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East Lansing, MI – Keith Appling scored a game-high 19 points and No. 10 Michigan State shut down No. 22 Wisconsin, 58-43, to keep its hopes of a Big Ten regular season title alive.
Michigan State had dropped three in a row coming in -- all to ranked opponents -- and was seemingly out of the conference title race.
But after Thursday's convincing win, which saw the Badgers shoot a pitiful 29 percent from the field, the Spartans (23-7, 12-5 Big Ten) can gain a share of the Big Ten crown on the final day of the regular season with a win over Northwestern and a Michigan victory over front-running Indiana on Saturday.
"It's my dream that this program is to the point where every year in the last week, week and a half, last two, three games, we still have a mathematical chance to win a championship," Michigan State head coach Tom Izzo said.
Gary Harris chipped in 11 points and Adreian Payne totaled nine points and 11 rebounds in the rout.
Wisconsin (20-9, 11-5) has dropped five straight against Michigan State and eight in a row in East Lansing. The Badgers were done in by lengthy scoring droughts in their lowest scoring output of the season, including a seven- minute stretch early in the second half that turned a five-point deficit into a devastating 21-point hole.
Ben Brust led the Badgers with 10 points, while Ryan Evans finished with nine points and 11 rebounds in the setback.
A typically slow-paced first half between these rivals ended with Travis Trice draining a 3-pointer to give the hosts a 25-18 lead.
Jared Berggren opened the second-half scoring with a jumper, but the Badgers missed their next 12 shots as Michigan State began pulling away.
"You just can't have those spells," Wisconsin head coach Bo Ryan said.
Appling highlighted the game-altering 16-0 flurry with a pair of three-point plays, the last pushing the margin to 41-20 with under 12 1/2 minutes to go.
The closest it got from there was the final score.
Game Notes
Trice recorded six of Michigan State's 16 steals ... The Spartans scored 23 points off 17 turnovers ... Michigan State improved to 16-1 at Breslin Center ... Wisconsin fell to 4-6 in true road games ... Wisconsin plays its final regular season game at Penn State on Saturday.


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If the movie does not work, please try to stream it with another source under the video player
Watch A1 Britains Longest Road Season 1 Online Free HD
The A1 is an iconic piece of Britain's motoring history. Stretching from London to Edinburgh it is the longest numbered road in the UK. This series tells the stories of those who work to keep it moving - day and night..
Genre: Documentary,
Country: United States
Duration:129 Min
Release: 2017

subset: commoncrawl


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Rubens Barrichello ended his F1 victory drought of nearly five years with a classy win on the streets of Valencia.
A crucial mistake by McLaren on Lewis Hamilton's final pit stop gave Barrichello the opportunity to snatch victory – but his 35-second lead over team mate Jenson Button showed how well the Brazilian had driven.
Barrichello went to his third spot on the grid with four laps' more fuel than pole sitter Lewis Hamilton – a useful strategic advantage, providing he could stay within touch of the McLarens at the start.
With no KERS cars immediately behind him this was accomplished – although Kimi Raikkonen's sprint from sixth to fourth briefly threatened to demote him.
Button's bad start
Team mate Jenson Button had a more difficult start. Although he got away from the line smartly, as he drew alongside Sebastian Vettel the Red Bull driver squeezed him, forcing Button to lift. That allowed Fernando Alonso through and Mark Webber got a run on him at the chicane.
As Button and Webber headed into turn four side-by-side Alonso out-braked himself and Button followed the Renault across the kerbs. A few corners later Button dived down the inside of Alonso – but ran wide, allowing him back through again.
It got worse for Button: his team reckoned he'd illegally stayed ahead of Webber by cutting the chicane, and judiciously told Button to let the Red Bull past in case the stewards handed down a penalty. Having done this, Button was now down in eighth.
Barrichello chases Hamilton
With a slightly lighter car, Hamilton left Kovalainen behind. By lap six the two McLarens were separated by four seconds, with Barrichello 1.7s adrift followed by Raikkonen, Vettel, Nico Rosberg, Alonso, Webber and Button.
Hamilton came in for his first stop on lap 15, by which time he had a 7.5s advantage over Kovalainen, with Barrichello another 1.2s behind. After Hamilton's stop Barrichello took between 1.5 and 2 seconds out of his lead per lap – meaning that, once all three had pitted, Hamilton remained ahead but Barrichello had jumped Kovalainen and left him well behind.
Now the race was all about Hamilton and Barrichello – and whether Hamilton could eke out enough of an advantage to stay ahead. Brawn told Barrichello on the radio that he needed to cut Hamilton's lead to two seconds. But it crept up – hitting 4.3s by lap 27 and staying around the four-second mark before Hamilton's pit stop on lap 37.
Pit stop problems
It looked very much like we were set for a close battle to the end – but Hamilton endured a fumbled pit stop, the team failing to get the tyres on the car quickly enough, which handed Barrichello the lead. Once the Brawn driver had pitted on lap 40 his advantage over Hamilton was six seconds. Hamilton's pit stop had taken 13.4s – easily four or five seconds longer than it should have been. It seems that critical mistake robbed us of an exciting finish to the race and potentially cost Hamilton a win.
Afterwards McLaren's Martin Whitmarsh didn't quite see it that way. His explanation was:
Barrichello was running longer than us so we tried to get extra lap. We made the call very late and we didn't get tyres out in time. It cost us a few seconds but it didn't lose us the race. We didn't have the race pace so it didn't make any difference to the outcome. It was an operational error but a consequence of the circumstances.
Martin Whitmarsh
McLaren's explanation that they were trying to stretch Hamilton's advantage by saving enough fuel for an extra lap makes sense. But there's no denying that the effect of the fumbled pit stop cost Hamilton real time, without which the outcome might have been different. However, McLaren also suspected Barrichello could have pitted later than he did – his lap 40 pit stop may have been brought forward out of a concern that the safety car was about to be summoned following Kazuki Nakajima's puncture.
Whatever happened, the outcome was clear – the fight for the lead was over and the race was now Barrichello's to lose.
Tough times for Badoer
Hamilton wasn't the only driver suffering misfortune. Romain Grosjean's debut was compromised on the first lap when he damaged his front wing. The same thing happened to Sebastien Buemi, who swiped his wing off against Timo Glock's right-rear tyre, giving the Toyota driver a puncture.
Ferrari's stand-in Luca Badoer profited from this to move up from last to 14th on the first lap – but it didn't stay that way for long. He was back down to 17th before the first tour was complete. He later picked up a drive-through penalty for crossing the white line while letting Grosjean past in the pit lane exit, and had a spin. The only driver he finished in front of was Nakajima, who'd spent much of one lap dragging his three-wheeled car to the pits.
There doesn't seem to be any need to labour the point that Ferrari are taking quite a risk by keeping him in the car. He will be expected to do much better at Spa next weekend – a track he knows, and when explanations about 'inexperience' won't cut any ice.
Raikkonen on the podium again
Meanwhile the other Ferrari of Raikkonen quietly nabbed third place off Kovalainen at the final round of pit stops. Kovalainen in turn fell back into the clutches of Nico Rosberg, the man who is tipped to take his place at McLaren next year, who had another strong race in the Williams.
Behind Alonso, sixth, was Button, who finally succeeded in passing Webber at the final round of pit stops when the Red Bull driver was delayed on his in-lap. This came after Button spent a chunk of his middle stint stuck behind Giancarlo Fisichella's late-stopping Force India.
Button's race had all the hallmarks of a driver who has one eye on the title and doesn't want to take any risks. He shied away from going wheel-to-wheel with Vettel at the start, and let Webber past to ensure he didn't get a penalty. The approach paid off – despite finishing seventh for the second race in a row his championship lead has grown to 20.5 points over Webber.
Robert Kubica snatched the final point having started tenth. He fell behind Nick Heidfeld's more heavily-fuelled BMW at the start but his team mate let him through early on.
We go from one of the least-loved circuits in Formula 1 to its grand, all-time classic: Spa-Francorchamps. Valencia showed us that Brawn are back, but can the championship-leader emulate his team mate's winning ways in the Ardennes?
Read more


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Santa Fe Film Fesitval Honors Dean Stockwell
The Santa Fe Film Festival honored Academy Award-nominated and Emmy-winner film and television actor Dean Stockwell at a tribute benefit on November 17, 2007 in Santa Fe, New Mexico. The tribute reception followed a viewing of 3 of Mr. Stockwell's films at The Film Center. E-mail Tony Bonanno Tony Bonanno's Main WebsiteRead More


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Hopefully you can get out to watch some of the action this weekend, but there are plenty of places to get your fill of championship college tennis:
TennisRecruiting.net invited some of our regular college tennis contributors to answer some questions about college tennis and the NCAA tournament. Today, in Part 1, we see their comments on a pair of questions. We will hear more from them in Part 2 on Friday.
Full Listings: Boys' Commits & Girls' Commits


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Labeled Peptides Market to set Phenomenal Growth | Outlook and Deep Study of Top Key Players
The report forecast Global Labeled Peptides Market to grow to reach xxx Million USD in 2021 with a CAGR of xx% during the period 2022E-2030F due to coronavirus situation.
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The study is divided into numerous sections that are pertinent to various segments of the Labeled Peptides industry. This market research study analyses the state of the global Labeled Peptides market now and its potential for growth over the next years (2022-2030). Additionally, the analysis and projection of the Labeled Peptides market have been done in terms of volume, and the study considers the revenue produced by the Labeled Peptides market globally in order to determine the market size. This research also includes a breakdown of the top participants based on region.
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(Arg)9, FAM-labeled, (Arg)9, TAMRA-labeled, Others
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Protein Chemistry, Immunology, Histochemistry, Others,
Regional Analysis, the following regions together with the listed national/local markets:
• APAC (Japan, China, South Korea, Australia, India, and Rest of APAC; Rest of APAC is further segmented into Malaysia, Singapore, Indonesia, Thailand, New Zealand, Vietnam, Taiwan, and Philippines)
• Europe (Germany, UK, France, Spain, Italy, Russia, Rest of Europe; Rest of Europe is further segmented into Netherlands, Switzerland, Poland, Sweden, Belgium, Austria, Ireland, Norway, Denmark, and Finland)
• North America (U.S., Canada, and Mexico)
• South America (Brazil, Chile, Argentina, Rest of South America)
• MEA (UAE, Saudi Arabia, South Africa)
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Data gathered from in-depth interviews and conversations with industry professionals, as well as significant secondary research, have been used to explore the issue. For each segment over the projected period of 2022 to 2030, the study provides market size in US dollars. Consequently, the paper is a successful synthesis of primary and secondary research. Facts gathered via interaction through interviews are ingrained by primary research. Evaluation of annual reports, news announcements, stock analysis presentations, and numerous international and national databases are all part of secondary research.
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Imaging Center
PET Brain
Nuclear medicine exam to determine areas of brain dysfunction. The radiopharmaceutical used is a form of glucose (fluorodeoxyglucose or FDG.)
- Tumor
- Alzheimer's disease
Note: Tumors may be difficult to detect using FDG because of the high normal uptake of sugar in the brain.
- PET exams require careful preparations with respect to diet and exercise. Click here for an outline of the PET preparations. (See bottom of linked page.)
- Diabetics may need special consideration and should discuss the preparation with their doctor.
- Wednesdays are preferred.
- Injection and scan are one hour apart.
- Procedure time is approximately two to three hours.


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Dr. Azar Nafisi, author of Reading Lolita in Tehran, discusses the relationship between politics, culture, and human rights in that country. She will emphasize the rights of women and girls and the role they play in the process of change for pluralism and an open society.
February 27, 2013 7:00 pm
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Tickets are no longer available.
Azar Nafisi is best known as the author of the national bestseller Reading Lolita in Tehran: A Memoir in Books, which electrified its readers with a compassionate and often harrowing portrait of the Islamic revolution in Iran and how it affected one university professor and her students. Earning high acclaim and an enthusiastic readership, Reading Lolita in Tehran is an incisive exploration of the transformative powers of fiction in a world of tyranny. The book has spent over 117 weeks on the New York Times bestseller list. Reading Lolita in Tehran has been translated in 32 languages, and has won diverse literary awards, including the Prix du Meilleur Livre Étranger, Non-fiction Book of the Year Award from Booksense, the Frederic W. Ness Book Award, the Latifeh Yarsheter Book Award, the Grand Prix des Lectrices de Elle, and an achievement award from the American Immigration Law Foundation, as well as being a finalist for the PEN/Martha Albrand Award for Memoir. In 2006, she won a Persian Golden Lioness Award for literature, presented by the World Academy of Arts, Literature, and Media. In 2009 Reading Lolita in Tehran was named as one of the "100 Best Books of the Decade" by The Times (London).
Azar Nafisi is currently a Visiting Professor and the director of Cultural Conversations at the Foreign Policy Institute of Johns Hopkins University's School of Advanced International Studies in Washington, DC, where she is a professor of aesthetics, culture, and literature, and teaches courses on the relation between culture and politics. She studied in the US in the 1970s and taught at the University of Tehran. In 1981, she was expelled from the University of Tehran for refusing to wear the mandatory Islamic veil and did not resume teaching until 1987. She taught at the Free Islamic University and Allameh Tabatabai, and then held a fellowship at Oxford University, teaching and conducting a series of lectures on culture and the important role of Western literature and culture in Iran after the revolution in 1979. Dr. Nafisi returned to the United States in 1997 — earning national respect and international recognition for advocating on behalf of Iran's intellectuals, youth, and especially young women.
Azar Nafisi conducted workshops in Iran for women students on the relationship between culture and human rights; the material culled from these workshops formed the basis of a new human rights education curriculum. She has lectured and written extensively in English and Persian on the political implications of literature and culture, as well as the human rights of the Iranian women and girls and the important role they play in the process of change for pluralism and an open society in Iran. She has been consulted on issues related to Iran and human rights both by the policy makers and various human rights organizations in the US and elsewhere. She is also involved in the promotion of not just literacy, but of reading books with universal literary value. In 2011, she was awarded the Cristóbal Gabarrón Foundation International Thought and Humanities Award for her "determined and courageous defense of human values in Iran and her efforts to create awareness through literature about the situation women face in Islamic society."
Azar Nafisi has written for The New York Times, Washington Post, and The Wall Street Journal. Her cover story, "The Veiled Threat: The Iranian Revolution's Woman Problem" published in The New Republic (February 22, 1999) has been reprinted into several languages. She is the author of Anti-Terra: A Critical Study of Vladimir Nabokov's Novels. She also wrote the new introduction to the Modern Library Classics edition of Tolstoy's Hadji Murad, as well as the introduction to Iraj Pezeshkzad's My Uncle Napoleon, published by Modern Library (April 2006). She has published a children's book (with illustrator Sophie Benini Pietromarchi) BiBi and the Green Voice (translated into Italian, as BiBi e la voce verde, and Hebrew). Azar Nafisi's most recent book, Things I've Been Silent About: Memories, a memoir about her mother, was published in January 2009. She is currently working on a book entitled Republic of the Imagination, which is about the power of literature to liberate minds and peoples. Azar Nafisi's book That Other World: Nabokov and the Puzzle of Exile (Yale University Press) will be published in fall 2012. She lives in Washington, DC.
"Transcends categorization as memoir, literary criticism or social history, though it is superb as all three…. Nafisi has produced an original work on the relationship between life and literature."
— Publishers Weekly (starred review)
"I was enthralled and moved by Azar Nafisi's account of how she defied, and helped others to defy, radical Islam's war against women. Her memoir contains important and properly complex reflections about the ravages of theocracy, about thoughtfulness, and about the ordeals of freedom—as well as a stirring account of the pleasures and deepening of consciousness that result from an encounter with great literature and with an inspired teacher."
— Susan Sontag
"When I first saw Azar Nafisi teach, she was standing in a university classroom in Tehran, holding a bunch of red fake poppies in one hand and a bouquet of daffodils in the other, and asking, "What is kitsch?" Now, mesmerizingly, she reveals the shimmering worlds she created in those classrooms, inside a revolution that was an apogee of kitsch and cruelty. Here, people think for themselves because James and Fitzgerald and Nabokov sing out against authoritarianism and repression. You will be taken inside a culture, and on a journey, that you will never forget."
— Jacki Lyden, National Public Radio, author of Daughter of the Queen of Sheba
"Stunning…a literary life raft on Iran's fundamentalist sea… All readers should read it."
– Margaret Atwood
"Remarkable…an eloquent brief on the transformative power of fiction."
— The New York Times


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In millions of Jewish homes across the world each Passover, a special cup of wine is poured and the door is opened for Elijah the prophet.
But how did this tradition start? Who is the prophet Elijah and how can modern Jews relate to this Biblical figure?
"Passover is the season of redemption and the Prophet Elijah is seen as a redemptive figure in Judaism. The book of Malachi describes how Elijah will return and announce the coming of the Messiah and redeem his people," Dr. Marc Shapiro, who holds the Weinberg Chair of Judaic Studies at the University of Scranton, told JNS.org.
Indeed, Elijah's role in the Bible is often to encourage the Jewish people to do what's right, to steer away from false gods like the Phoenician Baal, and to obey Hashem.In later rabbinic literature such as the Aggadah and Babylonian Talmud, a more complete picture of Elijah emerges, including Elijah's role as someone who fights injustice on behalf of God.
For early rabbis, Elijah was also seen as someone who would visit communities and settle disputes of legal problems. This may be how Elijah became associated with the Passover seder.
"The real reason is because there is a dispute in the Talmud about how many glasses of wine we drink at the seder—four or five. So we leave the fifth cup on the table for Elijah. The thinking is when the Elijah and the Messiah comes, he will solve this dispute for us," Shapiro said.
But since Passover is a widely recognized Jewish holiday that is celebrated even by many less observant and secular Jews who normally do not have much attachment to Jewish tradition, they may not be aware of the important redemptive role Elijah plays or the Talmudic dispute over the Passover seder.
"Most Jews probably don't know the story of Elijah in the Bible; all they probably know is that they pour a glass of wine and open their door for Elijah, that's it," Rabbi Laura Baum of Congregation Beth Adam in Loveland, Ohio—who is also the founding rabbi of OurJewishCommunity.org, an online progressive Jewish community—told JNS.org.
Therefore, in order to connect the story of Elijah to many modern Jews, Jewish leaders such as Baum have come up with creative new ways of bringing the story of Elijah to life.
One of those new ways is to connect the mysterious and mythical figure of Elijah with another– Santa Claus.
"What I realized is that Elijah's role during Passover is very similar to Santa Claus's during Christmas," Baum said. "Elijah and Santa Claus have this theoretical journey around the world, visiting homes and having food and drinks left out for them."
The story of Santa Claus is based on the legend of Saint Nicholas, a 4th-century Greek Christian Bishop living modern-day Turkey who became famous for his generous gifts to the poor. Like Elijah in the Bible, Saint Nicholas, and his later incarnation as the modern-day Santa Claus, is seen as a fighter of injustice.
"As a liberal Jew, Judaism is a lot of different things: community, connection to tradition, and an evolving framework of how we think about the world. But Judaism is also about having fun. So why not have fun with the story of Elijah and capitalize on his journey around the world?" Baum said.
Baum expanded on this point in an article for the Huffington Post last year that described Elijah's role as a "Jewish Santa Claus."
"Sometimes religion becomes so serious and sometimes ritual feels like it must be laden with meaning. That framework is valuable, sometimes. Yet, there's also value in adding an intentional playfulness to religion," she wrote.
As a result, OurJewishCommunity.org launched the ElijahTracker.com website, which allows people from all over the world to follow Elijah on his journeys during the week of Passover.
"We have been doing it for two years now and people are really excited about it," Baum told JNS.org.
"One of the other cool things we did is we had people from Jewish communities around the world take photos for us," she said. "We then placed a figure of Elijah there, to show him visiting these places. It is a great way to get kids involved in the holiday."
On ElijahTracker.com, Elijah is seen visiting places from all over the world, from Hawaii to Uganda to, of course, Israel.
Baum said she plans to keep the ElijahTracker.com site going again this year during Passover. She hopes that people can take away a positive message about Elijah.
"The story of Elijah encourages us to have a positive impact on the world," Baum said. "We want to empower people to have a positive impact and there are messages associated with Elijah like that."
Source Article from http://www.algemeiner.com/2013/03/31/is-elijah-the-annual-passover-guest-also-the-%E2%80%98jewish-santa-claus%E2%80%99/


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A friend recently asked me to look into the story of how the Portage Trust, the local liquor licensing trust for Avondale, Blockhouse Bay, New Lynn and surrounds, was started.
In 1909, when we were part of the Eden electorate and John Bollard was our MP, the electorate voted to go dry. All hotels in the area were shut down, including the Avondale Hotel, the last day of trading and the doors to the pub closing on 30 June 1910, at 10 pm. From that point on -- Avondale was dry. This affected the Avondale Jockey Club, intimately associated with the Hotel in the beginning and earning quite a few bob off the thirst of the punters at the course.
Tales abound from the dry years of jockeys slaking their thirst under the racecourse grandstands, and rum being secreted into billiard saloons in the guise of a certain dark-coloured soft drink of note.
Now, I don't know if what happened at the course affected the events which followed in the 1960s, but in April 1961, after a special amendment to the Liquor Licensing Act, Avondale Jockey Club were permitted to open up three bars on course.
Liquor will be sold to the public at the Avondale Jockey Club meeting on Saturday for the first time for 50 years ... In a new bar called the Garden Bar one part will be restrivted to members, wives and escorts, and the other open to the public. There will be a bar under the public stand (for enclosure patrons) and another large bar on the outside area of the course.
The Garden Bar, a beer garden, provides seating for about 600 and standing room for a further 400.
The president of the club, Mr Alf Bevege, said today "I think this is the first time liquor will be sold freely to the public in a no licence area. Charters have no doubt been issued in the past, but I cannot recall any case similar to ours at Avondale." Mr Bevege said the club had been trying for some years to sell liquor at Avondale.
On the passing of the Licensing Act amendment, he said, "It was a non party vote, and I understand that the licence was granted unanimously."
(Auckland Star, 21 April 1961)
New Lynn solicitor Mick Shanahan campaigned in 1963 for restoration of the wet area (my mum recalled that he also led the charge against the 6 o'clock swill). There was a public meeting in 1966 and a campaign for restoration during the general election that year, but the referendum didn't reach the required 60% majority. However, after three more years campaigning, they succeeded in 1969, sixty years after the dry-area election.
A brewery company wanted to have the licence for the Kawakawa Hotel transferred to Rosebank in 1970. This annoyed the supporters of Trust control, the Trust Promotion Committee, who went to the Supreme Court, represented by Dr Martyn Finlay (later Labour Minister of Justice in 1973). They won the case, a vote was called for, and in a 1971 referendum won support for Trust control.
The Trust Promotion Committee and Trusts Association wanted one unified Trust covering West Auckland and Mt Albert, but boundaries were set and three Trusts formed: Waitakere (6 licences), Portage (10 licences) and Mt Albert (1 licence). The first Trust Board election was in October 1972. The inaugural meeting of the Portage Trust, with 10 members on the Board was on 9 November 1972 (so in two years time it will be the Trust's 40th anniversary). Much of the above information came from an article in the Western Leader, 20 November 1973.


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1301.0 - Year Book Australia, 2003
ARCHIVED ISSUE Released at 11:30 AM (CANBERRA TIME) 24/01/2003
|Page tools: Print Page
Encyclopaedia Britannica
National Land and Water Resources Audit, Australian Water Resources Assessment 2000
O'Brien WT, McGregor A & Crawshaw B 1983, 'In-stream and Environment Issues', Water 2000: Consultant's Report No. 9, AGPS, Canberra
Parkinson G (ed.) 1986, Climate, Atlas of Australian Resources, Volume 4
Stern H, de Hoedt G & Ernst J 2000, 'Objective classification of Australian climates', Aust. Met. Mag. no. 49, pp. 87-96
Web sites
ACT Electricity and Water, http://www.actew.com.au
Bureau of Meteorology, http://www.bom.gov.au
Bureau of Rural Sciences, http://www.affa.gov.au/brs
Department of Natural Resources and Environment, Victoria, http://www.nre.vic.gov.au
Department of Primary Industries, Water and Environment, Tasmania, http://www.dpiwe.tas.gov.au
Geoscience Australia, http://www.ga.gov.au and http://www.auslig.gov.au
National Land and Water Resources Audit, http://www.nlwra.gov.au
NSW Department of Land and Water Conservation, http://www.lands.nsw.gov.au/
Power and Water, Northern Territory, http://www.powerwater.com.au
Queensland Department of Natural Resources and Mines, http://www.nrm.qld.gov.au
South Australia Department of Primary Industry and Resources, http://www.pir.sa.gov.au
Water and Rivers Commission, Western Australia, http://www.wrc.wa.gov.au
Western Australia Department of Agriculture, http://www.agric.wa.gov.au


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Vortex Outdoor Water Fountain
Physical color samples available. Please call 1-888-562-7602 for details.
Vortex Outdoor Water Fountain Specifications:
- Dimensions: 50"H x 42"W x 42"D
- Weight: 507 lbs.
- Colors are available in 3 options:
1. No Streak.
2. One Streak down the front face of the fountain (if an optional streak option is listed as available).
3. $125 per extra streak (if an optional streak option is listed as available).
Please call us to order the color option you want.
Featuring a large pillar with twisting ridges rising from a hexagonal basin, the Vortex Outdoor Water Fountain is guaranteed to attract a few second glances from your guests. Ideally used as a striking focal point, this fountain may also be used as an accent to further enhance your outdoor area's beauty. Made of glass fiber reinforced concrete, this garden fountain is designed to withstand the test of time.
Vortex Outdoor Water Fountain Features:
- Pillar with a unique twisting shape
- Made of glass fiber reinforced concrete
- Will outlast traditional cast stone fountains
- Available in different colors
Vortex Outdoor Water Fountain Includes:
- Warranty: One (1) Year Limited
- Recirculating Pump
*Please Note: This fountain is considered CUSTOM MADE due to the finish and stain applied. Cancellation of this order will result in forfeiture of your payment. Also, the stain is hand applied and can vary from the photo/sample shown. If you have concerns about the color, please contact customer service and we can provide you with additional information.
We offer free shipping within the United States. Here are some shipping facts about all of our products:
1.) Currently all small items will be shipped through UPS Ground, with free shipping.
2.) Products over 100lbs. will ship freight with Curbside Service. They will not unpackage and/or relocate your order once off the truck. Please make sure to have any kind of assistance needed at time of delivery if you feel necessary. Note: The delivery company will call to arrange a delivery time. Customers must be available to sign for the shipment at time of delivery.
3.) Our cast stone products are made to order and lead times will vary. Please reach out for the current lead time on the product you are interested in.
4.) On the delivery for fountains with extra large bases, a forklift is required for delivery as the base will be too big for lift-gate service. You must arrange this prior to fountain delivery. NOTE: Although most fountains DO NOT require a forklift because they can fit on a lift gate, we will notify you prior to shipping if your fountain requires a fork lift.
Questions & AnswersAsk a Question
I have 3 questions: 1. Do you have a audio/video of what this sounds like? 2. Where are the lights installed if purchased? 3. Can I get a color sample? Thanks,
Great questions! Unfortunately, we do not have a video or audio of this fountain, but it does make a bubbling noise as the water trickles down the sides of the middle piece. The lights can be easily placed in the basin of the fountain. Color samples are available as well. We can help you with a color sample order over the phone or via email. Please let me know if you have any other questions. I'm happy to help!
WARNING: For California Residents- Prop65
This product may be packaged with a wood fiber material which may contain wood dust.
It is very important for you to protect your cast stone and pottery fountains, birdbaths, planters and statuary from the freeze-thaw cycle during the winter months. Ideally, cast stone and pottery décor that can collect water, should not be left outside when temperatures dip down to freezing. They should be stored indoors or in a dry protected place such as a covered porch or garage that is away from the elements. This is not always possible, so it is recommended that you completely dry out your décor and add a waterproof cover. This is because any cast stone or pottery component that can hold water and freeze has the potential to crack and crumble. Components such as fountain pedestals which remain in a basin/pool can also crack or crumble.
For more information on winterizing your cast stone fountain and birdbath, click here.
For more information on winterizing your cast stone planters and statuary, click here.
For more information on winterizing your glazed and terra cotta pottery, click here.


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You've built a product syncing business and you're ready to for it to grow. You've put a lot of effort into different marketing strategies, but none of them seem to be producing the results you need.
If this sounds like you, do not worry. Growing a product syncing business, or any type of business for that matter, is extremely difficult.
Luckily, there are experts out there who sole job is to help your business grow through marketing efforts.
These people are known as digital marketing experts.
And yes, hiring a digital marketing expert does cost some money. But, the payoff is pretty sweet.
Let's take a look at the top 5 syncing business.
1. Expertise
Let's face it-a lot to know in the world of digital marketing.
There's search engine marketing, Facebook marketing, and video marketing. Digital marketing also requires knowing how to write compelling content, use Photoshop, and create effective landing pages. And that's just the beginning.
Learning about all of the aspects of digital marketing is truly a full-time job in itself.
But, with a digital marketing expert, you do not need to learn all of this. An expert on how to focus on results. They can have your website as a Linksync Magento Quickbooks Integration site.
2. Time Management
Running a product syncing business means your business all day long.
If you're putting time into developing your own digital marketing campaigns, that means you're losing time elsewhere.
A digital marketer helps you to manage your time effectively. They will do all of the grunt work marketing promotion and give your final approval.
3. Track Data
Everyone who's ever run a digital marketing campaign can tell you- tracking data is one of the most important things you'll do.
Tracking data allow you to analyze the results of your campaign so you know what needs improvement for next time.
Digital marketing experts know exactly how to track and analyze data so your results can improve with each campaign you launch. Plus, if they've helped previous product syncing businesses, so they know what works for other customers and what adjustments need to be made.
4. Know About the Customer
You may think nobody knows your customer better than you. But, think again.
Digital marketing experts spend their days surrounded by client data. They know how to do the basics of segmenting customers by age, race, gender, location, sexuality, and relationship status. And, they know how to segment customers based on more complicated indicators such as buying behavior.
These experts will be able to look at your customers from a unique perspective and better analyze their data about their buying patterns.
5. Knows Your Competitor
Being able to best your competitor is an essential part of any digital marketing strategy.
Luckily, a digital marketer can help you do just that. Digital marketers have a lot of experience in your field. They may even have experience with your top product syncing competitors as well.
This means they know what the competition is doing and what is not working for them.


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WILLIAMS, GRIFFITH, army officer and author; m. by 1771 Ann Fothersall, and they had three daughters; d. 18 March 1790 at Woolwich (London), England. His brother John was a merchant of St John's, Newfoundland, in 1785.
Griffith Williams entered the Royal Artillery as a private in January 1743 and became a cadet at the Royal Military Academy at Woolwich the following year. His next few years are the subject of some uncertainty; according to a pamphlet he wrote later he was in Newfoundland from about 1744, but another source states that he served as an additional sub-engineer in South Carolina and Georgia from 1744 to 1749. At all events, by October 1749 Williams, now a lieutenant-fireworker of artillery, was stationed at the Newfoundland outport of Carbonear, and by 1750 he had been transferred to St John's. Rather unusually for an officer, Williams took a keen interest in the fishery and in farming; indeed, the Newfoundland historian Daniel Woodley Prowse* considers him to have been one of the pioneers of farming on the island. By the time of his departure from the island he had received and cleared a grant at Quidi Vidi.
In 1758 Williams, now a first lieutenant, was sent to Europe, and he served in the battle of Minden (Federal Republic of Germany) the following year. By 1763 he was a captain in command of a company of artillery and for two years was stationed at various London garrisons. During this time he maintained his interest in Newfoundland. He claimed to have lost over £2,000 in livestock, buildings, and crops during the French attack on the island in 1762 [see Charles-Henri-Louis d'arsac de Ternay], and for several years he addressed memorials to the British government in an apparently futile attempt to obtain compensation. After his departure for the island in 1765 to become artillery commander there, a friend had Williams' observations on the fishery printed in a pamphlet, An account of the island of Newfoundland . . . (London, 1765). Williams served in Newfoundland for a further eight years, during which time he explored the interior of the Avalon peninsula and defended the Anglican missionary Edward Langman against charges brought by his parishioners. He and his wife received more grants of land and continued their farming.
In June 1773 Williams left Newfoundland and returned to garrison duty in England. Three years later he was promoted major and sent out with the reinforcements under Burgoyne destined for Canada. Williams served throughout the campaigns of 1776 and 1777, holding de facto command of the artillery in the Burgoyne expedition until he was captured at the battle of Bemis Heights (near Schuylerville, N.Y.) on 17 Oct. 1777. Released from captivity by 1780, he served as brigade-major of the New York garrison for a time. In 1782 Williams, then a lieutenant-colonel, was sent to Gibraltar to take command of the artillery during the closing stages of the siege. In December of the same year he was promoted colonel. The following year he was appointed to command the Woolwich garrison of the Royal Artillery, a post he held until 1786 and again from July 1789 until his death.
Williams' importance to Canadian history rests not on his unspectacular service as an officer, but on his pamphlet. An interesting document, it is one of the few non-official sources on Newfoundland in the 18th century. At the time of its publication the British and French governments were disputing the rights of their fishermen on the French Shore of northern Newfoundland, and Williams evidently intended his pamphlet to awaken the British public to the necessity of securing fishing rights for Britain in the region. Using some questionable and certainly unverifiable statistics, he claimed that during the years 1745 to 1752 the Newfoundland fishery had been worth £1,000,000 annually to Britain, but during the 1760s only about one-sixth of that total. This decrease Williams ascribed to the lack of adequate garrisons since 1750, which discouraged British merchants from competing with the French on the French Shore because they lacked protection in case of disputes. It is unlikely, however, that the presence of garrisons would have made much difference to the merchants, and the decline Williams noted was probably a result of the depletion of the resource following the fishery's operation at maximum capacity in the 1740s. As well, during the 1750s and 1760s the northern shore became less important to British fishermen as they began to exploit the rich Grand Banks fishery. Williams did, however, make some telling arguments against the naval governors, criticizing their negligent computation of the seasonal catch, which they often underestimated by as much as two-thirds. He also proposed interesting innovations, including the institution of a resident governor, a legal amendment that would allow fishermen to winter on the island, and a reduction in price for the equipment and food needed in the fishery. All in all, the pamphlet is a good "Account" of some aspects of 18th-century Newfoundland.
Griffith Williams is the author of An account of the island of Newfoundland . . . (London, 1765).
Cathedral of St John the Baptist (Anglican) (St John's), parish registers, 1752–1800, 1, ff.2, 4. PRO, Adm. 80/121, f.108; CO 194/12, ff.123–24, 196; 194/13, ff.31, 74, 137, 184, 207, 234; 194/14, ff.10, 28; 194/16, f.193; 194/20, f.19; 194/23, ff.325, 341; 194/28, ff.97, 118; 194/30, f.113; Prob. 11/1190, f.176. USPG, B, 6, nos. 165, 169. Gentleman's Magazine, 1790, 373. Battery records of the Royal Artillery, 1716–1859, comp. M. E. S. Laws (Woolwich, Eng., 1952), 27–52. G.B., WO, Army list, 1756–90. Officers of the Royal Regiment of Artillery, comp. John Kane (4th ed., London, 1900), 4, 4a, 169. J. P. Baxter, The British invasion from the north: the campaigns of generals Carleton and Burgoyne from Canada, 1776–1777 . . . (Albany, N.Y., 1887), 286–87. John Drinkwater [Bethune], A history of the siege of Gibraltar, 1779–1783 . . . (10th ed., London, 1861), 155. Francis Duncan, History of the Royal Artillery, compiled from the original records (2v., London, 1872–73), I, 315, 330, 389. C. G. Head, Eighteenth century Newfoundland: a geographer's perspective (Toronto, 1976). Porter, History of Royal Engineers, I, 166. Prowse, History of Nfld. (1895), 296–97, 427.
© 1979–2023 University of Toronto/Université Laval
Cite This Article
Stuart R. J. Sutherland, "WILLIAMS, GRIFFITH," in Dictionary of Canadian Biography, vol. 4, University of Toronto/Université Laval, 2003–, accessed October 3, 2023, http://www.biographi.ca/en/bio/williams_griffith_4E.html.
The citation above shows the format for footnotes and endnotes according to the Chicago manual of style (16th edition). Information to be used in other citation formats:
|Author of Article:
|Stuart R. J. Sutherland
|Title of Article:
|Publication Name:
|Dictionary of Canadian Biography, vol. 4
|University of Toronto/Université Laval
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|Year of revision:
|Access Date:
|October 3, 2023


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"It is the most interesting book I have ever read and inspires me to do something immediate to save our civilization." —Hanh Lien, translator for the Vietnamese edition of World on the Edge
Chapter 2. Population Pressure: Land and Water: Farmers Losing Water to Cities
The world's freshwater supplies are shrinking, and the world's farmers are getting a shrinking share of this shrinking supply. While water tensions among countries are more likely to make news headlines, it is the jousting for water between cities and farms within countries that preoccupies local political leaders. The economics of water use do not favor farmers in this competition, simply because it takes so much water to produce food. For example, while it takes only 14 tons of water to make a ton of steel, it takes 1,000 tons of water to grow a ton of wheat. In countries preoccupied with expanding the economy and creating jobs, agriculture becomes the residual claimant. 50
Many of the world's largest cities, such as Los Angeles, Cairo, and New Delhi, can increase their water consumption only by taking it from agriculture. This rural-urban competition for underground water resources is intensifying throughout India. Nowhere is this more evident than in Chennai (formerly Madras), a city of 7 million in southern India. As a result of the city government's inability to supply water for some of the city's residents, a thriving tank-truck industry has emerged that buys water from farmers and hauls it to the city's thirsty residents. 51
For farmers surrounding the city, the price of water far exceeds the value of the crops they can produce with it. Unfortunately, the 13,000 tankers hauling the water to Chennai are mining the region's underground water resources. Water tables are falling and shallow wells have gone dry. Eventually even the deeper wells will go dry, depriving these communities of both their food supply and their livelihood. 52
Chinese farmers along the Juma River downstream from Beijing discovered in 2004 that the river had suddenly stopped flowing. A diversion dam had been built near the capital to take river water for Yanshan Petrochemical, a state-owned industry. Although the farmers protested bitterly, it was a losing battle. For the 120,000 villagers downstream from the diversion dam, the loss of water could cripple their ability to make a living from farming. 53
In the U.S. southern Great Plains and the Southwest, where there is little unclaimed water, the growing water needs of cities and thousands of small towns can be satisfied only by taking water from agriculture. A monthly publication from California, The Water Strategist, devotes several pages each issue to a listing of water sales that took place in the western United States during the preceding month. Scarcely a working day goes by without another sale. 54
Colorado has one of the world's most active water markets. Fast-growing cities and towns in a state with high immigration are buying irrigation water rights from farmers and ranchers. In the upper Arkansas River basin, which occupies the southeastern quarter of the state, Colorado Springs and Aurora (a suburb of Denver) have already bought water rights to one third of the basin's farmland. 55
Far larger purchases are being made by cities in California. In 2003, San Diego bought annual rights to 247 million tons (200,000 acre-feet) of water from farmers in the nearby Imperial Valley—the largest farm-to-city water transfer in U.S. history. This agreement covers the next 75 years. And in 2004, the Metropolitan Water District, which supplies water to 18 million southern Californians in several cities, negotiated the purchase of 137 million tons of water per year from farmers for the next 35 years. Without irrigation water, and with sparse rainfall, the highly productive land owned by these farmers is wasteland. The farmers who are selling their water rights would like to continue farming, but city officials are offering far more for the water than the farmers could possibly earn by irrigating crops. Irrigated area in California shrank 10 percent between 1997 and 2007 as farmers sold their irrigation water to cities. 56
Whether it is outright government expropriation, farmers being outbid by cities, or cities simply drilling deeper wells than farmers can afford, tillers of the land are losing the water war.
Historically, water scarcity was a local issue. It was up to national governments to balance water supply and demand. Now this is changing as scarcity crosses national boundaries via the international grain trade. Since it takes so much water to produce grain, importing grain is the most efficient way to import water. Countries are, in effect, using grain to balance their water books. Similarly, trading in grain futures is in a sense trading in water futures. To the extent there is a world water market, it is embodied in the grain market. 57
The Middle East and North Africa—from Morocco in the west through Iran in the east—has become the world's fastest-growing grain import market. With virtually every country in the region pressing against its water limits, the growing urban demand for water can be satisfied only by taking irrigation water from agriculture. Egypt has become the leading importer of wheat in recent years. It now imports close to 40 percent of its total grain supply, a dependence that reflects a population that is outgrowing the grain harvest that can be produced with the Nile's water. Algeria, with 34 million people, imports more than 70 percent of its grain. 58
Overall, the water required to produce the grain and other farm products imported into the Middle East and North Africa last year exceeded the annual flow of the Nile River at Aswan. In effect, the region's water deficit can be thought of as another Nile flowing into the region in the form of imported food. 59
It is often said that future wars in the Middle East will more likely be fought over water than oil, but in reality the competition for water is taking place in world grain markets. Beyond this, several countries in the region are now attempting to acquire land in other countries and, what is more important, the water that comes with it.
Knowing where water deficits are developing today tells us where grain deficits will be concentrated tomorrow. Thus far, the countries importing much of their grain have been smaller ones. Now we are looking at the growing water deficits in both China and India, each with more than a billion people. At what point does water scarcity translate into food scarcity? 60
50. Water to make steel from Sandra Postel, Last Oasis (New York: W. W. Norton & Company, 1997), pp. 38–39; 1,000 tons of water for 1 ton of grain from FAO, Yield Response to Water (Rome: 1979).
51. Noel Gollehon and William Quinby, "Irrigation in the American West: Area, Water and Economic Activity," Water Resources Development, vol. 16, no. 2 (2000), pp. 187–95; Postel, op. cit. note 50, p. 137; Pramit Mitra, "Running on Empty: India's Water Crisis Could Threaten Prosperity," South Asia Monitor, no. 103 (Washington, DC: Center for Strategic and International Studies, 8 February 2007); R. Srinivasan, "The Politics of Water," Info Change Agenda, issue 3 (October 2005); U.N. Population Division, World Urbanization Prospects: The 2007 Revision Population Database, at esa.un.org/unup, updated 2008.
52. Srinivasan, op. cit. note 51; Pearce, op. cit. note 41.
53. "China Politics: Growing Tensions Over Scarce Water," The Economist, 21 June 2004.
54. Gollehon and Quinby, op. cit. note 51; Water Strategist, various issues, at www.waterstrategist.com.
55. Joey Bunch, "Water Projects Forecast to Fall Short of Needs: Study Predicts 10% Deficit in State," Denver Post, 22 July 2004.
56. Dean Murphy, "Pact in West Will Send Farms' Water to Cities," New York Times, 17 October 2003; Tim Molloy, "California Water District Approves Plan to Pay Farmers for Irrigation Water," Associated Press, 13 May 2004; USDA, National Agricultural Statistics Service (NASS), "Table 10. Irrigation 2002 and 1997," 2002 Census of Agriculture, vol. 1 (Washington, DC: June 2004), pp. 318–26; USDA, NASS, "Table 10. Irrigation: 2007 and 2002," 2007 Census of Agriculture, vol. 1 (Washington, DC: February 2009), pp. 372–80.
57. FAO, op. cit. note 50.
58. Grain from USDA, Foreign Agricultural Service, Grain: World Markets and Trade (Washington, DC: various years); USDA, op. cit. note 2.
59. Nile River flow from Postel, op. cit. note 44, p. 71; grain imports from USDA, op. cit. note 2; calculation based on 1,000 tons of water for 1 ton of grain from FAO, op. cit. note 50.
60. U.N. Population Division, op. cit. note 8; USDA, op. cit. note 2.
Copyright © 2009 Earth Policy Institute


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It's back and bigger than ever. Now in its fourth year, our "Best Franchise Deals" report has become the can't-miss list of top quick-service and fast-casual franchises, assessing factors such as investment-to-sales ratio, marketplace differentiation, corporate support to franchisees, and positive brand momentum.
While the previous reports whittled the best-franchise list down to 10, this year we're homing in on 12 different brands in three size categories: The Hungry Upstarts, which focuses on smaller, emerging concepts; The Rising Stars, spotlighting more established brands seeking national penetration; and The Powerbrokers, well-established concepts with more than 300 units.
The Hungry Upstarts
Emerging concepts laying the groundwork for growth.
Tin Drum AsiaCafé
Total U.S. Unit Count: 11 (9 franchised)
Franchise Fee: $35,000
Total Start-Up Costs: $299,000–$477,000
Royalty: 5% of net sales
Renewal Fee: 50% of then-current franchise fee
Marketing Fee: 4.5% of net sales
With its street-inspired Pan Asian cuisine, energetic atmosphere, and self-ordering kiosks, Tin Drum is ahead of the fast-casual curve, throwing in bold flavor profiles, high-quality food, customization options, and convenience, to boot. An AUV topping $1 million, meanwhile, signals its appeal to a widening consumer base.
The Atlanta-based concept's menu combines 15 signature sauces with more than 35 made-to-order items carrying Thai, Japanese, Chinese, Vietnamese, and Indian influences. The result, Tin Drum founder Steven Chan says, is dynamic flavor profiles that satisfy guests' desire for more exotic food and promote repeat visits.
Tin Drum has menu items approved by HealthyDiningFinder.com—an alluring feature to health-conscious guests—as well as state-of-the-art, self-ordering kiosks equipped with health-based software that lets patrons order based on dietary goals, including gluten-free and vegetarian options.
For the franchisee, Tin Drum's compact design reduces construction and operating costs, while the chain's debt-free business strategy signals its ongoing effort to pursue strategic growth with the necessary infrastructure to help its franchise partners flourish.
An Outside Perspective: "What makes Tin Drum a win for a franchisee is not only the attractiveness to consumers, but the value-engineered cost of entry and strong AUV," says Lynette McKee, CEO of McKeeCo Services, a franchising and development strategic advisory firm. "It could be a nice target for a multibrand franchisee looking for a second or third diversification opportunity."
Total U.S. Unit Count: 12 (10 franchised)
Franchise Fee: $40,000
Total Start-Up Costs: $313,750–$627,083
Royalty: 5.5% of gross sales
Renewal Fee: % of then-current franchise fee
Marketing Fee: 3.5% of gross sales
Count eco-friendly BurgerFi among the latest entries into the burgeoning better-burger category.
Though BurgerFi's menu is highlighted by all-natural, grass-fed burgers, the Florida-based fast casual also serves up numerous specialty items, including Kobe beef hot dogs, quinoa burgers, hand-cut fries, and frozen custard. Craft beer and wine service further boosts sales potential and differentiates the concept from a swelling list of competitors.
BurgerFi's corporate office places a premium on providing consistent support to its franchise partners. In addition to providing assistance in such areas as field operations and lease negotiations, the company assigns each franchisee a personal business adviser to work with the operator on an ongoing basis.
The three-year-old chain, which has an AUV of $2 million, will soon debut stores in New York, Michigan, Washington, California, and Texas.
An Outside Perspective: Eric Simon, head of the business intelligence services team at Virginia-based FRANdata, says BurgerFi hits on an important trifecta with its variety, humanely raised meat, and environmentally conscious positioning.
"Nowadays, the public expects more than just another burger joint," Simon says.
Fresh To Order
Total U.S. Unit Count: 7 (3 franchised)
Franchise Fee: $35,000
Total Start-Up Costs: $550,000–$720,000
Royalty: 5% of net sales
Renewal Fee: 10% of then-current franchisee fee
Marketing Fee: 4% of net sales
A pioneer of "fast-fine" dining—a restaurant blending upscale dining's quality with the operational platform and price points of fast casual—Fresh To Order (F2O) features a chef-inspired, line
cook–executed menu of freshly prepared entrées, panini sandwiches, soups, and salads, all ready in less than 10 minutes for about $10.
Forty percent of the seven-year-old, Georgia-based concept's daily business stems from dinner sales, a number that underscores f2o's ability to please guests and provide strong ROI to franchisees. Within the next five years, f2o plans to expand beyond its Southern base by opening 50 new stores and adding 50 more to its development pipeline, including in nontraditional venues.
"With average unit volumes of $1.7 million and year-over-year comparable sales growth of 10 percent, our financial foundation is formidable," says f2o chief development officer Jocelyn Blain.
An Outside Perspective: Simon likes f2o's ability to attract business during different dayparts, its strict franchise requirements, and its development that features both franchised and corporate-owned locations. He says corporate stores show that the brand is committed to growing alongside its franchisees and to understanding "the reality of what is happening on the street level of its business."
Taquerias Arandas
Total U.S. Unit Count: 27 (all franchised)
Franchise Fee: $45,000
Total Start-Up Costs: $98,000–$649,000
Royalty: 6% of net sales
Renewal Fee: $20,000
Marketing Fee: 1% of net sales
Since the original Taquerias Arandas opened in 1981, this Houston-based concept has dazzled patrons with its authentic, street-inspired Mexican cuisine.
Taquerias Arandas president Judy Camarena says the concept emphasizes a sense of community among its franchisees, one rooted in trust and systemwide success.
Years of steady growth throughout Texas and double-digit sales and traffic increases at stores across the system have readied Taquerias Arandas to take its name and its $1.3 million AUV beyond the Lone Star State. Camarena says the timing is right now given the company's comfort with opening new stores and its role as franchisor. The growing taco trend, rising interest in the brand outside of Texas, and limited presence of national chains serving authentic Mexican cuisine have also encouraged its growth.
An Outside Perspective: McKee credits Taquerias Arandas for establishing trust with its franchisees and building a solid regional base before taking the brand to new markets outside Texas.
"What is also equally important is that the ROI for [the brand's] franchisees is very healthy, and sales continue to climb with a nice—and low—price point and a truly authentic, real-Mex menu," she says.
The Rising Stars
Established brands ready for the national spotlight.
Menchie's Frozen Yogurt
Total U.S. Unit Count: 229 (228 franchised)
Franchise Fee: $25,000–$40,000
Total Start-Up Costs: $300,000–$320,000
Royalty: 6% of net sales
Renewal Fee: $20,000
Marketing Fee: 2% of net sales
Menchie's mission statement sets a bold goal: to make every guest smile. With a $500,000 AUV,
the Encino, California–based brand gives its franchisees reason to smile, as well.
Using Menchie's proprietary frozen-yogurt product, guests create their own mix from more than 100 rotating flavors, including the likes of cake batter and pomegranate raspberry tart. There are also 70 rotating toppings, ranging from hot fudge to fresh fruit and granola. Menchie's hits on health by offering nonfat, gluten-free, vegan, dairy-free, no-sugar-added, kosher, and low-carb options.
For franchisees, ROI comes courtesy of a highly scalable operation with recognizable branding, operational simplicity, national purchasing power, and no hidden charges or product markups.
As Menchie's CEO Amit Kleinberger says, "Happy franchisees make happy guests."
An Outside Perspective: Simon says Menchie's festive, group-drawing atmosphere creates higher ticket prices and increased referrals. But it's the chain's outstanding growth in a challenging economy that most impresses.
"Menchie's has proven that a system focused on customers, product, and franchisees can dominate a highly competitive market by expanding from 38 units in 2010 to [229] today," he says.
Total U.S. Unit Count: 29 (27 franchised)
Franchise Fee: $20,000
Total Start-Up Costs: $240,000–$400,000
Royalty: 5% of net sales
Renewal Fee: $2,000
Marketing Fee: 2% of net sales
Barberitos is making a splash in the fast-growing Mexican segment. In 2012, same-store sales jumped more than 10 percent from 2011 and AUV hovered near $700,000.
"Each year, the company profit grows, proving that our customers are loyal and willing to pay for our product," Barberitos founder and CEO Downing Barber says.
As a Barberitos franchisee himself, Barber is personally affected by every corporate decision, a reality that connects him with the operators' plight and ensures that corporate decisions drive store-level success. Barber, in fact, calls Athens, Georgia–based Barberitos a "profit-focused" system. The corporate office lends counsel to site selection, design and construction, marketing, and business management, alongside franchise support every six to nine weeks.
"Many franchises do not even operate any of their own [stores], so they don't fully understand what franchisees have to do deal with," Barber says. "But there's no ivory-tower thinking here."
An Outside Perspective: If handled correctly, McKee says, Barber's status as CEO and franchisee can be a big plus for the Barberitos system, as it allows corporate leadership to better understand the daily grind and the external factors operators encounter.
"The communication between the CEO and his franchisees also takes on a different tone because the profitability of the franchisees is a top focus," says McKee, who applauds Barberitos' efforts to clearly define its franchisee profile and performance.
Freddy's Frozen Custard & Steakburgers
Total U.S. Unit Count: 83 (74 franchised)
Franchise Fee: $25,000
Total Start-Up Costs: $461,000–$899,000
Royalty: 4.5% of net sales
Renewal Fee: 1/3 of then-current franchise fee
Marketing Fee: .25% of net sales
Kansas-based Freddy's has earned growing national recognition—and a repeat appearance on this Best Franchise Deals list—for its premium steakburgers, fresh-made custard, and $1.4 million AUV.
Freddy's COO Scott Redler says Freddy's encourages innovation and entrepreneurial thinking among its franchisees, while also supplying the support that fosters expansion. A formal "Freducation" training program and ongoing franchisee coaching ensures consistency throughout the system. Freddy's also prides itself on transparency with its franchise partners, handing its operators all product purchase incentives and rebates.
"We share the system's purchasing power equitably and proportionately with the franchisees from day one," Redler says.
Freddy's, which today has outlets in 17 states, plans to add as many as 300 stores within the next five years.
An Outside Perspective: With the right systems and operations in place, including franchisee training and strong supplier relations, McKee says, Freddy's could meet its ambitious growth goals.
"Freddy's AUVs are strong and if the franchisee carefully monitors his or her costs of entry, this could be a repeat for QSR's Best Franchise Deals again," McKee says.
Penn Station East Coast Subs
Total U.S. Unit Count: 253 (252 franchised)
Franchise Fee: $25,000
Total Start-Up Costs: $320,798–$460,813
Royalty: 4–8% of net sales
Renewal Fee: $1,000
Marketing Fee: 1% of net sales
It could be because of its conservative growth approach, or its intense focus on operational simplicity and a customer-pleasing experience. But Penn Station's record speaks for itself: only two closures in its 28-year history.
The Cincinnati, Ohio–based company, where AUV topped $600,000 in 2012, provides its franchisees with monthly financial comparisons and average income statements that allow operators to benchmark their performance against others in the system.
"Penn Station is a great franchise deal not only because of our strong systems and unit economics, but also our approach to franchisee profitability," says Penn Station director of sales Jad Buckman.
Today, Penn Station is in 13 states, having added Georgia and the District of Columbia to its roster this year. Plans are to open at least 30 new units by year's end.
An Outside Perspective: Simon says it's refreshing to see a brand with a low closure rate and believes the monthly systemwide benchmarking allows operators to pinpoint areas in need of attention.
"Penn Station has taken a deep interest in its franchisees' [profit and loss statements], leading to increased bottom lines and, in turn, lower closure rates," Simon says.
The Powerbrokers
National brands with name recognition, profit potential.
Firehouse Subs
Total U.S. Unit Count: 576 (539 franchised)
Franchise Fee: $20,000
Total Start-Up Costs: $178,376–$625,801
Royalty: 6% of net sales
Renewal Fee: 25% of then-current franchise fee
Marketing Fee: 3% of net sales
Last year, Firehouse Subs opened 95 restaurants, added 144 new franchisees, entered nine new markets, and watched AUV jump 12.7 percent to $731,000. For the 19-year-old, Jacksonville, Florida–based concept—founded by firefighting brothers Robin and Chris Sorensen—the chain's ascent has been one wild ride.
"We've been afforded an incredible opportunity to help a lot of people [and] the more we grow, the more opportunities we're able to provide," Robin Sorensen says.
Firehouse says its franchisees can be in business for themselves, but not by themselves. The concept consistently sits near the top of Franchise Business Review's franchisee satisfaction rankings, and executives tout its litigation-free history with franchisees.
"[Our team] embraces a culture in which we strive for excellent communication with our franchisees—both individually and collectively—and we ensure that we are fundamentally fair in our business practices," says CEO Don Fox.
The chain's "family-style" franchising includes an area representative model that provides a higher caliber of local training support and a continuity of relationships. Firehouse also offers financing to its established franchisees to spark additional system-wide growth with long-term partners.
An Outside Perspective: Citing its positive relationship with franchisees and track record of AUV increases, McKee calls Firehouse "one of the premier opportunities for a franchisee." She credits Firehouse for developing its systems and business model prior to attempting a major growth program and commends leadership for its transparency with franchisees.
Papa John's
Total U.S. Unit Count: 3,130 (2,482 franchised)
Franchise Fee: $5,000
Total Start-Up Costs: $175,000–$250,000
Royalty: 5% of net sales
Renewal Fee: $4,000
Marketing Fee: 7% of net sales
In the 2012 American Customer Satisfaction Index, Papa John's claimed the top spot among all
limited-service restaurants and national pizzerias. The Louisville, Kentucky–based chain was also named Pizza Brand of the Year in a 2012 Harris Poll. Such honors underscore Papa John's credibility with consumers, but also excite current and prospective franchisees, who are eager to participate in a proven, streamlined system where AUV tops $800,000.
Ongoing corporate support includes quarterly visits with a franchise business director and operations support person, a regional marketing director, online training, and a no-cost secret shopper program that helps breed positive customer experiences.
"The history of our brand has demonstrated that franchisees have a high degree of success if they follow our culture and recommendations," says Papa John's vice president of global sales and development Joe Smith.
An Outside Perspective: "Papa John's will continue to be a darling of the pizza industry for years to come," McKee says. With its national advertising program, industry reputation, and steady record of making impactful decisions that drive franchisee ROI, McKee says, Papa John's will continually attract new franchisees and see its existing operators open new units.
Total U.S. Unit Count: 565 (467 franchised)
Franchise Fee: $35,000
Total Start-Up Costs: $209,500–$646,100
Royalty: 6% of net sales
Renewal Fee: 50% of then-current franchise fee
Marketing Fee: 2.5%–4.5%
Chicken concept Zaxby's has watched its system-wide sales surge toward the $1 billion mark and its AUV surpass $1.7 million. The compelling numbers continue to silence early concerns that the 23-year-old concept would struggle to grow beyond its Southern roots.
Zaxby's executives cite a proven growth record built on a sound financial and business model that includes distinctive store design, high repeat-diner frequency, and a collaborative culture driven by mentoring and sharing best practices among operators.
"Coaching, mentoring, and consistent franchisee support give our licensees a jump-start on profitability by focusing on proven processes, systems, and efficiencies, and eliminating problems and risk before they occur," says Zaxby's senior director of franchise administration Amy Camp Pritchett.
An Outside Perspective: "Some brands develop across the U.S. without truly realizing how their resources, both financial and personnel, will be impacted," Simon says. "Zaxby's has built the right way: grassroots, one restaurant at a time."
Simon adds that Zaxby's training, operations systems, and franchisee support procedures have produced high-revenue restaurants and a solid foundation of 500-plus units that should galvanize prospective franchisees.
Jersey Mike's Subs
Total U.S. Unit Count: 584 (566 franchised)
Franchise Fee: $18,500
Total Start-Up Costs: $215,843–$394,063
Royalty: 6.5% of net sales
Renewal Fee: 0
Marketing Fee: $7,500
Though Jersey Mike's has been franchising since 1987, methodical early development has given way to robust expansion. In 2012 alone, the fast-casual sandwich chain opened 92 new stores, a 33 percent jump in new-store growth over 2011. While Jersey Mike's does not disclose AUV, an estimate from research firm Technomic places that figure near $640,000.
Jersey Mike's Franchise Systems president Hoyt Jones says leadership is consistently seeking ways to help franchisees improve, whether it be through staff training, corporate-backed customer loyalty programs, or ROI-generating technology such as the advanced "Super App" Jones says will debut next year.
"Ultimately, success breeds success," Jones says. "Our existing operators are excited to extend the Jersey Mike's brand … [and we're] attracting interest from new multibrand, multiunit franchisees that share our passion."
An Outside Perspective: Simon says Jersey Mike's has expanded by focusing on store profitability and training, elements that promote additional development by existing franchisees.
"The training and simplicity of the model allows the owner to focus on growing his business outside his four walls [and] becoming a part of the community," Simon says.
The Hall of Fame
Some brands are destined to make this list year in and year out. The Best Franchise Deals Hall of Fame includes quick serves worthy of this year's list that have already made an appearance at least two times.
• Subway
• Popeyes
• Bojangles'
• Saladworks


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Evidence for global warming
What the science says...
|Select a level...
There are many lines of evidence indicating global warming is unequivocal.
Climate Myth...
It's not happening
"...these global warming studies that now we're seeing (are) a bunch of snake oil science." (Sarah Palin)
The 2009 State of the Climate report of the US National Oceanic and Atmospheric Administration (NOAA), released in mid-2010, brings together many different series of data "from the top of the atmosphere to the depths of the ocean". The conclusion? All of these independent lines of evidence tell us unequivocally that the Earth is warming.
The very accessible 10-page summary examines the trends for 10 key climate indicators using a total of 47 different sets of data. All of the indicators expected to increase in a warming world, are in fact increasing, and all that are expected to decrease, are decreasing:
The 10 indicators are:
- Land surface air temperature as measured by weather stations. You know all those skeptic arguments about how the temperature record is biased by the urban heat island effect, badly-sited weather stations, dropped stations, and so on? This is the only indicator which suffers from all those problems. So if you're arguing with somebody who tries to frame the discussion as being about land surface air temperature, just remind them about the other nine indicators.
- Sea surface temperature. As with land temperatures, the longest record goes back to 1850 and the last decade is warmest.
- Air temperature over the oceans.
- Lower troposphere temperature as measured by satellites for around 50 years. By any of these measures, the 2000s was the warmest decade and each of the last three decades has been much warmer than the previous one.
- Ocean heat content, for which records go back over half a century. More than 90% of the extra heat from global warming is going into the oceans – contributing to a rise in…
- Sea level. Tide gauge records go back to 1870, and sea level has risen at an accelerating rate.
- Specific humidity, which has risen in tandem with temperatures.
- Glaciers. 2009 was the 19th consecutive year in which there was a net loss of ice from glaciers worldwide.
- Northern Hemisphere snow cover, which has also decreased in recent decades.
- Perhaps the most dramatic change of all has been in Arctic sea ice. Satellite measurements are available back to 1979 and reliable shipping records back to 1953. September sea ice extent has shrunk by 35% since 1979.
Science isn't like a house of cards, in that removing one line of evidence (eg. land surface air temperature) wouldn't cause the whole edifice of anthropogenic global warming to collapse. Rather, "land surface warming" is one of more than ten bricks supporting "global warming"; and with global warming established, there is a whole other set of bricks supporting "anthropogenic global warming". To undermine these conclusions, you'd need to remove most or all of the bricks supporting them – but as the evidence continues to pile up, that is becoming less and less likely.
Basic rebuttal written by James Wight
Update July 2015:
Here is a related lecture-video from Denial101x - Making Sense of Climate Science Denial
Last updated on 7 July 2015 by MichaelK. View Archives


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We have all been told that cavities are caused by eating sugary, sticky candy and the lack of good hygienic care. Once there is tooth decay, the only way to return to a heathy mouth is to drill out the decay and fill the hole with a synthetic compound or even remove the tooth.
According to a published study by the British Medical Journal, tooth decay can be healed with diet.
62 children were split into three groups for a study on nutrition and cavities. Group 1 ate a traditional diet with the addition of oatmeal rich phytic acid. Group 2 ate a traditional diet with the addition of a Vitamin D supplement. Group 3 ate a grain-free diet with the addition of a Vitamin D supplement as well.
The study found that the children in group 1 actually had an increase in cavities. Group 2 had improvement in current tooth decay and less formation of new decay. Group 3 had the greatest dental improvement and nearly all cavities were healed.
How does tooth decay occur
Weston Price lived in the 1900's and was a pioneer of the American Dental Association. He traveled the world to find the cause of tooth decay. Price found a common link between modern foods and cavities. The isolated indigenous tribes Price visited had perfect teeth with little tooth decay. But once they began eating a western diet, they began to experience bone loss, chronic illnesses and tooth decay.
Four Main Reasons for Tooth Decay
According to the research of Dr Edward Mellanby, Dr Ramid Nagel and Dr Weston Price these are the 4 reasons why we experience tooth decay:
1. Ingesting too much processed sugar.
2. Too much phytic acid rich foods in our diet.
3. Lack of calcium, magnesium and phosphorus in our diet.
4. Our diets lack fat soluble Vitamins A, D, E and K. Especially Vitamin D.
How to reverse tooth decay and heal cavities naturally
Avoid sugar
Oral bacteria feeds on sugar and prevents the natural flow of dental fluids. Sugar is highly acidic and can demineralize the structural makeup of our teeth leading to tooth decay along with its decalcification. Raw honey in moderation and Stevia are good alternatives to harmful sugar.
Avoid phytic acid
Phylate is found in grains, seeds, nuts and beans. It is a mineral blocker and an enzyme inhibitor that can cause serious health problems. In Ancient food preparation techniques, the phytic acid was killed off by sourdough fermentation or by the sprouting, reducing phytic acid by 50%-100%
80% of phosphorus is completely un-absorbable because it is bound to the phytic acid within the grains and beans in our modern diet. These molecules bind minerals such as calcium, zinc, iron and magnesium that are necessary for oral health. Absorption of zinc is decreased by 20% and the absorption of magnesium is decreased by 60% when foods high in phytic acid are consumed.
Not only does phytic acid block the absorption of the minerals, it also steals the minerals from our bones (leading to osteoporosis) and our teeth.
How to change our diets to avoid cavities
•Raw dairy is loaded with calcium, phosphorus, magnesium, Vitamin K2, Vitamin D3 and fat soluble Vitamins. Grass fed butters and cheese as well as kefir goats milk, are great nutritional options.
•Eggs, meat, bone broth and fish should be included in our diet.
•Eat one piece of fruit early in the morning, daily.
•Enjoy the sunshine when you can and supplement when necessary with 5,000IU of Vitamin D3 daily.
•Avocado, coconut oil, fish, olives and fermented cod liver oil are all great sources of healthy fat.
•Only eat sprouted seeds, nuts and beans.
•NO processed, packaged or fast food.
Want to give oil pulling a try?
Oil pulling is a great oral detox that has been practiced for centuries by Ayurvedic medicine. Simply swish 1 tablespoon of an oil (coconut oil is my personal favorite with 1 drop of GRAS certified Clove essential oil) in your mouth for 20 minutes. Oil pulling has been shown to heal gingivitis, headaches and even diabetes.
Tips for oil pulling
•First thing in the morning is the best time to oil pull.
•Try to oil pull for 20 minutes, maybe while you are in the shower or getting dressed. If you have to work your way up to the 20 minute mark, that is ok.. Just give it a real try.
•After 20 minutes is up, dispose of the pulled oil into the garbage can. Do not dispose coconut oil down the drain, it can clog it. Also, do not swallow the pulled oil, it will be full of the toxins you just pulled from your mouth, always dispose in the garbage.
Rinse your mouth with warm salt water for its antimicrobial properties.
•Don't be alarmed if the pulled oil is milky white or even yellow.
•Brush your teeth like normal. You may even want to try a homemade remineralizing tooth paste recipe like this one:
Magical Tooth Powder to Reverse Cavities Naturally
5 Tbs calcium powder
4 Tbs cold pressed, unrefined coconut oil
3 Tbs xylitol
2 tsp baking soda
1 tsp bentonite clay
1/2 tsp calcium/magnesium powder
20 drops of trace minerals
*Optional: 20 drops of GRAS certified essential oil, Protective blend, Cinnamon, Peppermint, Clove, Melaleuca or Spearmint.
Combine all ingredients in a small glass mason jar with a spoon. Cover.
*The coconut oil may need to be warned slightly to help mix the ingredients well.


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The Importance of Walking
Walking can add minutes to your life. This enables you at 89 years old to spend an additional 5 months in a nursing home at $7000 per month.
My grandpa started walking five miles a day when he was 60. Now he's 97 years old and we don't know where the hell he is.
I like long walks, especially when they are taken by people who annoy me
The only reason I would take up walking is so that I could hear heavy breathing again.
I have to walk early in the morning, before my brain figures out what I'm doing..
I joined a health club last year, spent about 400 bucks. Haven't lost a pound. Apparently you have to go there.
Every time I hear the dirty word 'exercise', I wash my mouth out with chocolate.
I do have flabby thighs, but fortunately my stomach covers them.
~~~~ ~~~~~~~~~
The advantage of exercising every day is so when you die, they'll say, 'Well, he looks good doesn't he.
If you are going to try cross-country skiing, start with a small country.
I know I got a lot of exercise the last few years,...... just getting over the hill.
We all get heavier as we get older, because there's a lot more information in our heads.
That's my story and I'm sticking to it.
Every time I start thinking too much about how I look, I just find a Happy Hour and by the time I leave, I look just fine.


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Ukumbi* is a Finnish non-governmental organization established in 2007. Our mission is to offer architectural services to communities in need. Ukumbi believes that architecture can be a powerful way to mitigate poverty. We help the women, children and young people in disadvantaged communities build the shelters, schools and orphanages they desperately need. With the help of your donations Ukumbi can help these communities build – not only their physical environment, but also their dignity and self-esteem.
Our architectural strategy employs the use of local and traditional architectural techniques and customs during the planning and the construction process.
By working with local volunteers within the community Ukumbi is able to maintain the cultural integrity of its projects and gain the support of the community. Ukumbi empowers communities by involving them.
Ukumbi's architectural projects are ecologically sustainable. We use locally manufactured, recycled or grown building materials whenever possible and strive to have a low carbon footprint.
2009 Ukumbi received the Finnish State Award for Arts.
*) Ukumbi is swahili, the most widely spoken language in sub-Saharan Africa. It means a forum, veranda and a meeting place for dialogue and interaction.


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If you ask CEO Judith L. Roman, AmeriHealth New Jersey is racking up double-digit growth by "understanding who we are" — and who they aren't — and "maximizing our opportunities as a company completely focused on New Jersey."
Not to mention something called Obamacare.
It's all part of a formula that has placed AmeriHealth New Jersey at No. 16 on this year's NJBIZ Top 100 Privately Held Companies list. In 2013, the Cranbury-based insurer reported $779 million in revenue, up nearly 25 percent from 2012.
Roman, who took over the post in 2006, said she's leading AmeriHealth in the direction of "the right markets for us as a local New Jersey company." And that means pursuing a very different strategy than giant health insurers that court employers with workers who are scattered nationwide.
Instead, Roman has gone after a largely Garden State membership by targeting small businesses, as well as larger employers with most of their workers based here.
And then along came the Affordable Care Act.
RELATED: Through the years, N.J.'s AMT has become an example of a MEWA done right
AmeriHealth was one of only three insurance companies that opted to sell health insurance to New Jerseyans on the federal government's new HealthCare.gov exchange in its 2014 inaugural year. And Obamacare brought AmeriHealth a surge of new customers.
The company has about 350,000 members, including those with employer-sponsored health plans and individuals who purchase their own coverage. When open enrollment started last fall on HealthCare.gov, AmeriHealth only had about 10,000 individual members. The company figured Obamacare might bump that up to around 20,000, Roman said — but its success blew way past its projections.
Click here to see the Top 100 Privately Held Companies list No. 100 through No. 1.
Today, AmeriHealth has about 133,000 individual members, the majority of whom came on board via Obamacare. Roman credits the company's decision to offer consumers what they wanted and needed: a wide choice of plans and prices.
"If you look at AmeriHealth compared to our competition, I think we have a higher number of plans, and that was because of the diligent work we were able to do as a smaller company that is very focused on our state," Roman said.
AmeriHealth also attracted more individual business by expanding the geographic reach of its Medicare Advantage product, from 13 to 17 counties in 2014. Next year, it will cover all 21 counties.
Indeed, Roman's New Jersey strategy has meant taking on the entire state, moving beyond AmeriHealth's traditional South Jersey core market.
TOP 100 PRIVATELY HELD COMPANIES: No. 1 Wakefern says ability to adapt to different needs and different times are keys to its success
"There is a big population living above Ocean County; we needed to figure how to go after that so we could grow our company," she said, so AmeriHealth worked at building relationships. "If a customer or a broker or a hospital wants to reach the top management of AmeriHealth, they call us and we answer."
With its Jersey-centric strategy firmly in place, it then became a matter of "listening to our customers and focusing on offering the right products," Roman said.
And what Roman says she has heard loud and clear was small employers, in particular, have restrictive budgets when it comes to health care.
"Pricing," she said, "has to be competitive and affordable."
Q&A with top executives about top private companies: How would you describe the impact of Obamacare on your business?
#16 AmeriHealth New Jersey
Headquarters: Cranbury
Founded: 1994
Leader: Judith Roman
Industry: Health insurance
2013 revenue: $779 million
Last year's ranking: 17


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Subscribers to The New Yorker have been able to read their issues—as well as archived magazines going back to 1925—online in a Web browser for a while thanks to The New Yorker Digital Edition. Unfortunately, the site was incompatible with Safari running on the iPad, making the feature a lot less useful for people on the go.
But now the magazine has quietly updated its site to give iPad users full access to 85 years of wit and wisdom from the pages of The New Yorker. The Digital Edition automatically recognizes you're visiting from an iPad, and serves an optimized version of the site. You can view single pages in portrait orientation or spreads in landscape orientation, and you can double-tap to zoom in on a section and then scroll around the page. A single tap on the screen brings up controls for viewing thumbnails of pages, accessing archives by year, setting preferences, and more.
Playing with the iPad version in Safari, I found it to be pleasurable and easy to use, although not as slick and smooth as the magazines I read using Zinio. Publisher Conde Nast has announced it plans a native New Yorker app for the iPad sometime this year, but there's been no indication whether it will offer free access to subsrcibers as the new People Magazine app does.
Interestingly, the FAQ on the magazine's site about the best way to read The New Yorker on an iPad still says, "We'll have our digital edition optimized for iPad in a matter of weeks. When those changes are in place, registered users will automatically get the iPad-optimized version when they visit archives.newyorker.com on an iPad's browser."
The FAQ notes that you need to register for digital access on a desktop browser, but you'll soon able to activate your digital subscription through Safari on an iPad.
Apple iPad Tablet Computer
iPad with Wi-Fi + 3G 16GB
Read our full iPad with Wi-Fi + 3G 16GB review
iPad with Wi-Fi 64GB
iPad (2010)
Read our full iPad (2010) review
iPad with Wi-Fi 16GB
Apple iPad Tablet Computer