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Innovation and Entrepreneurship in a Global Economy. When Peter Drucker wrote about innovation and entrepreneurship in the mid 1980s (Innovation
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1 Innovation and Entrepreneurship in a Global Economy Introduction When Peter Drucker wrote about innovation and entrepreneurship in the mid 1980s (Innovation and Entrepreneurship Principles and Practices, 1985), America employed 10 million more people than had been predicted, and its dynamic economy was headed toward a primarily entrepreneurially inspired, innovative business culture. There was an abundance of young risktakers who were willing to endure the ruthlessly long hours required by entrepreneurial opportunities, especially because of the potential success they offered. At the same time, big business dominated the corporate world and benefitted from a highly loyal workforce. Incorporating innovative ideas in business quickly became a highly esteemed management goal worthy of great effort. Corporate executives required their people to learn the disciplines of innovation and entrepreneurship, and Peter Drucker became their teacher. Drucker s ideas were the panacea for institutional giants of his time, and the business climate of the 80s was ripe for adopting them. In this context, he treated both innovation and entrepreneurship in the new entrepreneurial economy as practices, decisive duties that could be controlled best in a systematic work environment. Unfortunately for corporate America, the bureaucratic organization structure was not able to sustain an entrepreneurial spirit, and many of the proponents left to start their own ventures. Twenty-five years and one computer revolution later, where do these concepts stand? American business has undergone more extreme changes in every aspect in every industry than could have ever been predicted. Many center on technology, information and productivity, which Drucker steadfastly argued were less important than management. Before his death in 2004, he wrote a book called, Management Challenges of the 21 st Century. In the chapter, Management s
2 New Paradigms, he reminds business leaders, The center of a modern society, economy and community is not technology. It is not information. It is not productivity. It is the managed institution as the organ of society to produce results Management is the specific function, the specific instrument to make institutions capable of producing results. Today, innovation and entrepreneurship have changed. There are different ways of breeding, executing and practicing those concepts around the world. This paper looks at Drucker s theory, what s applicable for today and what is not. The practical reality is entrepreneurship and innovation are not manifested the same in an international marketplace. In fact, they are not all systematic as Drucker believed. For example, the U.S. and China have incubators to breed innovation and entrepreneurship, but they are not practiced similarly. Likewise, some innovations, like the Internet, are opportunistic and accidental. Originally developed by DARPA, the Defense Advanced Research Projects Agency as a means to share information on defense research between involved universities and defense research facilities, the internet quickly became the World Wide Web. Companies tackling the global economy face unprecedented challenges and threats, as well as remarkable opportunities. Fortunately, new generations of entrepreneurs are more confident in themselves than were the baby boomers of the 80s. They are more inclined to demand instant gratification from their careers, even if it doesn t include maximizing profits. Today, entrepreneurs want to be intellectually challenged, and some even want to make a difference in society. Their motivations are strikingly different from those of their predecessors of the 1980s, which in the long-term could be a contributing factor to sustainable success. Innovation Defined 2
3 Wikipedia defines innovation as simply, a new way of doing something. It may refer to incremental, radical and revolutionary changes in thinking, products, processes or organizations. A distinction is typically made between invention, an idea made manifest, and innovation, ideas applied successfully. (Mckeown 2008) Peter Drucker viewed innovation as the tool or instrument used by entrepreneurs to exploit change as an opportunity. He argued that innovation, as a discipline, is capable of being learned, as well as practiced. While he never agreed to a theory of innovation, he realized enough was known to develop it as a practice a practice based on when, where and how one looks systematically for (innovative) opportunities and how one judges the chances for their success or the risks of their failure. From Drucker s perspective, systematic innovation consisted of the purposeful and organized search for changes, and in the systematic analysis of the opportunities such changes might offer for economic or social innovation. As such, innovation of the 1980s took place in large corporate R&D departments, as well as academic institutions. Now when people want to innovate and be entrepreneurial, they leave the corporate world and set out on their own. They get money for their start-up ventures from a variety of sources, sometimes even mortgaging their homes. Often they take substantial risks to follow their dreams, which is where the term lifestyle entrepreneur was born. While Drucker was once the foremost expert on the subject of innovation, new ideas about innovation have emerged. For instance in 2004, William Lazonick, Professor in the Department of Regional Economic and Social Development at the University of Massachusetts Lowell and Director of the Massachusetts Lowell Center for Industrial Competitiveness, referred to indigenous innovation which is the development of a collective type of learning within the organization. The strategy driving the innovation, he argued, was set in motion socially rather than process-driven. He believed that the pursuit of innovation required much more than taking 3
4 up a practical course of action. Further, Lazonick noted that conditions for success were far too reliant on economic factors to be measured by simply having a systematic process in place as Drucker had suggested. (Indigenous Innovation and Economic Development: Lessons from China s Leap Into the Information Age, Industry and Innovation, 12/04 issue) Another offshoot is disruptive innovation, which improves a product or service in ways that the market does not expect (e.g., lower prices, designed to appeal to a new customer, etc.) Coined by Clayton M. Christensen in his 1995 article, Disruptive Technologies: Catching the Wave, co-written with Joseph Bower, disruptive innovations are predominantly intimidating to existing market leaders because they represent competition coming from an unexpected direction. The concept of disruptive innovation carries on a long practice of recognizing radical technical change in the study of innovation by economists. Another method for practicing innovation involves the antithesis of what Drucker called systematic innovation. It is based upon the concept, accidents happen. Innovation cannot always be planned, which is why this approach emphasizes how many important innovations are the byproducts of accidents. The key is to be prepared for the unexpected, says Robert D. Austin, associate professor in the Technology and Operations Management unit at Harvard Business School. Austin s research regarding the practical implications of accidental innovation, make it difficult to deny its viability. Popular innovations discovered by accident include cellophane, Cornflakes, nylon, penicillin, Teflon and so many more. All of these examples show the evolution of innovation as adaptations to the changing business landscape. Entrepreneurship Defined 4
5 A little over 200 years ago, the French economist J.B. Say remarked, The entrepreneur shifts economic resources out of an area of lower and into an area of higher productivity and greater yield. But, who is this entrepreneur Say speaks of? In the United States, an entrepreneur was defined as one who starts his own, new and small business, although Drucker noted that not every new small business is entrepreneurial or represents entrepreneurship. Also, not every entrepreneurial business is innovative. Drucker identified entrepreneurs as people who see change as the standard, echoing Heraclitus of Ephesus, the Greek philosopher who said, The only constant in life is change. Entrepreneurs regard change as essential and welcome it as beneficial to the lives of big corporations and small businesses alike. However, the kind of change implied here, Drucker clarified, is typically not the kind that can be brought about simply by deciding to create it. Rather, it is created by entrepreneurs who actively go looking for existing change in order to exploit it. One example Drucker presented was the entrepreneurial genius behind the early days of McDonald s. The truth was Ray Kroc never invented anything. In fact, hamburgers, French fries and soda had been available for years. Kroc simply asked the question, How does our customer define value? Once he had the answer, he developed, standardized and branded it. That, Drucker believed, represented entrepreneurial instinct at its best. At the same time, he thought the risk in being an innovator was that it might come with ill repute, perhaps because so few of the so-called entrepreneurs knew what they were doing. Although the McDonald s example demonstrates that being entrepreneurial does not automatically come with a certain degree of risk, it should still be approached systematically, as well as managed. And, Drucker added, Above all it needs to be based on purposeful information. 5
6 In corporate America, this has changed dramatically. Entrepreneurship is not solely based on purposeful information. Within corporations, those who look for change are considered the troublemakers who often end up starting their own companies. Corporate organizational structures, layers and silos inhibit employee creativity, as well as thwart efforts to improve the customer experience. In many cases, they are programmed for inflexibility, leaving employees no longer agile enough to cope with change. Innovation and Entrepreneurship in the 1980s By the 1980s, one of America s trademark fields, heavy industry, had been losing ground for at least two decades. Further, deregulation had gained momentum in the late 1970s, and by 1980, President Carter began deregulating industries from trucking to airlines to railroads. All combined, the external environment demanded that American management shift its thinking toward a more innovative, entrepreneurial approach to business. Halfway through the 1980s, three fourths of America s 113 million workers earned their living providing services and establishing what would soon become known as the service industry. By the end of the 80s, entrepreneurship had taken off, and American managers were finally getting comfortable having shifted their focus from products to processes and from quantity to quality. It wasn t just happening in America. All across the world industries were undergoing transformation, which forced companies to begin laying the foundation for a new breed of innovation. Right in the thick of the decade s advances, Drucker s 1985 book on innovation and entrepreneurship championed specifically entrepreneurial strategies that Drucker described as important, distinct and different. They were aimed at breaking down the barriers to change that 6
7 often discouraged CEOs. Resistance to change was a company s worst enemy in the 1980s, yet change was becoming increasingly unavoidable. While each of Drucker s strategies is only briefly described, they are important to note. 1. Being Fastest with the Mostest. Here the aim from the start is to eventually land a leadership position being the first with the most. The entrepreneur aims at leadership if not at dominance of a new market or industry. Blackberry provides a good example. With the undeniably compelling nature of mobile , it was no big surprise that the (RIM) Blackberry unit became popular so fast. Being first-to-market, its premium pricing didn t seem as expensive as it does in today s much more competitive landscape. But, now the company is being squeezed and needs to redefine its marketing strategy. 2. Hit Them Where They Aint. In this strategy the innovator doesn t create a major new product or service. Instead it takes something just created by somebody else and improves upon it. Drucker called it creative imitation because the innovator reworks the product or service, coming up with a slightly more desirable option. Take the iphone for example. Apple entered the market of mobile phones at a time when it was mature and saturated. But, the difference was found in the iphone s revolutionary product design. As a cross between a mobile phone and a lap top computer, the iphone took the market standard and turned it on its head. 3. Entrepreneurial Judo. In this case, the strategy s success feeds on what is unfortunately highly common among American companies: complacency. It takes what the market leader considers its strengths and turns those strengths into the very weaknesses that defeat it. In Drucker s Innovation and Entrepreneurship, Entrepreneurial Strategies (Corpedia Online Program), he gives this example: When the Japanese became the 7
8 leaders in numerous U.S. markets (e.g., copiers, machine tools, consumer electronics, automobiles, etc.) they always used the same strategy. If, for example, an American company saw its high profitability as its greatest strength, then it probably meant the firm focused on the high end of the market, leaving the mass market undersupplied and underserviced. The Japanese moved in with low-cost products that had minimum features and the American companies didn t even put up a fight. However, because the Japanese had taken over the mass market, they soon had the cash flow to then move in on the highend market, too. It didn t take long before they dominated both. 4. Changing Economic Characteristics. Under all of the other strategies presented by Drucker, the innovator has to create an innovative product or service. In this one, the strategy itself is the innovation. Using this strategy, the company actually converts an existing product or service into something new by changing its utility, its value and its economic characteristics. Post conversion, there is new economic value and new customers, but no new product or service. It s a commonly used strategy in the high-tech industry. Pricing is one of the most successful ways to change the economic characteristics of a product or service. Drucker used the example of Yahoo s situation a few years back. With the internet designed as an information network, most providers charged access for it, (e.g. hosting an address). But, Yahoo, among others, gave away internet access because it was paid for by advertisers who ran ads the customers would see when they went online. Yahoo asked, Who is the customer? The answer was that the customer is the supplier who wants access to a potential customer. This changed the characteristics of the industry. 8
9 5. Ecological Niche. This strategy aims at control. It obtains a practical monopoly in a small area. In the most successful of the ecological niche strategies, the whole point is to be so inconspicuous that despite the product s being essential to a process; no one will likely try to compete, making them virtually immune to competition. Three distinct niche strategies fall under this category. One of these is called the toll-gate strategy. Being in a toll-gate position means once the product is developed and patented, it is in such high demand no one will do without it. An example comes from Givun Imaging, an Israeli company that developed the first ingestible video camera at a size so small it fits inside a pill. The device enables doctors to view the small intestine from the inside, helping medical professionals to diagnose cancer and digestive disorders. Used across the world, doctors couldn t do without it. More importantly, price was not an issue. Givun Imaging was the first, putting itself in one of the most desirable positions a company could occupy. In addition to his list of strategies, Drucker offered several important caveats to emphasize the connection between entrepreneurial strategy and innovation. Stated differently, before implementing one of Drucker s strategies, it s important to make sure it s the right one. Some entrepreneurial strategies fit better in certain situations, while other strategies work better in combination with another. One entrepreneur may combine two or even three into one strategy. These are his guidelines: The strategies are not mutually exclusive. The strategies are not always sharply differentiated. Each strategy fits certain kinds of innovation and does not fit others. Each strategy requires specific behavior on the part of the entrepreneur. 9
10 Each strategy has its own limitations and carries its own risks. Still, entrepreneurial strategy remains the decision-making area of entrepreneurship and therefore the risk-taking one, Drucker stated. It is by no means hunch or gamble. But it also is not precisely science. Rather, it is judgment. Malcolm Gladwell examined that kind of judgment in his book, Blink (Back Bay Books, 2005). He studied rapid cognition, the kind of thinking that happens in the blink of an eye. Gladwell breaks down the two seconds anyone s mind uses to jump to conclusions about any new information being presented. He believed these instant conclusions we reach are really powerful. Since entrepreneurship comes with an element of risk, it s helpful to know when snap judgments are good and when they re not. By the end of the 80s it had become quite clear that what was transpiring in American business went beyond change ; it was a complete transformation that would wipe out any company that wasn t prepared to exploit it. American business was heading into its final decade before the turn of the century, and it was about to be turned upside down. Innovation and Entrepreneurship in the 21 st Century As businesses move toward the year 2010, it s interesting to examine the strides innovation and entrepreneurship have made. For starters, innovation has all but become a necessity in today s global business setting, regardless of a company s market scope. This is due to the new reality that competition for any business extends way beyond its local area. In fact, companies that recognized this early on and nurtured innovation as the ultimate source of competitive advantage are surely reaping the benefits now. With the proliferation of elaborate think tanks and R&D facilities overseas, it is evident that companies today are striving for an innovative climate. Yet, based on a comparative study of innovation practices, the practice of innovation is not without its extreme challenges. (Southern 10
11 Business Review, Spring 2004, Harper, S. M., Becker, S.W.) The study was completed using a series of interviews with corporate executives and senior innovation officers in four of the largest Chicago-area, publicly traded companies (Chicago Tribune Top 50 List, January 2003) and one government agency. The intent of the study was to learn how individuals, groups, leaders and the organizational culture are influenced by creativity (generating an idea) and risk-taking (taking action on the idea). Interview questions were based on the Innovation Equation model, Innovation = Creativity + Risk-Taking (Byrd & Brown, 2003). The study s findings showed a key difference between those companies that referred to their culture as highly innovative and those that did not. All of the highly innovative companies had innovative processes in place. While each process had its strengths and weaknesses, the simple act of articulating a process was enough to communicate the importance of innovation to the whole company. Preoccupations that consume the minds of today s entrepreneurs are very different from those of the 1980s. Just over a year ago, most American businesses were forced to shift back as the economy was brought to its knees at home and abroad. Although entrepreneurs are known for turning such conditions into opportunities, this crisis hit hard and shows no signs of abating anytime soon. In the book, Webs of Innovation: The Networked Economy Demands New Ways to Innovate (Financial Times Prentice Hall, 2001) author Alexander Loudon argued that even during recessionary times, the need for innovation persists. He recommended a concept of networked innovation as the way to help corporations adapt to carrying out innovation in the Information Age. Companies with ongoing commitment to innovation, he noted, are both able to take greater advantage of new markets and opportunities during boom times, and to maintain and 11
12 grow existing business during downward cycles. Companies that don t take charge of their innovation processes cannot expect to profit from innovation, he concludes. Recent research conducted by the Kauffman Foundation in Kansas City reports that 70 percent of respondents believe entrepreneurship is the answer to getting America out of its present financial calamity. Eighty percent are in favor of government allocating resources that would strongly support entrepreneurship to develop and grow in the United States. But, it s one matter to believe entrepreneurship is the answer and quite another to practice it. Over 70 percent of survey respondents answered that the financial predicament had just brought one challenge too many to the entrepreneurial spirit. While almost 50 percent see opportunities, only half of that 50 percent would consider investing time in a startup over the next five years. These may be our future entrepreneurs. If entrepreneurs are going to be an integral part of the answer to the world s turbulent times, if they are destined to be the opportunity diggers and job creators, then it will probably come from those who lean more to the creative side. According to Professor Jean-Claude Larreche, Professor of Marketing at INSEAD in Fontainebleau, France, creative entrepreneurs can weather this crisis better than traditional companies can. It s not the creative entrepreneurs, but it s the large companies that are being challenged. Creative companies can survive any condition, says Larreche. Speaking at the World Knowledge Forum in Seoul, South Korea (11/19/08), Larreche used Virgin Atlantic as his shining entrepreneurial example. Richard Branson, founder and entrepreneurial architect of the Virgin Group, embarked on his first business venture in 1967 at the age of 17. Branson started his second business three years later. It was a mail-order retail record company: Virgin Mail. Three years after that he expanded to establish Virgin Records. 12
13 What can now be called a Virgin empire contains a conglomeration of wholly owned subsidiaries and outside partnerships. Branson actually maintains a controlling interest in every company he starts, which contradicts Drucker s theory that entrepreneurs aren t interested in ownership. What gives him such a unique entrepreneurial spirit? For one, he advocates social responsibility by sticking to his belief that employees personal needs come first (social responsibility) and, while others cannot figure out how, he still manages to avoid layoffs. Also, Branson believes in the power of informal communication. Each of his companies is kept small and controllable even though they re run under a conglomerate structure. Virgin is diversified in countless directions, with interests in airlines, retail stores, a travel group, an entertainment group, a hotel enterprise, financial services, cinemas, radio stations and much more. The man is doing something right, and many believe a large part of it is his earnest consideration of his employees. Brought to the World Knowledge Forum via satellite, Branson didn t deny how bad the financial crisis was, but he did agree that with it comes enormous opportunity. One of his underlying messages was that tapping into opportunity would come more easily to companies that keep themselves flexible, because when a company determines it s time to move it s going to want to move quickly. Branson also thinks companies with available cash have a responsibility, to both their country and their company, to invest the cash. Not excluding Virgin from this responsibility, at the time of the Conference, oil prices and airline stock prices were falling. Branson divulged he was looking at whether the time was right for Virgin to branch out to South Korea, Russia or Brazil. He sees it as a cleansing. The best companies with the best products and services survive in a crisis. You will see companies all around you going bust and you ll benefit from that, 13
14 Branson says. Concluding his speech, the message came directly from the mind of a true entrepreneur, I ve always believed there is no point in going into business unless you re going to make an enormous and positive difference. While these words might be inspiring and admirable, they are far different motives than the entrepreneur described by Drucker. In Branson s case, there is great drive to make his mark in the world, but on his terms which seem to carry a great deal of ego. Drucker s entrepreneur thrived on systematizing, organizing and bringing change to corporate giants. Innovation on a Global Scale Innovation as a practice has come a long way since Drucker shared his ideas in the 1980s. For starters, any present-day discussion about innovation is likely to include references to international initiatives. Also, due to the global economy, measuring innovative performance has moved to the top of corporate executives agendas. In fact, global innovation now has a formal means of measurement. The Global Innovative Index, conceived and developed by INSEAD Business School and World Business, is a formal model built to better see which nations are currently meeting the challenges of innovation. The GII ranks the world s best and worst performing economies from the standpoint of innovation, as well as providing insights into nations strengths and weaknesses in their innovation-related policies and practices. The availability of this Index means business leaders can more assuredly make revealing comparisons and critical decisions because their research is based on concrete data. Why is the Index likely to become increasingly important as we move further into this new century? Since the GII shows to what degree individual nations and regions currently respond to the challenge of innovation, it will begin to paint a picture of what constitutes success and what does not. 14
15 Along the same lines, many questions are being asked about measuring entrepreneurship. When two disciplines are so closely aligned, as are innovation and entrepreneurship, shouldn t entrepreneurship play some role in such a measurement? For example, there are countries that have enormous success with innovation, yet they often have trouble getting these products to market. To get actionable information, we need to look at entrepreneurship and innovation interchangeably and develop an index to reveal the linkage between them on a global basis. Mounting concern over lack of access to global entrepreneurial measurements became the catalyst for the Entrepreneurship Indicators Project, a group that began to address these issues in How is a country s entrepreneurship measured? Total number of patent acquisitions, new start-ups, and number of publicly traded companies is a starting point. But, there are missing links that the EIP seeks to fill as it develops comparable measures of entrepreneurship and the factors that enhance or impede it. Led by Tim Davis of the Organization for Economic Cooperation and Development (OECD), the group believes that if entrepreneurship is the process leading to the creation and growth of a business, then creation and growth must be measured. Innovation: U.S., Switzerland and Israel Ranked by number of start-ups, the top three countries are U.S. (#1), Israel (#2), and Switzerland (#3). The innovative strengths and challenges of three distinctive countries, all with comprehensive ratings within the GII s top 20, provide further insight to innovation and entrepreneurial potential in the global marketplace. Strengths United States: Innovative Strengths (Ranked #1, Score: 5.80) 15
16 The U.S. remains far ahead of its rivals for a number of reasons, but it doesn t mean the country doesn t face its share of question marks at home and abroad. In spite of challenges, these are the noted U.S. strengths: Has a strong environment for innovation Is superior when it comes to exploiting this environment Constantly building on its human capital Universities and research establishments attract top thinkers Generous funding opportunities (U.S. venture capital dwarfs other nations ) Adept at deploying technology (Accounts for up to 80 percent of U.S. productivity gains since the turn of the century) Demanding customer base Switzerland: Innovative Strengths (Ranked #6, Score: 4.16) Even in Switzerland, a country known for being risk-averse, entrepreneurship as a field of study is finally gaining acceptance and momentum. Clearly globalization is the reason the country has lost ground and fortunately the Swiss realize it requires an innovative response. This country s strengths are: Innovative performance has been amongst the best. Occupies a top position in knowledge-intensive market services which attracts many people trained in science and engineering Has a very strong basic research capacity Public funding is widely available Israel: Innovative Strengths (Ranked #18, Score: 3.68) 16
17 There is no better poster country for keeping up the entrepreneurial spirit than in Israel. Consider a country that faces warlike conditions daily, with little hope of resolve. Yet, that seems only to drive its motive to innovate. Part of the reason is because Israel is learning their lessons well. They used the wisdom they gained in the early 2000s to make them leaner, meaner and smarter. The country s real strength is in developing cutting edge products that are also creative. Many observers think that the reason they are so capable is because their mentality doesn t fit the corporate mentality, nor are they in it for the long haul. They set up small companies and work effortlessly to make it profitable for five to six years, only then to move on to a new project. Other innovative strengths characteristic of Israel include: Supportive of risk-taking with a powerful drive to succeed Highest number of engineers per capita (Double that of U.S. and Japan) Powerful economy from the ground up Pioneering technology sector boasting the highest concentration of high-tech companies in the world outside of Silicon Valley Strong ties to Silicon Valley and U.S. academic and research institutions Successive governments have invested in education Fostered the highest R&D spending of any industrialized nation Developed effective investment incentives Challenges United States: Innovative Challenges Must stay aware of global landscape changes as China and India emerge as economic powers 17
18 Needs to produce more scientists and engineers from within Must improve the quality of an aging communication and transportation infrastructure Tends to exhibit hostility since 9/11, which shows through in diminished enthusiasm when welcoming newcomers The global outlook presents ominous challenges to America s companies and their innovation health. Although the United States remains on top of the Global Innovation Index Rankings, the truth is America s innovation has been steadily declining since the mid-1980s. Now, there are very real threats coming from China and India. Switzerland: Innovative Challenges Some of the barriers the Swiss are working on removing include lack of innovation education, excessive regulation and risk-aversion. Other challenges include: Innovative performance has weakened in recent years Increased globalization of R&D Boosting innovative capacity of SMEs and removing obstacles to their growth Tertiary education participation is very low meaning reforms to university system are necessary Falls short with respect to academic staff Israel: Innovative Challenges One of the best moves Israel could make right now would be to focus on narrowing the time gap between R&D and final product. Other innovative challenges: Political situation drags down competitiveness rating Sales, distribution and marketing capabilities are weak No domestic market for its products as majority of sales are abroad 18
19 The Global Innovation Index Measuring innovation performance internally, nationally and/or globally is a prudent method for determining the rights and wrongs of innovation strategy and for determining under what conditions the strong companies thrive. The framework of the GII model uses eight pillars that are grouped in two categories: Inputs: Aspects that enhance the capacity of a nation to generate ideas and leverage them for innovative products and services. Outputs: The ultimate benefits the nation derives from the inputs more knowledge creation, increased competitiveness and greater wealth generation. Each pillar offers quantitative and qualitative data that make it possible to go below the surface of the raw rankings. Only then can any interpretation be made about how and why a given country responds to innovation. Furthermore, this is the first year of this ranking. The analysis of this year in combination with subsequent years will evolve into more definitive patterns and trends. Five Input Pillars 1. Institutions and Policies Independence of judiciary Demanding regulatory standards Prevalence of laws relating to ICT Quality of IPR Soundness of banks Quality of scientific research institutions Quality of management/business schools 19
20 Legal obstacles to foreign labor Time required to start a business Time required to obtain licenses Rigidity of employment index Investor protection index ICT priority for government 2. Human Capacity Brain drain Quality of human resource approach Quality of math and science education Graduates in engineering Graduates in science Population Urban population Schools connected to the internet 3. Infrastructure Quality of general infrastructure Quality of national transport network Quality of air transport Fixed line penetration Mobile penetration Internet penetration International bandwidth 20
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All Alone With AshleyFavorites [+]
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Hershey's Black Magic Cake Or Wasc Amazing Chocolate Cake??
Baking By cakesbym3 Updated 12 May 2011 , 3:54am by cherrycakes
Hi everyone, I need your help. Which of the both recipes do you think is better? The Hershey's Black Magic Cake or WASC Amazing Chocolate Cake?? I'm so confused This cake need to be perfect!! Thank You
I think they are both wonderful but the Amazing WASC is one I use almost all the time. If you use that recipe make sure you use DH Chocolate Fudge with good, strong-brewed coffee for the ultimate chocolate flavour.
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Hi all,
I'm finding RAPL interface enabled processors which support energy (power) counter reading and limiting the power.
I used Xeon E5 2650 processor based machine before and heard that Sandybrige EP/E above microarchitecture supports the RAPL interfaces.
Any processors above Sandybridge EP/E microarchitecture support RAPL interfaces? (eg. Ivybridge, haswell)
Or, only specific processor family supports the interfaces? (Now, I'm targeting the Xeon E3 1200 v2, v3 processors)
I've found data sheet and processors manuals, but I can't find the related feature and information.
Anyone who knows about this?


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How absolutely absurd that any parishes in Louisiana still observe some form of alcohol restrictions on Sundays.
In regard to the story posted on Monday concerning the possible change to the ordinance in East Baton Rouge Parish restricting alcohol sales on Sundays, how about we move out of the dark ages and remove any prohibition on an American citizen of legal age to purchase alcohol anytime on Sunday?
What possible archaic reason can there still be to deny any grown adult the freedom to choose whether or not to purchase alcohol on any particular day at any particular time?
If the Metro Council is going to discuss the matter at all, try discussing how silly it is to have time and/or day restrictions at all.
Robert Walker
business owner
Baton Rouge


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Trojan Sun's second to Reginaldinho at Leicester looks the best recent form on offer and he races off the same mark here. However, he's likely to start at restrictive odds and may not represent much in the way of value given a couple of his rivals are open to improvement. Di Kaprio won over hurdles off today's mark last season and has been lightly-raced over fences, as has SIR MATTIE. He was pulled up on his chasing bow at Warwick and will need to jump better here but he ran his best races over hurdles around here last season and should have more to offer. He certainly makes more appeal than the 10-year-old Rudigreen and inconsistent Go On Arch.
Di Kaprio (FR) 9-1 (11-0) Led, hit 1st, jumped left and headed 3rd, led next until not fluent 8th, mistake 3 out, soon weakened, 4th of 7, 34l behind Emperor's Choice (11-0) at Taunton 2m 7f beg chase (4) sft in Jan.
Trojan Sun 13-2 (11-12) Mid-division, not fluent 3rd, headway when mistake 3 out, chased winner next, stayed on same pace, no impression, 2nd of 10, 6l behind Reginaldinho (11-11) at Leicester 2m 4f hcp ch 0-110 (4) hvy in Jan.
Sir Mattie (IRE) 20-1 (10-12) Always last, hit 1st, behind 9th, pulled up before 4 out, in a race won by Tour Des Champs (11-8) at Ffos Las 3m nov chs (3) hvy in Feb, 4 ran.
Rudigreen (IRE) 18-1 (11-2) Tracked leader until 2nd, lost place next, ridden after 8th, tailed off 12th, pulled up before 4 out, in a race won by Carrigmorna King (11-2) at Ludlow 2m 4f beg chs (4) sft in Nov, 9 ran.
Go On Arch (IRE) 8-1 (10-1) Chased leader, went left 7th, ridden and lost 2nd before 4 out, weakened to 5th when blundered 3 out, pulled up before next, in a race won by Milo Milan (11-6) at Ludlow 3m hcp chs 0-115 (4) sft in Jan, 11 ran.


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Since 1949, Kartell has been known for its commitment to high-quality modern design with an abundance of Italian personality. Ordinary materials like aluminum and plastic are transformed into extraordinary creations, and there are plenty of examples here. You'll find elegant renditions of home-office essentials — something the company's known for — like the bright red six-shelf storage unit and sculptural Maui chair (both on wheels). We also love the multi-purpose seating (especially the Ghost stool, designed by Philippe Starck) and deftly reimagined accessories, from coat hooks to vases.
These upholstered sofas and chairs from Kartell represent the pinnacle of sleek Italian style. Our favorite is the Pop sofa, with its light, transparent frame providing a perfect counterpoint to its generous, comfy cushions. (Complement it with the coordinating armchair and ottoman.) We also love the Mademoiselle armchair, either in solid colors or poppy prints by Italian fashion greats Moschino and Missoni.
If we went into our warehouse and held a "Best in Chairs" competition, these would all be medal-winners. The range of styles is wide, from unabashedly modern to updated-traditional. Choose what inspires you, and don't be afraid to get mixing and matching.
Lighting, throw pillows, ultraluxe accents, candles, cashmere throws — we've assembled an inspired selection of some of our favorite gifts; designed to delight virtually everyone on your list.
Since 1949, Kartell has been known for its commitment to high-quality modern design that has an abundance of personality. Ordinary materials like aluminum and plastic are transformed into extraordinary creations. We especially love the sofas — our favorite is the Pop, with its light, transparent frame and generous, comfy cushions. You'll find elegant renditions of home-office essentials here, too, (something the company's known for), from a deep blue four-shelf storage unit to the sculptural Spoon chair. And Noir members get 10 percent off every item in the sale.


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LLOYD'S broker Alston Gayler (AG) is pursuing a drive to recruit leading professionals as it seeks to expand its business base.
AG managing director Robert Alexander says, "AG is firmly established as a highly respected insurance and reinsurance intermediary in its specialist areas of operation. But the risk landscape is changing, arguably faster than at any time in recent history, and insurance service providers must change with it. To facilitate the broadening of its business base, AG is undertaking a measured expansion into new areas, with the emphasis on sourcing high-quality and proven personnel and teams who can produce profitable accounts which complement and enhance the company's existing business lines."
Recently added lines of business include aerospace, which has enhanced AG's reinsurance capability, and terrorism and political risks. At the same time, AG has continued to strengthen its marine capabilities by hiring first-class brokers with expertise in geographical areas where traditionally the company has not had a strong presence, particularly the United States and the Middle / Far East.
Alston Gayler
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Description: This anthology is a thorough introduction to classic literature for those who have not yet experienced these literary masterworks. For those who have known and loved these works in the past, this is an invitation to reunite with old friends in a fresh new format. From Shakespeare's finesse to Oscar Wilde's wit, this unique collection brings together works as diverse and influential as The Pilgrim's Progress and Othello. As an anthology that invites readers to immerse themselves in the masterpieces of the literary giants, it is must-have addition to any library.
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Register for School
Register for School is our custom built payment and registration system. The system is designed with ease of use in mind, for both administrators and end users.
Register for School is a SaaS (Software as a Service) solution, which means we take care of all the setup and servers. Tell your IT department to rest easy, as they won't need to setup or configure any new servers or worry about security protocols. Since Register for School is hosted, it is also conveniently accessible everywhere! Staff can securely login with their e-mail and password using just a web browser.


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SKU: msg-gp2-bl
MindShift Gear GP 2 Batteries & Cards (Blue)
Warranty: Limited lifetime warranty by Mindshift
List Price: RM101.00
Best Price: RM88.00Inclusive 6% GST
The GP 2 Batteries & Cards Wallet from MindShift Gear provides a single place to safely store your GoPro batteries and memory cards. It features two clear storage slots for GoPro HERO3+ or HERO4 batteries and a clear, zippered compartment that fits around 20 microSD cards or two to four microSD to SD card adapters. The compact design makes it easy to fit into a backpack or shoulder bag, while a tether point enables you to attach a clip or lanyard. An ID window on the outside of the wallet and an included contents card provide a convenient way to label your gear. The entire fabric exterior is treated with a DWR (durable water repellent) coating while the underside is coated with PU for water-resistance.
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- Compact design easily fits into a backpack or shoulder bag
- Lightweight and durable materials
|100D ripstop nylon
200D polyester
Nylon webbing
Nylon cord
3-ply bonded nylon thread
YKK zippers
|External Dimensions
|4.3 x 0.8 x 2.4" (11 x 2 x 6 cm)
|0.9 oz (25 g)


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KingGee Men's Steel Tuff Trouser - Grey
$9.99 on this hard-wearing workwear brand!
Available in men's sizes - see size chart for correct fit!
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- KingGee apparel
- For men
- Style: Steel Tuff Trouser
- Colour: Grey
- Model number: K03010
- Classic fit
- Heavy duty cotton drill pants
- Traditional single pleats
- Reinforced stitching at atress points fir extra durability
- Slanted side pockets for security
- Fob pocket for cash
- Back hip patch pocket
- Rated UPF 50+ (excellent protection)
- Weight: 310GSM
- Materials: Cotton
- Machine washable
- Country of origin: China


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Windsor Park woes leave us all with a sad, sinking feeling
I've followed some depressing football stories in my time covering the game in Northern Ireland but what is happening at Windsor Park leaves me feeling very low.
There have been plenty of jokes sparked by the demise of the Kop Stand and I'll not be able to resist inventing a few myself but when you cut through everything you come to the conclusion that this is an absolute tragedy and disaster for football fans in Northern Ireland.
At the business end of the Irish League season, when the big trophies are handed out, we should be looking forward to the drama and excitement of it all.
But what we are going to get is an Irish Cup Final which will be half the great spectacle it should be and Linfield, despite clinging to a title dream, won't be returning to Windsor Park until next season at the earliest.
Northern Ireland fans will probably travel to the Kingspan Stadium in June to watch their heroes take on Romania in a Euro 2016 qualifier and while some of them, possibly in reduced numbers, may enjoy the novelty of standing up for the Ulstermen at the home of Ulster Rugby, the vast majority were hoping the Windsor roar that has inspired the players so far would continue.
Just ask Kyle Lafferty what it means to score in front of the Kop.
This is a nightmare scenario that has affected a huge number of football fans and now we are talking about a crumbling stand at our national stadium instead of focusing on the title race and Irish Cup final.
If the May showpiece final between Glentoran and Portadown moves to the Ballymena Showgrounds, the attendance will be approximately half the 9,000 that would have flocked to the clash at Windsor on May 2. Of course the match will still be worth watching wherever it is played but there is no other football ground in the country that could match the colour and noise generated at Windsor.
The Glens, Ports and their supporters are massive losers as the Kop Stand sinks further into the ground.
Meanwhile, Linfield have been denied the chance to beat Crusaders at home on Saturday and apply a little more pressure on their rivals in the hope they will also crack.
How is that a fair outcome to a league championship?
Photographs of the damage indicate the Kop Stand will need to be destroyed and rebuilt - at huge cost.
And that means clubs may struggle to get their hands on much needed grant money.
We can forever be thankful that no-one was injured at the Northern Ireland match but this tragic development has created a football hangover that will linger for a very long time.
Belfast Telegraph


text: \nWednesday, August 19\nToday's must-see content delivered straight to you.\n \n\n\n\nSmoltz to sign with Cardinals\nFree agent pitcher John Smoltz will accept the Cardinals' offer to join the club as its fifth starter after clearing waivers at noon (St. Louis time) today, barring an unforeseen waiver claim, multiple sources said Tuesday.(St. Louis Post-Dispatch)Comment\n\n\n\n \n\n\n\n\n\nVikings to dump Jackson soon\n\nIt's expected that Tarvaris Jackson will be traded or released by Friday. If the Vikings are able to trade Jackson, it would seem they would prefer to deal him out of the conference. However, because Jackson knows the Vikings' offense, the hapless Detroit Lions could have interest. The best Minnesota could expect in a Jackson trade would be a seventh-round draft pick. The Vikings used a second-round pick to draft him four years ago.(St. Paul Pioneer Press)Comment\n\n\n\n\n \n\n\n\nTitans aren't pursuing Harrison\n\nMarvin Harrison is an eight-time Pro Bowl selection and one of the NFL's most productive receivers all-time. And over the years with the Colts, he had his share of good days against the Titans. But don't look for him to be joining them. A report on ESPN tonight indicated the Titans had reached out to Harrison and are one of the teams interested in him. It seems like every time a notable receiver is on the market the Titans get linked to him. (Tennessean)Comment\n\n\n\n \n\nMust-See Photo\n \n\nMinnesota Vikings coach Brad Childress picks up his new quarterback, Brett Favre, at St. Paul Downtown Airport in St. Paul, Minn., on Tuesday. (AP) \n\n \n\nMust-See Video\nKansas State guard Denis Clemente pulls off the H-O-R-S-E shot of the year.\n\n\n\n\n\n \n\nGame To Watch\nRed Sox (Clay Buchholz) at Blue Jays (Roy Halladay), 7:07 p.m. ET on ESPN \n\n\n\n\nBoston Red Sox\n\n\n\nToronto Blue Jays\n\n\n\t\n\n\nGame Preview\n\n\n\nLatest Red Sox News\n\n\n\nLatest Blue Jays News\n\n\n\nComplete MLB coverage\n\n\n\n\n\n \n\n\nThis Day In Sports History\n \n\n \n\nSI Vault: More Mike Tyson\n\n1934 -- Paul Runyan wins PGA Championship.1962 -- Homer Blancos plays finest round in golf, shooting a 55.1983 -- Former LSU football star Billy Cannon sentenced to five years for counterfeiting.1983 -- Dodgers trade Dave Stewart and Ricky Wright to Texas for Rick Honeycutt.1995 -- Mike Tyson returns to the ring and DQs Peter McNeeley in 89 seconds.\n\n\n \n\n\n\n\n \n


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After the work is complete, return to the site and rate your tradesman based on their quality of work, reliability and value for money.
Carpenter / Joiner
Added 13/06/2017
We would like our new laminate worktops fitted, new sink fitted and 4 drawer fronts replaced....
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Chris was able to make exactly what we were hoping for. In a loft conversion, with awkward spaces, he was able to create a beautiful wardrobe and cupboard space, that suits the room and looks beautiful.
John did a great job - I thoroughly recommend him.
Reliable, friendly, easy to contact and got on the with the job quickly and professionally. I would def use them again.
Very good you would never know they were there just got on with there worrk never stopped very clean and polite would use them again
Igor was polite, professional and had experience that meant he was able to give some good advice and tips with the work. He was very reliable and efficient. Would recommend and use again.
Very very pleased with this firm, Karen & Steve the bosses are nice people to deal with and agreed a good price .Dave the fitter was a very nice bloke and a good tradesman + him and kevin were very helpful and willing to help . A fantastic job all round. THANKS AGAIN
Excellent job and reasonable price, turned up on time and my neighbours now want to use the same company. Definitely use again
Managing your job is easier with the Rated People Homes App, download it today.


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Shoji Harada
Fists of Vengeance
When a government agent in pre-World War II China arrives in a remote mining village to investigate reports of cruelty by the Japanese occupiers, an ancient samurai organization hires a mercenary to kill the snooping bureaucrat. But the young official wields serious kung fu powers, and soon he takes on the killer in a flurry of strikes, kicks and chops. Hung Min Chen directs; Lu Pi Chen, Ming Toy Yu and Yasuaki Kurata star.


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Simplicity 4634; ca. 1962; Misses' One-Piece Dress and Scarf: "Simple to Make". Dress has raglan sleeves, is dart fitted at waistline, has back kick pleat and back zipper closing. V. 1 has long sleeves and patch pockets. V. 2 has 3/4 length sleeves and may be worn with a self fabric scarf at neck and a purchased belt. V. 3 has short sleeves and self fabric tie belt.
Links to reviews/blog posts Edit
Sources/Vendors Edit
Gallery Edit
[insert your photos of this pattern made up]
Wishlist Edit
[insert your username, and make sure your preferences allow for people to contact you via e-mail. Do not list your email address here!]


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Upward Solutions is about human fulfillment – that need within all of us to flourish, live well and experience excellence. The concept of human fulfillment is not new; in fact it was Aristotle [384‐322 BC] that named this human aspect as Eudaimonia.
It's all about our action, our intention and the results produced. 'Right' action will result in fullfillment. The obstacle for mere mortals is to determine our 'right' action; to get clarity so we know where to focus our attention and then take that right action. It is different for each person, each organization, each team. It is with that in mind that we have chosen easily implemented solutions to move you forward both personally and professionally.
We believe that, given the proper tools and exceptional support, you can have a better experience doing life.Gain the Tools to Succeed


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Maurice Sachs (born Maurice Ettinghausen, 1906, Paris - April 14, 1945, Germany) was a French writer. He was the son of a Jewish family of jewelers.
Sachs was educated in an English-style boarding-school, lived for a year in London and worked in a bookshop, and returned to Paris.[1]
In 1925 he converted to Catholicism and decided to become a priest, though this didn't last upon meeting a young man on the beach at Juan-les-Pins.
After involvement in a number of dubious business activities, he traveled to New York, where he passed himself off as an art dealer. Returning to Paris, he associated himself with leading homosexual writers of the time - Cocteau, Gide and Max Jacob - with all of whom he had stormy relationships whose precise nature is unclear. At various times he worked for Jean Cocteau and Coco Chanel, in both cases stealing from them.
Sachs was mobilized at the start of World War II, but was discharged for sexual misconduct. During the early years of the Occupation, he made money out of helping Jewish families escape to the Unoccupied Zone. He may also have been an informer for the Gestapo. He was later imprisoned in Fuhlsbüttel.
One story of Sachs' death is that he was lynched by other prisoners and his body was thrown to the dogs.[2]
- Alias, 1935. ISBN B0000DQN60.
- Au Temps du Boeuf sur le Toit, 1939 e 2005. ISBN 2-246-38822-8.
- André Gide, 1936. ISBN B0000DQN0W.
- Chronique joyeuse et scandaleuse (Joyous and Scandalous Chronicle), Corrêa, 1950. ISBN B0000DS4FF.
- Correspondence, 1925-1939, Gallimard, Paris 2003 ISBN 2-07-073354-8.
- Histoire de John Cooper d'Albany (The Story of John Cooper of Albany), Gallimard, Paris 1955. ISBN B0000DNJVG.
- La décade de l'illusion (The Decade of Illusion), Gallimard, Paris 1950. ISBN B0000DL12G.
- Le Sabbat. Souvenirs d'une jeunesse orageuse (The Sabbath. Memories of a Stormy Youth), Paris 1946. ISBN 2-07-028724-6.
- La chasse à courre (The Hunt), Gallimard, Paris 1997 ISBN 2-07-040278-9.
- Tableaux des moeurs de ce temps (Table of Manners of This Time), Gallimard, Paris 1954. ISBN B0000DL12I.
A shot of the cover of Sachs's novel Abracadabra (1952) momentarily occupies the entire screen during a crucial episode of Breathless, a classic film by Jean-Luc Godard.
- ↑ "Maurice Sachs" ([dead link] – Scholar search), AndrejKoymasky.com, 2003-06-23, http://www.andrejkoymasky.com/liv/fam/bios1/sach2.html, retrieved 2007-08-24 .
- ↑ Monceau, Philippe; Du Dognon, André (1950), Le dernier sabbat de Maurice Sachs, Hambourg, 1943-1945, Amiot-Dumont .
External links
- This article draws heavily on the fr:Maurice Sachs article in the French-language Wikipedia, which was accessed in the version of March 27, 2006.pt:Maurice Sachs


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Hello lovelies. Its a bit of a long story that I cant quite get into I am afraid, but something personal has kept me pretty tied up this week & left me without the time for much else. Fortunately some wonderful friends are stepping in today & tomorrow (I think!) with some FAB guest posts! Stepping in for me today is the no bullshit Bitchless Bride. Want it straight, ask BB, just be ready for a dose that doesnt always come sugar coated like that awesome strawberry bubblegum cough syrup we used to get as kids!
We've all experienced it. We've all gotten goose bumps as we watched the beautiful bride walk down an aisle strewn with rose petals. We've felt as a hush settles over the crowd. We've shifted in our seats so that we can get a glimpse of the magnificent white dress. The cameras begin clicking away. The bride is stunning. A vision. Breathtaking almost… And as she approaches her eagerly awaiting groom, there is a sparkle in her eye, and his eyes are shining as he sees her for the first time. He is holding back tears.
Yeah, now fast-forward six months please… You still see a sparkle? Still see a vision of beauty? The groom might be close to tears, but not because his bride is a vision of beauty. More like the beast. Huh? Well, there is something nobody tells you about marriage that BB would like to share with you. The first year usually sucks. And while I don't have a full understanding of WHY this is true, I've heard it from several former brides, friends, and close family members that for some reason the day after you return from your honeymoon "the party" is truly over. Reality sinks in. You and your husband are in it together for the rest of your life. And the rest of your life is a long f*cking time!
Now that your wedding has come and gone, everything feels different somehow. And maybe it's because your weekends are free now that you don't have to tend to wedding responsibilities, or that your priorities have changed from wedding stuff to reality. But no matter what, the first year is hard. And this year might have you questioning why you even chose to get married in the first place. Why him? Why us? Because it goes well beyond only sharing your bed with one person… you're in it for life.
But, relax because it gets better. Ladies, similar to your feelings of anxiety mixed with the excitement you felt while planning your wedding, you will begin to get used to your every day life, and it will go from feeling awkward to feeling wonderful. You just have to give it a little time. So please, put the beast away, talk instead of snap at your husband and enjoy the life you so eagerly wanted.
A foul mouthed wedding planner attempting to educate brides on bitch prevention?


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Contact & Hours
Phone: 719-385-5990
Fax: 719-385-5645
Email: firstname.lastname@example.com
Regular operating hours for the CSPM are Tuesdays through Saturdays, 10:00 a.m. to 5:00 p.m. See Holiday Closure schedule at the bottom of this page.
Location & Directions
Colorado Springs Pioneers Museum
215 S. Tejon St.
Colorado Springs, CO 80903
Parking Options
- City Administration Building Parking Garage – Only $1 after 4pm and on weekends!
- Downtown Parking Meters
- Depending on the day you may find a free parking spot on Vermijo, just east of Nevada.
- Museum Map & Guide
- Please do not park in the Loading Zone in the front of the Museum.
- Handicapped access to the Museum is available on the south side of the building. If you need to use that door, just ring the doorbell and someone will come to open it for you.
- If you are part of a pre-arranged tour group, please make every effort to arrive on time. Docent-led tour groups that arrive late will only receive a partial tour; tours may not be extended due to a late arrival.
Museum Store
Please take advantage of our Museum Store! There are many great historical books, gifts, photographs, jewelry and more for sale.
Restrooms and drinking fountains are located on the first floor of the Museum (see map). If you are part of a docent-led tour, and your group needs to use the restroom facilities before their tour begins please let the tour director know as soon as you arrive.
Alamo Square Park
While visiting the Museum, you may choose to stay for a picnic lunch in the park that surrounds the building. If so, use of the park, gazebo and grounds around the Museum is free and open to the public. We only ask that you leave the grounds clean and free of debris after your visit.
Please be Considerate
We invite you to stay as long as you like, however please be aware of others in the Museum; refrain from loud talking and use of cell phones. Our other guests will be appreciative!
The Colorado Springs Pioneers Museum is a city-owned, non-profit organization that depends on support and donations from individuals, corporations and foundations to continue providing quality educational programming. We appreciate your support.
The Colorado Springs Pioneers Museum is not responsible for any personal injury or loss/theft of property.
Holiday Schedule
The Colorado Springs Pioneers Museum will be closed in observance of all City Holidays, including:
Veteran's Day – Friday, November 11, 2016
Thanksgiving Day – Thursday, November 24, 2016
Day after Thanksgiving – Friday, November 25, 2016
Christmas Day – Sunday, December 25, 2016 (Museum always closed on Sundays)
New Year's Day – Monday, January 2, 2017 (Museum always closed on Mondays)
Martin Luther King, Jr. Day – Monday, January 16, 2017 (Museum always closed on Mondays)
President's Day – Monday, February 20, 2017 (Museum always closed on Mondays)
Memorial Day – Monday, May 29, 2017 (Museum always closed on Mondays)
Independence Day – Tuesday, July 4, 2017


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Jakob von Uexkull: The Discovery of the Umwelt between Biosemiotics and Theoretical Biology By Carlo Brentari
2015 | 264 Pages | ISBN: 9401796874 | PDF | 2 MB
The book is a comprehensive introduction to the work of the Estonian-German biologist Jakob von Uexkull. After a first introductory chapter by Morten Tonnessen and a second chapter on Uexkull's life and philosophical background, it contains four chapters devoted to the analysis of his main works. They are followed by a vast eighth chapter which deals with the influence Uexkull had on other philosophers and scientists. Finally, the author discloses his conclusions, focused on the possibility of updating Uexkull's work. As far as the key issue is concerned, the Uexkullian Umwelt is the perceptive and operative world which surrounds animal species; it is a subjective species-specific construction which provides living organisms with great security and behaviour stability. The relationship that the animal carries out with its environment is a complex system of semiotic interactions: its behaviour is not a set of mechanical reactions, but a spontaneous attribution of meaning to the outside world.
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truely amazing hotel, well decorated, large rooms with big beds.. friendly staff starting all the way from reception to restaurant and housekeeping.
The restaurant decor is so well done its very hard to describe in words.. the food was really amazing as well
After learning the history behind the house, i would like to wish Mr. Javed and his team all the best and thank them for such wonderful treatment during my stay.
Jafferji House is a must recommend for a minimum 2 to 3 night stay with some world class pampering coming straight from the rooftop Spa and excellent food.
Honeymooners! - you must book yourselves in the Kamasutra Suite!
- Official Description (provided by the hotel):
- Jafferji House & Spa is located in the heart of Zanzibar's historic Stone Town, behind the Old Fort, which is just a stroll from the House of Wonders. It is conveniently located to Zanzibar's most vibrant shops and restaurants on the sea front. Close to the Forodhani gardens. Transfer time to and from the airport is about 20 minutes and 10 minutes from the Ferry port ... more less
- Reservation Options:
- TripAdvisor is proud to partner with Booking.com, Expedia, Hotels.com, Orbitz, Travelocity, Priceline, Agoda, Hotwire, TripOnline SA and Cheap Tickets so you can book your Jafferji House & Spa reservations with confidence. We help millions of travelers each month to find the perfect hotel for both vacation and business trips, always with the best discounts and special offers.
- Also Known As:
- Jafferji House & Spa Zanzibar Island/Stone Town