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Doug Sloan
09 May, 2010
Aloha U2!Amazing night under the stars at Aloha Stadium. The final show of the Vertigo tour (which bad been postponed due to a serious illness to Edge's daughter)and they went out guns blazin'. Pearl Jam opened and they were outstanding. Billy Joe Armstrong from Green Day joined U2 onstage to perform "The Saints Are Coming", "Sometimes You Can't Make it on Your Own" was played as a tribute to Bono's father, Neil Young's "Rockin' in the Free World" was played with Eddie Vedder and Mike McCready showing up back on stage and the tour ended with the song "All I Want Is You". Last to leave the stage was Larry who simply approached the mike and said "we'll see you next time" and it was done...incredible tour, incredible night.


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Ellis Trevor necesitaba un nuevo diseño de página web y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 50 diseños de 16 diseñadores freelance.
American Talent Group
We book celebrities, politicians, authors, actors, and other speakers at event with colleges, corporate groups, association conferences, and more; we are also starting a literary agency side of my business-- selling book projects to major publishers. We're a small startup that wants to have the look and feel of an established major industry player, so design is important! Similar websites I lIke: http://www.macmillanspeakers.com, http://premierespeakers.com/, http://www.caaspeakers.com/ But none of these has great design in our opinion. We want better!
Primary: Corporate groups looking for public speakers for meetings and conferences; associations looking for speakers for their annual meetings and conferences; universities looking for speakers for lecture series.
We work with speakers and entertainment from across the spectrum, from authors and experts in the medical field to major national and international politicians, journalists, and more.
The major clients in this area are used to working with booking agencies like mine, and so have some familiarity with how other agencies websites look (for ex. http://www.washingtonspeakers.com, http://www.greatertalent.com, http://www.leadingauthorities.com). They are looking for ease of use and professional management of content so they can search effectively for the talent that they want to book, either by subject area or specific speaker.
Will use THESIS for WordPress. Look at our logo. This is who we are A clean, simple design that nonetheless catches the eye; a design that has the look and feel of being established but still cutting edge (think Conde Nast design, WSJ magazine, etc). Needs to feel high-end.
examples of sites I like:
Navigation bar: Top of page-- logo and contact information (address and phone #, and email address; "email us" button). TABS for pages: home, our speakers, other services, contact us, about us, FAQ. Side navigation: "search" box (search by name, by topic, or by entering keyword), "news. "
REVISED: One page only required for this contest. Homepage. Should have a box above the fold for slideshow function. Make sure "search" functionality is clear and has three aspects: pulldown for "by topic" and "by name" and then a "keyword" function where you can type a keyword and search.

subset: commoncrawl


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Mi Fone says yes we can...slap some red-and-blue Barack branding on a mobile phone and sell it in Kenya, home of Papa Obama. And they're selling like the proverbial hot cake.
On the Obamaphone, the head of Mi Phone says:
"The coming of the new President of the USA is an auspicious moment for all Kenyans and the people of Africa. It is our pleasure to be able to launch the Mi-Obama phone as a memento that will always stay within the user's hearts and minds."
Over 1,000 of these brand new pieces are in the streets of Nairobi right now, where they sell for $US30.
[Mi Fone (awesome, awesome site) via Cellular News via Crunchgear]


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Shaw Kimura Shukokai Karate Club was formed in 1980 by Keith Cockburn who was training with Sensei Kimura and Sensei Daniels when they formed the Shukokai Karate Federation and to this day Shaw Karate Club is still a proud member of the SKF.
Sensei Keith Cockburn still passes on his knowledge of the true martial art taught to him by the late Soke Shigeru Kimura and Shihan Eddie Daniels. The SKF upholds the traditional roots but with a modern approach the SKF continues to grow and develop the style of Kimura Shukokai.
The Shukokai Karate Federation have built a reputation for producing students and instructors of the
highest standards over the years.
Although sport is only part of our Organisation we have regularly produced Junior & Senior National & International Champions in both Kumite & Kata within Shukokai and All-Styles respectively.
The Shukokai Karate Federation is the only Shukokai organisation within the UK affiliated to Kimura Shukokai International (The World Governing Body for Kimura Shukokai).
Only members of the Shukokai Karate Federation may participate in any Kimura Shukokai International European & World Championships and other such events.
For more information explore the pages on this site and if you want to be part of this forward thinking and constant developing Karate Organisation with ambition and drive contact us below.


text: What can Australian supermarkets gain from the UK online experience? 4 June 2019 Jim Power Australia Share this article: The stakes are high to get this next stage of online growth right. Australian retailers are rapidly increasing their online penetration and looking at how best to fulfil the growing demand. Coles recently announced an exclusive partnership with Ocado, who have generally been acknowledged as the world's best in online fulfilment. As part of a recent research trip to the UK and Europe, I spent time meeting with local online grocery experts to understand the implications of this deal for Coles, supermarkets and other Australian retailers. Who is Ocado, and why is it a big deal? UK-based Ocado is the world's largest dedicated online grocery retailer – they have no physical stores. Their proprietary fulfilment solution is available to commercial partners like Coles, and includes the software, hardware, services and support. What do you pick? I was interested to find out what makes Ocado's system special, and the experts tell me that it is how they 'pick". Picking, i.e. getting the items off the shelves in the store or warehouse, is said to make up 40% of total fulfilment costs. There are three main camps on picking, and some UK brands use a combination: In-store picking leverages existing capital. Coles have predominantly been doing this till now. Dark stores look very similar to standard stores, with staff but no customers. Coles is currently trialling a dark store in Melbourne. Automated centralised distribution centres or "CDCs". Coles has committed to build two Ocado-system CDCs in Melbourne and Sydney. The experts I met with concur that picking costs for in-store and dark stores are way behind the best-in-class offerings from Ocado due to average pick rates for items per hour: Average pick rates per hour Source: Martin Currie Australia, interviews with online grocery experts. How do you want that delivered? 'Last mile' delivery is one of the largest costs, so an important factor of success. Physical stores are advantaged due to their proximity to customer homes. Dark stores and CDCs are generally slower as they are based in cheaper industrial areas. However, in terms of drop rates per hour, my sources tell me that Tesco (in-store) and Ocado (CDCs) are both around 4/hr due to Ocado's intelligent routing. The question will be whether Coles can achieve this too. In comparison, food aggregators such as Deliveroo/Uber average even less at 2/hr and are loss making but make up this cost with a high revenue share from partner businesses. Interestingly, in March 2019 Coles quietly started an UberEats trial in Sydney, delivering essentials such as milk, bread, fresh fruit and vegetables. What does it cost to implement? The capex on the new CDCs will set Coles back A$150m over the next four years1, but they are looking to double online deliveries with this initiative. They plan to service metro areas via CDCs, with non-metro orders fulfilled by the store network. This is like the deal that Morrisons has with Ocado. In less than four years, Ocado's system has propelled Morrisons to a larger online market share than Waitrose, despite starting much later. Morrisons have however recently loosened ties with Ocado, allowing Ocado to work with other competitors such as Tesco, Sainsbury's, Asda, Aldi and Lidl. What's the alternative for other supermarkets? Ocado have spent 18 years getting their customised offer right, but there are alternatives out there for Australian companies, such as Woolworths and Metcash given Coles' exclusive deal with Ocado. Alphabot, a collaboration between Alert Innovation and Walmart is said to be the one to watch, as it's designed to automate an existing store footprint. Amazon's model works well outside grocery, but has no proven grocery offering (but watch this space). Others include Instacart, Autostore and Picnic. × Newsletter sign-up What's at stake? Ocado is a leader with a 20% share of the UK online market2. Online is 6% of the total grocery spend and is predicted to grow to 9% by 20213. While UK online growth is starting to mature, Australia has space to grow from its low base. Online currently only makes up around 3% of the total Australian grocery spend4. Coles has a 45% share of the online grocery market5, but Woolworths is currently in front. Doubling online sales would add around A$1 billion to Coles' books6. In summary The stakes are high to get this next stage of online growth right. Locking in Ocado may give Coles a boost for now, but Woolworths, with a team of 500+7 at the WooliesX headquarters in Surry Hills, will be taking this development seriously. The information provided should not be considered a recommendation to purchase or sell any particular security. It should not be assumed that any of the security transactions discussed here were, or will prove to be, profitable. 1Source: Coles company reports 2Source: Martin Currie Australia, Ocado company reports 3Source: IGD, Statista; as at 2016 4Source: Martin Currie Australia, Woolworths and Coles company reports 5Source: Martin Currie Australia, Coles company reports 6Source: Coles company reports 7Source: Woolworths company reports Important information Past performance is not a guide to future returns. The information contained in this presentation has been compiled with considerable care to ensure its accuracy. But no representation or warranty, express or implied, is made to its accuracy or completeness. Market and currency movements may cause the capital value of shares, and the income from them, to fall as well as rise and you may get back less than you invested. The information provided should not be considered a recommendation to purchase or sell any particular security. It should not be assumed that any of the security transactions discussed here were or will prove to be profitable. Martin Currie has procured any research or analysis contained in this presentation for its own use. It is provided to you only incidentally, and any opinions expressed are subject to change without notice. The opinions contained in this document are those of the named manager(s). They may not necessarily represent the views of other Martin Currie managers, strategies or funds. Please note the information within this report has been produced internally using unaudited data and has not been independently verified. Whilst every effort has been made to ensure its accuracy, no guarantee can be given.


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Singer and songwriter Guy Clark builds both melodies and guitars in the woodshop of his Nashville home.
By Megan Fitzpatrick
Pages: 84-86
From the June 2007 issue #162
Buy this issue now
Songwriter, singer and luthier Guy Clark doesn't like technology.
"I put away all my recording stuff, built this workbench, ordered some wood and started building stuff," he says. The most high-tech machines on display in his workshop are a Delta band saw, a Craftsman drill press, a stereo receiver and a tape player.
A handmade workbench festooned with hand tools lines one wall; another wall is lined almost floor to ceiling with row upon row of cassette tapes. The late Texas singer/songwriter Townes Van Zandt — a longtime friend of Clark's – gazes over the scene from a photograph at the back of the room. A blueprint detailing the anatomy of a flamenco guitar doubles as decoration on the opposite wall. Steam rises from an omnipresent coffee cup, filled several times during our visit. A hand-rolled cigarette smolders in a skull-head ashtray (a gift from Emmylou Harris).
It is here in this cozy workshop in the basement of his Nashville home that Clark writes almost all of his music, and handcrafts traditional flamenco-style guitars.
Read the full article, free, by clicking here.
From the June 2007 issue #162
Buy this issue now


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There is something satisfying about playing with silly putty. When I was young, I remember spending hours molding, squishing, and stretching the little balls of silly putty. whenever I had a spare dollar, I always spent it on new silly putty.
My kids share a similar obsession with silly putty and slime so it's only natural that we make our own DIY silly putty. I've stumbled across dozens of silly putty and slime recipes and we've been slowly making them all. You can find quite a few varieties here at Living Well Mom too.
The beauty of making your own DIY silly putty is it's super easy to make and much cheaper than buying it premade from the store!
A note on the texture: Due to the ingredients, the final texture of this silly putty will be similar to an oobleck rather than the kind of silly putty you purchase in the store. The cornstarch keeps the putty from sticking to your fingers, but the texture will be a bit doughy.
This DIY silly putty is even easier than most, as it only has two ingredients (three if you want to color your silly putty).
Within about 30 seconds, you will have satisfying silly putty that will keep your kids entertained for quite a while.
How to Make DIY Silly Putty:
What You'll Need:
- 1 cup of cornstarch
- 1/2-1 cup clear gel-like soap*
- Food coloring or gel colors
- A small bowl and spoon for mixing
An important note on the soap: Certain types of liquid soap will NOT work for this silly putty. Clear, gel-like soaps or soaps that have the consistency of hair gel or conditioner will work the best.
We used Method Gel Hand Soap for the silly putty in these photos and I've also used Target brand strawberry shampoo with good results.
We also used gel food coloring and had no issues with dye sticking to our hands when the project was over.
Let's get started.
Dump your cornstarch and soap into your bowl and mix up.
If you want, add a couple drops of food coloring.
I recommend that you start out with a smaller amount and add a little more until you get the color you (or more likely) your children want. Don't add a ton of food color at first to your silly putty or you may end up with stained hands.
You really only need a little bit of color to dye your DIY silly putty. The more coloring you add, the deeper your color will be.
Mix the ingredients together with the spoon until it is too hard to mix, then use your fingers.
We found that we could mix using a spoon until our mixture turned into crumbles, and after that, we had to mix using our hands.
You may need to adjust the amount of soap used depending on the humidity of your room. It was dry in our house, so we used almost a full cup of soap.
If you make this silly putty during the hot summer months, you may not need as much soap.
When your silly putty is moldable and still a bit slimy, but no longer sticks to your fingers, it is ready to go!
My girls were very excited about playing with this DIY silly putty and they fought over who got to play with it first.
Eventually, I broke the silly putty into two pieces and let each of them have one.
The girls were fascinated by how the silly putty kept its shape like play dough, but only for a little while. Within a few seconds, the silly putty would lose its shape and become a single blob.
Our silly putty did start to dry out quickly. As it dried, it would become flaky. Adding another pump of soap to the putty moistened it up again and made it playable. You can keep adding soap until you are done playing for the day!
This DIY silly putty project is simple enough for older kids to make and quick enough to please little kids, too!
DIY Silly Putty Troubleshooting Tips:
Certain types of soap are not suited to this activity. Clear, gel-like soaps do best. You'll have best results with soap that has the consistency of hair gel or conditioner.
Due to the ingredients, the final texture of this silly putty will be similar to an oobleck rather than the kind of silly putty you purchase in the store. The cornstarch keeps the putty from sticking to your fingers, but the texture will be a bit doughy.
Humidity and the brand of your individual ingredients can alter how much of each ingredient you need.
If your silly putty is too runny: Keep adding cornstarch one tablespoon at a time until your mixture stiffens.
If your silly putty is too crumbly: Add a bit more soap until the putty can stretch again.Print
DIY Silly Putty
1 cup of cornstarch
1/2–1 cup clear liquid soap (Method hand soap works best*
Food coloring or gel colors
A small bowl and spoon for mixing
Add the cornstarch and 1/2 cup liquid soap (use the lesser amount to start with) into a medium-sized bowl and mix.
Add a couple drops of food coloring and mix. Add a little more color if desired (you shouldn't need a lot.)
Mix the ingredients together with the spoon until it is too hard to mix, then use your fingers.
When your silly putty is moldable and a bit slimy, but no longer sticks to your fingers, it's ready!
- Clear, gel-like soaps or soaps that have the consistency of hair gel or conditioner will work the best. We have used Method Gel Hand Soap and Target brand strawberry shampoo with good results.
- This putty will dry out as your children play with it. Add another pump or more of soap to it to bring it to the desired consistency.
- This silly putty doesn't store well, but we've had some luck storing it for a couple of days in a sealed ziploc bag. Your results may vary, particularly depending upon the air humidity.


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Indonesia's forest fires are emerging as a global threat and driving a public health emergency. Seen through the eyes of locals, 'Forest fire families' portrays the devastation the fires and smoky haze have on ordinary people.
Indonesia's forests are the third largest in the world and its swamp-like peatlands are one of the world's biggest carbon stores. But decades of forest clearance to make way for industrial scale plantations is creating a tinderbox. Smoke from these fires add to air pollution and can be attributed to an average of 110,000 deaths per year. Business as usual cannot continue.
© Greenpeace
97 - 108 of 5649 results.


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Welcome to the CRG Discussion Forum!Forum registration problems: Make sure you enter your email correctly and you check your spam box first. *Then* email KurtS2@gmail for help.Classified ads are not allowed on the forum.
Just a quick response from a newby ..............I would have to disagree with Johns comments about the performance of Cross Ram manifold. We ran the manifold on our 67 Camaro in the Trans-Am series and although we didn't have a dyno we found the manifold to give us a real power boost probably at least 50 H.P.Here is a link to my partner Dennis and I putting the finishing touches on our 302 race engine that we ran circa 1969.By the way the complete set up with carbs cost us around $500 back in the dayhttp://satman.typepad.com/photos/the_transam_series/oie_jpg.html


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Lately an advisor can rarely open a trade publication without coming across at least one article focusing on succession planning. Most of these columns center on how dire the problem is with the hope being that couching lack of preparedness in such alarming terms will inspire advisors to action. Outside of recommendations to begin succession planning sooner, specific solutions are often in short supply.
Frankly, based on our research history we are guilty of perpetuating the succession fixation as well, citing in our recently released "2011 FA Insight Study of Advisory Firms: People and Pay" that lack of preparedness for succession presents "the greatest vulnerability for all firms." The latest FA Insight study goes further, however, in striving to identify why succession is such a serious challenge and recommending key areas of focus for advisors to improve their preparedness.
Aside from beginning the succession plan sooner, what specific actions should an advisor take? As they look toward someday leaving their businesses, advisors must consider upholding the quality of care of their clients as well as ensuring a smooth transition, in addition to transferring ownership shares.
According to our research, firm owners best positioned to work through all of these aspects of succession are those who have demonstrated the best people practices. How a firm manages and develops its team members plays a critically important role in preparing a firm for succession. The most successful firms deploy people in a way that builds an ongoing business concern that is bigger than one or two key individuals. As a result, these firms tend to have solid options for structuring an internal succession and are attractive to outside buyers as well.
Awareness and Preparedness Do Not Correlate
We will expand on some key people practices shortly, but let's first revisit some familiar territory regarding the severity of succession ill-preparedness. Our aim is to frame the situation in terms that will add new insight into the underlying factors behind this problem and increase appreciation for why people-related practices are such an important part of the succession solution.
While growing media coverage may be raising awareness of the succession issue, we are yet to see a visible increase in advisor preparedness. Figure 1, (see left), details advisors' woeful lack of readiness for confronting succession as reported in 2011. Nearly two-thirds of firms do not have an adequate succession plan in place. For nearly one in five firms, succession planning is not a priority. For a good share of other firms (28%), a plan is in place, but it is ineffective, typically because of difficulties in identifying a successor or securing financing for the successor's buy-in. What is most disturbing about these results is that despite the attention to the topic, succession preparedness has not improved. Responses to this same question in our 2009 study showed a similar distribution.
Even the industry's best firms, those we refer to as "Standouts" based on their record for generating income and growing revenue, are prone to underperformance as it relates to succession. Only a minority of Standout firms felt they were adequately prepared for succession, with the largest Standouts reporting the greatest challenges.
The most obvious consequence of a lack of an effective succession plan is a severely limited ability for owners to extract liquidity from their businesses upon retirement. Even owners targeting a firm sale to an external buyer are not immune. A firm is a much less desirable target without a ready succession plan in place. Additionally, the uncertainty introduced by lack of a succession plan will hamper firm growth. Recruiting and retention can suffer if owners cannot map a path to equity and demonstrate a clear future for team members. Similarly, clients may be reluctant to maintain relationships with a firm that cannot demonstrate a continuity of care that will outlive founding firm owners.
On the Edge of Crisis
Two related factors are combining to create a near-crisis situation as it relates to succession. First, firms and their founding owners have aged. Second, as owners' firms have grown over time, their original equity shares have become increasingly valuable and less affordable for the next generation of owners.
The widespread "graying" of the advisor population is well-documented. In the 2011 "People and Pay" study we found 18% of advisory firm owners to be within seven years of retirement and more than half (51%) were within 12 years. In another 2011 study that FA Insight prepared for the Financial Services Institute, 37% of broker-dealer-affiliated advisors were more than 55 years of age, up from 34% just two years prior.
This aging on its own is not surprising—we are yet to come across an individual alive today who fails to grow another year older on an annual basis. The cause for alarm, however, is rooted in an inability to develop new advisors and future ownership prospects at a rate that keeps pace with the wave of owners who are soon heading for the exits. As a result, advisory firm ownership is gradually becoming more concentrated (see Figure 2, above). By 2010, fewer than one in six advisory firm team members owned a 5% or more share in the firm.
Filling the Gap
It is no coincidence that the firms best prepared for succession also demonstrate superiority in managing and developing people. Because of their people practices, these firms have created options for internal succession and, by doing so, increased their appeal if the firm were to look to an external buyer as part of a succession solution.
Internally progressing a team member toward ownership is typically a firm's preferred succession path. Over the past two years, firms were nearly three times as likely to progress an existing employee into an owner/partner role as opposed to admitting an outside owner. All things equal, an internal succession is lower risk and less disruptive for clients as well as employees. The challenge is in identifying and developing an internal successor and structuring the buy-in over a period of time that is affordable.
Organizational Structure Forms the Foundation
To better understand what distinguishes the most prepared firms, we isolated the 34% of firms in the 2011 FA Insight study that indicated having an adequate succession plan in place. The differences between the people practices of firms with and without an adequate plan were striking. Our findings reveal that the foundation for successfully confronting succession is a firm's organizational structure. An effective organizational structure can provide a vital road map for grooming and progressing a new generation of firm owners.
Figure 3 displays a number of areas where those firms that are best prepared for succession outshine their counterparts with regard to organizational structure. For the properly prepared firm, management and staff are far more likely to be clear on their roles, responsibilities and reporting relationships. Most important, better prepared firms are more apt to maintain a future vision for their structures. This clear understanding of the distribution of current responsibilities and requirements for individual advancement and firm growth creates a fertile environment for developing succession candidates.
Best-prepared firms further enhance their pool of potential successors as well as the salability of their firms by more proactively developing their people. As shown in Figure 4, firms with an adequate succession plan report a greater propensity to have structured career paths, individual development plans and formal training programs.
Time to Take Action
In our view, transitioning control and management of the firm from founding owners to a new generation will prove to be the single most challenging issue for advisory firms over the coming decade. A lack of succession planning threatens shareholders' ability to realize liquidity. Additionally, without a proper plan, the continuity of client care and continued opportunity for the firm's employees are also at risk. Succession planning justifiably has earned a high profile. The time, however, is past due for the industry to move beyond simply framing the issue and to start implementing specific solutions.
More to Come
In the months ahead, Investment Advisor readers can look forward to additional articles that will further explore effective deployment of human capital within advisory firms. Future articles will further probe best practices as they relate to personnel development and transitioning equity. For more comprehensive human capital guidance, including detailed compensation and financial benchmarking data, readers are encouraged to order the complete "2011 FA Insight Study of Advisory Firms: People and Pay" at www.fainsight.com.