text:
Few teams function as well as they could. But the stakes get higher with senior-executive teams: dysfunctional ones can slow down, derail, or even paralyze a whole company. In our work with top teams at more than 100 leading multinational companies,1 including surveys with 600 senior executives at 30 of them, we've identified three crucial priorities for constructing and managing effective top teams. Getting these priorities right can help drive better business outcomes in areas ranging from customer satisfaction to worker productivity and many more as well.
1. Get the right people on the team . . . and the wrong ones off
Determining the membership of a top team is the CEO's responsibility—and frequently the most powerful lever to shape a team's performance. Many CEOs regret not employing this lever early enough or thoroughly enough. Still others neglect it entirely, assuming instead that factors such as titles, pay grades, or an executive's position on the org chart are enough to warrant default membership. Little surprise, then, that more than one-third of the executives we surveyed said their top teams did not have the right people and capabilities.
The key to getting a top team's composition right is deciding what contributions the team as a whole, and its members as individuals, must make to achieve an organization's performance aspirations and then making the necessary changes in the team. This sounds straight-forward, but it typically requires conscious attention and courage from the CEO; otherwise, the top team can underdeliver for an extended period of time.
That was certainly the case at a technology services company that had a struggling top team: fewer than one in five of its members thought it was highly respected or shared a common vision for the future, and only one in three thought it made a valuable contribution to corporate performance. The company's customers were very dissatisfied—they rated its cost, quality, and service delivery at only 2.3 on a 7-point scale—and the team couldn't even agree on the root causes.
A new CEO reorganized the company, creating a new strategy group and moving from a geography-based structure to one based on two customer-focused business units—for wholesale and for retail. He adapted the composition of his top team, making the difficult decision to remove two influential regional executives who had strongly resisted cross-organizational collaboration and adding the executive leading the strategy group and the two executives leading the retail and the wholesale businesses, respectively. The CEO then used a series of workshops to build trust and a spirit of collaboration among the members of his new team and to eliminate the old regional silo mentality. The team also changed its own performance metrics, adding customer service and satisfaction performance indicators to the traditional short-term sales ones.
Customers rated the company's service at 4.3 a year later and at 5.4 two years later. Meanwhile, the top team, buoyed by these results, was now confident that it was better prepared to improve the company's performance. In the words of one team member, "I wouldn't have believed we could have come this far in just one year."
2. Make sure the top team does just the work only it can do
Many top teams struggle to find purpose and focus. Only 38 percent of the executives we surveyed said their teams focused on work that truly benefited from a top-team perspective. Only 35 percent said their top teams allocated the right amounts of time among the various topics they considered important, such as strategy and people.
What are they doing instead? Everything else. Too often, top teams fail to set or enforce priorities and instead try to cover the waterfront. In other cases, they fail to distinguish between topics they must act on collectively and those they should merely monitor. These shortcomings create jam-packed agendas that no top team can manage properly. Often, the result is energy-sapping meetings that drag on far too long and don't engage the team, leaving members wondering when they can get back to "real work." CEOs typically need to respond when such dysfunctions arise; it's unlikely that the senior team's members—who have their own business unit goals and personal career incentives—will be able to sort out a coherent set of collective top-team priorities without a concerted effort.
The CEO and the top team at a European consumer goods company rationalized their priorities by creating a long list of potential topics they could address. Then they asked which of these had a high value to the business, given where they wanted to take it, and would allow them, as a group, to add extraordinary value. While narrowing the list down to ten items, team members spent considerable time challenging each other about which topics individual team members could handle or delegate. They concluded, for example, that projects requiring no cross-functional or cross-regional work, such as addressing lagging performance in a single region, did not require the top team's collective attention even when these projects were the responsibility of an individual team member. For delegated responsibilities, they created a transparent and consistent set of performance indicators to help them monitor progress.
This change gave the top team breathing room to do more valuable work. For the first time, it could focus enough effort on setting and dynamically adapting cross-category and cross-geography priorities and resource allocations and on deploying the top 50 leaders across regional and functional boundaries, thus building a more effective extended leadership group for the company. This, in turn, proved crucial as the team led a turnaround that took the company from a declining to a growing market share. The team's tighter focus also helped boost morale and performance at the company's lower levels, where employees now had more delegated responsibility. Employee satisfaction scores improved to 79 percent, from 54 percent, in just one year.
3. Address team dynamics and processes
A final area demanding unrelenting attention from CEOs is effective team dynamics, whose absence is a frequent problem: among the top teams we studied, members reported that only about 30 percent of their time was spent in "productive collaboration"—a figure that dropped even more when teams dealt with high-stakes topics where members had differing, entrenched interests. Here are three examples of how poor dynamics depress performance:
The top team at a large mining company formed two camps with opposing views on how to address an important strategic challenge. The discussions on this topic hijacked the team's agenda for an extended period, yet no decisions were made.
The top team at a Latin American insurance company was completely demoralized when it began losing money after government reforms opened up the country to new competition. The team wandered, with little sense of direction or accountability, and blamed its situation on the government's actions. As unproductive discussions prevented the top team from taking meaningful action, other employees became dissatisfied and costs got out of control.
The top team at a North American financial-services firm was not aligned effectively for a critical company-wide operational-improvement effort. As a result, different departments were taking counterproductive and sometimes contradictory actions. One group, for example, tried to increase cross-selling, while another refused to share relevant information about customers because it wanted to "own" relationships with them.
CEOs can take several steps to remedy problems with team dynamics. The first is to work with the team to develop a common, objective understanding of why its members aren't collaborating effectively. There are several tools available for the purpose, including top-team surveys, interviews with team members, and 360-degree evaluations of individual leaders. The CEO of the Latin American insurance company used these methods to discover that the members of his top team needed to address building relationships and trust with one another and with the organization even before they agreed on a new corporate strategy and on the cultural changes necessary to meet its goals (for more on building trust, see "Dispatches from the front lines of management innovation"). One of the important cultural changes for this top team was that its members needed to take ownership of the changes in the company's performance and culture and to hold one another accountable for living up to this commitment.
Correcting dysfunctional dynamics requires focused attention and interventions, preferably as soon as an ineffective pattern shows up. At the mining company, the CEO learned, during a board meeting focused on the team's dynamics, that his approach—letting the unresolved discussion go on in hopes of gaining consensus and commitment from the team—wasn't working and that his team expected him to step in. Once this became clear, the CEO brokered a decision and had the team jump-start its implementation.
Often more than a single intervention is needed. Once the CEO at the financial-services firm understood how poorly his team was aligned, for example, he held a series of top-team off-site meetings aimed specifically at generating greater agreement on strategy. One result: the team made aligning the organization part of its collective agenda, and its members committed themselves to communicating and checking in regularly with leaders at lower levels of the organization to ensure that they too were working consistently and collaboratively on the new strategy. One year later, the top team was much more unified around the aims of the operational-improvement initiative—the proportion of executives who said the team had clarity of direction doubled, to 70 percent, and the team was no longer working at cross-purposes. Meanwhile, operational improvements were gaining steam: costs came down by 20 percent over the same period, and the proportion of work completed on time rose by 8 percent, to 96.3 percent.
Finally, most teams need to change their support systems or processes to catalyze and embed change. At the insurer, for example, the CEO saw to it that each top-team member's performance indicators in areas such as cost containment and employee satisfaction were aligned and pushed the team's members to share their divisional performance data. The new approach allowed these executives to hold each other accountable for performance and made it impossible to continue avoiding tough conversations about lagging performance and cross-organizational issues. Within two years, the team's dynamics had improved, along with the company's financials—to a return on invested capital (ROIC) of 16.6 percent, from –8.8 percent, largely because the team collectively executed its roles more effectively and ensured that the company met its cost control and growth goals.
Each top team is unique, and every CEO will need to address a unique combination of challenges. As the earlier examples show, developing a highly effective top team typically requires good diagnostics, followed by a series of workshops and field work to address the dynamics of the team while it attends to hard business issues. When a CEO gets serious about making sure that her top team's members are willing and able to help meet the company's strategic goals, about ensuring that the team always focuses on the right topics, and about managing dynamics, she's likely to get results. The best top teams will begin to take collective responsibility and to develop the ability to maintain and improve their own effectiveness, creating a lasting performance edge.


text:
Home Is Where the Heart Is More than Ever This Year
There's no denying the financial benefits of homeownership, but what's often overlooked are the feelings of gratitude, security, pride, and comfort we get from owning a home. This year, those emotions are stronger than ever. We've lived through a time that has truly changed our needs and who we are, and as a result, homeownership has a whole new meaning for many of us.
According to the 2021 State of the American Homeowner report by Unison:
"Last year, staying home became a necessity and that caused many homeowners to have renewed gratitude for the roof over their head."
As a nation, we continue to work through the challenges of a pandemic that's pushed us all to new limits. Over the past year and a half, we've spent more time than ever at home: working, eating, schooling, exercising, and more. The world around us changed almost overnight, and our homes were redefined. Our needs shifted, and our shelters became a place that protected us on a whole new level. The same study from Unison notes:
- 91% of homeowners say they feel secure, stable, or successful owning a home
- 64% of American homeowners say living through a pandemic has made their home more important to them than ever
- 83% of homeowners say their home has kept them safe during the COVID-19 pandemic
It's no surprise this study also reveals that homeowners are now more emotionally attached to their homes as well:As we've learned throughout this health crisis, homeownership can provide the safety and security we crave in a time of uncertainty. That sense of connection and emotional stability genuinely reaches beyond just the financial aspect of owning a home. As JD Esajian, President of CT Homes, LLC, says:
"Aside from the financial factors, there are several social benefits of homeownership and stable housing to consider. It has long been thought that buying a home contributes to a sense of accomplishment. Still, most individuals fail to realize that homeownership can benefit your mental health and the community around you."
Whether you're thinking of buying your first home, moving up to your dream home, or downsizing to something that better fits your changing lifestyle, take a moment to reflect on what Mark Fleming, Chief Economist at First American, notes:
"Buying a home is not just a financial decision. It's also a lifestyle decision."
Bottom Line
If you're considering buying a home, it's not entirely about the dollars and cents. Don't forget to weigh the non-financial benefits that may truly change your life when you need them most.
Members: Sign in now to set up your Personalized Posts & start sharing today!
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subset: commoncrawl


text:
Shipping Policy & Manufacturing Info
Our shirts are made when ordered. Due to the time variability of on-demand manufacturing, we offer 2 options for how quickly you want to receive your order. You can select from the following choices in checkout.
Standard Shipping ($4.99+)
- Orders using this option generally arrive 5-10 days (U.S. orders) and it takes 2 weeks for International orders after being manufactured and shipped. (See notes below)
- Manufacturing times for this option vary more around busier times of the year or during extreme circumstances such as covid-19 shutdowns.
Shipping and expedited manufacturing ($19.99+) (U.S. Only)
- Orders using this option jump to the front of the manufacturing queue which can generally save a couple days (or more during busier times of the year).
- It's highly recommended to use this option if you are ordering for a specific event or holiday.
- Orders using this option generally arrive 2-3 days after being manufactured and shipped. (U.S. only)
- Orders using expedited manufacturing will be printed when the next batch of orders are processed which can vary depending on seasonality and other factors.
Please Note:
- We do not guarantee shipping or arrival dates.
- Manufacturing during the majority of the year takes between 1-5 business days (Mon-Fri) however can take more than a week during the heaviest shopping times of the year. Extreme circumstances such as covid-19 may delay order manufacturing and/or shipping by an additional week or more.
- All manufacturing and shipping times mentioned are just estimates and will vary.
- Some of our popular designs may be pre-printed and may ship out faster than less commonly ordered designs/style/color combinations.


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Aynhoe Park Interiors Ltd trading as A Modern Grand Tour at amodergrandtour.com (also referred to here as "AMGT", "we", "our", "us") is committed to safeguarding and preserving the privacy of our online visitors whilst protecting the information that we collect about them.
We provide the following information to enable visitors to be fully informed and reassured about our privacy policies and to explain what happens to any personal data that you provide to us, or that we may collect from you whilst you visit our site.
We do update this Policy from time to time so users are advised to review this Policy regularly. Please note this Policy applies to A Modern Grand Tour only and not to any other websites maintained by other companies that we may engage with or link to and we are not responsible for any personal information you submit to third parties via our website. You should review the privacy policy of any website you visit via A Modern Grand Tour before sending them any personal data.
Information We Collect
We collect information from you for the purpose of providing you with up to date relevant information about our products and services that we believe may be of interest to you. You will always have the opportunity to opt out of our communications at any time. We may collect and process the following data about you:
- Information about your use of our site including details of your visits, such as; pages viewed and the resources that you access. Such information includes traffic data, location data and other communication data.
- Information provided voluntarily by you. For example, when you make an enquiry about a product or subscribe to our mailing list.
- Information that you provide when you communicate with us by any means.
Use of Cookies
Cookies provide information regarding the computer used by a visitor. We may use cookies where relevant to gather information about your computer in order to assist us in improving our website.
We may gather information about your general internet use by using the cookie. Where used, these cookies are downloaded to your computer and stored on the computer's hard drive. Such information is statistical data and will not identify you personally.
Use of Your Information
We use the information that we collect from you to provide our services to you. In addition to this we may use the information for one or more of the following purposes:
- To provide information to you that you request from us relating to our products or services.
- To provide information to you relating to other products that may be of interest to you. Such additional information will only be provided where you have consented to receive such information.
- To inform you of any changes to our website, services or goods and products.
Disclosing Your Information
We will not disclose your personal information to any other party other than in accordance with this Privacy Policy and in the circumstances detailed below:
In the event that we sell any or all of our business to the buyer.
Where we are legally required by law to disclose your personal information.
To further fraud protection and reduce the risk of fraud.
Access to Information
In accordance with the Data Protection Act 1998 you have the right to access any information that we hold relating to you. Please note that we reserve the right to charge a fee of £10 to cover costs incurred by us in providing you with the information.
Contacting Us
Please do not hesitate to contact us regarding any matter relating to this Privacy Policy at firstname.lastname@example.com or by writing to us at A Modern Grand Tour, Aynhoe Park, Aynho, Oxfordshire OX17 3BQ


text:
Air Jordan 8 Retro 'Take Flight' 305381-305
Buy now, pay later
Product Information
Functionalities :
Model No
305381-305Release Date
Air Jordan 8Nickname
Take FlightStyle
All SeasonDesigner
Tinker HatfieldSole material
Rubber SoleToe type
Round ToeHeel type
Flat heelColor way
Sequoia/Black-Wolf Grey-Max OrangeReviews
Size Chart
Shipping Info
Processing time:
Every item at KICKS CREW goes through a rigorous authentication process by our expert team. Tracking number are usually provided with 7 business days, varies on arrangement of an order.
KICKS CREW employs a strict and elaborate authentication process where each product is unboxed to allow thorough inspection of the packaging, exterior appearance, interior components, and accessories. Obvious defects and imperfections are flagged and intercepted, while professional authenticators determine the legitimacy of each product and have their evaluations reviewed by a team before final approval.
Maximum order quantity:
The maximum quantity per order and shipment will be 1 unit.
Our Assurance of Authenticity
Authenticity. Guaranteed.
We only sell authentic products from verified brand retailers and premium boutiques globally.
Quality Control Process
All products undergo rigorous quality controls across all attributes of a product (Box, color, material, stitching, tag, sizing, manufacturing quality) before they are shipped to you.
Refund & Exchange
Returns will only be accepted within 7 days of the delivery date granted that the item(s) is in its original state and with the KICKS CREW tags attached.
The buyer will be entitled to a partial refund once the item(s) are returned successfully. The initial delivery fee is non-refundable, and a restocking fee (15% of the total transaction payment) will be deducted from the transaction amount.
The buyer is responsible for all shipping fees and the return address will be provided after the exchange is confirmed by the KICKS CREW Customer Service team.
Please contact our customer service team before returning any product.
For further information, please refer to our Term and Conditions
Size Exchanges
Size exchange is available under the condition that the item(s) is unused and still has the KICKS CREW Quality Control tags attached.
Request for size exchange can only be made within 7 days of the delivery date and subject to availability.
Please contact our customer service team before returning any product.
For further information, please refer to our Term and Conditions


text:
Flash Player
Last updated: 7 May 2012
The Adobe Privacy Policy describes the general privacy practices of most of Adobe's websites and applications, including Adobe® Flash® Player software. More privacy-related information for Adobe Flash Player is provided below.
Adobe Flash Player allows you to view and interact with SWF and FLV files (files that are read by Flash Player) created and published across the Internet using your browser or mobile device.
Adobe Flash Player allows authors of SWF and FLV files and the websites hosting those files to use local shared objects (LSOs) (learn more about LSOs and privacy features in Adobe Flash Player). LSOs can be used in a similar manner as cookies and can be used for a variety of purposes such as keeping track of information you provided and remembering your preferences.
Adobe does not control how content authors and websites hosting SWF or FLV files use LSOs. However, we do provide several privacy features in Flash Player. If you have Adobe Flash Player installed on your computer, Flash Player can be set to reject or delete LSOs in the System Preferences on Mac OS X, in the Flash Player Control Panel on Windows® or with the Flash Player management tools available on the Adobe website so that you can make your own choices about LSOs and other privacy issues.


text:
24 Products
Victor® mouse traps have been trusted by homeowners and businesses since 1898 to solve mouse control problems. Find a large selection of indoor mouse traps; from traditional snap traps to technologically advanced electronic mouse traps and repellents. If your problem is outside, consider our selection of outdoor mouse traps and bait stations.
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Ready, set...go create a smile to light up many rooms as Mom and all the other special ladies on your list receive this picturesque bouquet of roses, daisies, athos, sunflowers, waxflower and carnations in a clear rose vase.
Order by 3:00 PM EST for same day pickup or delivery!
* Fee charged in addition to the Standard Delivery Fee
Enter full name. We'll ask for delivery information at checkout.
Box of Assorted Chocolates.
Add a cute plush from our plush selection. Selected plush will vary.
18" Happy Anniversary Mylar Balloon. Styles may vary.
18" I Love You Mylar Balloon. Styles may vary.
Huggable, adorable and ready to cuddle. Our Lotsa Love teddy bear wears a checkered brown bowtie to match his cream-colored, plush fur. This lovable friend is ready to deliver warmth to someone you care about. Plush bear wearing brown checkered bowtie Measures overall approximately 18′′H


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The FTD® Eternal Friendship™ Bouquet
S9-4979An exuberance of bright and beautiful white blossoms provides an exquisite way to deliver your expressions of sympathy and comfort. This life affirming tribute combines white roses, snapdragons and Asiatic lilies accented by lush greens arranged in a matte, green glass gathering vase. An excellent choice for a wake, funeral service or for sending your condolences to the home of grieving family or friends.
- For U.S. and Canada deliveries only
- Delivery Information
All items featured on this site represent the types of arrangements we offer and may vary depending upon availability in certain regions. Substitution Policy


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Apache HTTP Server Version 2.4
While many distributions make Apache httpd available as operating system supported packages, it can sometimes be desirable to install and use the canonical version of Apache httpd on these systems, replacing the natively provided versions of the packages.
While the Apache httpd project does not currently create binary RPMs for the various distributions out there, it is easy to build your own binary RPMs from the canonical Apache httpd tarball.
This document explains how to build, install, configure and run Apache httpd 2.4 under Unix systems supporting the RPM packaging format.
The Apache httpd source tarball can be converted into an SRPM as follows:
rpmbuild -ts httpd-2.4.x.tar.bz2
RPMs can be built directly from the Apache httpd source tarballs using the following command:
rpmbuild -tb httpd-2.4.x.tar.bz2
Corresponding "-devel" packages will be required to be installed on your
build system prior to building the RPMs, the rpmbuild
will automatically calculate what RPMs are required and will list any
dependencies that are missing on your system. These "-devel" packages will
not be required after the build is completed, and can be safely removed.
If successful, the following RPMs will be created:
and mod_authnz_ldap
, with
corresponding dependency on openldap.mod_lua
module, with
corresponding dependency on lua.mod_proxy_html
module, with
corresponding dependency on libxml2.mod_socache_dc
module, with
corresponding dependency on distcache.mod_ssl
module, with
corresponding dependency on openssl.The httpd
RPM is the only RPM necessary to get a basic
server to run. Install it as follows:
rpm -U httpd-2.4.x-1.i686.rpm
Self contained modules are included with the server. Modules that depend on external libraries are provided as separate RPMs to install if needed.
The default configuration for the server is installed by default
beneath the /etc/httpd
directory, with logs written by
default to /var/log/httpd
. The environment for the
webserver is set by default within the optional
Start the server as follows:
service httpd restart
It is possible to configure additional instances of the Apache httpd server running independently alongside each other on the same machine. These instances can have independent configurations, and can potentially run as separate users if so configured.
This was done by making the httpd startup script aware of its own name. This name is then used to find the environment file for the server, and in turn, the server root of the server instance.
To create an additional instance called
, follow these steps:
ln -s /etc/rc.d/init.d/httpd /etc/rc.d/init.d/httpd-additional
chkconfig --add httpd-additional
file as a template:
# template from httpd
cp /etc/sysconfig/httpd /etc/sysconfig/httpd-additional
# blank template
touch /etc/sysconfig/httpd-additional
and pass the
server root of the new server instance within the
environment variable.
OPTIONS="-d /etc/httpd-additional -f conf/httpd-additional.conf"
ensure the correct ports and paths are configured.
service httpd-additional restart


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The first step to getting someone to stay at your hotel is to get them to stick around to read your 3 Fold Brochure Template Google Docs. This TriFold Brochure is attractive, inviting, and pleasant' it'sall the things your hotel should be.
Each piece of the layout has a unique feature to hold readers attention, and the graphical elements and photos balance each other marvelously. The graphical element on the front cover extends to the back cover, serving as a bookend for the entire design.
The photography in this TriFold Brochure sample is particularly stunning, and you could use it for your own brochure if you chose. This TriFold Brochure is fully customizable, however, so you can add your own images as well.
Shapes are 100% editable: colors and sizes can be easily changed.
3 Fold Brochure Template Google Docs
Includes / Features:
- Fully editable template
- 02 slides
- 8.5 x 11 inches US Letter page size design
- Does not require any font or software installation
- Edits within the browser (Chrome, Firefox, Internet Explorer, etc.)
- Save as a PDF or PPTX file
- Saves automatically as a Google Slides
- Prints Immediately
Fonts used:
- Avenir Next


text:
About Us
This is just a paragraph you can quickly edit or delete. We hope you enjoy using the site builder and we welcome any feedback.
Remember, you can drag components around on the page. You can also copy a component to make site building very fast.
Feel free to edit this content, or delete it and start again. You can also delete this page and create new pages from the toolbar above.


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text:
Why do so many people hate Monsanto?
Is it because this multinational corporation pioneered some enormously successful genetically engineered crops, including corn, soybeans and cotton?
Maybe, but I suspect that much of the passion is inspired by Monsanto's hard-line approach to ownership of those crops. Monsanto claims those seeds — and all offspring of those seeds — as its intellectual property. Farmers aren't allowed to save and replant any part of their harvest; if they do, Monsanto takes them to court and demands large damages. Critics call the company bullying and ruthless.
Ruthless or not, in almost all cases, courts have found Monsanto's tactics perfectly legal. Now, in a move that surprised many observers, the U.S. Supreme Court has decided to take a look.
The court announced earlier this month that it will hear the arguments of a 74-year-old farmer in southwestern Indiana who says that Monsanto's far-reaching claims are unfair and illegal.
The details of this case are intriguing, and slightly different from the earlier "farmer vs. Monsanto" cases. This farmer, Vernon Hugh Bowman, has been a loyal customer for Monsanto's "Roundup Ready" soybeans — but only for the primary growing season, in the spring and early summer. After he harvested his wheat fields, Bowman sometimes tried to squeeze in a second soybean crop on those fields.
That "double crop" was no sure thing, so he didn't invest a lot of money in it. He planted the cheapest seeds he could find — including some ordinary soybeans that he picked up at a local grain elevator. (Peruse the full story yourself in the farmer's account and Monsanto's response.)
But here's the problem: Monsanto's soybeans account for 94 percent of all the soybeans grown in Indiana. So almost all the soybeans that Bowman could get his hands on contained the patented "Roundup Ready" gene.
Bowman went ahead and planted them anyway, without paying Monsanto's "technology fee." He also took advantage of the gene. It allowed him to spray Roundup (or a generic version of the same weedkiller), which made controlling weeds relatively cheap and easy.
Monsanto found out and took Bowman to court. A federal judge agreed that Bowman had broken the law and ordered him to pay $84,000. An appeals court affirmed that decision.
The arguments and counter-arguments that both sides have submitted to the Supreme Court mostly focus on the reach of Monsanto's patents — specifically, whether Monsanto really can demand a royalty for the planting of any soybean containing its patented genes.
But there's a practical issue, too, and it clearly troubled Richard Young, the federal judge in Indiana who first heard this case. "Monsanto's domination of the soybean seed market," he wrote, means that all the cheap "commodity" soybeans that farmers might use for seed are now encumbered by patents.
Young found Bowman's criticism of the "monopolizing effects" of Monsanto's patents "compelling," but the judge essentially threw up his hands. Finding a remedy, he wrote, would be a matter for policymakers, "but this court does not make policy; rather, it interprets and enforces the law, which, in this case, does not support Bowman."
It will be interesting to see whether the Supreme Court decides to wade into this policy question. The case won't be heard, or decided, until sometime next year.
Copyright 2021 NPR. To see more, visit https://www.npr.org.


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Coloured Smiley Faces 4x7mm Mix - Pack of 200
- Material: Plastic
- Colour: Mix
- Size: 4x7mm
- Hole Size: 1mm
**Note: All international delivery services outside of the United Kingdom have now seized until further notice**
We pride ourselves on our rapid service and aim to despatch most orders within two working days of receipt, although this may be longer during busy periods. For deliveries in the UK, it is usually via Royal Mail for smaller orders and DPD signed for service for heavier or higher value orders. We can despatch to alternative delivery addresses.
Our normal service is fast but we also offer express tracked and signed delivery for our UK customers. Unfortunately we are unable to specify a delivery time for the express service, delivery can take place any time between 8am and 6pm and all express parcels will need to be signed for. Express delivery can take between one and three working days depending on your location.
Unfortunately, there are times when a delivery fails to meet expectations. In these circumstances, we will do our best to find out where the package has gone if it was sent by a tracked service.
Estimated Timing | £0.00-29.99 | £30.00-79.99 | £80.00 and above | |
UK Royal Mail First Class | 1-3 days | £2.99 | Free | Free |
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A study in the journal Nature could help explain why the Earth's average temperature hasn't increased during the past 15 years — despite a long-term trend of global warming.
The Earth's average temperature has risen by more than 1 degree Fahrenheit since the beginning of the Industrial Revolution. But the temperature rise has not been moving in lock step with the rise of carbon dioxide in the atmosphere. Carbon dioxide — mainly from burning fossil fuels — traps heat in the air.
Now scientists at the Scripps Institution of Oceanography have more evidence that this global "pause" has to do with conditions in the Pacific Ocean.
"We started the study trying to resolve several contradictions," says Shang-Ping Xie.
He and a colleague asked why the average global temperature has bucked its long-term upward trend. They also set out to explain why — even during this hiatus — there has been record melting of ice in the Arctic Ocean, and why there have been many new summertime heat records.
Xie says he can explain a lot of that simply by looking at what's been happening in the tropical waters of the Pacific Ocean. Waters there have been relatively cool, and that means the ocean can take up more heat than usual.
"It's gaining extra heat during the past 15 years, and that heat is being stored" in the deep ocean, he says.
There's no telling how long this cool phase will persist. But the previous Pacific cool phase, which started in the 1940s, lasted about 30 years. It can't last forever; the ocean will eventually return to a warm phase, "and when that happens, we will be seeing unprecedented rates of climate warming," he says.
Not only will we get the natural heat wave, but on top of that we'll also get all the warming from greenhouse gases that have been building up during this cold cycle.
Xie says he can also explain the continuing summer heat records and melting Arctic ice. It turns out that the plateau in average global temperatures is mostly the result of lower temperatures during the wintertime.
That drags down the average, "but if you go to the summer season, actually the global mean temperature has kept rising for the past 15 years," he says. "That allows heat waves to set records, and it allows the Arctic Ocean to melt at a record pace."
In fact, when he runs a computer simulation that includes the cooling of the Pacific Ocean, he also sees a seasonal pattern that matches the real world ups and downs.
But Susan Solomon, an atmospheric scientist at the Massachusetts Institute of Technology, says there's more to this story.
"I think the ocean's playing a role. I'm not sure it's playing the largest role and don't think the Pacific Ocean alone is the only place to look," she says.
It could well be that the oceans aren't simply in a natural cycle, Solomon says. The water temperature could be affected by changes in the atmosphere, including air pollution.
"It's been really quite incredible how much air pollution has been going on in China, and that reflects energy out into space. And that certainly can be a cooling effect," she says. "In other places though, the amount of air pollution has actually decreased, in Europe and the United States for example," so it's not clear what the overall effect is.
Another factor is volcanic activity. There have been a string of small volcanoes since 2005, and those have produced a steady stream of sulfur particles, which also reflect solar energy back out into space.
"I don't think it's the whole story," Solomon says, "but the measurements are very clear that it's part of the story — maybe 25 percent, maybe 30 percent."
Even with all this push toward cooler temperatures, Solomon points out, the global average temperature has still been rising decade by decade. "It just hasn't continued to increase as it was doing before," she says.
The 2000s were warmer than the 1990s, which were warmer than the 1980s. Put another way, the last decade was the warmest since scientists started taking methodical measurements around the world more than a century ago. So global warming is very much with us today.
Copyright 2021 NPR. To see more, visit https://www.npr.org.


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Please read this Agreement carefully before accessing or using the Website. By accessing or using any part of the web site, you agree to become bound by the terms and conditions of this agreement. If you do not agree to all the terms and conditions of this agreement, then you may not access the Website or use any services. If these terms and conditions are considered an offer by Rushford Matheson Advisory, acceptance is expressly limited to these terms. The Website is available only to individuals who are at least 13 years old.


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There can be a lot of unexpected situations when a person needs to get some cash without any hesitation. But not all of the people who have to solve such an issue have a good credit history or people who can lend them money for urgent purposes. What will become the most profitable solution in this case? To avoid checking the credit history, recommended applying for a payday loan. However, in most cases, this option can be helpful when you need not as much money because the maximum sum here is only $1000, and the lender can give money only for 45 days. If you understand that this sum or time isn't enough for you, you should choose installment loans Kenesaw direct lenders.
If you need to get cash, installment loans Kenesaw direct lenders will become the most beneficial solution. This type of borrowing money doesn't work the same as a conventional way because financial organizations that work in this industry don't require much information about their clients. Nevertheless, they still allow people who are suffering from a lack of money to borrow installment loans online in Kenesaw of Nebraska NE. In this case, individuals can get up to $10,000 or even $11,000 per one loan (the maximum sum depends on a particular lender). And they are allowed to pay off not with one payment but with several. The maximum time the borrower has to return the whole loan is 2 years (but it's better to look at the conditions provided by a particular lender because this period can be different for each company). But since this is a loan for a limited period, there're higher interests, but they aren't as big as when you borrow payday loans.
In case if this time or sum cannot satisfy all of your needs or the rates of Kenesaw installment loans online seem to be too high for you, it's better to ask for a personal loan that can be formalized up to 5 years pay off period. However, if you choose to send the application for this loan, you ought to have a good credit history.
However, if there're some problems with your credit history or you want to improve it, bad credit installment loans Kenesaw in Nebraska are right for you because almost all of the lenders can offer cash to their clients with no credit check. But in case if you notice that a particular company guarantees that they won't pay attention to this information at all, it's better to avoid these organizations because it's illegal to give such promises, and this lender lies to the clients.
To get approved for no credit check Kenesaw installment loans Kenesaw in Nebraska NE, the borrower doesn't have to visit the office of the lender. He can do all of the steps online. That's why it doesn't take as much time as other ways of getting cash. To make this process even quicker, better to follow this simple step by step instruction:
Although getting online installment loans Kenesaw Nebraska is the easiest solution, people who send their applications to the lenders still have to meet some criteria to get approved. The list of conditions is different for each company. However, mostly it includes:
These are only the most frequent requirements of the lenders. Nonetheless, most of the companies add their own conditions to this list. That's why if you want to avoid any trouble with getting your Kenesaw installment loans bad credit, you should visit the website of the lender and check what additional requirements that the company has.
One of the essential reasons to choose online installment loans Kenesaw in Nebraska instead of other options created for individuals who are suffering from a lack of cash is the fact that you don't have to wait for several days or hours to get approved for the loan.
With these financial organizations, borrowers can get the decision to their applicationl in less than 10 minutes; mostly, it takes from 3 to 5 minutes. It's become possible because these lenders don't require much information, and they check all of the forms automatically.
As it's mentioned in the law, one person is allowed to have only one loan in a raw. It's needed to avoid situations when the borrower has got too much money from lenders and cannot return all of his loans on the date stated in the documents. To find out if the client has already had other loans, financial companies cooperate with the services that have access to all of the borrowers living in the area.
One more advantage of installment loans in Kenesaw for bad credit is the fact that there aren't any hidden fees. It means that lenders don't require any additional rates. That's why it's more beneficial than getting a credit card or other alternatives. To find out the whole sum that is needed to be returned to the company, the borrower ought to visit his account on the service. With installment loans Kenesaw in Nebraska, it's possible to separate repayments to several parts and to pay them before the end of the loan.
Nonetheless, in case if you cannot pay off in time, the lender will start compounding additional interests to the days of your expiration.
To become a borrower, a person only needs to choose a particular organization and provide general information about himself. However, some companies require to send them copies of the documents that they prove the data in the form.
Even though there's a high possibility of getting approved for payday installment loans in Kenesaw NE, some people are still declined to get cash from the lenders. It happens because of different reasons. Nevertheless, the main factors are in this list:
However, if your application isn't approved for the first time, you ought to try sending it once more after several days. There's still a chance that this time you will be luckier.
Although online installment loans in Kenesaw of Nebraska NE are more profitable than the alternatives, people who get money this way still have to pay some interest.
The interest you will have to pay for Kenesaw installment loans no credit check depends on your lender. Mostly you ought to pay 10% to the financial organization you cooperate with, and you also need to be charged with a Credit Access Business fee. Typically, its annual rate is 528% for installment loans that are less than $1,500. But if you get a bigger sum, the rate will be decreased to 408%. That's why in case if you want to save your money, you should get direct lender installment loans in Kenesaw of Nebraska NE that are more than $1,500.
To pay off their installment loans in Kenesaw for bad credit, borrowers don't have to visit the offices of their lenders because they can do all of the steps via their accounts on the websites of the companies. Clients are allowed to choose one of these payment methods:
In case if the borrower doesn't want to pay any additional fees, he should choose the first option because he won't need to pay off interests for days that aren't included in the final time.
Furthermore, it's better to warn the lender if you cannot pay off Kenesaw online installment loans in time. Otherwise, you will have to repay a bigger sum. Moreover, you will have problems not only with the company but also with the law.
There're lots of options for people who need to get cash. However, almost all of these alternatives are worse than installment loans in Kenesaw online. That's why if you want to avoid paying much more than you expect, you shouldn't use these types of loan:
As it's mentioned above, getting installment loans doesn't take much time. But you should think beforehand if this's the only solution in your situation. There're a lot of other ways to get money, including some governmental programs.
Moreover, you ought to cooperate only with the most profitable organizations to avoid any troubles. To be absolutely sure that the lender you have chosen doesn't require too much information or has hidden fees, it's better to work with us. We know how to find the best option to protect your data and avoid any problems with the law.
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Home > BRANDED SPARES ( A-Z ) > SHIRES
Shires waverley one piece syphon.
PLEASE NOTE CERTAIN PARTS OF SCOTLAND, IRELAND and the ISLE of MAN will not be next day if chosen and will take an extra day. If in doubt please call us to check against your post code.
The following options are available to choose at the checkout. The system will default to the cheapest Standard delivery option.
Standard delivery royal mail 24/48 hr £4.90 +vatNext working day if ordered before 3pm (signature) £9.80+vatNext working day pre 1pm if ordered before 3pm (signature) £16.80+vatSaturday delivery if ordered before 3pm Friday (signature) £24.60+vatNorthern Ireland 2 day courier DPD £19.60+vatIreland DPD courier £30+vat. Please not you may get charged extra custom charges which are out of our control. If you are not prepared to pay such extra charges please be advised that any returns to Toiletspares ltd will be refunded minus the original £30+vat carriage charge.
For full delivery terms and conditions please see the following /deliverydetails.html
Product Id: TS1755


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Filter By:
Floor Pumps
Inexpensive Doesn't Mean Cheap.
The Core 2 pump still shares all the techy bits of its big siblings but is built for folks operating on a smaller budget. The AirTap head will function with Schrader/Presta/Dunlop valves and has an integrated bleed valve for dialing in your pressure. Our aviation-style gauge is 2.5 inches wide, and easy to read. It's also built into the base to add to the stability of the Core 2 during use. Whether you are in the basement, the garage or at the trail head, the Core 2 has you covered.
- Dimensions: 4.25 x 9 x 24 inches
Airtap Core Pump Head
- Our AirTap reversable pump head works with Schrader, Presta or Dunlop valves and features an integrated air bleed button right at the valve for perfect pressure, every time.
Aviation Guage
- The 2.5-inch-wide base-mounted gauge lets you easily read your tire pressure, and adds to the footprint of the Core 2 pump's solid stance.
Air Bleed
- Button on the pump head to micro-adjust pressure.
Page 1 of 1


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SAR (Ειδικός ρυθμός απορρόφησης) τιμές του AGM G2 είναι οι εξής:
Ευρωπαϊκή μέτρησης στο κεφάλι: 0.447 W/Kg,
στο σώμα: 1.149 W/Kg
Specific absorption rate (SAR) is a measure of the rate at which energy is absorbed by the human body when exposed to a radio frequency (RF) electromagnetic field, measured in watts per kilogram (W/kg). The SAR determines the amount of heat that is absorbed by human tissue, we must keep in mind that the longer you're on a call, the more heat is generated in our tissues.
SAR measurement is performed taking into account the use of smartphones when we speak (SAR head) and the body absorption rate (SAR body). For different variants of the same smartphone we will find different values, mainly due to network support, different frequencies, Single/Dual Sim models, etc.
There is no worldwide standard regarding the SAR measurement:
- In the United States, the Federal Communications Commission (FCC) requires a SAR level at or below 1.6 W/kg taken over the volume containing a mass of 1\_gram of tissue.
- In Europe, following IEC standards, the SAR limit is 2 W/kg averaged over 10 grams of tissue.
- India switched from the EU limits to the US limits in 2012, but the Indian government don't rely on SAR measurements provided by manufacturers, therefore, the Telecommunication Engineering Center (TEC) also performs these measurements.


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Parks Utility Sateen Bomber Nylon Backpack (Navy)
- Worldwide Shipping Available
- Pickup In Store Available
- Low stock - 1 item left
- Inventory on the way
- Material: Nylon Blend
We use USPS Priority shipping. Items are processed and ship out in 24-48 BUSINESS hours (Monday-Friday) after order is received and take 2-3 business days to be delivered. Puerto Rico residents may receive their package in one business day. Shipping times are estimates and are not guaranteed, as there may be delays due to the holidays, and or bad weather. Express shipping is the only guarantee service we provided.
Tracking Information
Since the customer will receive tracking information via email when the label is created, tracking information is not available right at the moment of purchase and takes 1-2 days or sooner for the customer to receive it.
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Urban Street Wear is not responsible for lost or stolen packages. If your tracking information states that your package was delivered to your address and you have not received it, you must contact the United States Postal Service directly at 1-800-ASK-USPS® (1-800-275-8777). Any lost, stolen, or damaged packages must be reported as a claim to USPS. All shipments are insured and the buyer assumes all responsibilities of claims made with the shipping carrier.
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No refunds will be given unless an error occurs on our behalf.
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What is your choice in these 3 different variations?
1. Original variation
2. Simple variation
3. More simple variation
4. Please click for updated second edition
External Source:
Microsoft Ipod Package
LOST labels for your DHARMA Initiative needs
Derek Stroup, Unbranded Project
Josef Schulz, Sign Out
Andreas Gursky, 99 cent
Starbucks' Move to Brand Minimalism
Target, Starbucks logos: Out with the words
Why Simple Is Good: Jonathan Ive
P.S. This project is only a design practice for showing minimal feeling of some international samples. It is an article about unnecessary items on the global brands, any of them, second or third variations are not new packaging proposals!
High Resolution Images


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*Flight iCal contains ENTIRE FLIGHT schedule. To subscribe to Team iCal, click team to open the Team schedule, then subscribe to Team iCal.
All published schedules will now have an "Subscribe to iCal" link and URL posted on the page. Once subscribed, your teams iCal Feeds are continuously synced with the most recent information, keeping subscribers up to date with their current schedule.
Basic instructions for iPhone, Outlook & Android users are listed below.
Adding an iCal Feed to an Android phone must be done on a computer with Google Calendar.
Flight Calendar
Additional Help: https://support.google.com/calendar/answer/37100?hl=en


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Blow someone away with a bouquet that has so much style… all it needs is its own runway. Brilliant green hydrangea, hot pink and bi-color roses, hot pink and yellow spray roses and greens are hand-delivered in stunning style: a wide cylinder vase that's been elegantly lined with leaves. This bouquet is a singular sensation!
Bright green hydrangea and rich green salal leaves mix with hot pink, yellow, and orange bi-color roses in a clear glass cylinder that's lined with variegated aspidistra leaves.


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This is WEEKEND EDITION from NPR News. I'm Scott Simon. There have been unexpectedly violent protests across much of the Arab world this week. The first was in Cairo. Then, of course, in Benghazi, Libya, protesters attacked and killed four U.S. embassy staff there.
Since then, protests have broken out across the region, again in Egypt, in Tunisia and in Yemen. NPR's correspondent in Benghazi is Leila Fadel. She joins us now. Leila, thanks for being with us.
LEILA FADEL, BYLINE: Thanks for having me.
SIMON: And are things in Libya, such as you can observe them, any calmer now?
FADEL: Yes. Since that fatal attack on Tuesday, things have calmed remarkably here in Benghazi, but it's always sort of a convener with a tense undertone because everybody in this city really is armed.
SIMON: Well, help us understand the atmosphere there.
FADEL: Well, this was what they call the cradle of Libya's revolt last year against Moammar Gadhafi, the first place that U.S. Ambassador Chris Stevens came to when he was the envoy to the opposition of Gadhafi. But at that time, weapons proliferated. Everybody has them, and you had all these different factions now that have weapons, and it's something that Libyan officials admit they really can't control. And part of the reason that officials suspect that that attack was able to get so fatal on Tuesday.
Many people express extreme sadness over what happened to the four Americans including Chris Stevens, who was really well liked and celebrated here.
SIMON: Is all of this unrest just about a movie trailer that relatively few people across the world have seen, or is something else at work here?
FADEL: Well, I think this film, this anti-Muslim film that was posted on YouTube and probably wouldn't have never seen the light of day if it wasn't aired on Al-Nas, which is an ultraconservative Muslim channel in Egypt, just sparked sort of frustrations that people are feeling across this region, not only towards the U.S.
Many resent the U.S. foreign policy over the past few decades supporting autocrats that oppressed people, but also feeling the frustration because since this Arab Spring happened, really not much has changed in a way of reform new governments and democracy really springing up here.
SIMON: Leila, what's your feeling for how foreign policy in the region, U.S. relations with Arab states there might be affected by this unrest?
FADEL: Well, I think this is indicative of just how different the U.S. footprint is in the region right now. Many of these countries are now in transition after the so-called Arab Spring last year and these governments are not the governments that the United States has dealt with for decades. So many of them autocratic, but secular rulers now being replaced by democratically elected Islamist governments.
So, I think it's very clear that this is a new era of U.S. foreign policy in the Middle East and also these demonstrations against not only U.S. embassies, but symbols of the United States in general may cause serious strain on the relationship between the United States and these countries.
SIMON: With the advantage of a few months hindsight, does this put a different prospective on the events we've labeled Arab Spring?
FADEL: I don't necessarily think so. I mean this is a time that the Arab world is in transition and these governments have never been in power before. Many of these groups have never held positions of power and they're dealing with what is really the biggest diplomatic crisis of their new fledgling governments. So I don't know that this is necessarily a damming of the Arab Spring, if you will, but definitely a bump in the road.
SIMON: Leila Fadel, NPR's correspondent in Benghazi. Thanks very much for being with us.
FADEL: Thank you. Transcript provided by NPR, Copyright NPR.


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This tee will satisfy your need for a stylish top. This is your chance of a lifetime, so don't waste it! Make a stop by and help yourself to a gift for yourself or a friend. There will be no dissatisfaction at all. In addition to t-shirts, Drama Shirt also sells a variety of other fun merchandise.
Check out T-Shirt, Valentine to see if there's anything there that catches your eye. From heavy subject matter to humorous diversion; from cinema to music; from comics to romance; from adorable to hilarious. All of your requirements will be fulfilled. Read on for more information about One Loved Mama Valentine's Day Sweatshirt:
Description of the Goods
– Cotton Fabrication
– Tone: Colorful Pattern Printing
– Tees, V-necks, hoodies, long-sleeve shirts, sweatshirts, tank tops, racerbacks, and other tops for both sexes are available in a variety of cuts and colors.
– Sizes range from Small to 5XL (depending on style)
– Care Instructions:
- Wash with like colors on a warm cycle, inside out.
- Bleach without chlorine should be used exclusively.
- Dry in a tumble dryer on medium heat.
- Not to be ironed or dry cleaned.
– 100% American-Made


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Privacy Policy
Southwest Blinds & Designs does not sell, rent, exchange or otherwise disclose our mailing lists or information about our site visitors.
Southwest Blinds & Designs does not track visitors to our website. Our site captures limited information about visits to our site, but we use this information only to analyze general traffic patterns (e.g. what pages are most/least popular) and to perform routine system maintenance.
If you choose to e-mail us and provide personal information about yourself, we will not use the information for any purpose other than to respond to your inquiry.
Unless otherwise noted, all images, trademarks, service marks, and logos not owned by Our Company and used herein are the copyrights, trademarks, service marks, or logos of their respective owners.
Additional questions can be sent to: firstname.lastname@example.com


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Inspired by traditional 7 day prayer candles, this black tube candle comes in a lovely opium fragrance and is perfect for accompanying spells of protection and guidance. Whether used as alternative decor or as a sacred ritual tool, this candle will attract all things divine. Paraffin wax. Approximate burn time of 70 hours.
✓ Free UK Mainland delivery on all orders over £19.95.
✓ Free Gift Wrapping available on all orders (leave instructions in the cart menu).
✓ UK based business est. 1987 in Hastings, East Sussex.
✓ No-Hassle returns process, if you have any issues please reach out to us at your earliest convenience.
✓ 4.9 out of 5 Trustpilot score check it out here!
Free UK Mainland delivery on all orders £19.95 and over.
£2.99 delivery on orders less than £19.95.
Same day dispatch or local delivery if ordered before 10am (excluding Sundays and Bank Holidays).
Local Pickup is available from Goldenhands 9am - 3pm (excluding Sundays and Bank Holidays). Please call ahead on 01424 439674 so we can arrange a collection time slot adhering to social distancing guidelines.
For further information or to ask any questions please reach out to us on Facebook or give us a ring on 01424 439674 alternatively drop us an email: firstname.lastname@example.com
We accept all major UK credit and debit card providors through our sercure checkout including:
We can also Process card payments over the phone just give us a ring on 01424 439674.
Local deliveries and local pickup also have the option of cash on delivery/collection.
We are a family run gift shop Located in Hastings, East Sussex, dedicated to providing you with gifts and treasures alike. We first opened our doors in 1987, mainly selling locally made wares. Since then, we have become a staple of the historic Hastings Old Town, stocking over four thousand different products, most of which you can now find online!
In May 2020, we opened our online store and have been working hard to bring the in-store magic online whilst still delivering the same level of service our customers have come to expect!
The physical shop is owned by Pauline Martin and lovingly run by Chris Jury. You may have already had the pleasure of meeting one or both of them! The website and social media platforms are run and monitored by James Martin (Paulines son) and Sabrina, his partner. Packing and fulfilment is handled by Pauline, Terry and Barbara (Paulines brother and sister) If you wish to contact any of the family, contact details are provided below!
We hope you will enjoy your experience with us! We are always looking for ways to improve. If there is anything we can help with or any improvements you feel we could make, please do not hesitate in reaching out to us!
Drop us an email email@example.com
Give us a ring on 01424 439674
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Sometimes you need to sell your house fast. Sometimes it doesn't matter. If you find yourself pressed for time and wondering "how long does it take to sell my house with an agent vs an investor?" then this blog post will guide you through the answer…
You want to sell your house, and perhaps you need to sell in a hurry. Chances are, you arrived at this blog post because you're hoping to find the best solution for you that sells your house as quickly as YOU want.
Before we get to the answer, it's important to understand the difference between what an agent does and what an investor does:
When you sell your house with an agent, you are asking the agent to represent you in a sale and to try and find a buyer on your behalf. In other words, you're selling THROUGH an agent to a buyer.
When you sell your house with an investor, you are actually working directly with the one who will be buying the house. In other words, you're selling TO an investor (they are the buyer).
Now that you understand the difference, here's how long it can take…
How Long Does It Take To Sell My House With An Agent Vs An Investor?
The Agent…
An agent needs to show your house to prospective buyers and try to convince them to buy. Therefore, they'll want your house to be in pristine condition, and then they need to find as many prospective buyers as they can to show your house to.
Therefore, it can take weeks or months for you to fix up your house before an agent feels that it's ready to list. And once the agent lists it, it can take months for the agent to find buyers to show your house to, and for one of those buyers to make an offer (on average, it can take 3-6 months… sometimes as long as 12 months for this to happen). And what people don't realize is: if the buyer can't get financing or gets cold feet in the deal then they can back out and you go through the process again.
Therefore, it can take months to sell your house through an agent – it all depends on how quickly you can get your house in "showroom condition" and how quickly they can find a buyer and whether the buyer goes through with the purchase.
How Long Does It Take To Sell My House With An Agent Vs An Investor?
The Investor…
This part surprises most people: an investor can buy your house very fast – some investors can even buy in as little as 7-10 days if that's what you want. That's because the investor is the buyer (so no showings are necessary) and many investors (including us here at Sell Your House DFW) buy houses in any condition so you don't have to fix up the property either.
So, should you sell through an agent or sell to an investor? That's up to you. An investor is faster so if speed is important to you then you may want to think about selling to an investor.


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ITRA Global
We serve tenants and occupiers of commercial real estate with a globally-connected network and local expertise on five continents.
ITRA Global is an organization of commercial real estate professionals specializing in representing tenants and buyers in the leasing, acquisition and disposition of office, industrial and retail real estate. ITRA Global is dedicated to representing corporate tenants and occupiers of commercial real estate in Belfast, UK and around the world.


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Logic Pre-Seasoned Reversible Grill & Griddle
- 9212
- Shipping:
- Calculated at Checkout
- Model:
What could be better than a reversible griddle? The smooth side is great for making grilled cheese sandwiches as well as eggs and pancakes The ribbed side is perfect for grilling foods such as steak, fish, chicken and hamburgers.
- Foundry seasoned, ready to use upon purchase.
- Use on all cooking surfaces, grills and campfires.
- Some induction tops may not be compatible with double-burner griddles.
- Oven safe.
- Sauté, sear, fry, bake and stir fry to heart's content.
- Made in USA.
- Dimensions: L 16.75-in x W 9.5-in x H 0.62-in
We can ship to any address within Canada. Note that due to restrictions on some products, we are not shipping outside Canada.
- IN-STORE PICKUP / CURBSIDE CONTACTLESS PARKING PICKUP: Free (option available to customers with a billing address located in British Columbia).
- VANCOUVER Flat Rate Shipping: $13.00
- BRITISH COLUMBIA Shipping Rate starting as low as: $18.00
- ALBERTA, MANITOBA, SASKATCHEWAN SShipping Rate starting as low as: $23.21 / Rural Locations: Starting at $25.65
- ONTARIO, QUEBEC, AND EASTERN PROVINCES Shipping Rate starting as low as: $29.89
- When you place an order, we will estimate shipping for you based on the availability of your items, and the shipping option(s) you choose.
- Please also note that the shipping rates for many items we sell are weight-based. To reflect the policies of the shipping companies we use, all weights will be rounded up to the next full pound.
- We do not ship electrical products outside the province of British Columbia.
- Gourmetwarehouse.ca is unable to ship to some PO boxes, hotels, and a few limited areas.
- We are unable to ship to the territories (Northwest Territories, Yukon, and Nunavut).
- We reserve the right to refuse or cancel your order at any time for certain reasons including but not limited to: product or service availability, errors in the description or price of the product or service, error in your order or other reasons.
- We reserve the right to refuse or cancel your order if fraud or an unauthorized or illegal transaction is suspected.
- We are constantly updating our offerings of products and services on the Service. The products or services available on our Service may be mispriced, described inaccurately, or unavailable, and we may experience delays in updating information on the Service and in our advertising on other web sites.
- We cannot and do not guarantee the accuracy or completeness of any information, including prices, product images, specifications, availability, and services. We reserve the right to change or update information and to correct errors, inaccuracies, or omissions at any time without prior notice.
In Store & Online
- A Receipt or Online Order Number is required for all refunds/exchanges.
- No refunds/exchanges on food items. All clearance items and books are final sale.
- Special orders take at least 6-12 weeks for arrival and 50% deposits are non-refundable.
- Special orders cannot be guaranteed to arrive before christmas day.
- Full refunds/exchanges will be honored if unopened, unused and in original packaging.
- Purchases made between Oct 24 - Dec 24 can be returned/ exchanged until Jan 15 with original receipt or gift receipt - this does not apply to Black Friday/Boxing Week sale items marked "Final Sale".
-There is no warranty on cutting boards. Due to the intimate nature of Tweezerman beauty & hygiene products, these items are considered "Final sale".
- Lost or stolen gift cards cannot be re-issued. No refunds/exchanges on gift basket items.
- We check all breakables before they leave the store - once they leave the store they are your responsibility and are non-returnable if broken.
- Items bought for staging purposes will incur a 20% restocking fee upon return.
- Seasonal items cannot be returned/exchanged after Nov 30.
- Items cannot be put on hold without full payment during December
- An Order Number is required for all refunds and exchanges.
There are no refunds or exchanges on any food items. All clearance items and books are final sale.
Any product returned to The Gourmet Warehouse without prior authorization from The Gourmet Warehouse Online Customer Service will be considered an unauthorized return, and the customer will not receive credit for the product and The Gourmet Warehouse will not ship the product back to you.
- Full returns/exchanges will be honoured if the product is unopened, unused, and in its original packaging with all accessories. Refunds and exchanges must be within 30 days of purchase. We'll also pay the return shipping costs if the return is a result of our error (you received an incorrect or defective item, etc.)
- For items received from an online order that have arrived broken, please send photo documentation of the damages to firstname.lastname@example.com along with your order number within 24 hours of receipt.
- You should expect to receive your refund once we received and verify the returned order.
- No exchanges will be issued or accepted over 30 days of purchase.
- Gift Cards and E-Gift Certificates are not redeemable for cash, lost or stolen gift cards cannot be re-issued.
- There are no refunds/exchanges on Gift Baskets.


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COPE: Create Once, Publish Everywhere
This post first appeared on ProgrammableWeb.com.
The digital media world is in the process of dramatic change. For years, the Internet has been about web sites and browser-based experiences, and the systems that drove those sites generally matched those experiences. But now, the portable world is upon us and it is formidable. With the growing need and ability to be portable comes tremendous opportunity for content providers. But it also requires substantial changes to their thinking and their systems. It requires distribution platforms, API's and other ways to get the content to where it needs to be. But having an API is not enough. In order for content providers to take full advantage of these new platforms, they will need to, first and foremost, embrace one simple philosophy: COPE (Create Once, Publish Everywhere).
The diagram above represents NPR's content management pipeline and how it embraces these COPE principles. The basic principle is to have content producers and ingestion scripts funnel content into a single system (or series of closely tied systems). Once there, the distribution of all content can be handled identically, regardless of content type or its destinations
Through COPE, our systems have enabled incredible growth despite having a small staff and limited resources. Although the CMS is home-grown, COPE itself is agnostic as to the build or buy/integrate decision. Any system that adheres to these principles, whether it is a COTS product, home-grown, or anything in between, will see the benefits of content modularity and portability.
In this series of posts, I will be discussing these philosophies, as well as how NPR applied them and how we were able to do so much with so little (including our NPR API).
COPE is really a combination of several other closely related sub-philosophies, including:
Build content management systems (CMS), not web publishing tools (WPT)
- Separate content from display
- Ensure content modularity
- Ensure content portability
These philosophies have a direct impact on API and distribution strategies as well. Creating an API on top of a COPE-less system will distribute the content, but there is still no guarantee that the content can actually live on any platform. COPE is dependent on these other philosophies to ensure that the content is truly portable.
Build CMS, not WPT
COPE is the key difference between content management systems and web publishing tools, although these terms are often used interchangeably in our industry. The goal of any CMS should be to gather enough information to present the content on any platform, in any presentation, at any time. WPT's capture content with the primary purpose of publishing web pages. As a result, they tend to manage the content in ways focused on delivering it to the web. Plug-ins are often available for distribution to other platforms, but applying tools on top of the native functions to manipulate the content for alternate destinations makes the system inherently unscalable. That is, for each new platform, WPT's will need a new plug-in to tailor the presentation markup to that platform. CMS's, on the other hand, store the content cleanly, enabling the presentation layers to worry about how to display the content not on how to transform the markup embedded within it.
True CMS's are really just content capturing tools that are completely agnostic as to how or where the content will be viewed, whether it is a web page, mobile app, TV or radio display, etc. Additionally, platforms that don't yet exist are able to be served by a true CMS in ways that WPT's may not be able to (even with plug-ins). By applying COPE, NPR was able to quickly jump on advancements throughout the years like RSS, Podcasts, API's and mobile platforms with relative ease. As an example, the public API took only about two developer months to create, and most of that time was spent on user and rights management.
This presentation shows the same NPR story displayed in a wide range of platforms. The content, through the principles of COPE, is pushed out to all of these destinations through the NPR API. Each destination, meanwhile, uses the appropriate content for that presentation layer.
Separate Content from Display
Separating content from display is one of the key concepts supporting COPE. In the most basic form, this means that the presentation layer needs to be a series of templates that know how to pull in the content from the repository. This enables the presentation layer to care about how the content will look while the content can be display-agnostic, allowing it to appear on a web site, a mobile device, etc.
But to truly separate content from display, the content repository needs to also avoid storing "dirty" content. Dirty content is content that contains any presentation layer information embedded in it, including HTML, XML, character encodings, microformats, and any other markup or rich formatting information. This separation is achieved by the two other principles, content modularity and content portability
At a high level, many systems and organizations are applying the basics of COPE. They are able to distribute content to different platforms, separate content from display, etc. But to take some of these systems to the next level, enabling them to scale and adapt to our changing landscape, they will need to focus more on content modularity and portability. In my next post, I will go into more detail about NPR's approach to content modularity and why our approach is more than just data normalization.


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Request of Gad and Reuben. 1Now the Reubenites and Gadites had a very large number of livestock. Noticing that the land of Jazer and of Gilead* was a place suited to livestock, 2the Gadites and Reubenites came to Moses and Eleazar the priest and to the leaders of the community and said, 3* "The region of Ataroth, Dibon, Jazer, Nimrah, Heshbon, Elealeh, Sebam, Nebo and Baal-meon— 4the land which the LORD has laid low before the community of Israel, is a land for livestock, and your servants have livestock." 5They continued, "If we find favor with you, let this land be given to your servants as their possession. Do not make us cross the Jordan."
Moses' Rebuke. 6But Moses answered the Gadites and Reubenites: "Are your kindred, then, to go to war, while you remain here? 7Why do you wish to discourage the Israelites from crossing to the land the LORD has given them? 8That is just what your ancestors did when I sent them from Kadesh-barnea to reconnoiter the land.a 9They went up to the Wadi Eshcol and reconnoitered the land, then so discouraged the Israelites that they would not enter the land the LORD had given them. 10b At that time the anger of the LORD flared up, and he swore: 11None of the men twenty years old or more who have come up from Egypt will see the land I promised under oath to Abraham and Isaac and Jacob, because they have not followed me unreservedly— 12c except the Kenizzite* Caleb, son of Jephunneh, the Kenizzite, and Joshua, son of Nun, since they have followed the LORD unreservedly. 13So the anger of the LORD flared up against the Israelites and he made them wander in the wilderness forty years, until the whole generation that had done evil in the sight of the LORD had disappeared. 14And now here you are, offspring of sinful stock, rising up in your ancestors' place to add still more to the LORD's blazing anger against the Israelites. 15If you turn away from following him, he will again abandon them in the wilderness, and you will bring about the ruin of this entire people."
Counter Proposal. 16But they approached him and said: "We will only build sheepfolds here for our flocks and towns for our families; 17but we ourselves will march as troops in the vanguard before the Israelites,d until we have led them to their destination. Meanwhile our families will remain in the fortified towns because of the land's inhabitants. 18We will not return to our homes until all the Israelites have taken possession of their heritage. 19e But we will not claim any heritage with them across the Jordan and beyond, because we have received a heritage for ourselves on the eastern side of the Jordan."
Agreement Reached. 20* Moses said to them in reply: "If you do this—if you march as troops before the LORD into battle 21and cross the Jordan in full force before the LORD until he has driven his enemies out of his way 22and the land is subdued before the LORD, then you may return here, free from every obligation to the LORD and to Israel, and this land will be your possession before the LORD.f 23But if you do not do this, you will have sinned against the LORD, and you can be sure that the consequences of your sin will overtake you. 24Build the towns, then, for your families, and the folds for your flocks, but fulfill what you have promised."
25The Gadites and Reubenites answered Moses, "Your servants will do as my lord commands. 26g While our wives and children, our livestock and other animals remain there in the towns of Gilead, 27all your servants will go across as armed troops before the LORD to battle, just as my lord says."
28So Moses gave this command in their regard to Eleazar the priest, to Joshua, son of Nun, and to the heads of the ancestral houses of the Israelite tribes: 29He said to them, "If all the Gadites and Reubenites cross the Jordan with you in full force before the LORD into battle, the land will be subdued before you, and you will give them Gilead as a possession. 30But if they will not go across in force with you before the LORD, you will bring their wives and children and livestock across before you into Canaan, and they will possess a holding among you in the land of Canaan."
31To this the Gadites and Reubenites replied, "We will do what the LORD has ordered your servants. 32We ourselves will go across in force before the LORD into the land of Canaan, but we will retain our hereditary property on this side of the Jordan."* 33So Moses gave them—*the Gadites and Reubenites, as well as half the tribe of Manasseh, son of Joseph—the kingdom of Sihon, king of the Amorites, and the kingdom of Og, king of Bashan, the land with its towns, and the districts of the surrounding towns.h
34The Gadites rebuilt the cities of Dibon, Ataroth, Aroer, 35Atroth-shophan, Jazer, Jogbehah, 36Beth-nimrah and Beth-haran—fortified cities—and sheepfolds. 37The Reubenites rebuilt Heshbon, Elealeh, Kiriathaim, 38Nebo, Baal-meon (names to be changed!),* and Sibmah. These towns, which they rebuilt, they called by their old names.
Other Conquests. 39The descendants of Machir, son of Manasseh, went to Gilead and captured it, dispossessing the Amorites who were there. 40(Moses gave Gilead to Machir,i son of Manasseh, and he settled there.) 41Jair,j a descendant of Manasseh, went and captured their tent villages, and called them Havvoth-jair.* 42Nobah went and captured Kenath with its dependencies and called it Nobah after his own name.
* [32:1] Gilead: the name of the western part of the plateau east of the Jordan, sometimes signifying the whole region from the Yarmuk to the Jordan, sometimes only the northern part of this region, and sometimes, as here, only its southern part. Jazer lay to the east of southern Gilead.
* [32:3] The places named in this verse, as well as the additional ones given in vv. 34–38, were all in the former kingdom of Sihon, that is, in the region between the Jabbok and the Arnon. Cf. 21:23–24; Jos 13:19–21, 24–27.
* [32:12] Kenizzite: a member of the clan of Kenaz, which, according to Gn 36:11, 15, 42, was Edomite; but, according to Nm 13:6; 34:19, Caleb belonged to the tribe of Judah; cf. also Jos 14:6, 14.
* [32:20–22] Since the ark of the Lord was carried into battle with the Israelite army, the vanguard was said to march before the Lord (see Jos 6:6–9).
* [32:32] This side of the Jordan: lit., "beyond the Jordan"; the perspective in Hebrew is from the west bank looking toward the east bank where the Reubenites and Gadites finally settled.
* [32:33] The preceding is concerned solely with the two tribes of Gad and Reuben and with the land of the former kingdom of Sihon; it seems probable that the sudden reference here to the half-tribe of Manasseh and to their territory in Bashan, the former kingdom of Og, is a later addition to the text.
* [32:38] The phrase in parentheses is probably a gloss, warning the reader perhaps to substitute some other word for Nebo and Baal, the names of foreign deities mentioned in the last two city names. They called by their old names: lit., "they called by their names"; however, some understand the current Hebrew text to mean, "they called by new names," or "their own names."
* [32:41] Havvoth-jair: that is, "villages of Jair."
a. [32:8–9] Nm 13:31–33; Dt 1:22.
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