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Real estate capital follows innovation
JLL's report reveals innovation plays a key role in driving cities' economic growth by attracting investors and companies
CHICAGO, May 15, 2019 – JLL's (NYSE: JLL) latest research indicates that real estate capital flows to cities with the strongest innovation and talent characteristics. In addition to drawing capital, these tech-savvy cities with highly skilled workforces also attract corporations interested in hiring the best employees.
Capital follows innovation
Innovation-oriented cities have a strong competitive advantage in today's technology-driven world. Of the 109 cities analyzed, the nine leading global markets – Boston, London, New York, Paris, San Francisco, Seattle, San Jose, Sydney and Tokyo – accounted for around 37 percent of total annual real estate investment volumes over the past decade. Cities that rank just below these leaders, outperforming on either talent or innovation, have seen a significant uplift in transaction volumes since the global financial crisis. For example, real estate investments in Washington, DC, a talent-rich city, have grown by 260 percent while in Stuttgart, an innovation-centric city, volumes have almost tripled.
"Targeting innovative cities has now become an explicit part of investment strategies," says Carol Hodgson, Director, Global Research at JLL. "Our research also shows that innovation-centric cities appear to be more resilient to economic shocks. During the last downturn, these cities saw average real estate capital values fall less and bounce back more quickly. These include cities such as Seoul, Berlin and Chicago."
Attracting corporate occupiers
Like real estate investors, corporate occupiers also search for locations that have advanced innovation ecosystems. These cities sustain highly skilled workforces and are best placed to succeed in the future. The mature markets of Europe, the U.S. and Australia are the world leaders when it comes to talent. Cities like London, San Francisco, Washington, DC, San Jose and Seattle are home to cutting-edge universities along with well-qualified, growing populations.
For cost-conscious businesses, the most affordable hubs relative to their innovation and talent offerings are smaller cities like Austin, Helsinki and Melbourne. Second-tier Australian cities such as Brisbane and Perth also perform well, offering a significant discount with more attractive yields and rents up to 67 percent lower than in Sydney.
East versus west – the increasingly global nature of innovation
Although San Francisco is still the world's most tech-savvy metro area, U.S. cities no longer dominate in innovation. Three of the top five most innovative markets – Tokyo, Singapore and Beijing – are now in Asia Pacific.
Asian cities have made rapid progress toward developing sophisticated future-looking business ecosystems, while China's government is committed to bringing the country's higher education up to par with the U.S. and Europe. Shanghai, Shenzhen, Seoul and Bangalore continue to expand their capabilities and global reputations as leading tech hubs.
For more information, download the Innovation Geographies report here
Top 20 innovation geographies
JLL's Innovation Geographies study covers over 100 cities globally and tracks a broad range of factors to assess a city's innovation capacity and the relative strength of its talent pool. Innovation is defined by the level of foreign direct investment in high-tech industries; research and development expenditure; the number of patents awarded and venture capital activity. The strength of a city's talent pool is determined by its demographics, the quality of its higher education institutions, the proportion of people with a bachelor's degree and employment in high-tech industries.
About JLL
JLL (NYSE: JLL) is a leading professional services firm that specializes in real estate and investment management. Our vision is to reimagine the world of real estate, creating rewarding opportunities and amazing spaces where people can achieve their ambitions. In doing so, we will build a better tomorrow for our clients, our people and our communities. JLL is a Fortune 500 company with annual revenue of $16.3 billion, operations in over 80 countries and a global workforce of over 91,000 as of March 31, 2019. JLL is the brand name, and a registered trademark, of Jones Lang LaSalle Incorporated. For further information, visit jll.com.


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The state of the art travel package that lets you custom design up to 5 fabulous dream vacations from more than 50 top quality travel opportunities - all at a fraction of their retail cost.
Holiday Passports Silver regularly updates and adds new exciting destinations. We are constantly searching the world for the best vacations. Check out some of these fabulous destinations.

subset: commoncrawl


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Updated August 19, 2022 at 7:53 AM ET
RIGA, Latvia — Each year on May 9, Russia's Victory Day, thousands of Russian-speaking Latvians gather underneath this capital city's 24-story-tall Victory Monument to commemorate Soviet soldiers who died fighting Nazis in World War II.
"There is a concert, fireworks and marches. It's a huge celebration," says Riga resident Brigita Petrova.
But she says Russia's war in Ukraine cast a shadow over this year's celebration. "They lay flowers at this monument," she says, "but they're reckoning with how their homeland is bombing and killing people in Ukraine."
The city also seems conflicted. The morning after the holiday, Riga broke with tradition and sent a bulldozer to remove the flowers as quickly as it could. Hundreds among the city's ethnic Russian population responded by returning to lay more flowers at the monument, which then spurred protesters of Russia's war in Ukraine to arrive, resulting in clashes between the two groups that were later broken up by police. That led to the resignation of the country's interior minister.
The event prompted many Latvians to renew calls to destroy the monument, and a month later, Latvia's Parliament voted to do just that.
Petrova, one of the city's near quarter million ethnic Russians, thinks it's the right thing to do. "Previously I would have said 'no,' but given the war, I think yes, we should take it down," she says.
As Russian President Vladimir Putin's war in Ukraine rages on, former Soviet republics like Latvia, Estonia and Lithuania are contending with their history — and in many cases renouncing it, often by demolishing Soviet-era monuments. But none of the attempts loom as large as Latvia's plans to dismantle Riga's Victory Monument, which is exposing long-held tensions between Latvians and their large ethnic Russian minority.
Erasing history or a necessary act?
"This is silly. It's such a stupid decision," gripes Svetlana, a retired Russian-speaking resident of Riga who doesn't want to give her last name for fear of being targeted because of the controversy over the monument.
She says her country's reassessment of Russian memorials and street names is erasing valuable history.
"Each year, I'd come here with flowers and a portrait of my grandfather, who fought in the Soviet army, and was wounded," she says. "It's very sad to see what's happening to it now."
Svetlana stands across the street from the monument in Victory Park, whose grounds are now overgrown with weeds. The Monument to the Liberators of Soviet Latvia and Riga from the German Fascist Invaders is a 260-foot-tall concrete spire topped with a star. It was built in 1985, during the waning years of Soviet rule.
Since late May, the monument has been surrounded by a temporary wall patrolled around the clock by police. The city says it will dismantle the monument sometime before Nov. 15.
Ieva Berzina, a senior researcher at Latvia's National Defense Academy, says the ethnic Latvian majority of the country, who make up nearly two-thirds of the population, sees the monument as a symbol of the decades of harsh Soviet rule.
"For Latvians, it's a symbol of occupation and all the pain associated with that," she says. "For Russian speakers, it's commemoration of their ancestors that fought against Nazi Germany."
But Latvia's Defense Minister Artis Pabriks says those who want to remember war veterans, and their sacrifices, can do so at several other places. "Many people who support the continuous existence of such type of monument are simply pro-Putin people, because this monument is not a monument to fallen soldiers," says Pabriks. "This monument is not in a cemetery."
Instead, Pabriks calls Riga's Victory Monument an ideological symbol. "And of course, in the current situation where Russia is waging a more aggressive war against its neighbors, I think it's a legitimate question: Why do we keep any ideological monuments of occupation time in our country? What is the reason for this?" he says.
Fears of Russian retaliation
A poll by Latvia's public broadcaster LSM shows just 9% of the country's ethnic Russians support the demolition of the monument, compared with 72% of ethnic Latvians.
Christina, who doesn't give her surname due to the monument controversy, supports the demolition but worries that Putin may retaliate against Latvia. This week, Russian hackers conducted cyberattacks on Estonia's government after it removed Soviet-era monuments.
"Russia can take [the removal of monuments] and use it as some kind of tool or reason why they would react," she says. "Because, as you see, it's very hard to predict what is up in this guy's mind, if there is a mind."
She's also worried about protests at the monument once it is dismantled, but Riga city officials have kept the date of the monument's destruction secret in order to try to prevent things from getting further out of hand.
Janis Laizans contributed to this report from Riga.
Copyright 2022 NPR. To see more, visit https://www.npr.org.


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Maxwell Air Force Base and Gunter Annex
Maxwell Air Force Base Since its founding in 1918, Maxwell Air Force Base has evolved into one of the most unique military bases in the United States. It served as an Army Air Service repair depot in World War I, an aerial operations field in the 1920s, and home of the renowned Air Corps Tactical School (ACTS) for senior officer education and air-power doctrine and tactics in the 1930s. During World War II, Maxwell was the home of Headquarters Southeast Air Corps Training Center (SEATC), which was responsible for all U.S. Army Air Forces (AAF) operational training in the eastern United States. After World War II, Maxwell became the home of Air University (AU), the U.S. Air Force's educational center for non-commissioned and commissioned officer personnel, resuming and expanding the old ACTS mission. Today Maxwell continues as the home of Air University, the intellectual and leadership center of the United States Air Force (USAF).
Lt. William C. Maxwell As World War I loomed, the War Department decided to establish an engine and repair depot in Montgomery, Montgomery County, at the former site of the Wright Brothers' civilian flying school. Designated as Engine and Repair Depot No. 3, the facility was located just northwest of the city and serviced several southeastern army flight schools during the war. Unlike many of the post-war installations, the depot survived closure largely as a result of efforts by Alabama congressman Lister Hill. In 1922, the War Department changed the field's mission to that of an operations base and assigned it the Twenty-second Observation Squadron. On November 8, the base was renamed Maxwell Field in honor of Lt. William C. Maxwell, an Escambia County native killed in an aircraft accident in the Philippines. The Twenty-second Squadron's primary duty was that of reconnaissance support of Army ground units. In 1929, the squadron commander, Maj. Walter Weaver, responded to a call from Alabama governor Bibb Graves for aid after massive flooding in south Alabama and organized his planes and personnel to deliver food, clothing, and medical supplies to people isolated in the flood areas. The air drop was one of the first of its kind in aviation history.
Lister Hill at Maxwell Field Weaver also strengthened the base's ties with Montgomery civic leaders. In 1931, Congressman Hill succeeded in having the Air Corps Tactical School moved from Virginia to Maxwell Field. This school was the Army's advanced professional education institution for air officers and also served as an air-power think tank. The majority of the Army's most senior air officers in World War II would be graduates of the school. ACTS instructors developed a strategic concept of precision bombardment from long-range bombers flying at high altitudes in daylight that dominated Army air tactics during that war. Bomber advocates on the ACTS faculty also believed that long-range bombers, suitably armed, would not require pursuit planes to escort them. To the contrary, faculty pursuit-plane advocates, led by Maj. Claire Chennault, challenged this concept, contending that too many bombers would be lost without pursuit escort. The ACTS bomber champions carried the day, however.
Maxwell's economic importance to Montgomery was underscored by the Great Depression of the 1930s. The base became an important employer, and field personnel purchased goods and services in the city and spent money in Montgomery, and some resided in the local communities. As in most base towns, commissioned officers were accepted in the middle-class and elite circles, but enlisted men generally were not.
Walter Weaver After the outbreak of World War II in 1939, ACTS was phased out, and Maxwell became headquarters for all AAF operational training in the eastern United States. In 1940 Brig. Gen. Walter Weaver, SEACTC commanding officer, persuaded city leaders to lease the city's municipal airport to the Army so that Maxwell could become a second-phase (basic) flight-training field for aviation cadets. The new training facility was named Gunter Field after the recently deceased Montgomery mayor William A. Gunter.
On December 7, 1941, second lieutenants Gordon Sterling and Philip Rasmussen, recent graduates of Maxwell's final-phase flight-training school, were among a select group of Army pilots that engaged Japanese planes attacking Pearl Harbor. Each man shot down an enemy attacker, but Sterling was in turn shot down and killed. In 1944, First Lt. Leonard Travis Tobias from Montgomery, who had trained at both Maxwell and Gunter Fields, piloted a B-17 heavy bomber in the first AAF missions against Berlin. On one of these costly missions, which illuminated a fallacy in ACTS's self-defending bomber theory, Tobias died when his B-17 was shot down by German fighters. However, by 1944, the AAF in England had acquired a large number of long-range fighter planes. These planes, validating Chennault's ideas, soon shot down such a large number of German fighters and veteran pilots that it marked a turning point in the air war over Europe. Maxwell continued as headquarters for all AAF operational training in the eastern United States and served as a transitional training site for new crew members of the B-29 very heavy bombers, the type of aircraft that in August 1945 would drop atomic bombs on Japan.
Tuskegee Airmen at Ramitelli, Italy In 1941, Maxwell's General Weaver was ordered to organize an aviation cadet unit at Tuskegee to train America's first black military pilots in the history of the U.S. armed forces. Later known as the Tuskegee Airmen, this first all-black tactical air squadron, the Ninety-ninth, served in North Africa in 1943, flying in support of the Allied drive across the Mediterranean toward Italy. On July 2, Ninety-ninth Squadron planes escorted AAF bombers on a mission in Sicily to bomb enemy targets, but two planes were shot down, the first two U.S. black military pilots killed in combat. One of the two was Lt. Sherman White Jr. from Montgomery. The Tuskegee Airmen proved that African Americans were equally skilled at flying and fighting and helped pave the way for the post-war integration of the U. S. armed forces.
In World War II, both military and civilian women played new but important roles. Women of the newly created Women's Army Corps (WAC) were assigned to Maxwell and Gunter, but their jobs were limited primarily to file clerks and secretarial duties despite praise from commanders at both bases for their efficiency and skill. At both airfields, a few pilots of the Women's Air Force Service Pilots (WASPs) played a limited role in flight training. Many civilian women served as aircraft mechanics.
Glenn Miller at Maxwell Field Romances between local women and military males stationed at the local airfields were numerous. Young women from the community often attended dances and cadet graduation balls at both installations. Community members also enjoyed the presence of various celebrities who were stationed at one time or another at Maxwell, including former Big-Band luminary Capt. Glenn Miller. Very few black troops were stationed at Maxwell and Gunter, where they largely performed menial duties. Civilians who came from near and far to work at Maxwell and Gunter created a housing problem in the city. In both white and black communities, prostitution targeting mainly enlisted men persisted, in spite of the efforts by airfield and local authorities to prevent such activity. The financial contribution of the approximately 7,000 civilian employees at the two airfields combined with the purchasing power of the military to serve as the chief factor in ending the Great Depression in the Montgomery. The principal benefit to Montgomery's black community was an increase in low-wage employment at the two airfields.
Even before the end of the war in August 1945, plans were being developed for the development of an institution at Maxwell that would resemble the pre-war Air Corps Tactical School. The new school would operate on a larger scale as an advanced professional military education (PME) university on the Maxwell campus. It was given the name Air University (AU) in 1946, and its first commander was ACTS alumnus Maj. Gen. Muir S. Fairchild.
On September 3, 1946, Air University was formally dedicated at Maxwell. One of the speakers was Alabama senator Lister Hill, known as the "Godfather" of Maxwell for working to keep the base open and helping to bring both ACTS and AU to Maxwell. Senior colonels composed the student body of the Air War College (AWC), AU's crown jewel. Next in importance was the Air Command and Staff College (ACSC), whose students were majors and lieutenant colonels. Finally, the Squadron Officers School (SOS), the first in this three-tier PME system, was attended by captains. AWC's mission was to prepare its students for their roles in major commands of the U.S. Air Force (created in 1947) as air power strategists and senior commanders. ACSC's purpose was to prepare officers at the mid-level career point to lead groups and wings and hold other mid-level administrative responsibilities. The goal of SOS was to prepare junior officers to lead squadrons and serve in other low-level staff positions.
Air University Campus Air University evolved first as an institution influenced by air power as shaped in World War II, then by the Cold War and under the threat of nuclear annihilation, by air power in the Korean and Vietnam conflicts. In the early twenty-first century, the emphasis shifted to air power's role in confronting terrorism. AU grew materially from inadequate quarters, classrooms, and instructional technology into a campus that is as modern and up-to-date as those of any other in the U. S. armed forces. Construction of Maxwell's Academic Circle, Air University's primary education complex, began in the 1950s. Its centerpiece was the Air University Library, eventually one of several major libraries on a military installation. Also located at the site was the USAF Historical Research Agency, a support organization and repository for air-power scholars and AU students.
Enlisted Leaders Summit at Maxwell AFB Air University has faced challenges from without and within since its inception. For a time, many of the brightest Air Force colonels chose to attend the top PME schools of other services. Air University responded to this situation by increasing the number of distinguished civilian faculty, refocusing its curricula to emphasize fighting an air war, and creating an air war-gaming center. Scholarship was also reinforced and enhanced with the establishment of the School for Advanced Air Power Studies, which offered an accredited master's degree. Disagreement among the Air Force's senior leadership over the similarities and differences between education and training led to Air University's loss of major command (MAJCOM) status in 1978 and its placement under Air Training Command (ATC). Air University regained MAJCOM status in 1983 only to lose it again in 1993 and to once more become a subordinate organization of Air Training Command, later re-designated Air Education and Training Command (AETC). The following year AETC relocated its Officer Training School to Maxwell, where it joined with the Air Force Reserve Officer Training Corps as subordinate units of the newly created Air Force Officer Accessions and Training School. Maxwell was also home to the Ira C. Eaker College for Professional Development, the Center for Aerospace Doctrine, Research and Education, and HQ Civil Air Patrol–USAF. Tenant units at the base included the Air Force Historical Research Agency, Air force Doctrine Center, and the 908th Reserve Airlift Wing.
The Gunter Annex (formerly Gunter Air Force Base) is the home of the College of Enlisted Professional Military Education and its primary subordinate unit the Air Force Senior Noncommissioned Officer (NCO) Academy, the top PME school for NCOs. The Air Force Institute for Advanced Distributive Learning (essentially the former Extension Course Institute) is also located at this installation. In addition, Gunter serves as the host base for several tenant organizations, including the Standard Systems Group.
Maxwell AFB Grammar School, 1956 When the U.S. armed forces were officially integrated in 1948, all of the facilities at Maxwell quickly followed suit. A new Maxwell grammar school was the first integrated public school in the city. Prior to the well-known Montgomery Bus Boycott in 1955, some black and white airmen from Maxwell purposely created "incidents" on the city buses, with whites sitting in the rear and blacks in the front of the buses. During the 1970s, the women's movement helped increase the number of women serving in the armed forces, and women became an increasingly evident presence at both Maxwell and Gunter. The climax of the gender revolution at the base came when Brig. Gen. Susan Pamerleau became commandant of the Air Force Reserve Officer Training Corps (AFROTC) in 1995.
The Air Force presence has steadily increased as an important factor in Montgomery's economy, generating several million dollars in revenue each year. Air Force personnel are valued members of the community, and a number of military personnel retiring from Maxwell and Gunter have chosen to remain in the city. Retired Lt. Gen. Charles Cleveland, while serving as the AU commander, instituted in 1984 a Glenn Miller-style big-band concert to commemorate a 1942 Christmas Eve concert conducted by Miller in a Maxwell hangar. The Glenn Miller Holiday Concert has continued to be staged each Christmas season at a downtown venue, playing to packed houses of civilians and Air Force personnel stationed at Maxwell and Gunter Annex. Today Maxwell and Gunter employ more than 8,000 military and civilian personnel.
Further Reading
- Ennels, Jerome A., and Wesley Phillips Newton. The Wisdom of Eagles: A History of Maxwell Air Force Base. Montgomery, Ala.: River City Press, 2002.


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Gogsie died in 1949, not knowing that her dream would soon unravel. Her death gave Minnie license to plan a future more suitable to her personality. It took several years, but Minnie convinced Vincent to agree to a divorce by setting him up with his next wife, Brooke Marshall. Minnie remarried not for money but for compatibility—to the artist Jim Fosburgh.
Babe's marriage survived but had its difficulties. Bill was an amateur photographer, and from his many portraits of her, it is obvious he loved and admired her even when his behavior failed to show it. Babe and Bill's daughter, Kate, privately published a collection of those photographs in The Original Bill Paley, a book that rarely hits the resale market, a copy of which is presently available on the Nick Harvill Libraries website. [Postscript: it has since sold.]


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THE rapid global spread of COVID-19 has quickly eclipsed other recent epidemics in both size and scope.1 In addition to the deadly human toll and the disruption to millions of people's lives, the economic damage is already significant and far-reaching.
In the face of certain challenges and a still-uncertain set of risks, business leaders are rightly concerned about how their companies will be affected and what they have to do next. In the heat of the moment, there are a number of lessons from history that can be applied now. We have pooled the insights of Deloitte leaders in affected areas around the world to provide practical insights for chief executives and their leadership teams in taking appropriate action.
We recognize that companies are in different phases of dealing with the outbreak, and therefore the impacts vary by geography and sector. But regardless of the extent of the virus's impact on an organization, we believe there are five fundamental qualities of resilient leadership that distinguish successful CEOs as they guide their enterprises through the COVID-19 crisis:
Read the next article in the series
Explore more resources for resilient leaders
Connect with our COVID-19 client PMO for help at email@example.com
Learn more about connecting for a resilient world
Go straight to smart. Get the Deloitte Insights app
We believe that a typical crisis plays out over three time frames: respond, in which a company deals with the present situation and manages continuity; recover, during which a company learns and emerges stronger; and thrive, where the company prepares for and shapes the "next normal." CEOs have the substantial and added responsibility to nimbly consider all three time frames concurrently and allocate resources accordingly.
Within the framework of these broad imperatives, resilient leaders can take specific tactical steps to elevate these qualities during the current crisis, blunting its impact and helping their organizations emerge stronger. With the right approach, this crisis can become an opportunity to move forward and create even more value and positive societal impact, rather than just bounce back to the status quo.
Black swan events are unforeseen or unpredictable crises that often have extreme consequences. The outbreak of COVID-19 and its westward march across the globe has introduced a new kind of uncertainty:
An essential focus in a crisis is to recognize the impact the uncertainty is having on the people that drive the organization. At such times, emotional intelligence is critical. In everything they do during a crisis, resilient leaders express empathy and compassion for the human side of the upheaval—for example, acknowledging how radically their employees' personal priorities have shifted away from work to being concerned about family health, accommodating extended school closures, and absorbing the human angst of life-threatening uncertainty. Resilient leaders also encourage their people to adopt a calm and methodical approach to whatever happens next.
In everything they do during a crisis, resilient leaders express empathy and compassion for the human side of the upheaval.
The first priority should be safeguarding workers, ensuring their immediate health and safety, followed by their economic well-being. A survey of human capital policies and practices in China at the onset of the COVID-19 outbreak, conducted by Deloitte China in January 2020, revealed the following steps companies and not-for-profit organizations were considering in response:
Designing for the customer's heart starts with understanding how that heart may have changed dramatically from what you perceived before. Consider that in crisis, customers often revert down Maslow's Hierarchy of Needs to basic desires such as safety, security, and health. How does the nature and tone of your customer communications and the sensitivity of your customer experience need to shift in the midst of the COVID-19 crisis? Customers relish the same kindness and grace toward them that you show your workers—they are struggling through the crisis, too, and expect empathy. Simple things can be big things. UberEats is asking customers if they want food left at the door rather than passed by hand. Many airlines have emailed customers to describe their enhanced plane decontamination efforts. Some restaurants have encouraged their wait staff to visibly use hand sanitizer to assuage patron concerns.4
Yet for the sake of those same employees and customers—as well as creditors and investors—resilient leaders must stay vigilantly focused on protecting financial performance during and through the crisis ... and making hard, fact-based decisions. The adage "cash is king" is most real in the midst of an existential event. There are several critical steps in protecting performance:
Companies that have developed a downturn planning playbook have a head start, since many of the scenarios, projections, non-negotiables, and levers already have been articulated and may just need to be adjusted for present circumstances.
Yet amid the crisis, a company's purpose should remain steadfast: It's never negotiable. Purpose is where the head and the heart unite. While many organizations today have articulated a purpose beyond profit,5 purpose risks getting ignored in day-to-day decisions. In a recent survey, 79 percent of business leaders believe that an organization's purpose is central to business success, yet 68 percent said that purpose is not used as a guidepost in leadership decision-making processes within their organization.6
Making decisions that tie back to the organization's purpose is particularly important during a crisis, when companies are under increased pressure and stakeholders are paying close attention to every move. We know from research on purpose-driven organizations that they tend to thrive during challenging environments:
Amid the crisis, a company's purpose should remain steadfast: It's never negotiable.
Organizations in the middle of a crisis are faced with a flurry of urgent issues across what seems like innumerable fronts. Resilient leaders zero in on the most pressing of these, establishing priority areas that can quickly cascade.
Based on our analysis of the leading practices of multinational companies in business continuity planning, especially related to major emergency management of infectious atypical pneumonia, H1N1 influenza, Ebola hemorrhagic fever, and other major infectious diseases,10 we have identified a number of key actions resilient leaders can take that can be grouped into the following categories:
See the appendix, Action guide—putting the mission first, at the end of this article for detailed activities and priorities for each.
The recommendations in the action guide are further informed by Deloitte's on-the-ground experience serving clients and supporting Deloitte professionals in the China market (see sidebar, "Key learnings from leading companies in the Chinese market").
Command center. Leading companies in China established emergency response teams right away in order to assess the risks and formulate response strategies after conducting robust scenario planning, which significantly improved epidemic response mechanism and toolkits.
Talent and strategy. After the initial outbreak, companies began implementing flexible work arrangements for middle- and back-office staff in order to minimize onsite work while meeting basic operational requirements. With remote work capabilities being stress-tested, overall opportunities for improvement were identified and addressed. A digital employee health declaration system was also launched by some companies in order to track employee well-being and to comply with administrative reporting requirements.
Business continuity and financing. Companies immediately began to update/develop business continuity plans to understand contractual obligations, evaluate financial impacts and liquidity requirements, formulate debt restructuring plans, and optimize assets to help restore financial viability. Another core focus was to understand financial impacts across the entire value chain.
Supply chain. Companies in China accelerated investment in digital trading solutions to combat supply chain interruptions, overcome logistics and labor shortages, and get better visibility into local access limitations in order to ensure product supply for the domestic market. Operational agility and data quality were critical in supply chain scenario planning.
Customer engagement. Companies quickly moved to maintain open and ongoing lines of communication with their customers on the impacts of COVID-19 to the business and the emergency actions implemented. This approach of working in partnership has built confidence amid the uncertainty.
Digital capabilities. Companies are revisiting the current e-commerce landscape and developing digital road maps for the short, medium, and long term. Companies realized that digital capabilities needed to be implemented across the entire organization in order to embed resilience. Some leading companies in the service industry promoted "no touch" experiences in order to shift away from brick-and-mortar presence.
Apple provides an integrated case study. Its decision to close retail stores in affected areas11 demonstrates a number of these principles:
Finally, Apple's bold decision-making demonstrates the courage inherent in Aim for speed over elegance, the next quality we discuss.
Perfect is the enemy of good, especially during crises when prompt action is required. Most companies do not have the infrastructure to deliver perfect information or data, in real time, on operations that could be affected during an epidemic. There will be many "known unknowns" in the days and weeks ahead. Are you ready to accept that you'll need to act with imperfect information? Collect as much proxy data as you can to inform your decisions so you're not flying blind. When the crisis is over, you will have the opportunity to conduct a thorough review to see how to improve information quality in future crises—but during this one, you will likely have to set aside that kind of analysis.
Perfect is the enemy of good, especially during crises when prompt action is required.
As leaders confront situations that were never anticipated, this is also a time to encourage more initiative and decision rights at all levels of the organization, trusting that the teams and individuals who are deeply embedded in a specific context may be in the best position to come up with creative approaches to addressing unanticipated needs. Make the objective clear, but allow more flexible local autonomy. To achieve the overall objective of reducing disease transmission risk in its stores, for instance, one coffee shop chain gave store leadership the flexibility to reconfigure tables to maintain social distancing.13 The key, of course, is to ensure that all workers are clear on the objectives that matter and the guardrails that cannot be crossed. This approach may have value beyond the current crisis as organizations learn to conduct business in more and more uncertain times.
As we have seen, there is a fine balance between communicating in advance of having all of the facts and being late to comment. We have seen leading companies adopt a policy of shorter, more frequent communications based on what they do know and filling in details later. In the absence of a narrative from you, your teams and stakeholders may start to fill the void with misinformation and assumptions. Setting a regular cadence with a clear voice is critical. Incomplete or conflicting communications can slow the organization's response rather than providing better guidance.
In a time of crisis, trust is paramount. This simple formula emphasizes the key elements of trust for individuals and for organizations:
Trust = Transparency + Relationship + Experience
Trust starts with transparency: telling what you know and admitting what you don't. Trust is also a function of relationships: some level of "knowing" each other among you and your employees, your customers, and your ecosystem. And lastly, it also depends on experience: Do you reliably do what you say? In times of growing uncertainty, trust is increasingly built by demonstrating an ability to address unanticipated situations and a steady commitment to address the needs of all stakeholders in the best way possible.
It's also important to recognize and address the emotions of all stakeholders. This is not just about charts and numbers. Narratives can be powerful ways to acknowledge the fears that naturally surface in times of crisis, while at the same time framing the opportunity that can be achieved if stakeholders come together and commit to overcoming the challenges that stand in the way.
In the midst of crisis, Marshall McLuhan's famous observation that "the medium is the message" rings even more true. Many psychologists assert that the majority of communication is nonverbal. Emails, texts, and tweets miss the voice intonation, eye contact, and body language essential to trust-building communications. Encourage the use of video—especially to connect emotionally with your teams—instead of emails and other forms of communication. Just as you may feel overwhelmed by your inbox, so do your employees.
This is not just about charts and numbers. Narratives can be powerful ways to acknowledge the fears that naturally surface in times of crisis, while at the same time framing the opportunity that can be achieved if stakeholders come together and commit to overcoming the challenges that stand in the way.
Any period of volatility can create opportunities that businesses can leverage if they are prepared. In the case of the COVID-19 outbreak, organizations that take a more assertive and longer-term approach can spark innovations that will define the "next normal."
A Harvard Business Review assessment of corporate performance during the past three recessions found that, of the 4,700 firms studied, those that cut costs fastest and deepest had the lowest probability of outperforming competitors after the economy recovered.14 In other words, the group most likely to emerge from the recession as winners were those that struck the right balance between short- and long-term strategies by investing comprehensively in the future while selectively reducing costs to survive the recession.15 While the importance of this balance may appear obvious when the economy is strong, amid the pressures of a downturn, companies are particularly susceptible to a short-term mindset.
COVID-19 is likely to accelerate fundamental and structural changes that were inevitable in any case—but are now likely to occur far faster than they would otherwise. Consider that the "virtualization" of work—undertaken from home or elsewhere, with remote collaboration and reduced travel for physical colocation—has been evolving steadily. Today, all around the world, businesses—and their talent—are learning to communicate, collaborate, and coordinate on virtual platforms, and understanding the increased efficacy and efficiency such modalities of work can provide. Virtual work and collaboration tools are likely to create a booming new market space.
The necessity of operating differently gives businesses the opportunity to understand what they can do.
These structural changes also may require you to alter your strategy and planning. For instance, if you shift your staffing model to allow more telecommuting or remote work, how could that affect your real estate portfolio? Are there cost savings you can achieve by shrinking your organization's physical footprint? What sort of new liabilities or challenges might develop if you adopt a decentralized work model? Will you need stronger cybersecurity protocols? What changes will you need to make to management training and communication policies to run a more distributed workforce? What upgrades are required for video conferencing and network availability?
The necessity of operating differently gives businesses the opportunity to understand what they can do. One company, for example, tested the ability of its finance staff to perform their monthly close while working from home to determine if the company could meet its quarterly financial reporting requirements if conditions persisted.16 Once you discover that you can do things differently, you may want to consider whether you should continue doing so.
Shaping strategies can become a significant source of new value creation emerging from unanticipated crises.17 The market shapers—those that shape the future of their industry rather than adapt to it—will emerge stronger. Companies emerging from this crisis and shifting into the "thrive" time frame will take part in this reinvention, either by identifying and solving for new opportunities, aligning themselves with the future-shapers of their industry, or actually becoming the nexus of the next ecosystem while their competitors focus on the crisis.
Consider the promise of additive manufacturing. Although 3D printing has been growing, existing global supply chains and the wage arbitrage opportunities they provide have provided powerful economic advantages. The status quo has already been tested by growing geopolitical tensions and protectionism, and growing concern about carbon footprints. Now add the impacts of COVID-19, and it is easy to anticipate huge investments in new additive manufacturing technologies that bring production back much closer to consumption—creating entirely new markets to be shaped.
Likewise, structural market changes and newly shaped markets prompt new business models. Imagine the creation of public-private partnerships to provide redundant infrastructure in a particular geography—an initiative at least one government agency already has sponsored in anticipation of circumstances such as these.18 How will emerging trends, structural changes, and new markets redefine how your company and industry will be organized tomorrow?
For example, many have long realized that education was ripe for significant changes enabled by digital technologies. With over 290 million students out of school globally due to COVID-19, according to the United Nations,19 the demand for online offerings, curricula, and platforms will likely accelerate. Yet some universities and faculty are just beginning to improvise remote offerings.20 Designing around the massive COVID-19 constraint demonstrates the real promise of potentially revolutionary changes in how we structure, locate, and operate our approaches to learning—which are likely to lead to dynamic new market-making opportunities in this area as well.
How will emerging trends, structural changes, and new markets redefine how your company and industry will be organized tomorrow?
As another example, consider the growth in adoption of AI and robotics, which already are playing a key role in detecting and treating COVID-19. AI-equipped tools are scanning social media to analyze virus progression in real time, recognizing viral pneumonia in chest CT scans 45 times faster than humans with 96 percent accuracy, and conducting molecular synthesis and validation in days rather than months or years.21 Meanwhile, robots are disinfecting quarantined patient rooms to reduce possible transmission.22 AI also could accelerate drug discovery, preclinical drug development, and phase 1 clinical trials in which safety and toxicity could be tested with DNA-on-a-chip. Imagine how future health care models might change if the typical decade-long pharmaceutical research and development cycle could be slashed by over half. What's more, post-COVID shifts in popular opinion could suddenly enable changes in the regulatory framework concerning fast-track approvals.
COVID-19 is a crucible within which resilient leadership is refined. Acting without perfect information, often with only a few hours or days to spare, CEOs will have to guide their organizations through myriad decisions and challenges, with significant implications for their company's whole system—employees, customers, clients, financial partners, suppliers, investors, and other stakeholders—as well as for society as a whole.
Clarity of thinking, communications, and decision-making will be at a premium. Those CEOs who can best exhibit this clarity—and lead from the heart and the head—will inspire their organizations to persevere through this crisis, positioning their brand to emerge in a better place, prepared for whatever may come. Crises like these, with deep challenges to be navigated, will also lead to opportunities for learning and deepening trust with all stakeholders, while equipping organizations for a step change that creates more value not just for shareholders, but for society as a whole.
Most organizations in the affected regions have launched some form of crisis response unit, either as a result of a preestablished crisis response plan or on an ad hoc basis, in order to gain an enterprisewide understanding of the impact and coordinate their efforts across functions. Subteams have been created to manage specific workstreams such as communications, legal, finance, and operations. They are operating with a clear mandate provided by executive management and have been empowered to make swift decisions in the areas that follow.
Such a command center doesn't have to be entirely on the defensive: It can also help to break traditional orthodoxies. Airlines that are canceling flights, for example, are making the downtime more productive by prioritizing scheduled maintenance for grounded aircraft—and reallocating larger planes to space-constrained routes—enabling them to make more efficient use of resources.23
Such a command center doesn't have to be entirely on the defensive: It can also help to break traditional orthodoxies.
The key to supporting your talent while they support your strategy involves focusing on the work, the workforce, and the workplace.24
First, evaluate the actual work of your company and how it might be changed. Resilient leaders rapidly assess what work is mission-critical and what can be deferred or deprioritized, and then help teams understand where their focus needs to be (including what work is not strategically critical). Allow your people to focus on the most important tasks and empower teams to be creative in how they deliver nonessential work in ways that minimize unnecessary risk or exposure to your employees and your customers. Where work has to be onsite, evaluate what safeguards can be put in place, such as revised cleaning protocols or personal protective equipment.
The next focus is the workforce. The most effective plans encompass employees—as well as contractors, vendors, partners, and unions—who need to be included to keep the entire workforce safe. Address the immediate COVID-19-related human needs for information, including education on COVID-19 symptoms and prevention and access to employee assistance resources. As the work itself contracts and/or expands, ensure that you have operational plans for site disruption and reactivation, including communicating to affected employees. While assessing possible changes to leave policies (such as for employees caring for affected family members), also prepare for potentially higher absenteeism, lower productivity, and even work refusal until the situation ultimately normalizes post-crisis.
The workplace and its culture are also critical. Companies need to prepare worksites for containment and contamination, and ensure the safety of working environments by thoroughly cleaning and disinfecting workplaces. In the event that an employee is suspected of being infected with COVID-19, a clear process must be in place for adhering to local health care requirements for isolating and/or treating the employee at the facility.
COVID-19 may fundamentally change the culture of the workplace, how you distribute work and deploy your workforce, and how you engage your people. In the longer term, this situation may present an opportunity to think about how you elevate communications, create a more resilient workforce, and build more focus on health and well-being.
In almost every financial crisis, preservation of cash and liquidity is a top priority. When challenges impact all industries simultaneously, even the most financially stable can struggle. For example, companies with strong balance sheets in the 2008–2009 recession were among the many that still experienced liquidity constraints when commercial paper markets were suddenly interrupted. In some cases, this compromised their ability to meet basic short-term obligations.
The current crisis will be no exception, and it could even be more trying for many. A large number of companies now face weeks, if not months, of disrupted markets. For many industries—such as travel and hospitality—the revenue lost during this period may be permanent, rather than made up later. That's putting sudden, unanticipated pressure on working capital lines and liquidity.
Some companies may be able to maintain adequate flexibility by making drawdowns on their revolving credit facilities. Others are finding that they need to approach their banks to arrange temporarily larger facilities and/or covenant resets/waivers. Such efforts could prove unsuccessful, however, since banks may have reached their risk tolerance limits for a single credit. Revolving credit facilities may be frozen due to covenant limits and/or cross-defaults. Security packages hastily assembled to support new funding may be insufficient due to limited collateral availability or prolonged economic distress. Or companies may be looking for a highly customized, rolling short-term facility on terms that do not naturally fit into a bank's standard product suite.
Beyond immediate cash needs, the finance function also must respond to potential accounting and financial reporting implications—if they can even get their books closed and/or audits completed in affected areas. For instance, some corporations implementing first-ever (and quite appropriate) remote work arrangements may face unexpected tax challenges when they are paying employees in a different local tax jurisdiction than their main office.
Any major disruption in China can significantly affect global supply chains. The COVID-19 crisis highlights the ripple effects of this dependency: More than 90 percent of Fortune 1000 companies had Tier 1 and/or Tier 2 suppliers in the most-affected China provinces.25
A decades-long focus on supply chain optimization to minimize costs, reduce inventories, and drive up asset utilization has improved many companies' supply chain efficiency. But COVID-19 illustrates that many companies are not fully aware of the vulnerability of their supply chain relationships to global shocks when optimizing for efficiency over resilience. Further, COVID-19 demonstrates that a global outbreak can have much longer-lasting impacts than a local epidemic on a supply chain, which endures foreshocks and aftershocks as hot spots evolve around the globe.
Without a comprehensive plan or playbook—and most organizations lack one for addressing a global outbreak—companies can overadjust, causing greater disruption and incurring unnecessary expenses. For example, some companies have responded to the COVID-19 crisis by imposing across-the-board inventory increases out of fear of running short of necessary supplies.26 Such decisions need to thoughtfully consider the unintended consequences and shocks. For example, a bulge in retail apparel inventory concurrent with a rapid drop in consumer spending can exacerbate cash needs.
See the sidebar "Strengthening the supply chain" for important actions to consider to strengthen your global supply chain.
Supply side: For companies that produce, distribute, or source from suppliers in affected areas, steps may include:
Demand side: For companies that sell products or commodities to affected areas, steps may include:
Inside: For companies that operate or have business relationships in affected areas, steps may include:
• Educate employees on COVID-19 symptoms and prevention
• Reinforce screening protocols
• Prepare for increased absenteeism
• Restrict nonessential travel and promote flexible working arrangements
• Align IT systems and support to evolving work requirements
• Prepare succession plans for key executive positions
• Focus on cash flow
This is a critical moment that matters in the relationship with your customers, and it is a time for your company's brand to lead. Customer needs can shift dramatically during crises such as this one, often from the rational to the emotional, and it is important for companies to intercept that shift. A study of consumer behavior found that a business's traditional customer segments are at risk during a downturn, as their purchasing behavior is driven more by their emotional response to the economic volatility than by the characteristics businesses typically consider when defining their customer segments.27
Particularly important is to take care to consider how your own sales efforts will appear. If you're going to offer price cuts or marketing promotions, some might see that as an attempt to capitalize on a crisis—or worse, undermine public health efforts to encourage people to stay out of stores and other public places. Look at other benefits you can offer customers that help to sustain the customer relationship. For example, some hospitality companies are deferring the expiration of loyalty points.28
Recommendations for "social distancing" have led organizations to expand their operations in the virtual, digital sphere. For many, this means asking their workforce to work from home. If you are preparing for increased remote work, ensure that the organization has the technology capacity to support it. Bandwidth, VPN infrastructure, authentication and access control mechanisms, and security tools all must be able to support peak traffic demands. Provide VPN/remote access to contractors and third parties who are supporting critical services, and purchase additional licenses for collaboration tools.
The sudden increase in online activity can have big implications on system stability, network robustness, and data security, especially in parts of the world where telecom and systems infrastructure are not as well developed. Companies will need to act quickly to ensure they have the systems, and support staff, in place to ensure smooth operation as the workplace and workforce evolves.29 Also consider the often-overlooked impact of such arrangements on employees who may feel socially isolated—or the potential loss of innovation when you limit in-person interaction.
If you're going to disperse your workforce remotely, make sure you have the protections in place to safeguard your networks and data.
A particular concern is that cyber risk multiplies when the workforce is suddenly distributed. Although many companies may be set up for remote work, far fewer have the proper cybersecurity protocols in place. Since the crisis began, phishing scams and other attacks have been on the rise, targeting employees working from home … from the coffee shop … from any open network.30 If you're going to disperse your workforce remotely, make sure you have the protections in place to safeguard your networks and data.
Maintaining customer connections virtually amid shifting behaviors also has challenges. As COVID-19 fears rose in the United States in early March, online sales increased 52 percent year over year, and the number of online shoppers increased 8.8 percent.31 While retailers may want to move more sales online to offset declining store traffic, they should ensure that their team has tested a scaled capability before making such a shift. Providing substandard service could do more damage to your brand long-term than the lost sales in the short term.
Finally, as new business models emerge from the crisis, can you become the nexus of a new, emerging ecosystem that's built for the "next normal"?
Most companies' networks—suppliers, vendors, customers, investors, employees, and other stakeholders—have grown exponentially since the last economic downturn. In a crisis, these massive global ecosystems add another layer of complexity and potential vulnerabilities—but they can also offer opportunities. Questions to consider include:
Finally, as new business models emerge from the crisis, can you become the nexus of a new, emerging ecosystem that's built for the "next normal"?
For a broader set of Deloitte insights into responding to COVID-19, please visit our dedicated COVID-19 website.


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SAN FRANCISCO (AP) — California wildlife regulators are proposing a ban on contests that reward hunters who kill coyotes and other predators.
The California Fish & Game Commission this week issued a proposed rule that would make it illegal offer a prize, inducement or reward for killing predators, according to the San Francisco Chronicle.
The 3-2 vote opens a public comment period that will end Aug. 6, when the commission is expected to make a final decision on the proposal.
The commission received about 13,000 letters and emails from wildlife advocates calling for an end to the indiscriminate killing of coyotes and other predators.
"This vote brings us one step closer to reforming how predators are managed in this state," said Camilla Fox, executive director of the advocacy group Project Coyote, which submitted the petition asking for the law. "Most people are shocked to learn that it is legal to kill coyotes, foxes, bobcats and other wildlife as part of a tournament for prizes and recreational fun."
Conservationists have been demanding action after learning about an annual three-day coyote hunt held each February in Modoc County in northeastern California.
Ranchers say they need to manage coyotes because they are responsible for the vast majority of livestock deaths.
But conservationists say hunting coyotes doesn't reduce their numbers, pointing to studies that show coyotes breed more often and have more puppies when pack leaders are killed. The leaders, or alphas, are the only males that mate in a coyote pack, but when they are killed underlings get a chance to reproduce.
Information from: San Francisco Chronicle, www.sfgate.com


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Protection of Personal Data
The objective of this policy is to protect personal data of KOLORKİM within the scope of Personal Data Protection Act(PDPA) published in the Official Gazette of April 7, 2016 No. 29677 and General Data Protection Regulation(GDPR) of 25 May, 2018 being valid both within the EU and outside the EU borders. Our policy, as specified, is accordant with current national and international legislation.
With the aim of fulfilling contractual obligations in regard to the services we provide for our customers, we, as KOLORKİM, collect your personal data to serve you faster and with higher quality and process this data when required. When necessary, your personal data can be shared with our business partners and suppliers, on condition of taking all necessary precautions and sharing only required quantity to run the business and perform the operations.
Our company is aware of the responsibilities towards personal data protection which is issued primarily as a constitutional right and finds an expression in the miscellaneous laws, and securing constitutionally. As required by this awareness, we pay attention to use your personal data commended to us by you safely and pursuant to its purpose.
These terms of use designate the rules of processing and protection all personal data managed by KOLORKİM. Along with the fact that this data may be the data provided by you during the relevant operation or the application, it is the data which is created during the performance of operation even if the data collected from third parties like your employer, payment supplier who transmit your data to us isn't represented clearly to us.
First of all, we want to explain that your personal data shared by you within the specified scope is transmitted to us with your explicit and provable confirmation. Any data belonging to someone can't be collected from us and shared.
Apart from that, the explanations of the following questions and informing about processing and using this data are within the scope;
- Which data is gathered?
- Why is it gathered?
- How is it gathered?
- To what purpose and under what conditions do we share data and what are the exceptions of sharing without your consent?
- How do you get access to your information?
- How do you establish control of your information?
- Do you have a right to be forgotten?
- What are the precautions against processing illegal?
1. Which personal data do we collect? We do not collect ''Special Quality Personal Data'' from you. Only to serve you, your name, last name and contact information (phone number, e-mail address and your location) is collected with your consent.
2. Why do we collect this information? We collect this information with the aim of providing our services and informing you about our services.
3. How do we collect it? When you fill up contact form and career form and sign up to KOLORKİM's bulletin, in case of asking questions to us, as well as raffling or joining to questionnaires and visiting our website, your personal data can be collected.
4. To what purpose and under what conditions do we share it? KOLORKİM processes the data obligatory to fulfill contractual obligations and/or within the scope of PDPA and GPDR and for the rights to be used. As required by 5/2 article of PDPA, the processing data can be shared in case of existence of the following exceptions. These exceptions are not tributary to the consent of data subject:
a) Clearly envisaged in the laws.
b) Obligation of the person who is in the position of not being able to give his/her consent due to actual impossibility or whose consent isn't validated juristically to protect his/her own or another person's life or body integrity.
c) Necessity of processing of personal data belonging to contracting parties on condition of being related directly to a contract establishment or performance.
ç) Obligation of data controller for being able to meeting his/her legal obligation.
d) Being made the relevant person public by him/herself.
e) Obligation of data processing for establishment, use or protection of a right.
f) Obligation of data processing for legitimate interests of data controller on condition of not harming fundamental rights and freedoms of relevant person.
Because there is no necessity for the explicit consent of the data subject to be able to process data in such cases, as the data subject, you don't have the right to destroy the relevant data until the relevant reason of exception lose its validity. You can request to destroy your processed data in case of the fact that above mentioned cases don't exist or although they exist before, they disappear now, for an instance, in case of ending the service that you have benefited and disappearing the case which requires processing of data by law. You can apply for KOLORKİM for this request. Our e-mail address:
5. How do you reach your information? As the relevant law has determined as fundamental principles, the fundamental principle of KOLORKİM regarding this issue is to process required data as long as required, as well as preparing a substructure allowing only required people to access and taking all necessary precautions for the data protection. The precautions taken against this issue and operations are notified to the registry of data controllers as required by legislation and registry is open to the general public. It is possible to access it on www.kvkk.gov.tr .
6. To what purpose and under what conditions do we share and what are the exceptions of sharing without your consent? The following answers have been referred to in article 11 of PDPA:
ARTICLE 11- (1) Everyone, by consulting data controller, has the rights for himself/herself;
a) To be informed of whether personal data is processed or not,
b) If their personal data is processed, to request information related to it,
c) To be informed of the purpose of processing personal data and whether it is used pursuant to the purpose or not,
ç) To be informed of third parties to whom data is transmitted in the domestic area or abroad,
d) In case of missing or misprocessed personal data, to request to be corrected them,
7. Whether you have a right to request data erasure? While we are continuing serving you, you can request to data erasure by applying for designated communication channels whenever you want.
8. What are the precautions against processing unlawfully? As the data controller, our company is responsible for the data protection and storage. As required by PDPA, information of data controller, representative and contact person is as follows:
Data controller: Kolorkim Kimya San. Tic. Ltd. Şti.
Representative: Selma Tuncer Şahin
Contact person: Selma Tuncer Şahin firstname.lastname@example.com
In case of incompatibility between PDPA, other relevant legislation provisions and this policy, firstly relevant provisions of PDPA and GDPR will be carried out. This Terms of Personal Data Protection and Use has been prepared by KOLORKİM management.


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If you've ever yearned to visit Aspen, this is the time. Aspen is hot right now, fresh off the X Games, because it's just opened its first sidecountry terrain (see below). The revamped Limelight Hotel is also making headlines for having the coolest après ski spot in town. If you crave adventure and think Aspen is out of your budget, time to reconsider: the hardcore outdoor opps are boundless, regardless of season.
Aspen's got some of the best downhill skiing, lift-accessed extreme terrain, and parks-and-pipes in the country, even if lift prices are stiff. The key is to cash in on the incredible hotel/ski packages on offer at places like the Limelight or The Little Nell, or bunk at some of the surprising budget options in the area.
New this year is sidecountry terrain at Snowmass. The Burnt Mountain Expansion has added on 230 acres, bringing total skiable acreage to 3,362 – making it the second largest ski area in the state. The Roaring Fork Valley, which includes all four mountains of Aspen/Snowmass (Aspen, Aspen Highlands, Buttermilk, and Snowmass – the latter has a whopping 21 lifts), has some of Colorado's best scenery, as well as a free, 60-mile Nordic trail system. You can also cross-country ski 18 miles down-valley, from Aspen to Basalt on the Rio Grande Trail (take the bus back if you're tired).
If adventure is your thing, however, you're going to want to head into the backcountry. Get your adrenaline pumping by mountaineering, ice-climbing (beginners can try this sport out at a waterfall just 10 minutes from downtown Aspen), or skiing/riding in the Maroon Bells Wilderness. For an overnight trip, cross-country ski to one of the historic 10th Mountain Division Huts (some are even accessible via chairlift, although they're still in what's considered backcountry).
If you're in need of a not-too-tame recovery day, try taking a Snowcat Dinner Ride, or take a horse-drawn sleigh out to Pine Creek Cookhouse.
Limelight Hotel: Formerly known as Limelight Lodge, Aspen's sweetest, sleekest remodel, completed in 2010, this boutique property is just yards from the slopes. Sunny, spacious rooms are tasteful and subdued to better let the mountain take center stage.
The lobby, however, is the newest hot spot in town. Guests can avail themselves of the all-inclusive breakfast (think smoked salmon, waffles, and housemade granola), but après-ski locals, guests, and tourists alike descend for Aspen's longest happy hour (3-7 p.m.), which includes free cookies and other snacks, $10 pizzas, drink specials and live music. Pet-friendly, wheelchair accessible, and kitchenette rooms available. From $285.
limelighthotel.com 335 S. Monarch Street
St. Moritz Lodge: Even if you're not on a budget (but, let's face it, all those toys cost a fortune, and you're not planning to spend much time in your room, now are you?), this classic ski chalet is a cheerful slice of '70s kitsch. With clean, bright rooms ranging from dorms to private rooms with or without shared bath or kitchenettes, the St. Moritz is the best deal in the Valley, and beloved for its friendly, homey atmosphere and plentiful free Continental breakfasts. And while you'll definitely find the expected international backpackers and their ilk, the majority of the clientele is more aging ski bum and bohemian ski bunny. This is Aspen, after all. From $44.
stmoritzlodge.com 334 W. Hyman Avenue
Aspenalt Lodge, Basalt: If you have a car or don't mind taking the shuttle, one of the Roaring Fork Valley's best-kept secrets is this no-frills hotel located right on the Frying Pan River (there's an outdoor hot tub, too). Basalt is a sweet little town, and one of the Valley's most desirable (and tourist-free) places to live, thanks to the multitude of outdoorsy activities out the back door. The lodge is 20 minutes down-valley from Aspen; the RFTA transit stop is one block away and costs four dollars, one-way. From $99.
aspenalt.com 157 Basalt Center Circle, Basalt
Eat and Drink
Louis' Swiss Bakery: Aspenites all know and love this old-school-style bakery, tucked within the ABC (Aspen Business Center) across from the airport. Swiss immigrant/skilled baker/rancher Felix Tornare turns out buttery pastry and the best meat pies (made with his grass-finished beef) on this side of the UK. The breakfast burritos are also the bomb, and provide all the fuel you need for a day on the slopes.
No website, closed Sundays; 400 Aspen Airport Business Center
The Meatball Shack: Since opening last June, this casual eatery and bar has been drawing crowds because it's a hell of a bargain. Two heaping plates of delicious pasta (with meatballs, of course) and drinks will set you back just $50, and in Aspen, that's not too shabby for a meal at a place with cloth napkins. Service is warm, the drinks are strong, and daily specials run the gamut from ribeye steak to sandwiches.
themeatballshack.com 312 S. Mill Street
Ajax Tavern: Located on the upper deck of The Little Nell Hotel, and steps from the Gondola, this is the spot to scope celebs if you care about that kind of thing. More important, it's got a killer view, and the best après ski deal in town: a juicy burger served with Ajax's famously addictive fries and a beer for just $15.
ajaxtavernaspen.com 685 E. Durant Avenue
Chefs Club: Aspen's packed with great restaurants, but if you want to go big, this innovative, 8-month-old restaurant in the St. Regis Hotel is the place to do it. The menu changes seasonally, and is designed by a rotating cast of former Food & Wine Best New Chefs (Aspen is home to the famous FOOD & WINE Classic, held every June). Whether you order a la carte or spring for the tasting menu, be prepared to dine very well. If nothing else, have a drink; top mixologist Jim Meehan of New York's PDT designs the seasonal cocktail menu, and you won't be disappointed.
chefsclubaspen.com 315 E. Dean Street
Aspen/Pitkin County Airport has daily non-stop flights from Los Angeles, Dallas, Denver and Chicago. From Denver International Airport, it's approximately a 3.5-hour drive to Glenwood Springs on I-70; Colorado Mountain Express also provides round-trip transportation from DIA.
Adventure Tip
Best get up before the sun if you want to be the first to carve tracks in the backcountry; you're going to have competition in this neck of the woods. Remember, safety first: never head out without telling someone where you're headed (ideally, take a buddy with you), and carry an avalanche beacon, probe and shovel.
[Photo credit: Flickr user a4gpa]


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Ricoh MP5120A DVD+RW
1. Ricoh enters the DVD Recording with the first DVD+RW recorder!
Review Pages
2. The drive
3. CD Data Tests
4. RW reading tests
5. DAE Tests
6. CDR Tests
7. The Attached Software - Page 1
8. The Attached Software - Page 2
9. Background Formatting
10. Nero and DVD+RW format
11. RW Writing Tests
12. DVD Tests
13. Conclusion
Ricoh MP5120A IDE DVD+RW - Page 1
Ricoh enters the DVD Recording with the first DVD+RW recorder!
- Introduction
DVD recording has been something that users kept dreaming for a long time
now. The increased storage capacity among with the option to create DVDs working
at stand alone players is the strongest points of the DVD format.
During the evolution of DVD recording, 8 companies offered an alternative solution for DVD recording under the name of "DVD+RW". DVD+RW has been standardized by 'DVD+RW Alliance' that consists of eight companies including those recently promoted CD-R/RW: Sony (Japan), Dell Computer (USA), Thomson Multimedia (France), Hewlett-Packard (USA), Philips (Netherlands), Mitsubishi Chemical (Japan), Yamaha (Japan), and Ricoh (Japan).
The 8 companies promises ultimate performance among with maximum compatibility: "...Recent technological advances, including Broad-band communication, have brought about the need for larger storage capacity of recording media. PCs are becoming a remarkably popular means of viewing TV programs. We see that more opportunities to process even larger information/data will lead to various needs for removable, large-capacity media that enable seamless data exchange between PCs and AV appliances. DVD+RW is the rewritable DVD standard with capacity of 4.7 GB to take all the needs into reality..."
- DVD+RW: Physical format
DVD+RW at a glance:
- Single-sided (4.7 GB) and double-sided (9.4GB) discs option
- Uses a bare disc - no cartridge required
- 650 nm laser (numerical aperture 0.65)
- Constant linear data density
- CLV and CAV recording
- Write speeds from 1x to 2.4x DVD-Video data rates
- Defect management handled by the drive
- Quick formatting
- Recording: (Sequential and random recording, 32 kB ECC blocks, Lossless linking)
DVD+RW format allows CAV recording (Constant Angular Velocity). Due to the constant rotation speed of the disc CAV recording allows for fast random access. Yet two other benefits are the incorporation of Defect management, especially designed for reliability of the data, and Quick formatting, enabling instant use of blank discs. Those benefits mentioned above make this format ideal to use for high performance systems. For video applications the format has the capability of lossless linking allowing to use variable bit rate recording for longer playing times.
- The 'Lossless linking' feature
With DVD + RW, it is possible to perform lossless linking, i.e. to suspend and continue the writing process without linking loss. The physical structure of DVD+RW disc is designed to be compatible with DVD-ROM, and a combination of HF (High Frequency) Wobbled Groove and ADIP (Address In Pre-Groove) correction keeps the data connection points after adding or editing at 1 micron or less (Lossless Linking function). This technology provides the excellent compatibility even after data is added or edited. DVD+RW drives are also compatible with DVD+RW Video Recorder, integrating PC and AV worlds.
Additionally, lossless linking makes it possible to replace any individual 32 kB block (recording unit) by a new one, without losing compatibility. For lossless linking, it is imperative to write any data block in the correct position at a high degree of accuracy within a single micron.
In conventional optical recording drives the write/pause operation causes a rather big area (usually one sector = 2 Kbytes) to be corrupted due to poor linking accuracy at the border between two contiguously written pieces of information.
This linking loss makes the disc incompatible with existing read-only devices like DVD-Video players and DVD-ROM drives.
- The compatibility
DVD+RW recorders have designed to be two-way compatible, which means that:
- Stand Alone DVD+RW recorders will play DVD-Video discs
- Recordings made on rewritable discs with a DVD+RW recorder can be played in
most DVD-Video players as well as in PCs with a DVD-ROM drive
All physical parameters of DVD+RW fit within the DVD-ROM specification. The reflectivity is in the same range as the dual-layer reflectivity specification of a read-only disc and the density is the same as for the single layer specification:
However Ricoh states, that the recorded media may not be readable on approximately 30% of existing DVD-ROM drives and DVD-Video players. For that propose Ricoh (DVD-ROM & DVD-Video players) and Philips have lists of compatible drives. Those lists contain at 47 DVD players and 19 DVD-ROM drives that support DVD+RW format. This does not mean that a non-listed drive does or not support DVD+RW.
- The Defect Management & Physical Formatting System
A DVD+MRW system according to the specifications in this document will offer the following features:
- Full random access
- Data transfer between host computer and drive is based on 2K User Data Frames
- Defect Management handled by the drive (or by a dedicated Read-Only device
- Physical formatting performed in background by the drive (without interaction
with the host computer)
- Disc will be available for use immediately after insertion
- Ejecting the disc before the Background Formatting process is completed is
- Shortened formatting time (Featuring Background Formatting)
* Drive starts formatting for the random access write with a small portion of disc first (lead-in area and part of the data area, required to start writing). It then resumes for the remaining portion automatically in the background when there is no writing or reading operation (Background Formatting). This feature enables to start initial writing in just two to three minutes.
* Background formatting shall be suspended should additional reading/writing be required.
* Discs that are only partially formatted can be ejected from the drive, maintaining the compatibility with existing DVD-ROM drives.
Review Pages
2. The drive
3. CD Data Tests
4. RW reading tests
5. DAE Tests
6. CDR Tests
7. The Attached Software - Page 1
8. The Attached Software - Page 2
9. Background Formatting
10. Nero and DVD+RW format
11. RW Writing Tests
12. DVD Tests
13. Conclusion


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My trip to Omaha over Spring Break was very fun — and very exhausting. Now I'm back home in Bartlesville and there's a zillion things I should be doing right now OTHER than making custom spice jar labels. But I went to Penzey's. And I bought these cute jars with yummy spices (e.g., celery salt that actually smells like celery and salt). It makes complete sense, right?? Right! It just makes me feel better. I'm attaching links to the file as a pdf and png, shown below, but if you'd like the original Illustrator CS5 file, just shoot me an email (the fonts used are Alex Brush and Zebrawood). The PDF could also be edited in Adobe Acrobat. I hope it makes you "feel better" too. Priorities, people.
PDF DOWNLOAD: penzeysspicelabels
This pdf file is set up for HP Restickables (a sticker I highly recommend that is more like a post-it note that you can remove and reposition many times) – it's from a really old stash and I don't think anyone sells them anymore, but any basic sticker stock would do! I manually cut out the labels. Yes, I'm insane. Who has time to do such a thing? Certainly not me. But I did cut them out, one by one, and it totally relaxed me. The outline isn't perfect but I'm seriously happy with them anyway.


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Have you given any thought as to what you are going to do once you receive your COVID-19 vaccine?
A new survey says Americans should be prepared for a surge in travel and spending, at least among those who are still working.
Most of us have heard of the "roaring twenties," and the parties, drinking to excess, and the extremes of F. Scott Fitzgerald's novel The Great Gatsby.
It was a reaction to the end of World War 1 and two years of the deadly Spanish Flu pandemic.
Some now predict the "New Roaring '20s" could be on its way by 2022 — if the COVID-19 pandemic is defeated.
A survey by Lending Tree says 80% of Americans plan a splurge once they are vaccinated.
That would include:
- Air travel
- Dining in a fine restaurant
- Throwing large parties
- Going to movies and plays
- Seeing live concerts
Many people will not be able to enjoy the times
But from the doesn't that stink file: Millions of Americans are still unemployed and unfortunately won't be able to splurge.
According to the Lending Tree survey, 15% of people say they will not change their activities after vaccination because they don't expect to feel financially secure.
Lending Tree says the survey shows the big divide in America: People working remotely are making more money now that they no longer commute, but many service workers and those laid off face a bleak year ahead.
Lending Tree suggests that as your vaccination gets closer, you may want to build up a post-vaccine splurge fund — setting aside some of your tax refund or stimulus check (especially if lawmakers pass the Biden administration plan that includes an additional $1,400 for most Americans), so you don't waste your money.


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About us | Contact us | Ordering | Home
Phoenix Flow Systems is proud to announce a new version of MultiCycle AV, DNA Analysis software that runs inside the state of the art list mode analysis software
This version is called MultiCycle AV OCX.
Stop by our booth at these meetings this year:
American Association of Cancer Researcher
Wash DC
April 15-19, 2010
Seattle, May 7-10, 2010
International Society of Stem Cell Research
San Francisico June 14-17, 2010
APO-BrdU, you know the name. Lots of companies sell the kit. We make it for them. A TUNEL assay kit for measuring apoptosis using flow cytometry, image cytometry or IHC. Why does everyone sell this kit? It works well! It's complete with all necessary reagents including positive and negative control cells.The control cells eliminate one important variable in your experiment. Did I stain the cells correctly? There is never a question of , "Are my cell negative because I don't have apoptosis or because I forgot a step in the assay?" We have manufactured and supported this product for more than 14 years. We can answer your tech calls. Need a special configuration for your robot stainer? Call us, we can put it together
MultiCycle AV, DNA analysis software, is another one of our products that has been around for a long time. This was the first product PFS started selling 18 years ago. DNA analysis was also one of the first applications of flow cytometry.
MultiCycle AV OCX Plug-in, is our latest development for cell cycle analysis. Many years ago, PFS used to sell a DOS based program called MultiPlus. This was a pre-Windows complete list mode flow cytometry analysis software package. It did gating, 3-d projections, contour plots, overlays, batch analysis, etc. and cell cycle analysis using the MultiCycle AV modeling engine. Now MultiPlus has returned through the collaboration of De Novo Software and PFS. MultiCycle AV OCX is the MultiCycle AV software modeling engine running seamlessly inside of FCS Express, DeNovo Software's super powerful list mode analysis software.
Of course we still sell the stand alone version of MultiCycle AV for Windows. If you buy a copy of either version of Multicycle AV, we include both versions. MultiCycle AV Standalone. Want to receive a FREE update to MultiCycle AV standalone? Email us with your software serial number and romlock number and we will send you a link to an update.
EZ-BrdU is our cell proliferation measurement kit. It is often desirable to have a means of unequivocally identifying actively proliferating cells and the most straightforward manner for doing this is to some how specifically label newly replicated DNA. Though there are several approaches to accomplishing this, the methods of choice involve some how labeling the nucleotide building blocks that are incorporated during DNA
commensehealthreplication. An ingenious method for allowing this has been developed, involving the use of 5-bromo-2-deoxyuridine (BrdU), a thymidine analog. As a thymidine analog, BrdU is preferentially incorporated into newly replicated DNA and can then be subsequently labeled with an anti-BrdU antibody, identifying cells containing such DNA. The EZ-BrdU kit employs this methodology for measuring cell proliferation. It can be used for flow cytometry or fluorescent image cytometry. Our cell proliferation measurement kits have all the reagents that the customer needs to perform the application plus instrument setup guidelines and positive and negative controls to eliminate any question in the staining protocol of the cells (these features are in contrast to products from other manufacturers). In addition, the EZ-BrdU kit is tailored for simultaneously measuring mitosis and intracellular markers such as cyclins. Download a recent publication illustrating this here.
Cheap Sheath
Our newest product was a big success at CYTO2010!
A flow cytometer sheath fluid concentrate in a handy 1 quart bottle. Makes 20 Liters. Save on Shipping Costs, Save on Storage Space, Save on Price.
Want to read a lab comic strip? Check out this


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Publicity checklist
This checklist provides an overview of important publicity reminders. For more detailed information, please thoroughly review the Publicity section of the site support notebook.
To meet media and other deadlines, you will need to start promoting your programs at least six weeks to two months in advance. See the "Promotion Guide" for helpful suggestions.
Use official project credit information on all publicity materials. Use sponsor and funder logos on materials wherever possible.
All publicity images (www.manifoldgreatness/pr) must be accompanied by the ownership credits provided with the image. See "Guidelines for use of Publicity Images" for more detailed information.
Stress sponsorship and funding credits in press releases, press events, and all public programs.
Libraries must submit – at least three days before printing or posting – all draft copy of publicity materials to the ALA. Please e-mail drafts to Susan Brandehoff (firstname.lastname@example.com) and Jennifer Dominiak (email@example.com) or fax to 312-280-5759. Materials will be reviewed immediately.
Save two copies of all printed press coverage and submit them to the ALA with your final report. The final report (see "Logistics") must be received by the ALA within 30 days after your last public program.


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Pounding sounds came from a sixth-floor window, along with the risk of falling glass. For once, it was not destruction in the Ukrainian town of Irpin, but rebuilding. Heartened by Russia's withdrawal from the capital region, residents have begun coming home, at least to what's left.
Irpin just weeks ago saw desperate scenes of flight. Terrified residents picked their way across slippery planks of a makeshift bridge after a concrete span was destroyed by Ukrainian forces to slow the Russian advance. But on Monday, a long line of cars waited to cross a recently improvised bridge allowing access between the town and the capital, Kyiv.
The early returnees are among the 7 million Ukrainians displaced inside their country by the war. They are crossing paths with the elderly and others who waited out Russia's assault in cold, damp basements, numbed by the sounds of shelling, and who have emerged into a landscape of ruined tanks and splintered homes.
In colorful Irpin apartment blocks where cafes and salons are still silent, there are the first signs of life amid the shattered glass and scorched walls. It feels like a turning point, even as police officers with flashlights continue to walk through near-empty buildings, looking for bodies and mines.
Get San Diego local news, weather forecasts, sports and lifestyle stories to your inbox. Sign up for NBC San Diego newsletters.
More Russia-Ukraine War Coverage
Upstairs and down a darkened hallway, Olexiy Planida worked to place a sheet of plastic over a large window facing a damaged playground. This was his first time home since he fled with his wife, two small children and their dog. The remains of breakfast, including a half-eaten bowl on a high chair, were where they left them. Nearby pots of flowers had wilted. A stuffed toy lay amid broken glass.
"It hurts," the 34-year-old Planida said. The Russians broke open all the apartment doors and took a laptop, iPad and jewelry. He's sure it was the Russians because local thieves pick the locks instead.
"I think for a couple of years it can't be fixed," he said of Irpin's homes, many of which have suffered similar damage or worse.
He hopes his children, ages 2 and 4, will never see their home the way it is now. He hopes they'll never remember the war itself, which he and his wife have tried to explain in the gentlest of terms.
"We're just talking to them like, 'Hey, some bad guys came to us,'" he said. "They shouldn't see such things." Even he was shocked by the ruins in parts of Irpin and in Bucha nearby.
Down the hallway, Oksana Lyul'ka cleared the broken glass from her living room floor, using work gloves to carry pieces as large as dinner plates.
Just months ago the 28-year-old had returned to Ukraine from Cyprus to start a new life closer to home, and she renovated the apartment. Now the structural damage alone is a concern, along with her missing jewelry.
She had arrived at the apartment an hour earlier. Downstairs, she cried.
She fled Irpin on the second day of the war and moved in with her parents. Now she is based in Kyiv, not so far away.
"We can't make plans for now," she said. "Our plan is to win the war, and then we will decide what to do with the apartment. It's not that important now."
Because the Russians remain in Ukraine they complicate any real recovery, she said. "We all feel pain and it's hard and it's terrible, but people are suffering, people are dying, and this is the main problem."
Near the slowly reviving bridge linking Irpin to the capital, dozens of cars that had been abandoned by fleeing residents were being placed in rows. Some were burned. Some were smashed. Some had the remnants of their owners' last seconds before giving up and going on foot: a coffee thermos. Face masks. Glove compartments left open, documents scattered.
Now people are showing up at the lot to look for what they left behind.
Not all find it. One man sat on the curb, holding two photographs, and wept. His brother was gone.
Click here for complete coverage of the crisis in Ukraine.


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Saints vs. Panthers, 1:00PM ET
After the Seahawks thrashed the Saints on "Monday Night Football" a few weeks back, Drew Brees reminded reporters that New Orleans has the best road record of any team in the NFL since 2009. While that may be, there's no denying that the Saints are a much different team on the road this year than at home. Part that is because the Saints are seemingly unbeatable inside the Superdome. But Sean Payton is also more conservative with his play-calling on the road, Brees is less accurate, and Rob Ryan's defense is softer versus the run. The Panthers should adjust to what they the Saints did to them in Week 14 when these two teams met in New Orleans (a walk away win for the Saints). I expect them to tighten up their red zone coverage and not allow Jimmy Graham to get a free release up the seam and torch them for a second time. The Saints are just 1-4 against the spread in their last five games in Carolina and 3-8 ATS in their last 11 games overall versus the Panthers.
Cowboys vs. Redskins, 1:00PM ET
Kirk Cousins was outstanding in the first half last Sunday in Atlanta and nearly helped Washington overcome seven turnovers to beat the hapless Falcons. He may have just as much success on Sunday versus a Dallas defense that ranks dead last in yards allowed this season, but this isn't the game the Cowboys will choke away. (That'll come next weekend when they host the Eagles for what will amount to the NFC East Division title game, a la Week 17 last season.) Regardless of who is under center, the Redskins remain a mess defensively and they're just 2-9 against the number in their last 11 games versus NFC opponents. They're also 0-4 ATS in their last four divisional games and 0-5 ATS in their last five games following an ATS win. The Cowboys should get it done on Sunday.
Steelers vs. Packers, 4:25PM ET
The Packers have won two straight games after out-playing their opponents in the second half. They trailed by double-digits at home to the Falcons two weeks ago and by 23 points at half versus the Cowboys in Dallas last Sunday but still managed to win. At some point they're not going to be able to dig themselves out if they continue their inconsistent play on offense and shoddy play on defense. Green Bay is just 1-6 against the spread in its last seven games overall, 0-4 ATS in its last four home games and 0-4 ATS in their last four games against a team with a losing record. On the other side, the Steelers are 5-1 against the number in their last six games overall and 4-1 ATS in their last five games following a straight up win. With Aaron Rodgers sidelined for another week with an injured collarbone, look for Pittsburgh to pull off the minor upset.
Bears vs. Eagles, 8:30PM ET
The total is set high in this one but neither of these teams were interested in playing defense last week. The Bears are going to have loads of trouble slowing down LeSean McCoy on Sunday night and after getting torched by Matt Cassel last week, the Eagles should struggle trying to defend Brandon Marshall, Alshon Jeffery and Matt Forte. The over is 4-1 in the Bears' last five games overall, 11-3 in their last 14 road games and 9-2 in the Eagles' last 11 games following an ATS loss.
Follow the Scores Report editors on Twitter @clevelandteams and @bullzeyedotcom.
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Tags: Aaron Rodgers, Alshon Jeffery, Brandon Marshall, Carolina Panthers, Chicago Bears, Dallas Cowboys, Drew Brees, free picks, Green Bay Packers, Kirk Cousins, Matt Forte, New Orleans Saints, nfl free picks, Pittsburgh Steelers, Tony Romo


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Length: 5.5m (Approx) Width: 1.1m (Approx)
Blouse Piece: Yes, attached with the Saree 0.8m (Approx) in length.
Wash Care: Dry Clean Only
Fabric Blend: 100% Pure Linen
Weave: Handloom Plain Weave
Origin: Nadia District, West Bengal, India
Handloom Alert: All the steps in creating this product have a high dependency on craft, skill and experience of the weaver, minor unnoticeable glitches in the product make it unique and truly yours. Kindly accept it with an open heart.
Disclaimer: 1) The product image is taken under a controlled studio environment. Colour may vary slightly from the image due to the screen brightness.
2) The blouse worn by the model is from our stylist's collection and does not come with the saree.