text:
In the past year, more than 17,000 new students have joined FFA, setting a new all-time high in the organization's membership since founded in 1928.
During the 2010-11 school year, FFA membership grew to a record 540,379 students, up 17,070 students from 523,309 members in the 2009-10 school year. The number of FFA chapters in the U.S., Puerto Rico and the Virgin Islands also grew with the creation of 106 new, chartered FFA chapters.
Texas tops the list of states with the largest FFA membership with 81,694 students, followed by California with 70, 555, Georgia with 31,616, Missouri with 25,096 and Oklahoma with 23,562. The 10 largest FFA chapters are all in California.
Texas also tops all states for largest FFA membership growth during the 2010-11 school year, followed by California, North Carolina, Georgia and Utah. FFA chapters can now be found in 18 of the 20 largest U.S. cities, including New York City, Chicago and Philadelphia.
"We are excited to see that agricultural education continues to grow and flourish in this country. Agriculture plays an important role in our everyday lives and it's inspiring to experience this surge in FFA membership, which allows FFA to grow its impact on young lives," said National FFA Organization CEO Dwight Armstrong. "With more than 300 careers in agriculture, it comes as no surprise that students from all walks of life are interested in pursuing agricultural education. FFA members are students interested in developing a diverse set of skills and experiences that will equip them for careers in such fields as aquaculture and food science to production agriculture, forestry, research and more."


text:
ITV involves the use of large TV's and special equipment to connect two or more sites. It supports audio and video, and in some cases document sharing. Some ITV site do not support document sharing, so be sure to come check before you use ITV for a meeting where it is important.
Classes using ITV should be conducted in specially equipped rooms (see the maps) to ensure the best experience.
ITV is best used for large classes to known ITV sites (such as other college ITV rooms or other Walla Walla Community College ITV sites). Extra planning is required. Please contact the helpdesk well in advance of scheduling an ITV class and as early as possible for meetings.
Some ITV sessions require or request technical setup and support during the meeting but many staff and faculty and students can conduct their own ITV sessions once they learn a few basic procedures. The Walla Walla Community College Technology Services Department can conduct training sessions for anyone desiring to learn how to support their own ITV sessions or Blackboard Collaborate or Conference phone sessions for that matter.
|ITV Rooms
|*Supports digital content sharing (Computer, Multiple Video Formats)
**Full classroom setup with digital content sharing, and live recorded video streaming capabilities (video streaming or recording must be approved in advance)
|Main Bldg 1st Floor
|Main Bldg 2nd Floor
|Health Science & Performing Arts Center 1st Floor
|Health Science & Performing Arts Center 2nd Floor
|Water & Environmental Center
|Clarkston Main Building
|Clarkston Health Science Bldg

subset: commoncrawl


text:
Wednesday, June 29, 2005
How not to outsource IT
Nic Harvard, in a message on ITtoolbox, called my attention to two articles giving diametrically opposing views regarding the IT outsourcing initiative at Sainsbury, a UK supermarket group.
First, this long breathless piece in Supply Chain Management Review, dated May 7, 2004, about Sainsbury's near completion of its $1.8 billion five year effort to transform its supply chain under leadership of its new CEO, Sir Peter Davis.Realizing that many of the business initiatives he wanted to initiate were hampered by Sainsbury's IT systems, Davis authorized an end-to-end overhaul that led to outsourcing of the entire IT function to Accenture. The primary goals: halve IT operating costs and introduce powerful new applications that would ease introduction of crucial new business initiatives, such as loyalty programs, while producing accurate and timely business intelligence for senior management. "Sainsbury's is a business undergoing transformation," says supply chain development director Andy Banks. [emphasis mine]Then read this article from The Register, just five months later.Sainsbury's, the UK supermarket group, is blaming Accenture for the disastrous state of its new logistics system. It is recruiting 3,000 shelf stackers to fix the damage manually.What went wrong? Although the outsourcing firm has to share responsibility, the ultimate blame should be placed on Sainsbury itself for believing that it could solve its IT problems by outsourcing them.
The new system is unable to track stock properly and Sainsbury's is taking a £550m charge to its profits. Writing off IT assets which are now useless will cost the supermarket £140m, writing off the cost off automated equipment in its distribution centres will add another £120m. The failed systems have also cost Sainsbury's £30m in stock lost or damaged by the new system.
The four-year "Business Transformation Programme" has cost £3bn was the pet project of previous chief executive Sir Peter Davis.
Under new CEO Justin King, Sainsbury is now rebuilding its internal IT staff and systems. It's not giving up on outsourcing, but it is renegotiating the contract to give its own personnel more input into system selection and implementation.
So far, the firm's move to "backsource" some IT functions appears to be successful. The most recent financial report from Sainsbury indicates that sales have grown for two successive quarters due to price-cutting and better availability of products.
IT outsourcing is no doubt the right strategy for many companies, but generally I see more success when companies selectively outsource specific IT functions rather than turning over the entire IS organization, top to bottom, to an outside service provider.
Related posts
Outsourcing: what would Wal-Mart do?
Risks of offshore outsourcingby Frank Scavo, 6/29/2005 08:42:00 AM | permalink | e-mail this!
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Sunday, June 26, 2005
Grow or sell? Deltek hires former PeopleSoft CFO
Kevin Parker, PeopleSoft's CFO and co-CEO in the final days, has taken the top job at Deltek. Deltek is a firm of about $120M in annual revenues, compared to over $2B for PeopleSoft. In other words, Parker going from being the big toad in a big pond to big toad in a small pond. So why did he take the job?
First, some history. Founded in 1983, Deltek has been around for a long, long time. It started as a supplier of accounting systems to the Federal government. It has evolved over the past 20-plus years to become a niche vendor of project-based ERP systems, primarily to the architectural, engineering, and construction industries and government contractors.
I spoke with Deltek recently on behalf of a client in the aerospace industry. Although I found that Deltek had strong project management functionality, it lacked integrated product data management (PDM) integration and the field service/repair features that this client required. In other words, for many prospects, it is still not a complete solution.
In Deltek's press release, Parker noted that Deltek had 20% growth in software license sales last year. I'm not impressed. At $120M in annual revenue, Deltek is either suddenly on a strong growth spurt or it was coming off a disastrous 2003. Because Deltek is a privately held company, it's hard to tell. I would suggest that if Parker wants to increase sales he might look at partnering or acquiring solutions to fill those gaps in PDM and after-market service.
On the other hand, maybe Parker is being brought in to prepare Deltek for eventual sale. Deltek is a specialist in project management, which as I pointed out recently is a sector that has been the target of acquisition interest for major players. Deltek is 75% owned by private equity firm New Mountain Partners, and the family of founder Donald deLaski and the management team own the rest. Competitors in the project management space, such as Niku, which was bought recently by Computer Associates, have commanded good valuations. I find it hard to believe that Deltek's shareholders didn't notice.
Related posts
IT governance is hot as CA acquires Niku
Oracle takes control of PeopleSoftby Frank Scavo, 6/26/2005 08:38:00 AM | permalink | e-mail this!
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Saturday, June 25, 2005
Oracle hires former Microsoft CFO
A few days after SAP boasted that it lured several of its key development and marketing executives, Oracle has announced that it has hired Gregory Maffei, current CEO at telecom provider 360networks Corp., to fill its CFO spot. According to the Wall Street Journal, the 45 year old Maffei is "known for his aggressive deal making" when he was CFO at Microsoft from 1997 to 2000.
Maffei will also assume the position of co-President, which he will share with Charles Phillips and Safra Catz. Catz has been serving as temporary CFO since the departure from Oracle of Harry You, who left after only eight months on the job to take the top spot at BearingPoint (formerly KPMG Consulting).
The hiring of Maffei is prompting speculation that Oracle is about to kick it up a notch with its acquisition program.
Putting Maffei into the three-way co-President role is also prompting speculation that one of the three may be a short-timer. Interestingly, back in April Charles Phillips wasn't very vigorous in stating his intention to stick around at Oracle. According to CNET,When asked in April about his thoughts on working with CEO Larry Ellison as a No. 2 and whether Oracle was a good place for him to stick around, Phillips noted that Oracle has produced several notable chief executives in Silicon Valley.The San Jose Mercury News has more.
"He's produced several CEOs in the Valley--Tom Siebel, Craig Conway, Ray Lane. Some pretty famous people have worked at Oracle as No. 2s," Phillips said during a quick interview at an Oracle customer event. "He's had some good No. 2s that have worked out for both him and for other companies."
Update, Jun. 28. So, which of the three co-President's might become Larry Ellison's successor? Forbes has the best quote:Says Jeff Christian of Jeff Christian and Co., [an] executive placement firm that has placed Oracle executives at other companies, "I don't see any of these people being CEO of Oracle unless Larry dies and the stock goes to $3."Related posts
SAP luring top talent from Oracle and Siebel
Oracle loses Youby Frank Scavo, 6/25/2005 04:55:00 PM | permalink | e-mail this!
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Sunday, June 19, 2005
SAP luring top talent from Oracle and Siebel
Just a week after Oracle announced its "OFF SAP" program, SAP is getting ready to strike a counter-blow. SAP will announce this week that it has hired some top developers from Oracle, as well as some from Siebel. According to CNET,Bill Wohl, SAP's communications chief, said late Thursday that the German software company has attracted some new talent, specifically in the area of applications development, including several "high level" people from its rivals. While Wohl declined to name the executives coming to SAP, he indicated that the software developers are from companies including Oracle, PeopleSoft and Siebel Systems, three of the software maker's closest competitors in the business software arena.This might also explain why Siebel felt the need to put an employee retention plan in place last month.
Update, June 20. SAP has released the names of its new hires. Ouch! It doesn't look pretty for Oracle or Siebel. Here's the list:
Concerning Oracle, what is striking is that two of the names are not disgruntled ex-PeopleSofters, but are key development and marketing executives from the Oracle side.
- Richard Campione, most recently Siebel's group vice president & general manager for Siebel's financial services and public sector businesses. He is now SAP's Senior Vice President, Industry Solutions Marketing.
- Mike Mayer, a 10 year Oracle veteran, most recently senior director, International Projects, where he drove major projects in developing countries. He is now taking a similar position at SAP.
- Nimish Mehta, from Siebel Systems where as group vice president, Customer Data Integration, he led Siebel's highest-growth division, growing revenue from virtually nothing to $70M in 18 months. Prior to Siebel, he was a 10 year Oracle veteran, where he reported directly to Larry Ellison. He's now responsible for SAP's Enterprise Information strategy and products, including both structured and unstructured data.
- Doug Merritt, from Quest Software and, prior to that, VP/GM in charge of PeopleSoft's Human Capital Management (HCM) products, a $1 billion dollar product division. He's now leading SAP's efforts to lower total cost of ownership across SAP's applications and industries and to provide better product portfolio management and product life-cycle services within SAP and to SAP customers and partners.
- George Paolini, from Borland and formerly Sun, where he directed a partner "ecosystem" for Sun's Java development efforts. He's now doing the same thing for SAP, driving SAP's expansion of its NetWeaver partner program.
- Dan Rosenberg, another 10 year Oracle veteran, where he was in charge of usability and user-interface design for all Oracle product lines, ranging from database and development tools to applications. He's now doing a similar job at SAP, in charge of the user experience for all SAP products, including application user interfaces as well as SAP NetWeaver design time and platform administration user interfaces.
- Gordon Simpson, from BEA Systems, where he was the defacto CTO for the WebLogic integration division. He's now overseeing SAP's Enterprise Service Architecture (ESA)/Business Process Platform (BPP).
- Bob Stutz, from Siebel Systems where he was responsible for 21 vertical product lines as well as base horizontal products. He's now SAP's Senior Vice President, Product and Technology Group.
- John Zepecki, formerly of PeopleSoft, where he was VP in charge of developing PeopleSoft's well-regarded Enterprise Performance Management product line and its Financial Management Portal solutions. He's now responsible for SAP's xApps, its composite application initiatives.
Related posts
Brawl continues between Oracle and SAP
Siebel shaken by new shareholdersby Frank Scavo, 6/19/2005 08:02:00 PM | permalink | e-mail this!
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Tuesday, June 14, 2005
Brawl continues between Oracle and SAP
There's no end to the entertainment value of the Oracle/SAP feud.
SAP picked the fight back in January, with a pitch for PeopleSoft and J.D. Edwards customers to jump ship from Oracle, with a so-called "Safe Passage" program for SAP customers that are also running PeopleSoft or JDE. As part of that program, SAP acquired a third-party PeopleSoft/JDE maintenance and support organization, TomorrowNow.
Oracle CEO Larry Ellison responded in February with a threat to SAP, regarding Oracle's intellectual property rights.
SAP's Leo Apotheker answered back two weeks later, referring to Oracle's Project Fusion (its initiative to merge its three product lines) as "Project Confusion."
Then, rather than backing down, SAP in April expanded its Safe Passage program to extend the offer to all PeopleSoft and JDE customers, whether or not they are customers of SAP.
In this middle of all this, SAP announced its friendly takeover of retail software vendor Retek and Oracle promptly launched an unsolicited counter-bid and started a bidding war with SAP, which Oracle eventually won.
The latest round
Which brings us to today. The latest attack is from Oracle, which is now offering a new program, Oracle Fusion for SAP, or "OFF SAP." Under this program, Oracle will offer SAP R/3 customers a license credit of up to 100%, to switch from SAP to Oracle apps. Furthermore, Oracle's consulting organization is offering a free SAP migration workshop to help clients plan the migration.
In the press release, Oracle's President, Charles Phillips, talks some trash about SAP.Ninety-four percent of Oracle E-Business Suite customers are running on the latest applications -- Release 11i. SAP, however, seems to be requiring customers to re-license their applications to upgrade to SAP's latest technology. Only 6% of SAP's customers have upgraded to mySAP ERP, according to a leading analyst firm. Now they have a low cost alternative to stop paying for upgrades and get OFF SAP.Phillips makes an interesting point. If true, it is not a good sign for SAP. I've put in an inquiry to Oracle to find the source of these statistics.
What it means for customers
Apart from the entertainment value, there is a serious fight for customers going on here. Many large enterprises have committed to either Oracle or SAP as their standard applications platform. This battle is not really for those customers. The fight is for those large organizations that run both Oracle and SAP--often because of a history of acquisitions and mergers. Such companies are up for grabs, and many are in the position of trying to decide, long term, which platform to favor. The stakes are high for both vendors, as the current battle shows.
Companies that are still in the process of deciding on a strategic platform should take advantage of the offers of both vendors and strike the best deal that they can now. Name your price. Your leverage will never be stronger than it is today.
Related posts
SAP expands grab for PeopleSoft and JDE customers
SAP slams Oracle's strategy as, Project Confusion
Ellison threatens SAP regarding PeopleSoft support
SAP to provide maintenance for PeopleSoft products
Bidding war: Oracle fighting SAP over Retekby Frank Scavo, 6/14/2005 08:46:00 PM | permalink | e-mail this!
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Monday, June 13, 2005
Is IT hiring easier or harder this year?
A new poll is up at Computer Economics. We want to know how difficult it is to recruit IT staff this year compared to last year.
If you are a hiring manager, please hop over to the Computer Economics home page and take the poll. It's in the right hand column. It will take you all of about five seconds.
Last month's poll results on offshore outsourcing will be posted shortly, as soon as we write the analysis.by Frank Scavo, 6/13/2005 07:38:00 PM | permalink | e-mail this!
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Friday, June 10, 2005
IT governance is hot as CA acquires Niku
Computer Associates announced this week that it is buying Niku, a small provider of systems that support IT management, IT governance, and portfolio and project management.
The segment
Software to support IT governance is a small but growing segment of the enterprise systems marketplace. However, it has suffered from the lack of a common moniker to define this segment. Historically, most of the solutions fell within the segment known as professional services automation (PSA). But that term was too closely aligned with consulting firms, whereas these solutions were also targeted at internal IS organizations in general. Other labels include project and portfolio management (PPM), services relationship management (SRM), and business technology optimization (BTO). I'm sure there are others.
Whatever they are called, these are software products that are aimed at optimizing the management of information systems. To some extent, IS departments have been cobbler's children going shoeless--building and implementing systems for the rest of the organization while business processes within IS itself are managed with spreadsheets and email attachments. But the situation is now changing for many IS organizations.
Market drivers
There are several reasons that companies are attracted to tools to support better IT governance:
- Spending constraints. The free-spending days of Y2K and the dot-com boom are over--organizations expect IS to do more with little or no budgetary increase. Every dollar wasted internally in the IS group is a dollar not available for the delivery of new systems to the organization. Because personnel is almost always the largest expense item in the IS budget, anything that can be done to better manage the productivity of IS personnel is an important initiative.
- Quality initiatives. Many organizations are implementing quality improvement initiatives such six sigma and lean thinking. Such initiatives were originally focused on business operations, such as product development, manufacturing, and distribution. But they are now being rolled out in administrative and supporting functions, such as the IS group. Furthermore, process improvement programs that specifically target the IS group, such as CMMI from the Software Engineering Institute, and the IT Infrastructure Library (ITIL) are gaining in popularity. In response, CIOs are looking for systems and tools to better manage the many activities and relationships between projects, people, and processes. Tools such as Niku provide such capabilities.
- Government mandates. Finally, regulatory requirements such as Sarbanes-Oxley are putting the spotlight on internal controls throughout the organization, including information systems. IS groups that got by in the past with informal controls are now finding it necessary to formalize systems and procedures that track project approvals, justification, and delivery. Systems like Niku provide those tools.
IT governance systems are beginning to show their worth, and I expect the market to continue to grow for the next 3-5 years at a minimum.
The players
The vendor landscape for these systems is highly fragmented. In 2001, I did a vendor evaluation for my own consulting firm, Strativa, which was looking for a PSA system. At the time, I started with a long list of at least 30 vendors, and even after we had selected the winner I was still discovering new players.
Since then, there has been a vendor consolidation underway, with many of the niche players being purchased by larger players that are looking to enter this market. For example, Lawson Software bought Account4, Compuware bought Changepoint, Exigen bought Portera, and Mercury Interactive recently bought Kitana. CA's acquisition of Niku simply continues the trend. In addition, there are a number of standalone vendors which remain independent, such as Primavera, which has strong credentials as a high-end project management vendor.
The Tier I ERP vendors, namely Oracle (and PeopleSoft) and SAP, claim to support requirements for IT governance, but their offerings are largely built by redeploying, repackaging, and enhancing their existing functionality for project management, time and expense capture, and procurement. They are still a few steps behind the best-of-breed vendors such as Niku in functionality. Of course, the integration of the ERP suites is going to be better, but there's a price to be paid for it.
Bottom line
In many IS organizations, the track record is poor for delivering projects on time and within budget. In larger IS shops in particular, there may be hundreds of large and small projects competing for resources and with interdependencies that are not well understood. Some may carry high ROI, while others are included with questionable payback. Systems for IT governance will not solve the problem of weak internal controls by themselves, but if implemented within a framework of internal process improvement, they can be an important part of the solution.
Related posts
When CRM means "Client Relationship Management"by Frank Scavo, 6/10/2005 09:38:00 AM | permalink | e-mail this!
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Wednesday, June 08, 2005
SSA's IPO comes up short
SSA Global Technology has been working hard over the past several years and looking forward to the time when it would become a public company. That point came on May 26. However, while there may have been champagne flowing in its Chicago headquarters last week, I don't think there were many smiles. The word is that SSA's investors were waiting, hoping, for the IPO market to improve, but ultimately felt that this might be as good as it gets.
To get the IPO launched, SSA had to scale back the number of shares and the price per share--to nine million shares at an estimated $11 per share, down from its original plan to offer 14.3 million shares at $13-$15 each. Trading opened on May 26 at $11.50 and closed at $10.96, disappointing anyone that was hoping for the next Google.
As a result, SSA got only $99 million in new capital from the IPO. But to raise even that amount, SSA had to eliminate a $100 million special dividend payment that was hoped for by its major investors, which include General Atlantic and Cerberus Capital Management.
The common explanation is that the market these days is not looking favorably on investors trying to cash out during an IPO, and I'm sure that's true. But I'm wondering whether, in addition, there's just a lack of investor excitement about SSA's story.
In the enterprise software market today, the only real excitement among investors is around the software on-demand model (also known as "software as a service" or SAAS), as typified in firms such as Salesforce.com. As I've written previously, software on-demand offers the possibility of breaking the cost structure of software for both buyers and sellers. Whether or not it proves to be true, it's a compelling story.
But SSA's story is that of a consolidator of traditional software vendors that operate on a software license model--a business in which it is becoming more and more difficult to make money. There are signs that SSA is doing a good job in breathing new life into some older, venerable products, such as Baan, that have well-established and long-neglected customer bases. But it doesn't seem to be enough for SSA to command a premium share price.
Related posts
Software on demand: attacking the cost structure of business systems
SSA delivers long awaited next generation version of Baan
SSA's strategy: acquire customers and technology on the cheap
SSA adds Arzoon and Marcam to its deck of cardsby Frank Scavo, 6/08/2005 11:21:00 AM | permalink | e-mail this!
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Tuesday, June 07, 2005
Saying no to software upgrades
John Edwards, writing for CFO Magazine, has an article on a trend toward customers going slow or refusing to accept software version upgrades. He writes, "...business customers seem to be responding to software upgrades the way toll-booth attendants respond to large bills."
Edwards focuses largely on corporate resistance to Microsoft's recent Windows XP SP2 upgrade, but implies that the trend can also be seen in business applications. He writes that there is "an increasingly foul mood among purchasers of business software."Makers of such products don't have far to go to figure out who to blame for this vitriol. Years of endless — and regular — software re-releases have soured many corporate executives on the virtues of upgrading. In some cases, corporate customers have found that much-ballyhooed releases are hardly upgrades at all—merely tweaks and fiddles to perfectly good programs. In other instances, upgraded programs have offered an overabundance of new features.I'm not sure this is a new trend. Since the beginnings of large-scale packaged business software in the 1980s, there has always been a segment of the user population that resists vendor upgrades. Such customers may never upgrade from the initial version they install. Eventually such customers lose support, as vendors refuse to continue maintenance on older versions.
Certainly a case can be made for going slow on version upgrades. Oracle's version 11i of its E-Business Suite a few years ago was notoriously buggy, and customers that delayed the upgrade had fewer problems than those that took the new version when it was first released.
But, in principle, one of the reason that businesses go with packaged software instead of custom development is to take advantage of the vendor's R&D effort in maintaining and enhancing the application. If you are going to forgo version upgrades, then I have to question why you made the decision to go with packaged software to begin with. Refusing vendor upgrades increases the likelihood that you will lose support and will ultimately need to re-select and re-implement the application.
Related posts
High software maintenance fees and what to do about them
Customers pushing back against enterprise software maintenance fees
Software customers learn to just say no
Customers pushing back against Microsoft licensing program
Customers to Microsoft Licensing 6: thanks, but no thanks
Microsoft Software Assurance: no bang for big bucks
Software buyers turn cheapby Frank Scavo, 6/07/2005 04:38:00 AM | permalink | e-mail this!
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Thursday, June 02, 2005
Lawson acquiring Intentia
Another enterprise software vendor consolidation is in the news this morning: Lawson Software is acquiring Intentia.
The rationale
I'm familiar with both companies and find the deal an interesting combination for at least three reasons:
There have been rumors for about a month concerning a Lawson/Intentia acquisition, but I was unable to obtain confirmation. Bottom line: on the surface, at least, the deal makes a lot of sense.
- There is little product overlap. Lawson is well-regarded for its financial and HR applications in healthcare, retail, education, government, and other verticals. Intentia's MOVEX is a hard-core industrial ERP system, with specific focus on fashion and apparel, food and beverage, wholesale distribution, and asset-intensive industries.
- There is little geographic overlap. Intentia, based in Sweden, has strong international coverage in Europe with some presence in Asia-Pacific. Lawson serves markets primarily in North America, a territory that Intentia has tried and failed to penetrate over the past decade.
- There is technology compatibility. Both vendors are strongly aligned with IBM and base their development platforms on IBM technology. Intentia was the first full ERP vendor to introduce a 100% Java ERP suite. Lawson's recently announced service-oriented architecture (SOA) framework, code-named Landmark, should work well with Intentia's code base.
Management changes
Along with the acquisition, there are major personnel changes. Jay (it's Oracle's fault) Coughlan is out as Lawson's CEO, to be replaced by Harry Debes, a software industry veteran who ran Geac's Asia-Pacific region and J.D. Edwards U.S. sales and services organization.
Bertrand Sciard, Intentia's CEO, will become COO of the combined company. Sciard is another Geac veteran prior to taking over at Intentia. As I've written previously, Sciard has been looking for an acquisition for Intentia as part of his turnaround strategy. In this case, the deal was to be acquired. I suspect it was probably Sciard that introduced Debes to Lawson, although it's interesting that Sciard is effectively reporting to Debes.
Richard Lawson, Lawson's founder, and Romesh Wadhwani, Intentia's chairman, will serve as co-chairmen of the combined entity.
The new management team will have their work cut out for them. Neither Lawson nor Intentia have been stars lately in terms of financial performance. Lawson has been struggling and has been cutting costs for months. Intentia has been on a losing streak for years. For Lawson, that means the assets of Intentia could be acquired at a good price--about 1.2 times Intentia's revenue.
The new management team will need to score some early wins to demonstrate the synergy of the deal. The primary opportunity will be to quickly develop the necessary integration to push Lawson financials into Intentia's installed base and Intentia's manufacturing modules into Lawson's.
But, if Lawson is successful in selling Intentia's apps in the U.S., I would be concerned about Lawson's ability to support them. There are few trained Intentia implementers in the U.S. Intentia has been trying for about 10 years to build a U.S. sales and services organization, but it doesn't have much to show for the effort.
Both Lawson and Intentia have adopted a strategy that is highly focused on specific industries, which in my opinion is the only way to compete these days against SAP and Oracle, who dominate the top tier. This strategy could be successful, and it would give customers in those industries another choice. The challenges are significant, but I hope Lawson is successful.
The press release is on the Lawson website.
Update. The financial markets are not thrilled with this deal. Lawson is down over 11% in very active trading.
Update, Jun. 4. ARC Advisory is pointing out that one immediate opportunity for the combined entity is the J.D. Edwards World installed base. Lawson has been actively soliciting these customers to leave Oracle, but Lawson's pitch is limited because Lawson, to this point, has lacked manufacturing and asset management functionality. The Intentia acquisition addresses both needs. The majority of Intentia's customers run on IBM's iSeries platform, which also fits with JDE World customers.
Related posts
Blogging from the Lawson user conference
Intentia, MAPICS, SSA, and Geac--what's the deal?
Second thoughts on Geac and Intentia
Intentia reaches for revival
Lawson fires 100, blames Oracleby Frank Scavo, 6/02/2005 10:33:00 AM | permalink | e-mail this!
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ANN ARBOR, Mich.—It is 3:45 on a midsummer afternoon, and shooting guard Tim Hardaway Jr. is, naturally, shooting. He has the help of a student manager chasing rebounds, the voice of Michael Jackson ringing from the house speakers above and the solitude that often is available to those college players who train in a dedicated basketball practice facility.
There is nothing unique about this scene. It quite possibly is being replicated at scores of big-time basketball schools across the United States at this very moment.
There is something entirely fresh about it, though. This is Michigan. This is a place not far removed from the belief that the only assets necessary to produce quality athletic teams were a big, block "M" and the world-class university it represented. But now the Wolverines are living it up in their first summer in the William Davidson Player Development Center, with two full courts, 16 goals and enough high-tech machinery to launch a software development firm.
"I don't think I came here with any guarantees," says coach John Beilein, who is entering his sixth season with the Wolverines. "But I did sense that they knew they had to improve. How fast was a bit in question, but when I got a chance to go around the Big Ten and look at the other facilities, that's when I knew we had to do this quickly. Very quickly."
Although the practice facility opened last fall, the transformation of the Michigan program won't be complete until this November, when a restyled, reimagined Crisler Arena plays host to its first competitive game and a new breed of Wolverines represented by elite recruits Mitch McGary and Glenn Robinson III takes the court.
Michigan basketball once appeared almost disinterested in attracting the best players or investing in success. Despite the school's brand-name appeal and rich regional talent base, the Wolverines went 10 years, from 1999 to 2008, without an NCAA Tournament appearance. Crisler seemed as obsolete as a peach basket. Now, Michigan's facilities are up to date. The program is flush with talent. It has the potential to compete at the top of the Big Ten and with the strongest programs nationally.
"Everything has been pushed up a bit," Robinson says. "The excitement, the expectations, what people expect to see out of this season has been turned up a lot. A lot of people are making noise about us five coming in. I've heard, 'The Next Five,' the next Fab Five. All five freshmen are high-character guys, and I don't look too far into that at all. We're just here and ready to play our roles."
It is a bit of a reach to compare Robinson, McGary and their classmates to the Chris Webber, Jalen Rose and the rest of the Fab Five, the group that revolutionized Michigan basketball two decades ago but had their successes wiped away by the NCAA following a particularly ugly infractions case.
A 6-7 small forward from St. John, Ind., Robinson was the consensus No. 23 prospect in the 2012 recruiting class. A 6-10 power forward from Chesterton, Ind., McGary was ranked No. 26. A 6-6 wing from Canada with a picturesque jumpshot, Nik Stauskas came in at No. 78. Point guard Spike Albrecht has the look of a career backup, and developing wing Caris LeVert chose to withdraw his commitment to Ohio U. after the coaching change there.
This is not a class that demands a nickname of its own, or someone else's modified to fit the circumstance. It is transformational, though, for Beilein's Michigan. When he was hired away from West Virginia, some analysts blasted the choice on the basis he would be either unable or unwilling to recruit elite talent.
"I think it's understandable people would think that," Beilein says. "I think Da'Sean Butler was the only top-100 player we had at West Virginia, and he was 99 or something.
"I realized at West Virginia it wasn't the end-all. You could still win. But one of the attractions about Michigan was I thought you could recruit really high-level student-athletes. They had a history of winning national championships and going to Final Fours. I really felt if given this opportunity and this environment, it was a situation where I would be able to recruit those guys. I didn't think it would define me, but I thought there was an opportunity."
Beilein's first several recruiting classes reflected his ability to spot something special in lightly regarded players and to polish those qualities in the way Jamie Dixon does at Pitt or Bo Ryan at Wisconsin. Hardaway will become a 1,000-point scorer in the second or third game of his junior season, and yet he was ranked as a 3-star prospect by Scout.com, considered only the 36th-best shooting guard in the 2010 class. Jordan Morgan averaged 24 minutes a game at center in each of his first two seasons but was ranked only 32nd at his position that same year. UM beat out Cincinnati for point guard Trey Burke, who squeezed into Scout's top 100 at No. 94. He became the media's choice as Big Ten freshman of the year and was so good he nearly left for the NBA Draft.
Each started for last season's 24-10 squad, which shared the Big Ten championship with rivals Ohio State and Michigan State.
It is easier to excel in college basketball, though, if the undiscovered gems form the core of the roster and are complemented by the kind of talent and athleticism that can disarm even the most ingenious defensive schemes.
"There were some times when it was tough for us to go toe-to-toe with some teams, to say, 'We're going to get in a slugout here; we're going to beat you.' We didn't have the size, or maybe the quickness, or the physical strength," Beilein says. "I think we're getting closer to being versatile to play a certain way against Northwestern and then to morph into a different way against Ohio State, Michigan State, Wisconsin — some of the power teams."
As he rounded up his fine freshman class, Beilein was able to show the players a video presentation of what the "PDC" would look like and later point to the construction site to prove it was more than an empty promise.
If it seems like you read a whole flurry of these practice-gym stories a decade ago, it's only because you did. Michigan almost willingly fell behind in what some people call the athletic "arms race."
A little more than a decade ago, when Brian Ellerbe was near the end of his tenure as the Wolverines' head coach, he had one of his assistants lead Sporting News on a tour of UM's facilities that included a trip to the program's film department underneath the Crisler stands. Getting there required a walk through the wrestling room. An hour down the road, Michigan State's Spartans were using equipment that seemed to be on loan from the Starship Enterprise, and the Wolverines' setup consisted of a handful of VCRs stacked on a particle-board bookcase.
It's not like that now. One benefit from Michigan's "patience," shall we say, is the Wolverines are now beyond state-of-the-art. Access to the locker room is by fingerprint scan, which Robinson calls "definitely the coolest thing. ... Sometimes, we just play around with that."
There are cameras mounted in the practice gym that can be controlled by a lever in the spectacular new film room in the basketball office suite. Any practice can be taped from whatever angle seems prudent.
Beilein believes the Wolverines were better able to push for the Big Ten title last February because they could twist their practice schedule to accommodate Morgan's demanding class schedule; he's an engineering major.
The most profound improvement for the coaches, though, is perhaps the least extravagant: Their desks are now in the same building as the baskets. Before the PDC opened, their offices were located several blocks away.
"There were maybe 20 minutes a day extra, every day, in going back-and-forth," Beilein says. "At the same time, other Big Ten coaches are walking down to the bottom of the stairs, coaching their team, and going back to the office. It wasn't the most efficient way."
When the renovations at Crisler are complete, the Michigan men and women will be able to conduct practice pretty much whenever they like, an advantage most programs have enjoyed for years. For now, players from each team are pleased they enter the PDC and work on their games whenever it suits them.
It beats visiting the CCRB—Central Campus Recreation Building—and fighting for basket access with the intramural crowd.
"It was kind of a hassle," Burke admits. "Now that we've got this, we're able to come here and get shots up on our own.
"It's a blessing. It's kind of like our home away from home. We're always in the locker room or lounge, playing games or just talking to each other. It's building our connection more."


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February 25, 2018, 9:30 AM - 1:00 PM @ Oconomowoc Landscape Supply and Garden Center
The Oconomowoc Area Chamber of Commerce offers a winter farmers market featuring seasonal produce as well as products and goods made locally.
View all calendars is the default. Choose Select a Calendar to view a specific calendar.


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Leon Pinsker was a physician, a Zionist pioneer and activist, and the founder and leader of the Hovevei Zion, also known as Hibbat Zion (Hebrew: חיבת ציון, Lovers of Zion) movement.
pediatric surgeon, separation of conjoined twins (1968)
ubiquitin system; Lasker Award (2000), Nobel Prize in Chemistry (2004)
The most important reformer in the history of American medicine. In the early 1900s, he spent two years examining over 150 institutions for the training of physicians and didnt like what he saw. Around 1910, He issued the "Flexner Report" which indicted medical education as poorly supervised, poorly taught, without a standard curriculum, etc. As a result of his work, medical education throughout the USA was completely revised, leading to the modern medical school as we know it. He also convinced Dept. Store magnate Louis Bamberger to provide the endowment for the Institute of Advanced Study at Princeton (later the home of Albert Einstein).
neuropsychiatrist, Recovery International founder
Jewogle saw a mention of this physician and he is worthy of note even if he is not famous for his medical work. Last year he became the first Ethopian immigrant to Israel to obtain his medical degree.
structure of ribosome. She received the Nobel Prize in Chemistry (2009)
pediatrician, diphtheria researcher
physician, discovered the cause of gonorrhea (Jewish father)


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U.S. spending cuts scheduled to kick in tomorrow will constrain the availability of Federal Housing Administration mortgages that account for about a quarter of originations, threatening its role in the year-long housing recovery.
Department of Housing and Urban Development cuts will force staff reductions that could slow FHA loan approvals and curtail programs such as foreclosure counseling, according to HUD Secretary Shaun Donovan. If FHA lending drops by the same rate as HUD's budget, it could shave about 2% off U.S. home sales this year.
The so-called sequestration, $1.2 trillion in automatic reductions in federal spending, would pare $42.7 billion from non-defense federal agency budgets this year, according to government estimates. For real-estate, the impact would be magnified because FHA's market share has grown to five times its 2006 level as it expanded its role during the property bust. Since 2008, the FHA has backed more than a quarter of U.S. mortgages, according to HUD data.
"The FHA has been a critical support to the housing market, for first-time buyers and purchases of homes in general," said Mark Willis, a professor at New York University's Furman Center for Real Estate and Urban Policy and a former economist at the Federal Reserve Bank of New York. "Any decrease in the rate the FHA is able to ensure mortgages will clearly hurt housing."
Hearing Today
The HUD budget cuts would have the biggest effect on lenders that don't have so-called direct endorsement authority, Jaret Seiberg, senior policy analyst at Washington Research Group, a unit of Guggenheim Securities LLC, wrote in a note today. At a Senate hearing today, Phillip Swagel of the University of Maryland School of Public Policy urged Congress to tighten FHA qualification standards, further constricting the availability of loans.
Staff cuts "could impact the willingness of some lenders to originate FHA loans that require FHA to approve the insurance as it could take longer for FHA to act," Seiberg wrote.
Investors in companies from builders to home-improvement retailers are dismissing the likelihood of a weakening in housing. An index of homebuilders fell 0.1% today at 10:45 a.m. in New York after rising 7.4% this year and 73% over the past 12 months. The median home price last month rose 12% from a year earlier, the biggest gain since 2005, according to the National Association of Realtors. Home sales in January increased to a 4.92 million annual rate, 43% above a record low two years ago.
Copyright 2014 Bloomberg. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.
Copyright 2014 Bloomberg. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.


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Alcohol-induced liver disease is common, but can be prevented. There are 3 types. Many heavy drinkers progress through these 3 types over time:
The liver is a large organ that sits up under the ribs on the right side of the belly (abdomen). The liver:
Alcohol-induced liver disease is caused by heavy use of alcohol. The liver's job is to break down alcohol. If you drink more than it can process, it can become badly damaged.
Fatty liver can happen in anyone who drinks a lot. Alcoholic hepatitis and alcoholic cirrhosis are linked to the long-term alcohol abuse seen in alcoholics.
Healthcare providers don't know why some people who drink alcohol get liver disease while others do not. Research suggests there may be a genetic link, but this is not yet clear.
The effects of alcohol on the liver depend on how much and how long you have been drinking alcohol. These are the most common symptoms and signs:
Fatty liver
Alcoholic hepatitis
Alcoholic cirrhosis, all of the symptoms of alcoholic hepatitis and
The symptoms of alcohol-induced liver disease may look like other health problems. Always see a doctor for a diagnosis.
Your healthcare provider will do a complete health history and physical exam. Other tests used to diagnose alcohol-induced liver disease may include:
The goal of treatment is to restore some or all normal functioning to the liver.
You must completely stop drinking alcohol. This may involve an alcohol treatment program. Sometimes diet changes are advised, too. The liver is often able to fix some of the damage caused by alcohol so you can live a normal life. The scarring from cirrhosis is sometimes partially reversible, and when liver tissue loss is severe enough to cause liver failure, most of the damage may be permanent. However, the damage won't have any chance of reversing if you continue to drink alcohol.Different treatments are needed for different complications and symptoms of alcoholic liver disease. For example, dietary changes, vitamins, salt restriction, procedures to shrink swollen veins in the digestive tract, water pills (diuretics), medicines to treat confusion, and anti-inflammatory medicines.
In some cases, a liver transplant may be considered. But you must complete a rehab program and go through alcohol detox before this is even an option.
About 30% of people with alcohol-induced liver disease have hepatitis C virus. Others have hepatitis B virus. Your provider will test you for both and treat you if needed.
People with alcohol-induced liver disease are also at greater risk for liver cancer.
About 50% have gallstones.
Those with cirrhosis often develop kidney problems, intestinal bleeding, fluid in the belly, confusion, liver cancer, and severe infections.
Tips to help you get the most from a visit to your healthcare provider:


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With Higher commodity prices, producers are interested in bringing expiring Conservation Reserve Program acreage back into production. Indeed, with contracts for more than 13 million acres of CRP acreage due to expire between now and October 1, 2010, producers are pushing the pencil to see if it makes economic sense.
Experts are quick to point out that transforming former CRP ground — much of which has sat idle for 10 years or more — can be a challenge to both equipment and manpower. Advances in no-till planters and tillage equipment have helped, but it comes down to deciding if former CRP ground can provide a positive return on investment.
"There are areas where CRP ground can be worked up again and provide reasonable crop returns," says Hans Kandel, agronomist for broadleaf crops at North Dakota State University. "However, we must remember that much of the CRP ground went into the program in the first place because it was not suitable cropland."
It's unclear exactly how much CRP ground will go back into production. Contracts for only a little more than 330,000 CRP acres are expiring this year in the five largest corn- and soybean-producing states. In contrast, agreements are expiring for more than one million acres of CRP land located in North and South Dakota, Montana, Kansas and Texas.
"Certainly producers are talking about this option, pushing the pencil and looking at the challenges of bringing former CRP ground back into production," says Bill Preller, senior director of marketing for crop production equipment at Case IH. "Some land will be out because of the normal conclusion of the 10-year agreement, while others might come out because of an early buyout of the contract." Recent producer seminars have been ripe with talk of bringing ground back, he says.
No-till planting
Although corn is on the minds of most producers, experts say that corn might not be the best option to seed into recently worked CRP ground. Planting corn, particularly no-till corn, into CRP land is a challenge. It can be done, but growers must consider that CRP ground may not offer the best seedbed, and from an agronomic standpoint soybeans are much more forgiving. It's not an equipment issue; tillage and planting equipment is available to get the crop into the ground. But a good uniform seed stand, which is critical for good production, is a bit more challenging when planting into high residue.
Looking at CRP ground the first time is a lot like looking at 200-bu. corn: A new crop starts with good residue management in the fall. If CRP ground has been poorly mowed, or partial windrows remain, residue can create as much of a headache as when windrows of soybean residue are left by the combine. The first step is to ensure uniform residue throughout the field.
Next, is it better to kill the residue in the fall or spring? Much will depend on the environment. In drier areas of the country, producers will likely want to kill off the residue in the fall to ensure good moisture, whereas in wetter areas they may wait until spring to allow what essentially is now a cover crop to draw moisture out of the soil.
Once burndown occurs, there's the matter of the residue. And 10 years of grasses (and weeds) growing in a field can build up a lot of residue.
Grass residue tends to be high in carbon and low in nitrogen, so it will break down much more slowly (similar to heavy corn residue). Although earthworms and microbial action may be heavy, it's still not enough to change the carbon/nitrogen ratio overnight. So once the field has been burned down, topdressing nitrogen can speed residue breakdown. A local agronomist can help determine the exact amount and application timing.
Then the field is ready for planting. And it comes down to the basic agronomic principles: good seed-to-soil contact and good seed depth.
Here's where planters with row cleaners and/or coulters with enough down pressure will be necessary to cut through the residue. If not, the residue will be pushed down in the furrow with the seed, creating extremely difficult — if not impossible — seedbed conditions.
Considering that a good seedbed is prepared and the crop is planted, weed control is the next major consideration. And with 10 years of fallow ground, it's likely there will be a broad spectrum of weeds to control.
Not highly erodible
If the CRP ground coming out of production is not classified as highly erodible, there may be some tillage options to consider. Agronomically, a good seedbed is still important. But additional tillage may be necessary to get the ground into optimum production shape.
Residue management is still important, so even if mulch-tillage is being used, the residue must still be evenly distributed. Mulch-till allows the preparation of a good seedbed and corrects the rough spots in a field.
There are several good pieces of equipment that work in a high-residue environment. A disk ripper can size, cut residue and manage the seedbed. In the spring, a high-residue field cultivator that can handle large amounts of residue can be used to help prepare the seedbed.
One piece of equipment that may be necessary is an in-line ripper or disk ripper. If there was deep compaction (up to 15 in. deep) in the field when it went into the CRP, it's unlikely that 10 years have corrected that problem, even with good earthworm activity.
Reasons for hardpan can vary. For example, the field might have been plowed 25 years ago, or a chisel plow might have been used until the field was enrolled in CRP. A deep soil probe, down to 15 in., can be used to see if there's evidence of compaction. Compaction problems should be corrected early.
Equipment sales
As producers begin making decisions on how to handle CRP ground, it's likely that sales of specific equipment, including tillage equipment, will take a bounce. "At this point producers are still considering their options, but as they begin making decisions, we expect to see an uptick in sales," Preller says. "The environment's been good for equipment."
But a word of warning: Don't underestimate the time involved to bring land back into production. "It's a long process," Kandel says. "And it can take much longer than initially expected."


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Oh, this is frighteningly cool. Over the course of a year, Instructables user Shadowman39 built a live-size, functional skee-ball machine using oodles of the interlocking plastic construction toy K'Nex. As he explains of its specs:
This machine is full-size, coin-operated (takes quarters), turns itself off automatically, and counts points using a mechanical counter. And, all of it is mechanical, using only normal motors to power it (no CyberKnex motors). There are six motors used in the machine; four of them are used for just the counter. The only non-Knex parts used are a few rubber bands and the paper for the counter.
Shadowman39 has plans to provide a detailed guide on how to construct your own K'Nex skee-ball machine. Should you have a year and a shed full of K'Nex, you have your mission. As for the rest of us? Enjoy the hypnotic fruits of his labor set to pulsing house music.
[Instructables via Geeks Are Sexy]


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First Ebola Patient Arrives in U.S.
American Ebola patient Dr. Kent Brantly arrived from West Africa for treatment at Emory University Hospital on Saturday. His is the first known case of Ebola to be treated in the U.S. Another infected patient, charity worker Nancy Writebol, is expected to arrive in the coming days. Photo: AP
This transcript has been automatically generated and may not be 100% accurate.
... the ear team doctor infecting the Jamaluddin African country of Liberia over I did a military base in Atlanta ... before being taken to hospital isolation unit for treatment on Saturday a ... Dr came brimming word inland area treating Noble locations ... for the faith based groups Samaritans purse ... a private plane ticket to transport patients but highly infectious disease is William into Dobbins Air Reserve base in Atlanta ... a specially outfitted in the Lindstrom Mr. Brittany to Emory University Hospital where doctors awaited his arrival ... we are ready ... we are looking forward to an at home visitations and this is his family name with us ... another infected patients charity worker it means you've read all is expected to rise for treatment in the coming days ... U S officials are confident that patients can be treated without putting the public in danger ... and re special isolation unit was opened a dozen years ago to treat government workers exposes some of the world's most dangerous chair ...


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Most work will be performed in Charleston, S.C.
Science Applications International Corp. has won a $667.3 million contract with the Navy for technical support.
Services include systems engineering, integration, testing, large-scale fabrication, non-developmental item procurement, interim repair and maintenance services and training.
The contract is structured as a cost-plus-fixed-fee/cost-plus-incentive-fee/firm-fixed-price contract.
The contract has an initial base period worth $222.5 million, but options bring the total value to $667.3 million through January 2016.
Contract funds in the amount of $25,000 were obligated at the time of the award, according to a Defense Department announcement. Contract funds will not expire at the end of the current fiscal year.
Work is to be performed mostly at Charleston, S.C., with a small portion being performed in Norfolk, Va.
Five offers were received for this contract, and the Space and Naval Warfare Systems Center Atlantic, Charleston, S.C., is the contracting activity.
About the Author
Mark Hoover is a senior staff writer with Washington Technology. You can contact him at firstname.lastname@example.com, or connect with him on Twitter at @mhooverWT.
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Bronze Eyes: Colour 4 Eyeshadow Quad, Take 2!
Bronze Eyes: Colour 4 Eyeshadow Quad, Take 2!
Happy Monday! Depending whether you're on holiday or not, I suppose 🙂 I actually did this look on Saturday, but with all of the Riveting reviews, I decided to hold off on posting it until later on.
You will need the following…
- Eyes: MAC Soft Ochre Paint Pot (neutral beige base), MAC Stacked 2! Pigments (gold), MAC Manila Paper Eyeshadow (white-gold), MAC Aztec Brick Eyeshadow (copper), MAC Creole Beauty Eyeshadow (bronze), MAC Star Violet Eyeshadow (reddened purple), MAC Flip Eyeshadow (peachy-orange), MAC Ricepaper Eyeshadow (highlighter), MAC Penultimate Liner (black), Urban Decay Honey 24/7 Liner (gold), MAC Plushlash Mascara (black)
- Face: Kiehl's Tinted Moisturizer (#2)
- Cheeks: MAC Springshine Blush Ombre (bronze)
- Lips: MAC Colour Me Coral Lipstick (frosty light coral), MAC Purple Rage Lipglass (reddened purple)
- Brushes: 226 (fluffy crease brush), 219 (pointed crease brush), 249 (flat, firm brush), 239 (fluffy shadow brush), 116 (dense blush brush)
- Substitutes: N/A
For eyes, start by applying Soft Ochre paint pot as your eyeshadow base all over the eye area with the 249. With the 239 and water-based mixing medium (or water), apply Stacked 2! pigment (the gold) all over the lid area. Using the 239, apply Manila Paper eyeshadow on the inner third of the eyelid. Next, apply Aztec Brick eyeshadow on the middle third of the eyelid and lightly blend with the inner corner. Darken the outer third of the lid with Creole Beauty eyeshadow, with the 239, on the outer corner and lid. Add depth to the crease by lightly tapping Star Violet eyeshadow with the 226. Lightly tap and brush Flip eyeshadow directly above the crease to soften. To finish the eyeshadow look, sweep Ricepaper eyeshadow as a highlighter on the brow bone. Bring everything together by applying Honey eyeliner on the lower lash line, Penultimate on the upper lash line, and sweeping lashes with Plushlash mascara.
For cheeks, apply Springshine blush ombre to the apples of the cheeks and sweep upwards towards the temple with the 116.
For lips, apply Colour Me Coral lipstick first, and then layer Purple Rage lipglass for a complementing lip.


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Used Car - 2013 Toyota Camry LE in Perryville, Mo
About This 2013 Toyota Camry LE
Vehicle Location:
Perryville, Mo
Exterior Color:
Stock Number:
Fuel Economy Estimates
City MPG
Highway MPG
Combined MPG: 30 - Efficient 30+ MPG
Estimated Monthly Fuel Cost: $74.17*
*Based on $1.78 per gallon and 15k miles per year.
Actual costs may vary.
Actual costs may vary.
Send This Vehicle To Your Smartphone
Seller's Description and Comments:
Located at Ochs Auto Sales Inc in Perryville, Mo. Call Ochs Auto Sales Inc today at 573-547-1835 for more information about this vehicle.
Vehicle Options:
- Abs Brakes
- Air Conditioning
- Alloy Wheels
- Am/fm Radio
- Automatic Headlights
- Fog Lights
- Keyless Entry
- Leather Seat
- Leather Steering Wheel
- Passenger Airbag
- Power Door Locks
- Rear Window Defogger
Carfax Vehicle History Report:
View the CarFax vehicle history report and protect yourself from:
Major Accidents, Lemon History and Odometer Problems
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2013 Toyota Camry ReviewThis car review is specific to this model, not the actual vehicle for sale.
Smooth, safe midsize sedan.
The Toyota Camry is America's best-selling midsize sedan. Toyota claims the Camry is the safest, quietest, most fuel-efficient car in its class, and we have no reason to doubt those claims.
Camry was completely redesigned for the 2012 model year and carries into the 2013 model largely unchanged, though the 2013 Camry does benefit from some additional equipment upgrades. Bluetooth wireless phone connectivity is standard across the 2013 Camry line. The Blind Spot Monitor adds a rear cross traffic alert function and is available on more models for 2013. 2013 Camry Hybrid models now sport the same soft-touch inner door panels as the non-hybrid Camry models. Leather-equipped 2013 Camrys feature accent stitching on the inner doors.
This seventh-generation Toyota Camry is an attractive car, with clean sides and nice edges. It's about the same size as the 2007-11 models. Benefitting from the latest impact energy management engineering, it's built on a rigid chassis using a lot of high-strength steel and ultra high-strength steel.
The interior is nice, the leather dashboard neat and stylish, the instrument panel pretty and functional. Storage spaces are well thought-out, and a 60/40 split rear seat is standard.
Five models of the 2013 Camry range from the stripped-down Camry L to the sport-tuned Camry SE to the environmentally friendly Camry Hybrid.
Camry offers a choice of four-cylinder, V6 or hybrid power. The standard 2.5-liter four-cylinder makes 178 horsepower. The 3.5-liter V6 produces 268 horsepower. Fuel economy is an EPA-estimated City/Highway 25/35 mpg with the four-cylinder, 21/30 mpg with the V6.
We were impressed with the smooth and responsive acceleration from the four-cylinder as well as the fuel economy. Toyota boasts a range of almost 600 miles.
The tuned suspension in the sporty Camry SE might be too firm for some; we didn't find the Camry SE uncomfortable, but we did find the softer Camry XLE more relaxing around town. We preferred the SE's tighter steering in all circumstances.
The Camry Hybrid uses a 2.5-liter Atkinson Cycle engine, with more horsepower and electric power than in previous generations. It feels like a totally different car than other models, as it slows everything down and makes the vehicle feel bigger. The Environmental Protection Agency rates the 2013 Camry Hybrid LE at 43/39 mpg City/Highway, Camry Hybrid XLE at 40/38 mpg.
The 2013 Toyota Camry comes in five models. The base-model Camry L ($22,235) comes standard with air conditioning with filter, fabric-trimmed front seats with seatback pockets, six-way adjustable driver's seat; four-way adjustable front-passenger seat, Bluetooth phone connectivity, 6.1-inch Display Audio screen, power windows and door locks, AM/FM/CD/MP3/WMA audio with USB port and iPod adapter, cruise control, 60/40 rear folding seats, overhead console, projector beam headlamps, manual front seat adjustment, 12-volt power outlet, 16-inch steel wheels with wheel covers. The 2.5-liter four-cylinder engine and 6-speed automatic transmission are standard.
Camry LE ($22,680) upgrades with steering wheel audio and Bluetooth controls, remote keyless entry, an additional 12-volt power point, auto on/off headlights, and variable-intermittent wipers. Rocker panels get a chrome insert, and armrests are color-keyed, not black as on the Camry L. Camry Hybrid LE ($26,140) is equipped similarly.
Camry XLE ($24,855) upgrades further with dual-zone automatic climate control, leather-wrapped steering wheel and shifter, power front seats, wood-style interior trim, lighted vanity mirrors, rear reading lamps, rear air outlets, power moonroof, foglamps, heated outside mirrors, more chrome trim, 17-inch alloy wheels. Camry Hybrid XLE ($27,670) is equipped similarly. A power sunroof ($915) is available on the Camry Hybrid XLE.
Camry XLE V6 ($30,465) comes with the 3.5-liter V6 engine, and adds leather seats with heated front seats, auto-dimming rearview mirror with compass and HomeLink, a rearview camera, and dual chrome exhaust tips, with touch-screen navigation; SiriusXM and HD radio; Toyota Entune, which encompasses a range of mobile applications and data services.
Camry SE ($23,400) and SE V6 ($27,260) start with standard LE features but feature a sport-tuned suspension, sport mesh body-colored front grille, halogen headlamps with black bezels, rocker panel extensions, rear and underbody spoilers, SofTex-trimmed sport seats, paddle shifters, leather-wrapped steering wheel and shift know, silver-grain interior trim; 18-inch alloy wheels on the V6, 17-inch on the I4. Camry SE V6 also comes with touch-screen navigation; SiriusXM and HD radio; and Toyota Entune.
Safety equipment standard on all models includes 10 airbags, electronic stability control with traction control, ABS with Brake Assist and Brake Force Distribution, and a tire pressure monitoring system. Rearview camera is optional; Blind Spot Monitor System with Rear Cross Traffic Alert is optional.
This latest-generation 2012-13 Camry looks significantly different from the previous-generation Camry (2007-11). The body was completely redesigned and the new one is slightly more aerodynamic with an impressive 0.27 Cd. The Camry look svelte, with no lumpy cladding and almost no chrome.
Though about the same size as the previous-generation version, the current model did lose weight in the re-design, 150 pounds (220 pounds for the Hybrid). It might all be under the skin, but no matter, it's all good. What Toyota calls aero-corner design enhances this image. Hips and shoulders tucked in.
Wheels help distinguish the trim levels. Camry LE uses wheelcovers over 16-inch steel wheels, Camry XLE uses 17-inch alloy wheels, Camry SE uses 17- or 18-inchers. All three styles successfully avoid cookie cutting, with the LE's 20-spoke titanium-tinted wheelcovers ironically being the most ambitious and eye-catching, if not the classiest.
The roofline angles the windshield steeply. There's a nice character line under the windows slanting slightly up to the rear deck, where there's a small spoiler lip on the SE. Windows are outlined in chrome, but no more, except for a thin strip at the rocker level on the LE and XLE. Body-colored door handles on all models.
The face of the Camry SE is tweaked, for the better, with body color over the black mesh grille, and more aggressive air intakes in the valance under the bumper. Headlamps are outlined in black, angled, narrow and sleek, with a neat little notch in the line at the bottom.
Interior dimensions for the seventh-generation (2012-13) Camry are within fractions of an inch of the sixth-generation (2007-11) models. There's a bit more backseat legroom, with 38.9 inches on a flat rear floor decent for a midsize car. Some interior parts have been thinned to create more eye, knee and elbow room: A-pillars, control panels on the doors, front seatbacks, center console.
Interior materials are different on different trim levels. Camry L, LE and XLE use a nice fabric, while the Camry SE uses a combination of fabric with SofTex synthetic leather trim. Real leather is available on Camry XLE, with leather-trimmed ultrasuede available on the SE and XLE Hybrid.
The fit of the front buckets is good on the Camry LE and XLE, with more bolstering on the SE. The Camry Hybrid has its own material, more like the SE. Trims are different too: LE is silver, XLE wood, SE silver grain, and Hybrid a metallic tech grain.
We found the driver's position comfortable, with thoughtful padding for the driver's right leg against the center console, and high armrests. Decent door pocket, great cubby forward in the center console, big glovebox with light.
Steering wheels differ on the different models, with LE a four-spoke urethane, XLE four-spoke leather, and SE four-spoke leather. They all work well enough, no inconveniences noted in driving all four models.
Camry LE feels quiet, solid and firm; but the XLE with optional leather and a grander display screen feels markedly uptown.
It's hard to make a dashboard not boring, because after all it is a board, but the Camry succeeds. The standard leather is overlapped in an arc with neat stitching, for a saddle-like effect; new passengers will compliment it and maybe run their hands over the seam. The little window for the clock up at the top looks like a hood scoop.
Instruments on most models are in 3D. The instruments themselves are the same, the only difference is in the rings around the gauges, chrome or satin.
The Hybrid's panel is the same only prettier. It has Optitron meters with white illumination, blue metallic printing, and white lighting pointer. Three gauges, with clear dials and numbers that glow up at you in crystal clear white. We like it. Cargo space in the Camry Hybrid is 13.1 cubic feet, a decent-size trunk.
Trunk space on all other Camry models is a roomy 15.4 cubic feet.
The manually operated climate control has big dials and easy buttons on the Camry LE. The automatic climate control on Camry XLE uses a 6.1-inch LCD touch-screen also used for radio tuning and navigation. The screen grows to 7 inches with upgrade systems.
In pursuit of fuel mileage, the Camry runs a numerically low torque converter ratio, to reduce the revs at freeway speeds and make the car quieter inside; at 70 mph you can't hear the motor. But you can hear the tire noise. Low-rolling-resistance tires are loud on the pavement.
There's the optional JBL Green Edge sound system, which uses up to 58 percent less power and is 27 percent lighter; and Entune, which does Bing searches and allegedly enables you to buy movie tickets while you're driving into the city on a crowded freeway in a hurry at night, and stuff like that. Safely and simply they say, and we say don't believe it. It can all be bundled with navigation and satellite radio and voice recognition, and controlled on the 7-inch touch screen. Have fun, good luck, and don't crash.
Driving Impression
Ironically, after driving four models of the current Toyota Camry, we think the model we didn't drive might be the call. That would be a Camry SE with the I4 engine, rather than our V6. That's because the Camry SE is tighter than the Camry XLE or LE; and the 178-hp I4 is quick, silent and smooth, no matter that the 268-hp V6 is faster.
On the Camry XLE, using the lighter 6-speed for the I4, we noted good ratios, smooth upshifts and invisible kickdowns around town. With the I4, to get 30 mpg with that kind of performance is great. Toyota boasts a range of almost 600 miles, at 35 highway mpg.
Four-cylinder and V6 models use a 6-speed automatic that on the Camry SE comes with paddle shifters and normal and sport modes. No problems with the way the transmissions were programmed; both 5th and 6th gears in the V6 transmission are overdrives, with 6th being super overdrive at 0.608:1, for highway fuel mileage. There's a big leap between 1st and 2nd gears, but the 248 foot-pounds of torque in the V6 can make it.
The even-keel Camry SE suspension might be too firm for some; we didn't find it uncomfortable, but did find the softer Camry XLE more relaxing around town. We preferred the SE's tighter steering in all circumstances. Either way the brakes felt good too, sensitive with good feel.
The Hybrid uses a 2.5-liter Atkinson Cycle engine that was new for 2012, with more horsepower and electric power than before. It feels like a totally different car than the I4 or V6. It slows everything down and it feels bigger; even the seats feel wider. Don't expect much from acceleration, cornering, or quick response, though it's quicker than the previous-generation model.
Braking is regenerative and sensitive, sometimes diving the nose. It's quieter, when you're not straining at the throttle, but the tire noise on a rough freeway is still there.
Eco mode reduces the throttle opening, slowing the car way down, although Eco defaults to Power mode when you need more speed. EV mode with a good charge couldn't get us out of the parking lot. It wouldn't even run the air conditioner with the car at a standstill. The Hybrid is more slippery in the wind, with underbody fairing panels lowering the Cd, but a small blue badge is the only visible difference.
The Camry XLE Hybrid is rated at 40 combined mpg, and even with 12.5:1 compression the Atkinson cycle allows the use of regular gasoline. We actually saw 45 mpg on our test run, probably because we were aghast at the idea of booting it.
The 2013 Toyota Camry is a superb midsize sedan, with the latest chassis engineering and sleek styling. Camry powertrains are so different you should consider your needs or drive them all before you choose. The four-cylinder engine is exceptional, with good smooth response and excellent fuel economy. The 6-speed automatic transmission is smooth. The suspension is comfortable and the interior clean and convenient. Upper level models with infotainment options move the Camry upscale. Camry SE has a firmer ride and sharper steering response. Camry Hybrid keeps emissions low but doesn't offer the responsiveness of the four-cylinder and V6 models.
Sam Moses filed this NewCarTestDrive.com report from the Columbia River Gorge.
Model Lineup
Toyota Camry L ($22,235), LE ($22,680), SE ($23,400), SE V6 ($27,260), XLE ($24,855) XLE V6 ($30,465), Hybrid LE ($26,140), Hybrid XLE ($27,670).
Assembled In
Georgetown, Kentucky; Evansville, Indiana.
Options As Tested
power driver's seat 8-way ($440).
Model Tested
Toyota Camry LE ($22,680).The benchmark Toyota Camry sedan continues its reputation of safety, reliability, and quality into an all-new seventh-generation model. The Camry is a front-wheel drive, five-passenger, four-door sedan featuring four trims: L, LE, SE, and XLE. A 178-hp 2.5-liter four-cylinder engine and six-speed automatic transmission are standard. The SE and XLE trims are also available with a 268-hp 3.5-liter V6 and six-speed automatic transmission. Paddle shifters are added to the SE's. Stability and traction control, ten-airbags, anti-lock brakes with brake assist and tire pressure monitor are some of the standard safety equipment. Tech features include Bluetooth phone connectivity and audio streaming, garage door opener, rear camera, navigation with touch screen, HD and satellite radio, and the new Entune mobile app and services system. For 2013, all radios now come standard with a 6.1-inch touch screen audio system with Bluetooth wireless streaming.
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text:
Salisbury, Stonehenge and Roman Bath
Salisbury, Stonehenge and Roman Bath
See Salisbury, Stonehenge and Roman Bath on this full day tour outside London. Includes a panoramic tour of Bath, Salisbury Cathedral and the mysterious Stonehenge. Buy tickets to Salisbury, Stonehenge and Roman Bath when you are in London here!
We begin our tour with a visit to the beautiful Salisbury Cathedral, a world-class heritage attraction. Its spire is the tallest in England (123 meters). You will see the inside of the Cathedral and be impressed by it's graceful and elegant proportions. We also visit The Chapter House and see the oldest working clock in Europe.
Next we visit the mysterious Stonehenge and we explore this amazing site. Why it was built no one knows, but it has been a place of worship, a Bronze burial ground and an astronomical clock and it dates back almost 5,000 years.
We continue on to Bath where we take a panoramic tour and see Pulteney Bridge, the Royal Crescent and Bath Abbey. Finally we enter the Roman Baths built over 2,000 years ago and still in perfect working order.
Important information:
- The tour is in English.
- Duration: 10 hours
- The tickets will be sent to your e-mail address immediately after you have completed your reservation and your payment has been approved.
- The ticket is valid on the date you book!
- Daily departure at 8.45am
- Child prices: 3-16 years
- Salisbury, Stonehenge and Roman Bath ends at Victoria Train Station
Salisbury, Stonehenge and Roman Bath
Victoria Coach Station
164 Buckingham Palace Road
London SW1W 9TP
Daily departure at 8.45am
Victoria Station & Victoria Underground Station


text:
City of Lincoln
Mayor's Office
2009 Media Releases
Nominations are now being accepted for the 31st annual Mayor's Arts Awards. The awards will be presented by the Lincoln Arts Council(LAC) in June at the Lied Center for Performing Arts. The Mayor's Arts Awards program formally recognizes artistic contributions and achievements in the Lincoln area. Union Bank and Trust Company will again be the presenting sponsor.
Nomination forms are available by calling the LAC at 434-2787 or printing a form from the LAC Web site: www.artscene.org. A list of previous winners also is available at that Web site. The nomination deadline is February 23, 2009.
The award categories are:
Nominations from the previous year are automatically resubmitted, and updates to the 2008 nominations will be accepted.
Except for the Literary Heritage, Larry Enersen and Mayor's Choice awards, honorees will be selected by a panel of arts professionals.
The public also is encouraged to submit names of members of the Lincoln arts community who have died since the last awards ceremony in June 2008 for memorial recognition at the event.


text:
Lingzini necesitaba un nuevo diseño de logotipo y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 423 diseños de 95 diseñadores freelance.
Lingzini is a new naming and branding consultancy. We are "word people" and want to communicate our highly verbal, sophisticated approach to naming and branding.
We seek a text-based logo for Lingzini and Lingzini.com.
The logo will be used largely in color in print and web form. It needs to read extremely clearly on a white background on the web.
The web version of the logo must show very well as a 200px wide x 48px high .gif image.
The logo should be essentially just the word Lingzini.
There could be subtle/small additional graphical elements, but we can also imagine being quite happy with just a clean, simple treatment of the word itself.
The brand associations for Lingzini should be:
* sophisticated
* clean
* verbal
* intelligent
* but also a bit fun...
Lingzini could be thought of as the marriage of a hip ad agency and a sophisticated literary journal.
The logo will be delivered as vector art (.eps or .ai)
The company's website will use verdana as the body typeface.
Remember...highly readable, striking on a plain white screen at 200x48px. Indeed, you should post your design in a way that it fills the space on a plain white background so we can see very clearly how the logo renders on a web page.
Nothing frilly please.
Descubre cómo funciona un concurso de diseño u obtén más información sobre nuestros servicios de diseño de logo.


text:
FORTEPAN is an online collection of [[1]] amateur photos, which are browsable and downloadable in good quality. With the slider in AUTO position, you can start a slide show from any year of the past century. In MANUAL position, you can use the arrows in the upper right corner or the arrows on your keyboard to navigate back and forth in the collection to see the images one by one. By clicking on the name of the original owner of the photograph, you may select that person's collection. To read the background data (if there exists any), click on the letter I in the bottom right corner of the photo, or hit the I key. FORTEPAN continuously expands, and welcomes donations of private or amateur photos from the past. Pictures from the collection can be published without restrictions, for whatever purpose, on the condition that FORTEPAN and the donater is credited. For further information click Fortepan in the menu.
year: 1964
image ID: 137814
hits: 72660 / 109161orig: Szalay Zoltán


text:
Science Friday® is produced by the Science Friday Initiative, a 501(c)(3) nonprofit organization.
Science Friday® and SciFri® are registered service marks of Science Friday, Inc. Site design by Pentagram; engineering by Mediapolis.
In his book The Mathematical Universe: My Quest for the Ultimate Nature of Reality, physicist Max Tegmark argues that the universe is completely mathematical—and if it isn't, physics is doomed. But does the universe need math to exist? Or is mathematics simply a convenient language to describe the cosmos?


text:
1999 Audi A8 4.2 quattro
1999 Audi A8
Trim Levels, Colors and Available Options
Available Trim Levels:
3.7 / 4.2 quattro
Available Options:
Cold Weather Package:
Heated steering wheel, heated front and rear seats, ski sack
Warm Weather package:
Solar sunroof (operates fresh air fans when vehicle is parked in sun), Electric sunshade for rear window and manual sunshades for rear side windows
Electronics Package:
Auto dimming outside rearview mirrors, power head restraint and lumbar adjustment rear outer seat positions, Xenon headlights.
17-inch polished forged wheels w/ 225/55 high performance all-season tires
Pearl Effect white paint
Bose Sound system (Standard on 4.2 quattro)
Premium Leather / Alcantara trim package
Available Exterior Colors:
Brilliant Black / Aluminum Silver / Melange Metallic / Ming Blue Mica / Casablanca White / Racing Green Mica / Andorra Red Mica / Amethyst Gray Mica / Cashmere Gray Mica / Volcano Black Mica / Pearl White
Technical Specs
Engine/Engine Design
3.7 Fwd
4.2 quattro
DOHC aluminum alloy 90 degree V8
3.32 in. (84.5 mm)
3.24 in. (82.4 mm)
3.66 in. (93.0 mm)
226 cu. in. (3697 cc)
255 cu. in. (4172 cc)
Compression Ratio:
Horsepower (SAE Net):
235 ft.
[email protected]
295 ft.
[email protected]
Cylinder block:
Aluminum Alloy
Forged Steel, 5 main bearings
Cylinder head:
Aluminum alloy
Valve Train:
DOHC, belt driven, hydraulic lifters / variable geometry intake manifold
Firing Order:
Cooling System:
Water-cooled, thermostatically controlled radiator fan
Fuel/Ignition System:
Electronic multi-point sequential fuel injection, hot film air mass sensor, solid state direct ignition with multiple coils, dual knock sensors w/cylinder selective knock control and fully adaptive controls.
Emission System:
Dual 3-way catalytic converters w/individual oxygen sensors
Front-wheel drive
quattro all-wheel drive
Electronically controlled five-speed automatic with Tiptronic, dynamic shift program (DSP) and hill detection capability, lock-up torque converter and automatic shift lock
Gear Ratios:
Final Drive
Rack & pinion, servotronic - vehicle speed variable power assist
Turns (lock-to-lock):
Turning circle (curb-to-curb):
40.2 ft. (12.3 m)
Four link with upper and lower control arms, stabilizer bar, coil spring/shock absorber struts (gas charged)
Trapezoidal link with track-rod, anti-roll, coils spring/shock absorber struts (gas charged)
Service brake:
Anti-lock brake system (ABS 5.3), vacuum power assist, with asbestos-free linings, dual diagonal circuits and electronic rear brake pressure proportioning
Front, size and type:
12.3 in. (312 mm) - Ventilated disc
Rear, size and type:
9.6 in. (245 mm) - Solid disc
Wheels & Tires
Wheel size:
7j x 16 inch cast alloy: five spoke design (8j x 17 forged aluminum polished five spoke design optional)
Tire size:
225/60 R 16H speed rated all-season radial with low rolling resistance construction (225/55 R 17 H speed rated high performance all-season optional)
Audi Space Frame construction (aluminum alloy) with aluminum alloy body panels
Corrosion protection:
Multi-step anti-corrosion process
Engine Oil:
8 U.S. quarts (7.5 liter)
Fuel Tank:
23.7 U.S. gallons
Cooling System:
11.6 U.S. quarts
Exterior Dimensions
113.0 in.
Front Track:
62.6 in. (1591 mm)
Rear Track:
62.2 in. (1580 mm)
Overall length:
198.2 in. (5034 mm)
Overall Width:
74.0 in. (1880 mm)
Height (unloaded):
56.7 in. (1440 mm)
Ground Clearance:
4.8 in. (123 mm)
Curb Weight:
3682 lbs. (1670 kg.)
3902 lbs. (1770 kg)
Interior Dimensions
Seating Capacity:
Front Leg room:
41.3 (1049 mm)
Rear Leg room:
38.4 in. (975 mm)
Interior Volume front:
51.7 cu. ft (1464.0 liter)
Interior Volume rear:
48.1 cu. ft (1362.0 liter)
Luggage capacity:
17.6 cu. ft (498.0 liter)
0-50 mph (0-80 kmh):
6.2 sec
4.9 sec.
0-60 mph (0-100 kmh):
8.3 sec
6.9 sec
1/4 Mile:
16.2 sec
14.8 sec
Top estimated speed:
130 mph (203 kmh) - Electronically limited for North America
Fuel Economy
17 mpg
17 mpg
26 mpg
25 mpg
21 mpg
21 mpg
Standard Features
Aluminum alloy space frame and body panel construction
3.7 liter DOHC aluminum alloy 230 hp 90 degree V8 engine, 32 valves, variable intake manifold with rotary slide, direct ignition system (3.7 model only)
4.2 liter DOHC aluminum alloy 300 hp 90 degree V8 engine, 32 valves, variable intake manifold with rotary slide, direct ignition system (4.2 model only)
5-speed automatic transmission with Tiptronic, DSP (selects from over 200 shift programs to match drivers needs) and hill detection capability
"FrontTrak" drive system with front wheel drive, 4 link front suspension and ASR (anti-slip regulation) system (3.7 model only)
"quattro IV" - permanent all-wheel drive system, includes TORSEN torque sensing center differential; front and rear electronic differential locks (EDL) (4.2 model only)
Anti-lock brake system (ABS 5.3) with electronic differential lock (EDL) and electronic rear brake pressure regulation
CFC-free air conditioning refrigerant
Wheels / Tires / Suspension / Steering:
5-spoke 7j x 16 inch cast alloy wheel
225/60 16 H-speed rated all-season tires
"Servotronic" - vehicle speed-sensitive power rack and pinion steering
Leather covered 4-spoke steering wheel, tilt and telescopic
Four link front suspension with stabilizer bar
Trapezoidal link rear suspension with track control arm and upper location link and stabilizer bar
Larger right outside mirror (KW 32 production)
Dual pane laminated "acoustic" glass for all windows
5 mph (Federal standard) bumpers, painted in body color
Protective side moldings, painted in body color
Body color, flush door handles
Body color outside mirror; left side flat, right side convex
Heatable windshield washer nozzles
Metallic paint at no extra charge
Fuel cap hanger feature
Tinted glass, dark tinted band at top of windshield
Exterior lighting:
Aerodynamic halogen headlights, 3-way lights, including integrated ellipsoid low beam and fog lights
Rear fog light (integrated in left rear light cluster)
High pressure headlight washers, retractable
Red taillight lenses with shine through amber turn signal light bulb
"Puddle" lights in all four doors
Comfort and Convenience:
Electrically adjustable tilt and telescopic steering wheel with automatic tilt-away for ease of entry and exit
Fully automatic dual zone climate control system with "rest" function (can operate with vehicle shut off) dual sun sensors with active charcoal filter
Power glass sunroof with both tilt and slide functions "pre-select" convenience closing system with pinch protection
Power windows with: "one touch down" for all four windows; "pinch protection" for all four windows; "one touch up" for front windows; driver controlled lock out switch for rear power windows
Electronic cruise control with coast, resume and speed up features
Dual power outside mirrors with defog feature
Electric rear window defogger with automatic timed shut off feature
Power central locking system (doors, deck lid, and fuel door), with selective unlock (enables unlocking of a single door or all doors), plus: Convenience close feature for windows and sunroof; master switch located in driver and front passenger door; convenient open for windows.
Radio frequency remote locking system with selective unlock, remote trunk opening and panic function. Also activates interior lights and alarm system (control integrated in folding ignition key)
Remote power trunk lid release button on driver's door B-pillar
Right and left illuminated vanity mirrors in sunvisors
4 assist handles with slow retraction feature and integrated reading lights
Illuminated glove box, trunk, lighter and ashtray
Folding ignition key with remote controls and interior key profile
Time delay interior light, also automatically illuminates the interior when the key is withdrawn from ignition
Fade out feature for interior lights
Front and rear interior footwell lights
Retained accessory power; allows operation of power windows and sunroof after the ignition is turned off/before a door is opened
14-way power front drivers and passenger seats with: 4-way lumbar adjustment; power head restraint adjustment; 4-memory positions for driver's seat, outside mirrors, head restraint height and steering wheel position
Electrical front seat belt height adjustment
Front seat back map pockets
Left and right front-center armrests, folding and height adjustable
Fold down rear-center armrest
Fine Nappa leather seat upholstery
Leather shift knob
Full length center console with: Forward storage bin; 2 cup holders in storage compartment; adjustable rear passenger air vents; rear power outlet; storage area under front center armrest area
Heat ducts to rear seat under the front seats
Polished burled walnut wood inlays in instrument panel, center console and door
Front and rear floor mats with embroidered model logo on front mats
Instrumentation and Electrical Equipment:
Backlit instrument cluster with automatic brightness control; including: Tachometer, electric speedometer, fuel gauge; temperature gauge, digital clock; digital odometer and trip odometer
Digital odometer with service interval indicator
Driver information display including: outside temperature display; 6-function trip computer; radio display; active Auto Check system with speed warning device; pictogram display for open door and trunk lid
Anti-theft alarm system with interior monitoring sensors and defeat switch for interior monitoring
Windshield wipers with 4-position adjustable intermittent interval rate
Concert AM/FM cassette radio with RDS (Radio display system displays radio station call letters and other information)
6-disc CD changer located in trunk storage area
Electronically dimming inside rearview mirror
120 watt 10-speaker premium sound system (3.7 model only)
200 watt Bose sound system (4.2 model only)
Pre-wiring for Motorola hands-free telephone (includes speaker, microphone and transceiver mounting bracket)
Tri-band fender mounted antenna (for radio and phone)
Driver and front passenger next generation airbags with dual threshold deployment and occupant detection
Front and rear (four) side airbags for front and rear outboard occupants, occupant detection for rear outboard positions
Front 3-point safety belts with automatic pretensioning and height adjustable upper mounts
Rear outboard 3-point safety belts with pyrotechnic pre-tensioners and angle
Rear center lap safety belt with retractor
Front passenger side, and rear safety belts with ALR (automatic retractor lock, a ratcheting mechanism for conveniently securing a child seats)
Child-safety rear door locks
Central locking system with safety unlock feature (unlocks doors and turns on interior lights if airbag deploys)
Active reflectors in rear of all doors
First Aid kit located in rear center armrest
Emergency warning triangle located in trunk
Terms of Use
Privacy Policy
| Copyright © 1996-2012 by AudiWorld. All rights reserved.


text:
Nail Yakupov is the consensus best player in the 2012 NHL draft, but beyond that? Your guess is as good as Scott Howson's.
This was the year of "Fail for Nail," and fail the Blue Jackets did. Columbus was nine points behind the second-worst team, and came into last night's draft lottery with a 48 percent chance of winning the first overall pick. So Blue Jackets fans descended on a local bar to watch the all-important opening of the envelope. The Blue Jackets logo was not inside, and what followed was most likely a very depressed round of drinking.
The Oilers leapfrogged Columbus to land the first pick, their third consecutive after Taylor Hall and Ryan Nugent-Hopkins. The only other team to have three straight top picks was the 1989-1991 Quebec Nordiques, and they won a Cup five year later (though without the services of any of those lottery selections.) Edmonton, you're on the clock.


text:
OneVirtualGenie needed a new other design and created a contest on 99designs.
A winner was selected from 50 designs submitted by 18 freelance designers.
We are trying to get our website launched. We don't like our top navigation bar and need some fresh ideas that match the color scheme and flow of the rest of the website.
Great Wordpress designer needed!
See our website for details - we are open to fresh ideas that keep the look and feel of the website overall.


text:
Game Show Network and the creators of "Extreme Makeover: Home Edition" have come up with a new competition and they're looking for people with a passion for the Bible.
GSN's "The American Bible Challenge" will conduct auditions June 1 through 3 near Chicago. The show pits Bible enthusiasts against each other in a trivia quiz format in which competitors play to win money for their favorite charities. Jeff Foxworthy will host the show.
To participate in the auditions, send your name, age, contact info, and a current photo to email@example.com and pre-register at GSNTV.com.
When: 10 a.m.-6 p.m. June 1 & 2 and 11 a.m.-5 p.m. June 3
Where: Crown Plaza Glen Ellyn Lombard Hotel, 1250 Roosevelt Road, Glen Ellyn, IL
Casting producers are looking for individual players or teams of three people who have competitive spirits, great personal testimonies, a general knowledge of pop culture and, of course, a knowledge of the Bible.
Those selected will be flown to L.A. for the taping, with airfare and hotel accommodations paid for by the show.
"I am excited to be hosting a show about the best-selling book of all time," Foxworthy, who already hosts GSN's "Are You Smarter Than a 5th Grader?" said in a May 13 announcement about the series.


text:
From inside the book
46 pages matching white women in this book
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