text:
Most retailers recognize the importance of combining the best of digital technologies and physical stores to profitably create a seamless and consistent customer experience across channels (see the Bain Brief "Leading a Digical® transformation"). There's a good reason for this. Their most valuable customers are engaging with them across all channels: store, mobile, social and online. Some retailers find that these omnichannel customers spend two times to five times more than customers who buy in only one channel.
But many retailers tell us it is difficult to build the right organization to deliver on their omnichannel strategy. It's easy to make mistakes that have disastrous consequences.
Consider the rough path taken by an early leader in omnichannel. The retailer recognized the need for highly aligned assortments and chose to make every merchant an omnichannel merchant, with responsibility across both physical stores and digital channels. While the principle of alignment and shared vision was right, most of the merchants found the small digital business to be a distraction from the physical stores. Many had no experience with digital and ignored the business altogether. Digital growth stalled, even while the online market expanded by 15%.
When the leadership team recognized the error, it moved quickly to reinstate a digital team, this time setting goals to dramatically accelerate digital growth. However, a year later, the company found itself with highly divergent assortments, poor communications around key programs and events, and misaligned incentives around inventory management. Growth stalled for a second year.
Where did this retailer go off course? It had twice tried to use structure to solve a problem without making the corresponding investments and clarifications in capabilities, alignment and decision rights. By the time the retailer addressed these issues the following year—the third reorganization in as many years—it had fallen from first place to third place among its competitors in digital sales.
This is not an unusual experience, and it highlights the dangers that retailers encounter by not making the right organizational changes required to support an omnichannel strategy. For every company that loses its place in digital sales, we see a rival that moves up the ranks, using the disruption presented by digital retailing to gain market share. Our analysis and work with hundreds of clients across retail sectors to navigate the omnichannel journey has helped us identify the three rules required to build a modern retail organization.
Rule #1: Be a silo buster—build cross-channel and cross-functional capabilities
Many retailers have long been organized in a siloed way, often with infrequent collaboration across channel teams or across functions such as merchandising, stores, IT and supply chain. This model makes it easier to run the business, but it doesn't make it easier for customers to shop seamlessly across channels. To deliver on new omnichannel strategies and meet the expectations of today's customers, retailers have no choice but to work more effectively across functions and channels.
Take the example of "buy online, pick up in store"—or "click and collect." This capability requires coordination and quick decisions across e-commerce, supply chain, brick-and-mortar stores, as well as across planning, merchandising and marketing functions, among others. The online channel needs to know that inventory is available in the local store to offer to a customer. Stores need to successfully receive the order, reserve it for the customer, and provide great service when the customer comes to pick it up. Supply chain and planning need to have appropriate visibility into the movement of inventory, and marketing needs to be involved to effectively showcase the offering to customers.
The first step is having a clear strategy for critical omnichannel capabilities. We've identified seven broad capabilities that retailers need to get right to serve omnichannel customers (see below: "Build must-have capabilities—but pick a few to differentiate"). These are capabilities that typically span multiple functions or channels and require well-defined accountabilities, decision roles and processes to coordinate effectively across channels.
Macy's has built an omnichannel organizational model to support such new capabilities. Omnichannel has long been a core part of the retailer's M.O.M. strategy (My Macy's localization, Omnichannel integration and Magic Selling customer engagement), and Macy's continues to push the envelope on critical capabilities, such as ship from store. Earlier this year the department store reorganized its merchant, planning and marketing organizations to make them faster, more nimble and better connected between the store and digital worlds. Macy's unified its merchant organization and refined accountabilities and processes, with omni merchants and digital merchants collaborating to execute a single assortment strategy for both store and digital growth. Its integrated planning organization is able to analyze trade-area demand and rely on a single view of inventory to better allocate merchandise by location. In marketing, Macy's brought together its market presence and strategy across all channels—including brand, promotional, store, digital, and events marketing and customer analytics—to speak to its customers with one voice.
In contrast to the retailer described above that reorganized three times in three years, Macy's waited to make these moves to more integration until it had built strong digital capabilities and had grown the digital business to a meaningful portion of overall sales. Macy's is now a leader in the digital space, with online sales accounting for nearly one-fifth of total revenue in 2014, according to estimates by Internet Retailer.
Rule #2: Go beyond structure—devise new ways of working
Changing organizational structure alone won't give a company the muscle to develop omnichannel capabilities. All elements of a retailer's operating model need to align with its strategy. This includes structure, accountabilities, governance and essential behaviors, as well as the way people, processes and technology are deployed.
Some of the omnichannel leaders have focused on designing effective processes with clear decision roles on how functions should work together. Others have found that co-location of people from different functions and channels helps establish learning and trust-based relationships. Some are redesigning metrics and incentives to encourage the right behaviors from their team. Singapore retailer Courts integrated online sales into store budgets and made store managers into "trade area managers," measuring them on sales across all channels for everyone who lives in the store's trade area. The move has contributed to strong growth in digital of 35% in its latest quarterly results.
Retailers are also defining new career paths that build cross-channel capabilities and develop the next generation of omnichannel leaders. For example, a company may require potential buyers to have both store and digital experience before getting promoted to more senior positions in merchandising. In some retailers, this rotation of people reaches the highest levels. Nordstrom, another omnichannel innovator, in May 2014 swapped the roles of then-President of Stores Erik Nordstrom with then-President of Nordstrom Direct Jamie Nordstrom. This move likely accomplished more than just a structural change; it brought Erik's store expertise to Nordstrom's digital operations and Jaime's digital expertise to the physical stores.
A caution: When companies evaluate possible operating model changes, they can't make their choices by simply trying to replicate competitors. There's a danger in relying on benchmarks. Operating models need to be tied to a retailer's unique strategy. A company aiming to differentiate on shipping speed and reliability will have different answers than one aiming to excel on in-store experiences.
Rule #3: Have bold ambitions—and be deliberate about how you get there
Finally, there's the challenge of implementing these changes at the right pace. For omnichannel retailers, the end goal will likely be more integration between digital and store merchants, planners, or marketers, but moving too quickly or slowly can wreak havoc on results. Integrating too swiftly can stifle digital growth by not enabling enough separation to focus on the unique aspects of digital channels—the different talent requirements, metrics and technologies that are needed to create a great digital customer experience. Moving too slowly to more integration can leave a retailer stuck with disparate customer experiences across channels while competitors build stronger connections across stores, mobile and online.
The right choices will vary by retailer and depend not only on the company's strategy but also on its level of systems integration and digital maturity. The right operating model for Macy's or Nordstrom or Courts will not be the right model for retailers that are investing differently in capabilities or that are in a different phase in their omnichannel journey.
In our experience, retailers at the early stages of building digital capabilities should have greater functional and channel separation to foster innovation, yet phased evolution toward a more integrated operating model is essential to becoming an omnichannel retailer (see Figure 1). Beginner-level retailers typically have distinct cultures and metrics within channels, heavy investments in older technology and one- to two-year investment horizons. In contrast, expert-level retailers have more unified cultures, integrated systems and tools, and five-year-plus investment ambitions.
As retailers determine how to evolve from beginner to expert, it's critical to consider the state of information systems when making operating model decisions. For example, decisions about when to merge specific functions such as digital and store inventory-planning teams largely depend on whether information systems such as inventory-planning systems and item management systems are integrated across channels.
UK retailer John Lewis has taken a deliberate, systematic approach to its omnichannel journey. It has developed a leading online platform, built a modern and flexible automated distribution center and re-platformed its legacy IT onto omnichannel back-end systems. These well-planned moves ultimately allowed the retailer to deliver leading innovations—for example, offering customers the ability to "click and collect" in John Lewis Department stores as well as Waitrose Grocery stores.
So, where to begin? Building a modern retail organization means starting with a clear omnichannel strategy to profitably offer a seamless customer experience. It means busting traditional silos and devising new ways of working, in terms of roles, processes and systems. And it means paying careful attention to the timing of your moves. The radical change sweeping across the retailing world brings with it tremendous opportunities for growth and profits—but only for companies that are willing to reimagine organizations that are fit for the future.
Build must-have capabilities—but pick a few to differentiate
In our view, seven capabilities are essential for any omnichannel strategy:
- Building web and mobile customer experiences with intuitive interfaces, rich content and a great connection to the physical store experience.
- Building the right assortment across channels in a way that makes the most of each channel.
- Marketing effectively across traditional and digital media channels through media allocation, message and promotion coordination, and optimizing each media channel. Developing profitable fulfillment and shipping models.
- Integrating management of inventory across the supply chain, and placing SKUs in the right nodes (stores, distribution centers and fulfillment centers) for rapid delivery at minimum cost.
- Incorporating advanced analytics techniques into day-to-day decision making.
- Building an agile technology development function that is connected to the business and is flexible enough to work across functions.
However, every retailer must identify where it needs to make the biggest investments and how to design these capabilities to enhance brand positioning and customer value. We counsel retailers to clearly define the capabilities that will be most important to win. A retailer that chooses to win on the basis of a highly personalized experience may invest in different data and analytics capabilities than one that's focused on the lowest-cost supply chain. Both capabilities will be important for most retailers, but deciding where to differentiate is critical to place the right bets on hiring the best talent and structuring the organization. In fact, the success or failure of an omnichannel strategy can rest on deciding which capabilities will differentiate the company and which will be on par with competitors.
Andrew Noble and Sam Thakarar are partners in the Boston office of Bain & Company. James Anderson is a partner in Bain's London office. All are members of the firm's Retail practice.


text:
See: Description
Package | Description |
org.netbeans.api.editor.completion | |
org.netbeans.spi.editor.completion | |
org.netbeans.spi.editor.completion.support |
The Code Completion module is located under /cvs/editor/completion
directory. It provides the
with a simple API for showing and hiding of the completion
located in org.netbeans.api.editor.completion
and with SPI defining the completion providers that is located
in org.netbeans.spi.editor.completion
and the implementation located in org.netbeans.modules.editor.completion
interface was added to allow for
completion items containing possible sub-items.
void CompletionResultSet.setHasAdditionalItemsText(String text)
was added
to allow for customization of the text displayed in a completion popup whenever
a CompletionProvider indicates that additional items could be added to the result set.
void CompletionResultSet.setHasAdditionalItems(boolean value)
was added
to indicate that some items could exist that will likely need a long time to be computed
and added to the result set. It is preferred to add them on the special 'all' code
completion invocation only.
Adds few structured logging triggers to cooperate with the UI Gestures Collector.
void CompletionResultSet.setWaitText(String waitText)
was added
to allow customization of the text in the label displayed
if the completion query results are not computed in certain timeout.
CharSequence CompletionItem.getInsertPrefix()
was added.
CompletionTask.refresh(CompletionResultSet resultSet) now allows
void AsyncCompletionQuery.preQueryUpdate(JTextComponent component)
was added to reflect that in AsyncCompletionTask.
The API is small and it only allows to explicitly show or hide the completion window.
It's being used by code templates that need to explicitly show the code completion
window when tabbing to a particular parameter.
There may be certain actions that want to ensure that the code completion is hidden
at the time when they are invoked. For example the actions pasting the content
of the completion item into the document.
Completion infrastructure needs to obtain the results that are then displayed
in the completion window.
There are three types of displayed results related to the current caret offset:
For the purpose of obtaining these completion results
There may be an arbitrary number of independent completion providers for
a single completion popup window.
The completion providers are registered through the xml layer into
Editors/<mime-type>/CompletionProviders. Once the document
with the particular mime-type gets loaded the corresponding completion providers
will get instantiated and used.
The code completion's infrastructure invokes the requests
for the completion results in the AWT thread.
Therefore all the methods of the completion providers are invoked
in AWT thread but they may reschedule their processing into other threads.
The completion provider creates a task that computes the resulting
data that will then be displayed by the code completion infrastructure.
The task creation and computation are called synchronously
from the AWT event dispatch thread.
However there can be potentially long-running tasks (e.g. working with MDR)
that are not desirable to be run in AWT thread.
Therefore the completion infrastructure provides a listener
to which the completion task notifies the results.
The support class
AsyncCompletionTask allows to post the task computation
into RequestProcessor
The completion task computes a collection of completion items
which are then collected by the completion infrastructure and displayed.
Displaying. Each completion item must be able to display itself in a JList
Sorting. The completion items may come from different completion providers
and they must be sorted before displaying. The sort order
should not only be alphabetical but it should also allow a prioritization
of the items according to their importance in the given context.
Actions. The interaction of the user with the completion item
is done by interacting with item's input map and action map.
Documentation. The item may want to display additional
detailed information in a documentation popup window.
The sources for the module are in the NetBeans Mercurial repositories.
Read more about the implementation in the answers to architecture questions.

subset: commoncrawl


text:
Savoy, Gaston
Sans titre
Savoy, Gaston untitled, between 1988 and 2004 lead pencil and ballpoint pen on paper 29 x 42 cm © photo credit Collection de l'Art Brut, Lausanne
Savoy, Gaston, (1923-2004), Switzerland
A native of Attalens, in the canton of Fribourg (Switzerland), Gaston Savoy grew up and lived on the family farm. When, by the age of nine, he was still not speaking, he was admitted to the Le Guintzet institution for the deaf and hard of hearing. There he followed classes adapted to his capacities and discovered a taste for drawing. As it turned out, Gaston Savoy was not deaf but hard of hearing, in conjunction with a slight mental handicap. At sixteen, he returned to the family farmstead where, as a teenager, he spent his time chopping wood for the household and carrying out sundry minor household chores.His family always saw him drawing on all kinds of supports: on cardboard, the backs of envelope, newspaper margins, pieces of wood... They did not keep most of his first drawings. Upon being admitted to the Charitable Hospice St. Joseph in Châtel St-Denis in 1988, at the age of sixty-five, he continued creating, going on to produce some two hundred pieces.
For the most part, Gaston Savoy drew in series that repeat various animal motifs, such as cows or sheep: these are reinterpretations of the "poya" (cattle drive) motif. He also depicted ritual festivities like the "Bénichon" (a traditional canton of Fribourg festival in thanks for a bountiful harvest) or the Saint-Nicolas (the City of Fribourg's patron saint, honored the first Sunday of December).


text:
Thinking Machines: Art and Design in the Computer Age, 1959–1989
November 13, 2017–April 8, 2018
The Museum of Modern Art
Drawn primarily from MoMA's collection, Thinking Machines: Art and Design in the Computer Age, 1959–1989 brings artworks produced using computers and computational thinking together with notable examples of computer and component design. The exhibition reveals how artists, architects, and designers operating at the vanguard of art and technology deployed computing as a means to reconsider artistic production. The artists featured in Thinking Machines exploited the potential of emerging technologies by inventing systems wholesale or by partnering with institutions and corporations that provided access to cutting-edge machines. They channeled the promise of computing into kinetic sculpture, plotter drawing, computer animation, and video installation. Photographers and architects likewise recognized these technologies' capacity to reconfigure human communities and the built environment.
Thinking Machines includes works by John Cage and Lejaren Hiller, Waldemar Cordeiro, Charles Csuri, Richard Hamilton, Alison Knowles, Beryl Korot, Vera Molnár, Cedric Price, and Stan VanDerBeek, alongside computers designed by Tamiko Thiel and others at Thinking Machines Corporation, IBM, Olivetti, and Apple Computer. The exhibition combines artworks, design objects, and architectural proposals to trace how computers transformed aesthetics and hierarchies, revealing how these thinking machines reshaped art making, working life, and social connections.
Organized by Sean Anderson, Associate Curator, Department of Architecture and Design, and Giampaolo Bianconi, Curatorial Assistant, Department of Media and Performance Art.


text:
Seria de balante analitice profesionale XA 4Y este echipata cu un afisaj touchscreen grafic color cu dimensiunea de 5.7 " care impreuna cu noul software ofera multiple posibilitati de operare si prezentare a rezultatelor obtinute. Setarile avansate ne ofera posibilitati de personalizare si configurare a unor profiluri individuale pentru fiecare operator. Calibrarea interna automata menține o precizie si o acuratete de masurare excelentă.Calibrarea interna impreuna cu setul de senzori cu care este echipata balanta realizeaza o autoajustare permanenta ca si reactie impotriva perturbatiilor generate de factorii externi ( temperatura, presiune atmosferica etc..). Controlul orizontalitatii se realizeaza printr-un sistem de afisare electronic , patent propriu al producatorului, care ajuta la un reglaj de foarte mare precizie.
Statistiscs function registers and analyses performed measurements. This supplies the user withthe following information: Max and Min standard deviation, average value, variance, range et.
Function verifying correctness of piston pipettes functioning, the verification is performed via gravimetric measurement of the excreted liquid. Pipettes calibration may be either a stand-alone module or it may be operated
Percent Weighing function is used for comparision of measured products with mass standard. Mass of a mass standard may be a numeric value taken from a database or it may be determined through a measurement process. Each measured product is compared to mass standard, mass of which is presumed as a model 100% ideal mass. For products weighing less than the mass standard, obtained results are lower than 100%, for products weighing more, the obtained results are greatly exceeded
Function using mass measurement for determination of measured items quantity. Mass of a single item is required for this process. It may be either estimated through weighment or taken from a database. For items counting the following algorithm is used: all items mass / single item mass = quantity. Function operation is supperted by a mechanism of Automatic Correction of Accuracy. This allows to update single item mass in course of the process. To a certain extend Automatic Correction of Accuracy eliminates error which may be a result of different mass values of seemingly alike single elements. For industry solutions items counting may be simultaneously carried out with checkweighing and dosing thus industry solutions feature audio signalling base informing that specified number of items has been weighed. It is possible to apply weighing systems using few platfroms of different MAX capacities and different accuracies.
Function allowing to perform the measurement in Newton unit, it may be used for processes aiming to determine force resulting in the sample damage.
Programmable function supporting the weighing process through control of the following options: sliding weighing chamber doors, printout, zeroing, tarring etc. Especially appreciated wherever preventing the balance from soiling is important.
Sed sed libero mauris. Sed faucibus mauris sed diam elementum sagittis. Pellentesque eget dolor eu arcu rutrum porttitor. Ut at massa a mauris elementum viverra rhoncus efficitur orci. Nunc sed sem tortor. Vivamus vel arcu ac neque interdum aliquam.
Checkweighing function is used for checking whether the measured sample mass is within the predefined threshold values, Low [LO] and Hgh [HI]. The thresholds are given in [g] and [kg] units. Current state of a sample being measured is signalled by means of pictorgams located on a display for laboratory balances, for industrial scales Stackligt System is used. This visual +/- inspection is in operation during segregation, control or packing process of products for which mass has bees determined with a specifaied tolerance, eg. 12860 g 961
Process of mass determination for a product which may unwillingly reposition within the weighing pan. Mass determination in such cases requires much longer period of time when compared to typical weighing process. It is the user who defines period of time needed for control of measured product mass. The user can thus optimaze the function depending on the measured product characteristics.
Function performing correction of mass measurement indication, wherein the air density is taken into account. It is used in balances with reading unit < 0,01 mg.
Capacitatea maxima [Max] | 52 g |
Minimum load | 1 mg |
Readability | 0,01 mg |
Tare range | -52 g |
Repeatability | 0,01 mg |
Linearity | ±0,03 mg |
Excentric load deviation | 0,03 mg |
Sensitivity offset | 2×10⁻⁶×Rt |
Sensitivity temperature drift | 1×10⁻⁶/°C×Rt |
Sensitivity stability | 1×10⁻⁶/Year×Rt |
Minimum weight (USP) | 20 mg |
Minimum weight | 2 mg |
Weighing chamber dimensions | 170×200×220 mm |
Stabilization time | 5 s |
Pan Size | ø 85 + open-work ø 85 mm |
Sensitivity drift | 1 ppm/°C in temperature +15 ÷ +35 °C |
Working temperature | +10 ÷ +40 °C |
Atmospheric humidity | 40% ÷ 80% |
Power supply | 13,5 ÷ 16 V DC |
Display size | 5,7'' (touchscreen) |
Interface | 2×USB, 2×RS 232, Ethernet, 4Inputs/4Outputs - digital, WiFi 2,4GHz b,g,n |


text:
Monday, January 10 2011
Much of the U.S. economy has been slow to recover from the recession. That hasn't been true of farmland markets, which have continued to climb, a group of Purdue University agricultural economists says.
Strong crop returns, very low interest rates and a growing expectation that both might continue have had a positive influence on farmland values, said Mike Boehlje, Chris Hurt and Brent Gloy. "Even while some residential and commercial real estate values have been falling, that has not been the case for farm real estate," Boehlje said. "Instead, we've seen some high prices for farmland in recent months, even exceeding $10,000 an acre in some extreme cases." Boehlje, Hurt, Gloy and fellow Purdue agricultural economist Craig Dobbins examine farmland value dynamics in their paper "Farmland Values: Current and Future Prospects." The paper can be viewed online by going to http://www.agecon.purdue.edu/commercialag/progevents/landvalueswebinar.html and then clicking on the link. The four economists and Bruce Erickson, Purdue's director of cropping systems management, will discuss farmland values during a free webinar 1-2 p.m. EST Monday (Jan. 10). To register for the online event, visit the website above. Farmland values have risen steadily since 1987 but have shot up in recent years. Between 2000 and 2010 the average price per acre of average-quality Indiana farmland - land capable of producing an average corn yield of 155 bushels - rose from about $2,300 to just over $4,400 this past June, the economists said. Land values continued to increase even more dramatically during the last half of 2010. "These higher prices aren't for development purposes," Boehlje said. "Many of the land sales in the Midwest are to farmers rather than outside investors, so it's farmers bidding against farmers. Not only is land demand strong but also supply is low as few families are willing to sell. Strong demand with limited supply makes farmland a hot commodity, both for its asset value and the income it can generate. "In addition, low interest rates are making farmland attractive, and farmland is seen as a hedge against inflation. Farmland and real assets, whether they be land or commodities, are perceived by many to have more inflation hedge potential than financial assets." Higher crop prices play a major role in farmland values as they increase returns, Hurt said. Global demand for grain is growing, brought on by higher world incomes and the increased use of crops for biofuels. Two huge growth markets have been corn for ethanol and soybean exports to China, Hurt said. In 2005 those two markets required 16 million acres of production. By 2010 it took 41 million acres of the two crops to meet those market demands, he said. "That's a startling 25 million-acre increase in the demand for land," Hurt said. "It represents about 10 percent of the U.S. crop base planted to major crops. That says we've had a very large increase in demand for land and is thus one of the primary contributors to surging land values on the demand side." Crop prices also are getting an indirect boost from Federal Reserve monetary policy. Hurt said the second round of the Fed's buying of Treasury securities through so-called "quantitative easing" is conducive to weakening the U.S. dollar and creating inflation. "The act of creating more money tends to depress the value of the dollar. That generally results in stronger commodity prices, which would then push up returns to farmland and be an added stimulant to land values," he said. High crop returns also affect the rental rates landowners charge farmers to use their land. "Cash rents are higher as a result of the greater returns to the land on which crops are grown, but farmland prices have been rising more rapidly than cash rents in recent years," Gloy said. A 2010 Indiana farmland value survey conducted by Purdue indicated that average-quality Hoosier farmland was worth $4,419 per acre in mid-June. Cash rents on that land averaged $161 per acre, meaning buyers were willing to pay a price for land that was about 27 times the annual rent. By contrast, this "value-to-rent multiple" was 20 in 2000 and just 12 in 1986. "The increased value-to-rent multiples suggest that both rising crop incomes and falling interest rates have been leading contributors to today's land values," Gloy said. "Future land values will largely be determined by the economic returns to farmland ownership, the level of interest rates and by expectations, including inflationary expectations, of both land buyers and sellers." Source: http://www.purdue.edu/newsroom/general/2011/110107BoehljeFarmland.html |


text:
Hands-on: Using the File and Settings Transfer Wizard in Windows XP Professional
- What's Included and What Works
- How the Wizard Handles Application Settings
- What About Data Files?
- Touring the File and Settings Transfer Wizard
- Summary
What's Included and What Works
The capability to move files and settings from one PC to another is often a time-consuming and imprecise process at best. The idea of having a process included in an operating system for moving both files and settings is a needed one. Its value is in its execution and ability to seamlessly migrate user files and settings from one PC and operating system to another. Microsoft's File and Transfer Settings Wizard is a step in the right direction in response to many users' needs for accurately migrating settings. The familiar wizard-like interface that is used for handling the migration steps is easy to use. In my testing of this feature on a server, workstation, and laptop, I found that between laptops this process worked best. On the workstation, there was a disconnect between the network settings and video. Nonetheless, this feature new to Microsoft's operating system works for the most part, with some polishing needed to get the network and video migrations to work.
Today, the File and Transfer Settings Wizard successfully migrates the following settings and files:
Internet Explorer Settings. All settings including security levels made the transition, including the bookmarks.
Dial-up Connections. Although Microsoft claims that this transfers, in fact you do need to create the modem and its properties in Whistler before the dial-up connections will work. The definition of the dial-up connections made the transition, yet the modem parameters did not. Although Microsoft claims that XP will also include modem support, this feature did not work on any of the three classes of systems tested in Release Candidate 1(RC1).
Outlook and Outlook Express. Obviously very dependent on Exchange Server and settings recorded there by user account, it's clear that Microsoft has more work to do to migrate both applications' settings at the same time. RC1 did not support both Outlook and Outlook Express migration.
Network Settings. Settings for a 3COM card in a laptop was recognized perfectly and worked for basic network functionality. There was more configuration needed to get the laptop configured so that the laptop could see a VPN, however. At this time, the wizard picks up the basic TCP/IP settings (and even can get DHCP right on a cable modem), yet cannot pick up VPN support and configure it, even when all baseline software is from Microsoft. For a workstation with an SMC Adapter in it, the wizard lost the subnet mask. Clearly, Microsoft needs to work with more network adapter companies to get this feature ready for the launch.
Network Drive Mapping. This is a feature that Microsoft is touting in the launch documents from Windows XP Professional. This feature worked well on the laptop, workstation, and server I tested this feature on within a small network. Going through a VPN to password-protected drives did not work, however.
Accessories and Desktop Elements. The configuration settings for the utilities and applets found in the Control Panel migrated perfectly. These included the screen saver definitions, mouse and keyboard settings, and the sound settings at the operating system level. The clock also made the transition perfectly.


text:
Select Your Vehicle
We don't carry any products in this category for your 1996 GMC Sonoma.
Are you tired of clumsily leaping in and out of your ride day after day? Save your body (and your dignity) with a set of premium nerf bars from RealTruck! With multiple brands, styles, and finishes available, RealTruck is the premier source for all of your nerf bar needs.
Having trouble narrowing down your selection? Check out our best-of comparison on RealSource!
For additional inquiries or assistance placing an order, contact our knowledgeable sales staff, available 7 days a week.
Nerf bars are a style of running board/truck step, characterized by their tubular construction and cab-length or wheel-to-wheel design.
Nerf Bars are a stylish and multifunctional addition to any ride! Whether stock-height or lifted, nerf bars provide a wide, easily accessible step that's significantly lower than factory. They'll also help to guard your vehicle's rockers against rock chips and minor abrasions.
Stretching from the front to the rear of the cab, these nerf bars make accessing your vehicle's interior a breeze.
Stretching from wheel-to-wheel, the nerf bars typically include an additional step just before the rear tire, making the bed just as accessible as the cab.
Nerf bars are available in various finishes to complement any ride, check out our top sellers below!
Stealthy styling; includes gloss, matte, textured, and textured matte.
Bright, flashy, and bold.
Exceptional shine and corrosion resistance.


text:
© Jane Hobson 07798 794205 www.janehobson.com
UK copyright law applies to all print & online usage. NUJ newspaper space rates apply. Magazines please call for rates
Craig Talbot, Ed Theakston, Eden Avital Alexander, Gill Kirk writer, Jennifer Kay movement director, Kristin Duffy, Mat Davies, Nick Biadon, Rob Whitmarsh, Rori Endersby, Sarah Gain director, Simon Bayer lighting design, Skin in the Game, Slackline Productions, Studio at New Wimbledon Theatre, act, acting, actor, actors, arts, bee, climate change, climate emergency, comedy, crisis, dark, director, drama, dramatic, eco, entertainment, fun, funny, humor, humorous, humour, mask, masked, masks, play, players, playing, production, stage, staged, staging, theatre, theatrical, thespian, thespians, troll


text:
DND DUO Nail Lacquer and UV|LED Gel Polish Reddish Purple 634 (2 x 15ml)
- 1-2 Days Delivery £2.95
No shrinkage, longlasting and super easy to apply. DNDs number 1 focus has always been to provide nail technicians with quality products that ensure their clients are 100% satisfied.
- Superior coverage and pigmentation
- Cures with a UV or LED lamp
- Up to 14 days wear (nail polish)
- Up to 21 days wear (gel polish)
- Gel polish applies on like a polish, but with the permanence of gel
- Gel polish soaks completely off in only 10 – 15 minutes
- Certified Vegan free ingredients and non-animal cruelty tested
Orders placed before 2pm Monday - Friday (UK Time), except public holidays and weekends, are dispatched the same day. Subject to your payment being processed and stock availability.
Orders placed after 2pm during weekdays or weekends will be processed and dispatched the next following working day.


text:
Defamation — also calumny, vilification, and traducement — is the communication of a false statement that harms the reputation of an individual person, business, product, group, government, religion, or nation.[1]
Under common law, to constitute defamation, a claim must generally be false and must have been made to someone other than the person defamed
To cover my own butt, what I am writing on is still in the stages of being alleged and has yet to be proven in court.
Sworn affidavits from people close to the defendant are some pretty strong evidence though.
There are a number of questionable actions that apparently have been done by Councilor Farrell which have led to the lawsuit against her launched by the Terrigno family.
A large part of the defamation element of the suit revolves around Farrell apparently claiming that Mike Terrigno was a member of the mafia.
While this allegation sounds sort of comical at a glance, it is very serious when it is coming from an elected official and is directed at a business family. There are few things more damaging to the reputation of a business than being seen as being criminal.
If a person is ever going to state that another person is a criminal, they had better damn well be able to prove it or there will be and there should be legal consequences. It is a gross assault on a person's character that simply can't be ignored.
Naheed Nenshi certainly figured this out when he found himself sued for calling a local business man and philanthropist a "Godfather" like figure. That statement alone led to Nenshi having to settle with issuing a groveling apology, retraction and eating nearly $300,000 in legal fees (which he dumped on the taxpayers for a time).
If the statements in the affidavit sworn by Jeremy Sturgess are true, Druh Farrell went well beyond Nenshi's vague statements with Wenzel and outright stated that Mike Terrigno is "the mafia".
Like Nenshi, Druh Farrell has an unusually close relationship with her preferred architects.Jeremy Sturgess appears to be something of a favorite for Druh. Jeremy Sturgess has a number of ties to this lawsuit but I am sticking to the defamation aspect for now.
The sworn statement of a close associate of Councilor Farrell on this issue is quite compelling. It is not like Sturgess is a friend of the Terrigno family by any means. He is just giving a sworn and likely honest statement on what he remembers Druh Farrell having said to him about Mike Terrigno.
Below, Sturgess speaks to how long he has had a professional relationship with Farrell along with a reiteration on her apparent mafia allegations about Terrigno.
The document in its entirety can be found here
Seriously, just who do these elected officials think they are?
Do people like Nenshi and Farrell even think twice about how their statements can impact innocent business people? It appears not. It does appear that the courts are taking on the task of instilling the decency and common sense into these members of city hall that they somehow are personally lacking.
If Druh Farrell was telling Sturgess that Terrigno was mafia, who else has she been telling this to? How far has this rumor spread? How much damage has it and will it do to their family business?
Elected officials are entrusted by the public on a number of levels. City councilors hold a higher degree of public profile than your average citizen. This makes it more incumbent upon them to be careful with what they say about others as their words can have a very serious impact on them.
Farrell has dumped her legal fees upon the taxpayers without hesitation as she hunkers down with this lawsuit. Hardly tax funds well spent.
It is indeed election season. I think it is pretty clear that Ward 7 desperately needs new and responsible representation. Farrell has developed far too much entrenched entitlement to properly serve her constituents and the legal fees she is wracking up are simply far too expensive.
Lets hope the usually sleepy civic electorate gets up and votes Druh Farrell out of office next month. Taxpayers deserve it.


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King James Version
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John chapter 12
total: 50
Then, six days before the Passover, Jesus came to Bethany where Lazarus was, whom Jesus had made to come back from the dead.
So they made him a meal there, and he was waited on by Martha, and Lazarus was among those who were seated with him at table.
Then Mary, taking a pound of perfumed oil of great value, put it on the feet of Jesus and made them dry with her hair: and the house became full of the smell of the perfume.
But one of his disciples, Judas Iscariot (who was to give him up), said,
Why was not this perfume traded for three hundred pence, and the money given to the poor?
(He said this, not because he had any love for the poor; but because he was a thief, and, having the money-bag, took for himself what was put into it.)
Then Jesus said, Let her be. Let her keep what she has for the day of my death.
The poor you have ever with you, but me you have not for ever.
Then a great number of the Jews had news that he was there: and they came, not only because of Jesus, but so that they might see Lazarus who had been dead and to whom he had given life.
Now there was talk among the chief priests of putting Lazarus to death;
For because of him a great number of the Jews went away and had belief in Jesus.
The day after, a great number of people who were there for the feast, when they had the news that Jesus was coming to Jerusalem,
Took branches of palm-trees and went out to him, crying, A blessing on him who comes in the name of the Lord, the King of Israel!
And Jesus saw a young ass and took his seat on it; as the Writings say,
Have no fear, daughter of Zion: see your King is coming, seated on a young ass.
(These things were not clear to his disciples at first: but when Jesus had been lifted up into his glory, then it came to their minds that these things in the Writings were about him and that they had been done to him.)
Now the people who were with him when his voice came to Lazarus in the place of the dead, and gave him life again, had been talking about it.
And that was the reason the people went out to him, because it had come to their ears that he had done this sign.
Then the Pharisees said one to another, You see, you are unable to do anything: the world has gone after him.
Now there were some Greeks among the people who had come up to give worship at the feast:
They came to Philip, who was of Beth-saida in Galilee, and made a request, saying, Sir, we have a desire to see Jesus.
Philip went and gave word of it to Andrew; and Andrew went with Philip to Jesus.
And Jesus said to them in answer, The hour of the glory of the Son of man has come.
Truly I say to you, If a seed of grain does not go into the earth and come to an end, it is still a seed and no more; but through its death it gives much fruit.
He who is in love with life will have it taken from him; and he who has no care for his life in this world will keep it for ever and ever.
If any man is my servant, let him come after me; and where I am, there will my servant be. If any man becomes my servant, my Father will give him honour.
Now is my soul troubled; and what am I to say? Father, keep me from this hour. No: for this purpose have I come to this hour.
Father, give glory to your name. Then there came a voice out of heaven, saying, I have given it glory, and I will give it glory again.
Hearing the sound, a number of people who were there said that it was thunder: others said, An angel was talking to him.
Jesus said in answer, This voice came not for me but for you.
Now is this world to be judged: now will the ruler of this world be sent out.
And I, if I am lifted up from the earth, will make all men come to me.
(This he said, pointing to the sort of death he would have.)
Then the people in answer said to him, The law says that the Christ will have life without end: how say you then that it is necessary for the Son of man to be lifted up? Who is this Son of man?
Jesus said to them, For a little time longer the light will be among you; while you have the light go on walking in it, so that the dark may not overtake you: one walking in the dark has no knowledge of where he is going.
In so far as you have the light, put your faith in the light so that you may become sons of light. With these words Jesus went away and for a time was not seen again by them.
But though he had done such a number of signs before them, they still had no belief in him:
So that the words of the prophet Isaiah might come true, when he said, Lord, who has any belief in our preaching? and the arm of the Lord, to whom has it been unveiled?
For this reason they were unable to have belief, because Isaiah said again,
He has made their eyes blind, and their hearts hard; for fear that they might see with their eyes and get knowledge with their hearts, and be changed, and I might make them well.
(Isaiah said these words because he saw his glory. His words were about him.)
However, a number even of the rulers had belief in him, but because of the Pharisees they did not say so openly for fear that they might be shut out from the Synagogue:
For the praise of men was dearer to them than the approval of God.
Then Jesus said with a loud voice, He who has faith in me, has faith not in me, but in him who sent me.
And he who sees me, sees him who sent me.
I have come as a light into the world, so that no one who has faith in me will go on living in the dark.
And if any man gives ear to my words and does not keep them, I am not his judge: I did not come to be judge of the world but to give salvation to the world.
He who puts me on one side and does not take my words to heart, is not without a judge: the word which I have said will be his judge on the last day.
For I have not said it on my authority, but the Father who sent me gave me orders what to say and how to say it.
And I have knowledge that his order is eternal life: so that the things which I say, I say them even as the Father says them to me.
John chapter 11
John chapter 13
King James Version
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FREE SHIPPING on your order of $99 or more. Use Code: FREESHIP99 at checkout
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White Pink Rose Bouquet
One of our beautiful dried flower bouquets. Ready to be taken out of it's sleeve and put in a vase of your choice. So easy, and you will love the results for a long time to come as these bouquets are meant to last and last. Try a flower bouquet today and you will love it.
Product: White Pink Rose Bouquet
Ingredients: Various dried flowers, plants, and grasses
Length: 26 inches long
Supply: Very limited supply


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Giro Fixture Mips II Helmet
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Christmas Stocking fillers 2020
This show combines both figurative and colourful paintings, enjoying a celebration of art with a huge variety of original paintings from which to choose from. The Doorway Gallery can provide you with that ideal perfect gift, a lifetime possession if you must.
Should a particular or favoured artist interest you, but you aren't in a position to stretch your budget, then now is the perfect opportunity to finally grab that piece, for someone special or simply treat yourself to an early Christmas present.