I am not saying a single word about this one.
Are you man enough? Eric Berry? Apparently Not!
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I wish I had as much free time as whoever wrote that post...
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Good find. I've always said Cassel makes a decent OL look horrible.
The dude definately is not the qb to take us to the super bowl unless we have a unmoveable defense and a hell on wheels run game.
But we all knew that.
Please send this to Mr. Pioli.....thanks
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Given: 22
Cassel to me is just the weakest link in a team that has been built very solid. He's our QB this year, no doubt about it. But he has a long way to go to prove his worth to me. This very well could be his last year as a Chief of he doesn't take a big step forward.
So a Wr dropping a pass has no effect on a QBS numbers????????????? Is that what you're trying to tell me. The Chiefs in 2009 were very close to the record for dropped passes. You don't think that effected Matt Cassel's numbers. I already showed how if you give him just Half of the lower number of drops since Haley had it higher that raised Cassels Completion% 5%. Don't you think that had a impact????????? A drop is a pass that is Catchable that is not caught. Cassel put the ball where the WR could have caught it the ball ended up on the ground. That's not Cassel's fault. It's the WR's job to catch the ball NOT Cassel's what do you expect Cassel to now catch his own passes? Like it or not that IS factor in why some of his numbers are the way they are. Just because it doesn't support your argument doesn't mean it didn't happen. Again I have never said Cassel is a great QB. I just say it's not all on Matt Cassel and the article posted doesn't state all the FACTS just the parts that put it all on Cassel. Where in that did it mention Dropped passes? Where in that did it mention that the winning % went up under Cassel then there 3 years before? Those are Facts they weren't included can you give me a good reason why they weren't?????
What is a TopekaRoy?
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Gentlemen.....and I use that term loosely....Cassel is going to be our starter at least at the start of the season (barring injury).
There is no point in whining moaning and *****ing about that idiot who collects a Cowboys paycheck now or Stanzi or anybody else. All we're doing is adding hot air to the atmosphere.
Cassel is "the man" right now and there is no point in *****ing about it.
IN 2009 Matt Cassel was better then Drew Brees,Aaron Rodgers
In 20010 Matt Cassel was better then Drew Brees,Phillip Rivers,Matt Schab,Tom Brady,Peyton Manning,Jay Cuttler
How can I declare this simple we only look at the bare results we don't look into details and all the factors that go into everything that goes into a team and these guys all lost to the "cream puffs" that Cassel beat so the only thing that we can declare just looking at some bare results of things is that Cassel is better. Does that sound fair to you?????????????
What is a TopekaRoy?


text:
Can anyone tell me how a legionary would address his centurion please? Would it be 'Sir'? Or would it be 'Centurion' in the way we call sergeants 'Sergeant'?
(Yes obviously I realise they wouldn't be speaking English, but it's for a role play!)
Thanks muchly
Help needed quick! Roman Ranks...
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Tony Shalhoub Gossip
Tony Shalhoub gossip, latest news, photos, and video.
There must be strong female characters in this movie
I mean, when I see Mark Wahlberg's mega pecs being directed by Michael Bay, I know FOR SURE that Pain & Gain is a movie that will feature interesting actresses playing interesting characters. Pain & Gain is a real(ish) account of a group of muscleheads extorting a rich dude (Tony Shalhoub) and the sh-t that goes down when they f-ck it all up. Full Story


text:
DTV necesitaba un nuevo diseño de página web y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 42 diseños de 7 diseñadores freelance.
Cooler Planet
We are an industry leading website promoting solar energy. We provide consumers with educational information and news articles to help further the movement of solar energy across the nation. In addition, we maintain a list of installers who are interesting in servicing our consumers on their solar projects.
Our primary objective is helping home and business owners find and connect with solar professionals.
We would like to be represented as an industry leading and reputable company with a fun and web-savvy feel.
Primary audience is home and business owners shopping for solar energy, secondary audience is solar industry professionals.
Existing Home Page can be found here: http://tinyurl.com/oxlorn
Design Specs:
* Need to use cross-platform compatible font (no special effects on text-glow/shadows/etc)
* Logo is fair game to change
* Get rid of the tricolumn look and feel, would like to have a more balanced, clean look
Things required on the page:
* Call to action to find a solar installer should be the main attention grabber.
* Include a "Pros Sign Up" button
* Include our phone number (draw slight attention to the phone number)
* Download/view our widgets section to go look and download our available widgets.
* Events do not need to be prominent, but a link should be included
* Live Solar Feed
* News, does not have to be prominently displayed
* Social Section to share the page (tweet/facebook/digg/etc)
We are looking to work with the winning designer for a slight variation on the page to be used as part of our other sections after the contest is over.


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Welcome to the Comiclopedia, an illustrated compendium of over 13,800 comic artists from around the world. Find your favorite artists, or check out our Dutch section about the Dutch Comics History.
Online since 1 November 1999, the Comiclopedia is the world's largest overview of comic artists, and the brainchild of comic shop Lambiek's founder Kees Kousemaker (1942-2010). Kees was at the vanguard of promoting comics as art, and both the Lambiek store and the website are continuing in his spirit. The current editors of the Comiclopedia are Bas Schuddeboom and Kjell Knudde. Please contact them for corrections or additions.
Also read: The Story of Lambiek!


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Now showing items 1-3 of 3
Two- and three-pion quantum statistics correlations in Pb-Pb collisions at √sNN = 2.76 TeV at the CERN Large Hadron Collider
(American Physical Society, 2014-02-26)
Correlations induced by quantum statistics are sensitive to the spatiotemporal extent as well as dynamics of particle-emitting sources in heavy-ion collisions. In addition, such correlations can be used to search for the ...
Azimuthal anisotropy of D-meson production in Pb-Pb collisions at √sNN =2.76 TeV
(American Physical Society, 2014-09)
The production of the prompt charmed mesons D0, D+, and D*+ relative to the reaction plane was measured in Pb-Pb collisions at a center-of-mass energy per nucleon-nucleon collision of √sNN=2.76TeV with the ALICE detector ...
Multiparticle azimuthal correlations in p -Pb and Pb-Pb collisions at the CERN Large Hadron Collider
(American Physical Society, 2014-11-03)
Measurements of multiparticle azimuthal correlations (cumulants) for charged particles in p-Pb at √sNN=5.02 TeV and Pb-Pb at √sNN=2.76 TeV collisions are presented. They help address the question of whether there is evidence ...


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Hirschsprung's disease is a birth defect that affects the nerve cells in the large
intestine. These nerve cells control the muscles that normally push food and
waste through the large intestine.
In babies who have
Hirschsprung's disease, the muscles in the wall of the large intestine don't
relax, which prevents stool from passing. This can lead to trapped stool,
infection, pain and swelling, and bowel problems.
Most of the time,
the disease is found soon after birth. It occurs in about 1 out of every 5,000 newborns and is most common in male babies.1
rare cases, the disease can be life-threatening.
Doctors don't
know what causes the disease, but it tends to run in families. It may also be
linked to other medical problems, such as
Down syndrome and
congenital heart disease.
Symptoms can depend on how severe the problem is and how old the child is. They may include:
Hirschsprung's disease can lead to serious and even life-threatening problems if it is not found early. Be sure to take your baby for regular checkups, and talk to your doctor if you have concerns.
children are diagnosed with Hirschsprung's disease during their first year. A
doctor may think that a child has the disease based on the child's symptoms and
the results of a physical exam.
Other tests may be done to
confirm the diagnosis, such as:
Children with Hirschsprung's
disease need surgery to remove the diseased part of the large intestine.
Surgery is often done within the first days or month of life, soon after the
disease is found. Treatment may involve one or two
Most babies are in the hospital from a couple of days up to 1 week. Being involved in your baby's care while he or she is in the hospital may help you feel more comfortable when you take your baby home. Talk with the doctor about how to feed and care for your baby at home, and make sure you know what problems to watch for. It's normal to feel nervous, but don't be afraid to hold and handle your baby.
Some children have long-term (chronic) problems with stomachaches and
bowel problems after surgery. But most of the time, these problems
aren't severe. Depending on the problem, there are a number of treatment
options. These include medicine,
cognitive-behavioral therapy, and more surgery.
In a few cases, emergency surgery may be needed if a dangerous problem
such as serious swelling of the small and large intestines (enterocolitis)
Health Tools help you make wise health decisions or take action to improve your health.
Learning about Hirschsprung's disease:
Getting treatment:
The International Foundation for Functional
Gastrointestinal Disorders (IFFGD) is a nonprofit organization that provides
information and support to adults and children affected by hard-to-diagnose
gastrointestinal (GI) disorders. The website has information about GI symptoms
and conditions such as irritable bowel syndrome, indigestion, gastroesophageal
reflux disease (GERD), incontinence, gas, bloating, belching, heartburn,
nausea, and belly pain.
The March of Dimes tries to improve the health of babies
by preventing birth defects, premature birth, and early death. March of Dimes
supports research, community services, education, and advocacy to save babies'
lives. The organization's website has information on premature birth, birth
defects, birth defects testing, pregnancy, and prenatal care.
This clearinghouse is a service of the U.S. National
Institute of Diabetes and Digestive and Kidney Diseases (NIDDK), part of the
U.S. National Institutes of Health. The clearinghouse answers questions;
develops, reviews, and sends out publications; and coordinates information
resources about digestive diseases. Publications produced by the clearinghouse
are reviewed carefully for scientific accuracy, content, and readability.
NASPGHAN promotes advances in clinical care, research,
and education for infants, children, and teens with digestive disorders. The
family resources page of this Web site has information about pain in the belly,
diarrhea, constipation, vomiting, poor weight gain, nutritional problems, and
diseases of the liver, bowel, and pancreas.
CitationsVanderhoof JA, Young RJ (2006). Hirschsprung disease. In FD Burg et al., eds., Current Pediatric Therapy, 18th ed., pp. 529–532. Philadelphia: Saunders Elsevier.Other Works ConsultedConstipation Guideline Committee (2006). Evaluation and treatment of constipation in infants and children: Recommendations of the North American Society for Pediatric Gastroenterology, Hepatology and Nutrition. Journal of Pediatric Gastroenterology and Nutrition, 43(3), pp. e1–e13. Also available online: http://www.naspghan.org/wmspage.cfm?parm1=295.Fiorino KN, et al. (2011). Motility disorders and Hirschsprung disease. In RM Kliegman et al., eds., Nelson Textbook of Pediatrics, 19th ed., pp. 1283–1287. Philadelphia: Saunders.Gomez J, Parkman HP (2009). Megacolon section of Gastrointestinal motility and functional disorders. In EG Nabel, ed., ACP Medicine, section 4, chap. 14. Hamilton, ON: BC Decker.Kahn E, Daum F (2010). Enteric nervous system section of Anatomy, histology, embryology, and developmental anomalies of the small and large intestine. In M Feldman et al., eds., Sleisenger and Fordtran's Gastrointestinal and Liver Disease, 9th ed., vol. 2, pp. 1636–1641. Philadelphia: Saunders.Sood MR, Calkins CM (2011). Motor disorders of the stomach, small bowel, and colon. In CD Rudolph et al., eds., Rudolph's Pediatrics, 22nd ed., pp. 1433–1437. New York: McGraw-Hill.
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Last Revised:
April 13, 2012
Healthwise Staff
Medical Review:
John Pope, MD - Pediatrics & Brad W. Warner, MD - Pediatric Surgery
This information does not replace the advice of a doctor. Healthwise, Incorporated disclaims any warranty or liability for your use of this information. Your use of this information means that you agree to the Terms of Use. How this information was developed to help you make better health decisions.
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text:
This case study demonstrates the following techniques:
Using classes and class action scripts to perform special actions on different sets of objects
For more information, see Writing Class Action Scripts.
Using the space file to inform the pkgadd command that extra space is required to install this package properly
For more information on the space file, see Reserving Additional Space on a Target System.
Using the installf command to install a file not defined in the prototype and pkgmap files