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Coin Army Review
- Publisher: EA Chillingo
- Genre: Entertainment
- Released: 1 Nov, 2012
- Size: 35.1 MB
- Price: FREE!
- There's a simple joy to be had flinging coins at planes, tanks, and commanders.
- Yet another game designed to take full advantage of the freemium model.
It's a freemium coin toss game where you're battling enemy soldiers. It's certainly fun enough, till your coins run out.
- Full Review
- App Store Info
Have you ever played one of those coin tossing games at an arcade (I know arcades aren't exactly common any more unless you live in Asia, but stick with me here)? Coin Army takes the concept of chucking coins forthwith, and trades out the opportunity to win cash and prizes with the success of a war effort... all wrapped up in a freemium package. Mmm, tasty.
With the flick of a finger, you send coins out into battle. Think of them as thin, round, and shiny soldiers. Hitting tanks, commanders, and air planes with earn you experience points as well as the opportunity for more coins or gems (which are used to buy more coins), and you can shield yourself from their attacks by using the two shield buttons available. The more experience you gain, the faster you level up, and each level brings new power-ups or upgrades to aid you in your coin flinging.
The problem is that coins are a finite resource, and soon after playing you'll find yourself either having to spend money via in-app purchase, or waiting a period of time for enough coins to respawn to keep playing (and the game has an annoying habit of texting you as a reminder that you have coins to use... even when you told the game not to upon first running it. In fact, a lot of games have this problem. What's with that?). Now this sort of thing should be expected in a freemium title, but that doesn't mean we have to like the constant intrusions and forced breaks from playing your game.
And it is a shame because coin flinging to destroy enemy troops is a lot of fun. It has that same addictive quality that the machines in the arcades have, and it just goes to show that sometimes the simplest ideas can yield positive rewards. It just would be nice to have the option to buy the game outright, and to be able to coin fling away to our heart's content, as even though the title being free might get more people to play it, intrusive design choices will most likely chase the majority of them away.
DescriptionFrenzied coin dozing fun with a military twist!
This app offers in-app purchases. You may restrict in-app purchasing using your device settings.
Chuck coins at the enemy tanks and soldiers as they unleash a coin based attack of epic proportions. Defend yourself against their monetary attack and retaliate with the cascade of coins you have at your disposal!
***For users experiencing issues with coins regenrating, please close the app fully, then restart.***
Watch out for the air attacks, catapult troops and legions of tanks as you battle your way through four theatres of combat.
Fire coins and use shields to defend yourself from enemy fire through 50 levels of addictive gaming.
Meteors, Death Rays, Nukes and even UFO's join the coin based calamity for maximum fun!
Unlock mind control, auto shields and collect gems to keep the coins coming!
Visit the Chillingo room on the App Store to see more of our great games: appstore.com/chillingo
Important Consumer Information. This app: Requires acceptance of EA's Privacy & Cookie Policy, TOS and EULA. Collects data through third party ad serving and analytics technology (see Privacy & Cookie Policy for details). Requires a persistent Internet connection (network fees may apply). Contains direct links to social networking sites intended for an audience over 13. Allows players to communicate via Facebook notifications and gifting. To disable see the settings in-game.Contains direct links to the internet.
Terms of Service : http://www.ea.com/terms-of-service
Privacy & Cookie Policy : http://www.ea.com/privacy-policy
EULA : http://tos.ea.com/legalapp/mobileeula/US/en/OTHER/
Visit http://www.chillingo.com/about/game-faqs/ for assistance or inquiries.
EA may retire online features and services after 30 days notice posted on www.ea.com/1/service-updates.


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You remember my friend Carlos J. EasyBake, right? He not only makes wonderful baked goods, but is also the purveyor of some damn sexy T-Shirts. Carlos has really been pumping out some awesome stuff with the Oven Fresh Dreams "Collaborate & Dream" Series. Oven Fresh Dreams isn't a clothing brand per se, but OFD does collaborate with some of the best indie designers. You just need to look at his recent collaborations with Reuben Levi of GRITS Apparel, Nick Automatic and Filipino designer Chad Manzo to see how serious OFD really is. The latest OFD shirt is called Gritty Dreams and was a collaboration between a friend that he made while living in Houston, Texas.
"Levi (GRITS designer & owner) & I have been good friends for several months now. We met through mutual friends while I living in Houston. We instantly gained respect for each other during one of my weekly dinner parties. The "Gritty Dreams" collaboration shows the connection between the New York City & Houston lifestyles. It also symbolizes the bond I made with Levi & Houston. We are both dreamers, who know how to keep it trill & you can too!" – Carlos J. Easybake
The Oven Fresh Dreams X GRITS Apparel tee, Gritty Dreams comes in two colorways. The New York Knicks colorway (top) is available at Oven Fresh Dreams for $20, while the Houston Oilers (bottom) colorway is available over at GRITS Apparel for $25.
Below are two sneak peeks at some upcoming Oven Fresh Dreams pieces. The purple Star Wars / Legend of Zelda mashup was designed by Filipino artist Chad Manzo. Below that, is the second Oven Fresh Dreams X Nick Automatic collaboration tee. I've got their first collab tee, and trust me when I say that I want version 2.0.
I'll keep you guys updated and let you all know when these two go on sale. Keep an eye out! Now, go bake stuff.

subset: commoncrawl


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Appalachian Angels: Growing High-Tech Businesses in Western North Carolina
by Fred D. BaldwinPhoto Gallery
David McConville's Asheville company, Elumenati, develops content, software, and production technology for "immersive displays," planetarium-like perspectives on hard-to-visualize subjects such as astrophysics and the behavior of molecules. "You can make what's normally invisible, visible," McConville says.
Elumenati is the kind of high-tech company western North Carolina's regional economic development commission, AdvantageWest Economic Development Group, hoped to encourage when it created the Blue Ridge Entrepreneurial Council (BREC). BREC describes itself as "a nurturing organization for entrepreneurs . . . that focuses on education, networking and mentoring, communications, and capital formation." It also helps make the assets of Appalachian North Carolina more visible, not just to outsiders but also to talented people who live and work there.
BREC specializes in nurturing the kind of entrepreneurs who cheerfully and un-self-consciously call themselves "geeks"—that is, those who have ideas for technology-based enterprises but whose initial working capital may be mostly intellectual. When these firms appear ready to put serious financial capital to good use, BREC will introduce their principals to potential investors in the Blue Ridge Angel Investors Network (BRAIN). BRAIN members are a select group of investors who not only put their own money on the line but also invest substantial amounts of their time in coaching entrepreneurs whose firms seem poised for growth.
In the world of finance, the term "angel" investor has a specific meaning—it's someone who is willing and able to accept a big financial risk by supplying early-stage capital, hoping to reap big rewards if the business succeeds. Consider, for example, a software designer with an idea that just might become a major money maker. At first, this would-be entrepreneur gets seed money by tapping into "the three F's"—founders, family, and friends. Now suppose the idea makes it through the proof-of-concept stage, still looking good. For actual product development and marketing, the entrepreneur needs much more money, but the new venture is still too risky to qualify for a bank loan. That's where an "angel" may enter the picture.
North Carolina encourages angel investment by providing tax credits for investments in high-tech firms generating less than $5 million in annual revenue. Angels are responsible for their own due diligence—asking tough questions and insisting on clear answers. With good judgment, a measure of luck, and perhaps the angel's own active involvement in guiding the fledgling firm, after five years or so the startup company can be sold to a larger firm or, more rarely, arrange for its stock to be traded on a national exchange like the NASDAQ. When all goes well, the angel investors stand to multiply their money five, ten, or even fifteen times over. When things go badly, they may lose every penny.
Reversing "Double Brain-Drain"BREC was created in late 2002 with the help of an Appalachian Regional Commission (ARC) grant. BRAIN came into being the following March. "We were asked as a board to put on another hat," says David Reeves, an AdvantageWest board member for eight years and one of BREC's early advocates, "and to think not only as an economic development office but also as an entrepreneurial office. I ask, 'How're you going to turn this science project into a revenue stream?' That's the gist of what we're all about."
One Asheville entrepreneur who was deeply involved in the creation of BREC and BRAIN is Bill Ward. Ward is a founding principal of BUILDERadius, a small software firm that enables municipalities to track construction-related issues like building permits. He says western North Carolina suffers from a "double brain-drain." "We lose our brightest young people," Ward says. "And many bright young people come here to college and want to stay, but they can't do it."
During the year or so before BREC's formation, Ward and other Asheville-area entrepreneurs became impressed by the work of Jim Roberts, a consultant then working in Charlotte, North Carolina. Earlier, during the Internet boom of the 1990s, Roberts had helped one of his clients develop a network of high-tech entrepreneurs as a source of potential customers for online services. In 2002, Ward and his associates recruited Roberts to create a similar network for western North Carolina, so Roberts became BREC's first executive director.
No one needs to be convinced that Appalachian North Carolina is a great place to visit and a great place to live. (People who begin retirement in Florida and then decide to move to western North Carolina are common enough to have picked up a local nickname: "half-backs," as in "halfway back" to wherever they came from.) The challenge for area economic planners is to provide convincing evidence that the area is also a terrific place for developing the kind of businesses offering high-paying jobs to bright, creative people.
BREC was quickly successful in tapping early-stage investment capital. In 2002, all across Appalachian North Carolina, the dollar value of investments qualifying for the state's tax credit for investments in high-tech enterprises reached a grand total of exactly zero. During 2006, BREC assisted companies in raising more than $6 million in early-stage development capital.
Much, but not all, of that capital came from participants in BRAIN. BRAIN is not a fund. It's a membership group of local investors—many of them former corporate executives—who come together four times a year to hear pitches from entrepreneurs. Members cooperate in due diligence and sharing information, but each investor makes his or her own decisions on whether or not to put money at risk.
Ward mentions that he warns would-be investors in his own firm that they should invest only money they can afford to lose—not amounts that would keep them awake at night. He'll take a few evening calls, he says, but then adds: "If you're awake at 2:00 A.M. worrying about your investment, I don't want to hear from you then. You can give me your 9:00 P.M. money. Don't invest the 2:00 A.M. money."
Until 2007, BRAIN functioned fairly informally. In a typical quarter, between 15 and 20 entrepreneurs submitted draft business plans for consideration. Roberts filtered out not only weak ideas, but also ideas for "lifestyle" businesses; i.e., businesses that seemed likely to support only the entrepreneur and perhaps a few other employees. Plans that made it through this first screen went to a nine-member advisory board, which mobilized an impressive array of business talent to encourage what board member David Kemper describes as "ideas with legs."
In February 2007, AdvantageWest Economic Development Group announced plans to transform BRAIN into an independent corporation founded by AdvantageWest. Only investors with the financial resources to take risks will be eligible for membership. And BRAIN members must be willing to offer assets other than money, including track records in managing or building successful companies, willingness to coach entrepreneurs, and the ability to dedicate significant time and effort to BRAIN activities.
More than MoneyNot all entrepreneurs want the kind of large-scale expansion BRAIN helps promote, but even "lifestyle" businesses can benefit from other kinds of help from BREC. For example, husband-and-wife team Tim Gallaugher and Tara Holden run eGlobal Design, a small software company. Its revenues have grown 60 percent a year for three years, and the number of employees has grown from two (themselves) to eight. Roberts helped them find a CEO to manage the business's growth, and they call BREC's help in making contacts "invaluable."
Trevor Lohrbeer of Lab Escape, a three-year-old startup with five employees, expects to be making a pitch for angel capital during 2007. (Lohrbeer is also a co-founder of a local support group for techies called "Meet the Geeks.") His software produces visual displays of highly complex quantitative data. It's used by firms in the United States and in three foreign countries, which makes it what Lohrbeer calls a "micro-multinational." He also used BREC to help find a CEO.
Tom Dempsey, founder of Sylvan Sport, which will target the outdoor camping market, expects sales to reach $3 million in his first full year of operation. Dempsey, who previously founded and sold two successful businesses, became the only entrepreneur to turn down money offered by BRAIN angels. He accepted instead an acquisition offer from another area firm with a complementary product line. Nevertheless, he credits networking help from BREC with reducing by about six months the time it took him to find expansion capital. Dempsey began working with still another AdvantageWest Economic Development Group program in early 2007. The Blue Ridge Industrial Council is helping his company complete licensing arrangements for the manufacture of components for his outdoor products and find industrial space for his assembly operation.
Although still new, BREC and BRAIN have inspired at least one Appalachian imitator. Dave Lawrence, director of the East Tennessee State University Innovation Laboratory, a business incubator in Johnson City, led in the creation of the Tri-Cities Regional Angel Investor Network in 2005. By mid 2006 that initiative had produced a major success—almost $1 million raised for a new bio-tech venture. "We've learned a lot from Jim [Roberts] and what he did with BREC and BRAIN," Lawrence says. "We see him as a strong role model."
BREC and BRAIN changed leadership in 2006, and the plans of its leaders remain ambitious. Mike Fulenwider, a successful entrepreneur, now serves as BREC's chair. Kemper, who had assisted BRAIN as a consultant, currently manages day-to-day operations. In late February 2007 AdvantageWest CEO Dale Carroll and Kemper announced that AdvantageWest will build on the successful BREC and BRAIN pilots to implement a "Certified Entrepreneurial Community" program.
All those involved, including western North Carolina's high-tech entrepreneurs—geeks, if you will—predict the growth of a thriving information technology industry in this part of Appalachia. All mention the area's natural beauty, good schools, and a determination to use those assets to attract, support, and retain talent. But some warn that over-reliance on tourism for economic growth can be as risky as over-reliance on coal or timber. By contrast, they see human creativity as an inexhaustible natural resource.
The most important thing that BREC and BRAIN have done for us," Kemper sums up, "is to adjust our vision. We don't have to be what other people perceive us to be. [In addition to] being a tourist destination, this is a place to be if you want to be a success in business. It's cool to be an entrepreneur here.
Fred D. Baldwin is a freelance writer based in Carlisle, Pennsylvania.March 2007


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Organizational teamwork starts the IT innovation process
Bryan Smith, CIO and vice president at Volvo Construction Equipment North America Inc. in Asheville, N.C., downplays the role of the individual CIO as a source of innovation. To him, the CIO has a role in coordinating organizational teamwork, and that means making sure every team member has a role in creating an innovative environment.
"In my position, I am more of a business guy who understands information technology," Smith says in this video, which is part of the SearchCIO.com CIO Innovators series. "I don't come from the strictly IT side."
"But as part of the process," he says, "we really believe that everybody on the team needs to understand what other people are working on. You might have a subject matter expert in one area; but everybody in our organization, in my team, needs to understand what the goals are, and everybody needs to be aligned with that."
Successful organizational teamwork, Smith says, is the collective ability to manage and deal with change, or as he says, "getting out of your comfort zone." People who resist change, he says, "frequently … will take themselves out of a game one way or another because it's too uncomfortable for them."
In technology terms, integration also plays a major role in developing innovation. Application integration has enabled better ways of working with business partners, and that in turn has created new ways to innovate.
"Because it's gotten so much easier to integrate, you're not as afraid of integrating with a variety of systems," Smith says. "So, we have a dealer that has selected a non-recommended system [because] they felt like that was the right solution for them. They're a large dealer, nearly close to 10% of our North American business, [and] we certainly want to have [a] seamless, smooth transaction flow with them."
"So, what do we need to do?" he adds. "We need to get on the stick and make sure the integration points are there for the high-transaction activities to get going between us and that dealer."
Read the full transcript from this video below:
Organizational teamwork starts the IT innovation process
Scot Petersen: This is Scot Petersen, editorial director of
SearchCIO.com, and I'm here at the Leadership Forum in Scottsdale,
Ariz. With me today is Bryan Smith, CIO and vice president of Volvo
Construction Equipment.
Bryan Smith: North America.
Scot Petersen: North America. Bryan thanks for joining us.
Bryan Smith: It's my pleasure to be here.
Scot Peterson: So, the theme of the Gartner Show here is about innovation but
also creative destruction, as they call it. What does that mean? How can
you put that into terms for us?
Bryan Smith: When I think of creative destruction, I think of the process
that either individuals or businesses go through of purposefully making a
decision to do something in a different way, even though it might be
disrupting a comfortable way of doing things today. I felt that the play
from Harvard Business School was brilliant today when they talked about
the process of how it just seems like good business strategy to move up the
value cycle and go through that process of leaving low-margin, low-value
added to the lower folks, and then they just eventually come up and leave
you in a very vulnerable position. He spoke about several companies
that had gone through that process, and I think that creative destruction is
necessary to do in companies where you get comfortable, because it becomes
so easy to [say], "Well, we've always done it this way."
A great, perfect example: I'm from Volvo Construction Equipment, and we
started several decades ago with, primarily, [an] articulated dump truck and
wheel loader and that was all we had. Now, we have purposely made a decision to
go out and to purchase excavator businesses and compact businesses and road
machinery businesses because we have decided that we need to expand into
all areas of construction equipment, targeted areas of construction
equipment, and without doing that, we would leave ourselves extremely
vulnerable to folks that would decide, "Hey, we're going to go after the
articulated business" or "We're going to go out after the wheel loader
business." We had a situation about 10 years ago where a major competitor,
Caterpillar, deliberately went after that business, and they had done a
great job of taking away a lot of market share. Had we been completely
dependent upon that, I would not be sitting here. The company as we know it
would not exist today.
But because we chose to get out of our own comfort zone, we've had other
situations, specifically in the IT area, where we have decided on purpose
to do things in a different way. For example, we just launched an online
parts application that allows working in conjunction with the dealers, [and]
allows the customers to purchase parts directly from them, to work with a
partner, DIS out of Bellingham, Wash. It is, I say, creative
destruction, because it's changing the way they're used to doing things, and
there's a resistance within the dealerships. We were coming out with this
and I thought that we were, literally, going to be selling chocolate
chip cookies to 5-year-olds. This is going to be easy. They're just going
to eat it up. And, what's interesting is that customers, when they hear
about it, they do like it. The resistance is more internal within
dealerships because it upsets expectations on sales volumes, targets for
bonuses and profitability, and what people do in their day-to-day
activities. So it's destructive and it forces you to think about things in
a different way.
But I would argue that while it might be a little uncomfortable,
unfortunately we're like latecomers to this, and we have some entrenched
competitors that have had dysfunction for an extended period of time.
We're coming in late, but we need to do it. But this is a good example of
that type of stuff -- that if you don't do it, somebody else will. Along with
creative destruction, I like to say "eating your own," because if you
don't do it, if you can come up with the idea of how you can take business
away from existing product, you can be for sure that a competitor has
thought about that or, if they haven't, they will soon.
Scot Petersen: So what do you think is the CIO's role here?
Bryan Smith: In my position, I am more of a business guy who understands
information technology. I don't come from the strictly IT side and I think
it is my responsibility as a chief information officer to constantly pose
the "What If?" question. Have you thought about this? Have you thought
about that? To be surveying the landscape and looking at what other
companies are doing. Not necessarily from the construction equipment space,
because we're not cracking atoms all the time, but to look at what are
consumer goods doing? What is the IT industry doing? And to bring those new
ideas in. To say "Hey, have you thought about this, have you thought about
that? Could we do this? Could we do that?" or "Here's some potential
solutions if we do it this way." In my position, it's my responsibility to
do that.
We're going through a process right now where we're moving the business
from Ashford, N. C., to Shippensburg, Penn., which is about
an hour south of the Harrisburg area. I'm working directly with my
president, who said. "Help us through. I want you to drive through Phase 1
and now through Phase 2," and so I had to go and research on what's happened in
various areas. How did other companies do this? How do you work with
relocation companies for this? HR's already got their domain and finance
has got their domain, but what I have tried to position my area is the area
of saying, "Hey, here's innovation. Here's a new way of doing it. Here's
what the marketplace is saying," and I want to be -- I positioned myself and
my departments to be the go-to areas for problem solving. OK, you got a
problem with this. Let's see what we can do to fix it. Got a problem with
that? Let's see what we can do to fix it. You name it, we can work on it.
I look at the CO's remit as being fully within that. Certainly, I have
spent more than my fair share of time in project meetings and managing
budgets, and that's important to do. Absolutely, that's the blocking and
tackling you have to do, and the cost reduction and the period we went
through from the collapse of Lehman, until really the middle part of last year
was a very tough time for the construction equipment business, and so our eyes
were very focused on the SG&A cost within our organization, and IT's a big
piece of that and we need to drive it down. And at that particular time,
that's where I put the focus. But now, we can breathe a little bit. OK,
you've taken a lot of the costs down. Keep the costs savings, perfect. Now
bring back some of the budget and let's put it into innovative activities
that can drive the business and drive the top line and continue to take the
costs down.
Scot Petersen: Sure. So, do you see this as more of initiating the ideas
or enabling, or is there some of both?
Bryan Smith: I would say it's about half and half. With the ubiquity of
information out there today, frequently other executive team members have
had at least tangential exposure to different areas of technology. So, it's
not going to be that I'm going to propose something and it's going to be
huh, never even thought or heard of that because technology and
innovation's brought about by technology. They're covered in BusinessWeek
and the Wall Street Journal. It's not like they keep this hidden away
anymore. Maybe 15 years ago nobody would've known about it, but people
know about these innovations now. So sometimes I'm instigating, going, "Hey,
we can do things differently." Sometimes I'm enabling, saying, "OK, you've
already decided. Now here's what you want to do. Now, here, let me help
you," maybe guide it in little bit different direction. It's a bit of both.
You're kind of always posing the "What If," but on the other side, several
times, or many times the business knows. We want to do this. OK, let me
help you do it in the most cost-effective and efficient manner to attempt
to get as much the business value as possible.
Scot Petersen: Sure. So you talked a little bit about comfort zones. How
do you create a culture where everybody wants to participate in innovation,
despite what the cost may be and the way they always do things?
Bryan Smith: I wish I knew. Certainly I've been through different phases in
my career, where different individuals have come along that didn't want to
be taken out of their comfort zone, and that's frequently tough to deal
with. I'm not the only one, I've talked to other peers and, frankly, it's
not only in what we classify as IT in Volvo Construction Equipment is
processes and systems. That's what my official title is: vice president of
processes and systems-CIO. I put CIO in there because nobody really knows
what the hell vice president of processes and systems does, but as part of
the process, what we do is, we really believe that everybody on the team
needs to understand what other people are working on. You might have a
subject matter expert in one area, but everybody in my team needs to
understand what the goals are and everybody needs to be aligned with that.
Resistance to change is, you deal with it, but frequently those people will take
themselves out of the game one way or another, because it's too
uncomfortable for them. But you run into the resistance because this is the
why we've always done it. Some aspects of the company don't necessarily
feel, at times we feel in our organization in North America, don't always
feel the sense of urgency that we do because we have a dealer that's
complaining about a customer who's having a problem and his product went
down and he can't lay the hot mix on the road. He can't work at the
transfer station for the waste management account, whatever. You name it.
But the dealers feel that sense of urgency and we're only one phone call
away, so they can get to us pretty quickly. Now, if you're trying to push
that up the line even further, because it's a larger issue and we need
support at a global level, sometimes the feeling is that that level/sense
of urgency is not always there. I think it is. It's just that the dealer
feels it more than we do and we feel it more than the global folks do.
But I feel like the resistance to change, especially in Volvo Construction
Equipment, has changed dramatically. We have a new CEO who came in several
years ago and he's initiated a whole bunch of different projects and we've
laid off, since the downturn, we've laid off approximately 25% of our
global workforce. So the folks that remain are focused and they recognize
that the comfortable time that we've gone through for an extended period is
not the way that reality is any longer and, yes, we're a Swedish company,
and we care about the employees and we respect the individual but we also have
a business to run and it is critical that you have a sense of urgency to
begin to change these things and to address them.
Scot Petersen: What technologies are out there that's really causing you
to change the way you run your organization, your IT organization?
Bryan Smith: It's two things in general. We're all talking about mobile
devices, and looking at how that is really something that can change the
business. Looking at how much easier it is to integrate with business
partners, than it was. We have a recommended dealer management system that
we recommend our dealers that are organizationally, financially ready to
implement. We recommend that, and we've been recommending that product
for, approximately seven years. Historically, one of the reasons why
they didn't want a huge variety of systems to integrate with, and we
recommend one and, because it's gotten so much easier to integrate, you're
not as afraid of integrating with a variety of systems. So, now we've got a
situation where not many dealers have been migrating their business systems
in the last several years because they can't afford it but we've also gone
through the advance of technology where it's so much easier to integrate
than it was.
So we have a dealer that has selected a non-recommended system. They felt
like that was the right solution for them. They're a large dealer: nearly
close to 10% of our North American business. We certainly want to have
seamless, smooth transaction flow with them, absolutely. So what do we need to
do? We need to get on the stick and make sure the integration points are
there for the hard transaction activities that go in between us and that
dealer. Because it's so much easier to do than it was 10, 15 years ago, I
think that's another piece that's really been influencing us. And I guess a
third would be the advent of social technologies, and how that is really
given everybody their 15 minutes. I'm not sure that everybody needs their
15 minutes but it's given it to them anyway and how do we really manage
that? Because, while part of our remit was historically a plant, that plant
was closed about a year ago. Operations consolidated into Shippensburg and
south-central Pennsylvania, but more of the focus, I guess, on the last 18
months or so have been much more of the sales side, and what can we do and
obviously social media has become a buzzword, at least in my business at
present. So, those three things right there.
Scot Petersen: What about social media internally? Do you use those?
Bryan Smith: No. Not yet. Now, everybody has their own site and you see a
level of customization of that, but I think we're probably looking at the
white collar, maybe 15% have added anything at their site, of any specific
information about that. What I see is, as potential, is the adoption of some
of the cloud technologies for use internally and we've adopted YouTube as
our standard for posting videos for communicating with the press, dealers,
customer, whoever. We got our own space there. We do it there.
Scot Petersen: Is it branded Volvo there?
Bryan Smith: Yeah.
Scot Petersen: Does it look like you're in YouTube?
Bryan Smith: Oh, no. It's both. Both of them. But that's what most
corporations do. You have a corporate presence there, and I see that those
types of technologies are really the way you make it part of the solution,
rather than part of the problem. That was initially, I guess, I've got see
a guy tomorrow evening or Wednesday. One of the things he does want to talk
about is, in his dealership they have blocked access to YouTube because he
says 99.9% of the material there is completely irrelevant to distribution,
than to people that work in my business, so I don't want to give them
access at all. Point. Not going to disagree. There's plenty of garbage on
YouTube. But you also have to say that we're basically delivering tons of
video for almost nothing, other than content development. And so, I want to
go buy, or develop some other way to do this, we're going to have to pay
for it? Hard argument to make.
But I see, when you take other things like other tools, whether you say
it's a YouTube, or even presence on Facebook. I think another tool that has
potential internally, to work for large multinationals is LinkedIn. I'm not
completely sure of exactly how to do it, but the power of it, I think,
could potentially add some real value. Long answer to the short story is
no, we're not doing very much at all internally. I mean, internal people,
you do see some internal blogs and the use of different type of web forums
to communicate back and forth but, it's really the early days.
Scot Petersen: We've been talking with Bryan Smith, vice president and CIO
of Volvo Construction Equipment North America at the Gartner CIO
Leadership Forum. Thanks, Bryan.
Bryan Smith: My pleasure. Thank you.
Scot Petersen: I'm Scot Petersen, of SearchCIO.com. Thanks for watching.


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Happy Christmas
Hopefully you have got where you need to be in this awful weather and are going to have a great Christmas. Andrew… Read more
Hopefully you have got where you need to be in this awful weather and are going to have a great Christmas. Andrew… Read more
On the MSNBC RedTape site there's an article, 12 Things Computer Should Fear in 2010 and coming in at number 10 is Windows 7 (not sure if the list is on order). One of the comments is that because Microsoft has worked so hard on compatibility then 8 of 10 windows viruses will still work. … Read more
I took along a Microsoft RoundTable to the EcoCamp I was at over the weekend which sparked off a conversation on the value of working from home. I had always assumed that home working was environmentally sound, because of the savings in travel. However one of the discussion group Jim Hensman at Coventry University has… Read more
The best thing about my job is the interesting people I get to meet and this weekend was no exception, because I went to an EcoCamp in Coventry and met an arctic explorer and some amazing industrial designers amongst others. You might wonder what that has got to do with my work? Well strictly nothing,… Read more
If you showed a business analyst or finance guy how to manipulate a whole year's worth of data in Excel they'll probably buy you lunch. PowerPivot for Excel does just that, but before you cash in, you need to be aware of how it works its magic and understand why it compliments rather than replaces… Read more
Is SQL Server is only as good as the operating system – discuss The ability of SQL Server to make use of underlying hardware is often held up by the operating system, or to put it another way, pretty much as soon as there is support for some new thing the SQL Server team have… Read more
Green IT is about saving power in offices and data centres, so my definition of brown IT is about making the best use of the existing kit you have. This is good for two reasons, it saves you money as you don't have to buy new hardware, and it saves vital resources. You will see… Read more
A Business Intelligence project can often run into the sand because of data quality issues and tools like PowerPivot and Reporting Services will only highlight these problems back to the business,. These quality issues aren't simply about keying errors they relate to the reference data that is stored in multiple places in many systems. An… Read more
Report Builder 2 in SQL Server 2008 allows for some collaboration on report design between the business user and the IT professional, but this is limited to a working on a whole report. A possible scenario would be that the IT guy would create a data source and a query (dataset) and then hand this… Read more
Introduction Report Builder 3 is built into SQL Server 2008 R2 report manager and is a click once application. It is also available as a separate download in the feature pack. At the time of writing the November ctp is the latest verison which can be downloaded from here, and the relevant feature pack is… Read more


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Main Page
The UWA Working Group focuses on extending the Web to enable distributed applications of many kinds of devices including sensors and effectors
The W3C Ubiquitous Web Applications Working Group was launched in March 2007 with the vision of reducing the costs for developing applications involving ubiquitous networked devices, based upon W3C's strengths in declarative representations. For a longer introduction to the UWA WG please read our Introduction to the UWA.
Hot Topics
Here are the current hot topics being developed in the UWA WG (as of 4 November 2009):
- DCCI Lightning talk -- Rotan presents Sailesh's Lightning Talk at TPAC 2009
- DCO Comments -- We've started collecting responses to the Last Call comments for the DCO
- DCCI Use Cases and Requirements -- start putting in your use cases and requirements
- Delivery Context Ontology FAQ -- FAQs new reviewers of the DCO may need
- New Charter -- The UWA is reforming under a new charter, follow the charter development here
- DeliveryContextOntologyDocGeneration -- The DCO is a complex document that is generated from OWL files using Java
- Vocabularies -- A working set of tables comparing various property vocabularies, intended to help W3C and other SDO's (e.g. OMA) converge on a common vocabulary.
Previous Hot Topics
- Vote for a new UWA call timeslot! -- From 1 March 2010, the meeting has moved to Monday.
- DIAL Editor's Meeting -- follow that thread for details
The UWA replaces the Device Independence Activity and inherit its documents which range from Working Group Notes all the way to full W3C Recommendations. See the UWA documents page. Our roadmap describes each of our current work items and is also used to help with scheduling the weekly teleconferences. We have a public mailing list and archive.
How to give feedback?
Feedback on UWA documents is very welcome on the email@example.com list (archive).
To subscribe to this list, Send an email to firstname.lastname@example.com with the word subscribe in the email subject header. To unsubscribe, send an email to the same address with the word unsubscribe in the email subject header. For additional help, consult the W3C's public email list pages. To contact the Chair, email Matt Womer <email@example.com>.
Purpose of this wiki
This wiki is intended for use in facilitating collaborative editing of materials relating to the vision, Use Cases, Requirements and source materials for work on the Ubiquitous Web. We hope to explore the use of the wiki for generating W3C Technical Reports,
taking advantage of the Semantic MediaWiki extensions to add simple, machine-processable annotations to the wiki's articles (currently the semantic extensions are not available).
Contributing to the UWA Wiki
Editing of wiki articles is restricted to members of the Ubiquitous Web Applications Working Group and invitees. If you are interested in contributing to the wiki, please email Dave Raggett (Chair) and Matt Womer (Team Contact)'.
Meeting Details
Coordination, records, and details of our meetings are available on our Meeting Details page.
Copyright © 2009 W3C® (MIT, ERCIM, Keio), All Rights Reserved. W3C liability, trademark, document use and software licensing rules apply. Your interactions with this site are in accordance with our public and Member privacy statements.


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Things are looking good for Mr. Demi Moore this year... he picked up a new gig on CBS's "Two and a Half Men" (replacing Charlie Sheen) and picked up a new mobile mansion aka an uber-luxurious trailer--which we might add blows Sheen's ordinary 'ol trailer out of the luxury RV lot--for the filming of the new season of the show.
This trailer is more luxurious than most people's homes, boasting two floors, 1,100 square feet, 7 60-inch 3D plasma TVs, 360-degree video surveillance, granite countertops and conference room.
Warner Bros is shelling out $8,750 a week to pay for this behemoth, which seems like petty cash when compared to Kutcher's reported one-million-dollar-per-episode paychecks.
Anderson Mobile Estates is the company that builds these fancy trailers for Hollywood A-listers. Kutcher's monster is called the "Baby Girl," while Will Smith's was named "The Heat," an equally impressive trailer for the filming of "Men in Black 3" that caused quite an uproar in New York City a few months back due to its inconveniently large size.
Kutcher better hope the new season doesn't bomb, so that Warner Bros can afford to pay for his swank new pad on wheels.
Are you following Open House on Twitter and Facebook?


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Your Chance to Change Lives
Behind the scenes at Ithaca College, wheels are in motion to make sure every student has access to the kind of quality education our institution
is known for. But tuition dollars cover only about 88 percent of the IC experience.
That's why the college works so hard to bring in more funding in the form of institutional grants, federal- and state-supported grants, work-study, loans, and, perhaps most critically, scholarships. Over 90 percent of students receive this kind of assistance. Oftentimes, these funds make or break a student's ability to stay enrolled at IC.
But scholarships aren't just about students; they're about you, too. Scholarships provide you with the opportunity to honor a loved one, a classmate, a teacher. They can help you zero in on a favorite program or field of study, then make special opportunities available to students who are involved in it. Scholarships can be staggering in their scope, from funds specifically earmarked for those who demonstrate academic excellence to awards given for participation in extracurricular activities and community service.
And, of course, many scholarships at IC address one of the most common challenges: financial need.
When students receive scholarships, their lives are forever changed. They will never forget the impact of your generosity -- and neither will you.


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Transparent Base
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This transparent medium extends airbrush colors to a lighter value and will not affect the permanence of the color. Add small amounts until the desired transparency of the color shade is achieved. It may also be used as a top binder on fabrics and then heat set.
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Dani Walker (FR – Wichita, Kan.) led the way for Lipscomb, continuing her record¬¬-breaking campaign from indoors, by breaking the outdoor school record for 800 meters. Her time of 2:13.32 broke Amanda Twigg's school record of 2:14.30, set last year. It was also Dani's all time PB for 800 meters.
Dani won her heat and the race, out of 59 800-meter runners. She was followed closely by Amanda Twigg (SO – Cumberland, Md.) who finished third overall in 2:15.99. Priya Pappu (SO – Santa Clara, Ca.) won the second heat of women's 800m with a new PR of 2:18.37. Catherine Beals (JR – Glasgow, Ky.) made it three for three for Lipscomb, winning the third heat of the women's 800m in a new PR of 2:26.11. Lauren Stewart nearly made it four for four for the Lady Bisons, finishing second at the line in the fourth heat.
Ryan Powell (SO – Brentwood, Tenn.) was the biggest surprise on the day after he finished second out of 36 long jumpers with a leap of 21-7, on less than a week of training for it. It had been two years since he last long jumped.
Tucker Peabody (FR – Memphis, Tenn.) continued to show his talent in the sprints by qualifying for tomorrows finals in the men's 100m.
Alex Jerkins (JR – Nashville, Tenn.) picked up a fifth place in the shot put, Sara Stephens picked up a sixth in the 400m with a time of 57.71, while Andrew Jones and Isaiah Greer finished eighth and ninth respectively in the men's 800m with times of 1:56.90 and 1:57.63.
"Great first competition of the outdoor season across the board for us," said coach Bill Taylor. "The effort, attitude and fight were all there today in every event. It's all I can ask of our athletes. We had a really, really good day."
Competition continues Saturday with day two of the UNF Spring Invite.


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Top Bancroft Intellectual Property & Copyright Lawyers - Nebraska
Abrahams, Kaslow & Cassman LLP
Intellectual Property & Copyright Lawyers Serving Bancroft, NE (Omaha)
For more than 60 years Abrahams Kaslow & Cassman LLP has been one of Omaha's most respected business law firms. The firm was established in 1944 when Creighton University law school graduates, Milton R. Abrahams and Ben E. Kaslow, combined their legal practices. Harvard law school graduate, Frederick S. Cassman, joined the firm in 1949. These three original partners and their successors have...


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Thursday, February 28, 2013
Mets Journal Ready for a New Season!
12 comments:
So glad you are continuing the tradition. Keep up the great work.ReplyDelete
Also wondering, you once had a Jeter (I know, I know) picture up for sale, I would like to get one for my wife. Is that something you can make available again?ReplyDeleteReplies
Will do. I'll let you know as soon as its posted. Thanks.Delete
Have you looked into ways to self-publish your journals in book form. I would buy one every year!ReplyDeleteReplies
LOOKING INTO IT MY FRIEND! THANKS. GLAD YOU ENJOY THEM.Delete
Great to see you are back for 2013!ReplyDelete
Wouldn't miss it for the world! ThanksReplyDelete
- AnonymousMarch 1, 2013 at 4:20 AM
Phew, I was afraid one of my favorite blogs would not continue in 2013. I'm looking forward to every single entry!ReplyDelete
I'm poised and ready for Opening day!ReplyDelete
Love the cleats, looking forward to another season, Let's Go Mets!ReplyDeleteReplies
Thanks. Love drawing cleats old school! Thanks for noticing!Delete


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This is not an offer for credit and should be used for estimation purposes only based on the information you provided. You should not base your decision on this estimate alone. Title, registration, tax and other fees, and personal circumstances such as employment status and personal credit history, were not considered in the calculations.
Drive - TEAM Rapid Response II
Driven - TEAM Rapid Reaction BOSS
Drive System - Arctic Mountain Drive System
Gearing - 21/52
Chain Pitch - 98
Reverse - Push-Button
Type - ProClimb - 7 in. (17.78 cm)
Runner Type - Single runner with carbide
Ski - FOX FLOAT 3
Front Track - Arctic Cat IFP 1.5
Rear Track - FOX FLOAT 3
Arctic Mountain Suspension (AMS)
Travel - 7 in. (17.78 cm)
FLOAT-ACTION Rear Suspension
Travel - 16.5 in. (41.91 cm)


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Applying is easy and you can get started online.
Apply now
Find classes and events that enrich your faith and strengthen your congregation.
Find opportunities
Your support ensures that future church leaders can pursue their call to ministry today.
Give now
Posted by Contextual Learning on Wednesday, January 08, 2014 12:10 AM
Because many congregations need to approve the application at a January annual meeting, the site application deadline is January 31, 2014. However, we are happy to receive applications at any time – the earlier the better!
Please find "Expectations for Internship Sites," "Financial Matters," and the application form itself at the following link: http://www2.luthersem.edu/contextual_learning/internship/for_congregations.asp.
When you are preparing your application for this year, please consider the following in your narrative responses:
After you have applied, we will connect with your synod for their recommendation regarding your congregation as an internship site. Once that communication is in progress, we will invite you to interview potential internship candidates on the weekdays of Monday, February 17 – Friday, February 28.
This is a great opportunity to get to know potential interns! Interviews allow you to discuss the aspects listed above in greater detail. Interviews also allow prospective interns to learn how you understand supervision, what you're looking for in an intern, and what they can expect working with you in ministry.
You may interview in one of three ways: in person on Luther's campus, utilizing a video conference via the internet, or by phone.
If you are interested in interviewing prospective candidates, please indicate your preferred interview dates on the following survey: https://www.surveymonkey.com/s/9GFPYRF
We look forward to hearing from you soon!
Tags: Contextual Learning
Blog editor: Lisa CarpenterAdministrative email@example.com
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Cute fancy outfits
Wedding and cute fancy outfits
For a wedding celebration, young girls can wear both long and short models of cute fancy outfits of bright and bright colors. The main thing is that the dress does not look defiant. Pantsuits and dark long cute fancy outfits of noble shades will look good on older women.
Beautiful cute fancy outfits
Wedding celebrations are formal, unofficial and semi-formal.
Unofficially include celebrations that take place before lunch in nature or in budget places. At such events, it is worth wearing a light cute fancy outfits or a blouse with pants/skirt.
Semi-official celebrations are held in the afternoon. They are rather modest, therefore, elegant evening cute fancy outfits without bright makeup and an abundance of jewelry are ideal for such a celebration.
Choose a cute fancy outfits
If you are invited to the official expensive solemn event held in a chic restaurant, then the dress code is prescribed in the invitation cards in advance.
Usually, men go to such celebrations in a tuxedo, tie or bow tie, and women in expensive evening cute fancy outfits with rhinestones and sequins. It is at this celebration that you can boast of your expensive jewelry.


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For Security questions: Security-IE.com & CCIESecurity-IE.com
For Wireless questions: Wireless-IE.com & CCIEWireless-IE.com
For Service Provider questions: ServiceProvider-IE.com & SP-IE.com & CCIEServiceProvider-IE.com
For Collaboration-IE questions : CollaborationIE.com & CCIECollaboration-IE.com
For CCDE-IE questions - CCDE-IE.com
For JUNIPER-IE questions : JUNIPER-IE.com & JUNIPERIE.com
This option hides the post, but leaves it in the topic.
This option completely removes the post from the topic.
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text: This is a WebRing for sites with content relating to countries of the world, which could be anything from national languages or dialects to cultures, history and/or general information on nations, groups or nations, parts of nations or the national heritage of ex-patriots or the descendents of those nations. Do you know how many different countries exist in the world today? Even if you do, the answer may be different tomorrow! Your humble WebRing manager's paternal grandmother was born in a little vilage in Poland, but that village, which has not moved is now in the Ukraine. Her maternal grandmother was born in an even smaller village in Austria, and that village hasn't moved either... so how come it's in Romania now?


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Crescent 121ft
The yachts within the 121-155ft category are the perfect category for the multi-generational family reunion, three families or if you are just looking for that added space and comfort for possible guest visits on your yacht charter. This category of yachts has all the amenities of a larger category without the higher rates. Yachts within this category are also classified as International yachts and travel in many different areas of the Mediterranean and Caribbean. There is a range of styles within this category from the classic yacht interiors to the ultra modern. Many yachts may be an older build that have undergone a complete re-fit effectively making them brand new while offering more competitive charter rates.
Yacht's Highlights
Most yachts of this style will come with
• Sun Deck Jacuzzi (on newer models)
• Upper Deck Office
• Master Cabin Office
Price Range
Yachts range in rate from 77,000 Euros per week to 95,000 Euros per week for Mediterranean charters and $85,000-$120,000 USD for Caribbean Charters depending upon time of year and length of charter. Newer yachts within this group can have charter rates up to 185,000 for a week charter plus extras. These rates do not reflect any promotions that may apply and are not inclusive of Fuel, Food & Beverages and all extras associated with the charter. They are also not inclusive of Country VAT and Repositioning Fees (if applicable). As yachts within this category travel outside of their home ports, repositioning fees are determined by where the yacht is at time of charter request. For example if a yacht with a home port of Athens has a Croatian itinerary around the dates of your requested charter and you have requested a Croatian itinerary, your yacht planner will negotiate with the yacht's management as to what will be your relocation percentage of the charter.
Yachts of this category have anywhere from 7-10 crew members depending upon services requested from client, additional crew members may be added. Many clients opt to have on board their own personal chef, professional massage therapist or business assistant. Yachts within this group can accommodate for such requests.
Accommodations in yachts of this style and category are typically 5-7 cabin configuration for anywhere between 10-18 guests. Cabin configurations consist of Master Cabin, One or two VIP cabins and 1 or 2 Twin cabins. In larger size yachts there are additional cabins for personal body guards, nannies, chefs and other private staff members. Within this category and depending upon your group's size, additional personnel such as business assistant, nannies will require to use the accommodations for the guests.
Tenders & Toys
While specific small craft licensing is required in all Mediterranean waters, rest assured there will be one if not two jet skis on board. Some yachts offer certification so that you can take the jet skis out while others have replaced their jet skis with other modern craft for hours of water sports enjoyment. Jet skis which are a favorite sport are strictly regulated within European waters and hence you will require to have either proper licensing or a crew member to drive the jet ski.
Sailing Area
The yacht represented in these photos is an Internationally Traveling Yacht with a home port of the Continental U.S and has both Winter and Summer destinations of the Caribbean, Mediterranean or Bahamas


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Posts Tagged 'Capitalism'
Freedom In Relationship
(Originally written just prior to the 4th of July) Jean Valjean was "a very dangerous man." That was the description written about him on the yellow passport he carried. After nineteen years of horrible imprisonment for the small crime of stealing a loaf of bread, he was set free. But, although now outside the prison walls, he knew he was still a prisoner, and the paper he carried proved that to all he encountered. (more…)


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Contact Information
Peterson Station Museum118 Fillmore St
PO Box 67
Peterson, MN 55962
(507) 875-2222 (Phone)
Region: Southern
Add to My Favorites
- Donations accepted.
- May 25, 2020 - September 2, 2020
This is a must see while visiting Bluff Country. It is a completely restored historic depot with a modern addition acquired as the collection expanded.
Established in 1974 after the Community of Peterson moved the former CMStP Railroad Station to its present site; it contains interesting local memorabilia, art, artifacts, and photographs of events and points of interest. This original depot was authorized in 1876 and built in 1877 as part of the former Southern Minnesota Railroad (1855).
The museum also has a genealogy center for people of Norwegian heritage. Nearly 100% of Peterson's original settlers were from Norway. John Erickson, founder and curator, enjoys helping with research.
More Information
- This museum is located on the main street (Mill Street) of Peterson, Minnesota. We are 14 miles northeast of Lanesboro or 4 miles southwest of Rushford along Scenic Byway 16. Byway 16 was just named the best fall drive by Minnesota Monthly.
Other Date Information
- Memorial Day - Labor Day: Mon, Tue, Fri 1pm to 4pm Sat & Sun 11 to 4pm.
Green Practices
- Eco-Friendly Landscape/Facility Design
- Transportation-Related Policies or Programs
- Eco-Friendly Purchasing Practices
Attraction Attributes
- Can Accommodate Groups of 45 or more
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Boston common: Sox win third World Series since '04
Lackey yields just one, Victorino notches four RBIs, Papi named MVP
BOSTON -- For the entire month of October, the Red Sox kept grinding with the type of tunnel vision that allowed them to prevail in every big situation imaginable.
But during the final chapter -- the one that solidified that their season will be remembered forever -- they finally had a chance to soak it all in. And ditto for their rabid fan base, which was able to cheer on a World Series clincher at Fenway Park for the first time since 1918.
In winning the World Series with a 6-1 victory over the Cardinals in Game 6 on Wednesday night, the Red Sox claimed their place in history in emphatic fashion.
By the end of the fourth inning, they led, 6-0, turning the rest of the night into joyous anticipation for the celebratory pile-up of players that occurred once it truly was over.
"To be honest, the game, it was kind of hard for me to keep my emotions down," said second baseman Dustin Pedroia. "You always want to win in front of your home fans. It didn't happen for that long. It's just special. This whole year, the way it all ended, the way we came back in some of these playoff games, it's just unbelievable to think about."
After once going 86 years without a World Series title, the one the Red Sox clinched Wednesday was their third in the past 10 seasons, the most of any team in the Majors over that span.
The one common thread to all three titles won in the last decade? David Ortiz. Even though the Cards finally elected to pitch around Papi in the clincher, he did more than enough to bring home the World Series MVP.
"You know, winning this World Series is special," said Ortiz. "I think it might be the most special out of all the World Series that I have been part of, to be honest with you."
In an otherwise tense Fall Classic that they trailed, 2-1, after the first three games, manager John Farrell's team finished strong by winning the last three.
The team that started from the bottom -- as in a last-place, 69-win finish in 2012 -- is back on top of the baseball universe.
"This team has got its place in history, and I think as the year went along, the fans really recognized and appreciated the way we played the game," said Farrell. "They saw that there was a connection between each and every guy in our uniform, and I think they identified with that. I know our players thrive on the energy they create. To have it culminate in this, it's truly special."
Shane Victorino got the party started with his first hit of the World Series, a three-run double high off the Green Monster against Cardinals rookie starter Michael Wacha, who was 4-0 with a 1.00 ERA in the postseason before struggling in Game 6.
It was a grand return for Victorino, who missed the previous two games with tightness in his back. And it was the second straight series that Victorino broke out of his slump on clinch night. Against the Tigers in Game 6 of the American League Championship Series, the outfielder did it with a grand slam.
"To get these kind of moments, it's just what it's all about," Victorino said. "For me, luckily enough, it worked out. I don't ever go up there with the mindset that this is what's going to happen. It just seems to be happening that way. And I'm very fortunate, to be able to come here, come up in that spot again tonight, bases loaded, open the game up a little bit."
John Lackey kept the place buzzing by going 6 2/3 strong innings for the win, his second career World Series clincher. Though he allowed nine hits, Lackey minimized the damage, giving up one run while walking one and striking out five.
"It was awesome," said Lackey. "The guys in the dugout were fired up. The atmosphere and the environment here tonight was unbelievable from the start, from when I went out to the bullpen to when the game started. It was really special to be a part of."
When Lackey won it all with the Angels in 2002, he was just a rookie. This time, he was a veteran who didn't throw a pitch last season after coming off Tommy John surgery.
Much like Lackey's elbow, the Red Sox were reconstructed as a team, one that had unique unity displayed through bearded faces and clutch play that was evident all season on both sides of the ball.
"It's a blast," said Lackey. "It's such a great group of guys. You could tell on the field. We genuinely cared about each other and liked each other and liked to compete together. It ended up being a lot of wins."
While Boston's offense was relatively quiet beyond Ortiz through the first five games, Game 6 was a true team effort. Stephen Drew was 1-for-16 in the World Series before depositing a solo shot into the Red Sox's bullpen in right-center to jump-start a three-run rally in the fourth.
"I'm so happy for Stephen. He was struggling," said first baseman Mike Napoli. "I hit in his hitter's group and talked to him all the time about hitting. He actually told me he was going to hit a home run tonight, and the way he was hitting BP, it was like, he's got a chance."
Napoli and Victorino added RBI singles against Lance Lynn before the inning was through, and Boston was in control with the 6-0 lead.
"In the eighth, when we had three outs left, I looked up in the stands," said Drew. "I know this place is magical. It's been an amazing year. Knowing my brother was here [in 2007] and did the same thing, it was special."
The first fruitful rally of Game 6 came in the bottom of the third, and Jacoby Ellsbury started it with a single to right. When Ellsbury moved to second on a fielder's-choice grounder by Pedroia, the Cards had no interest in letting Ortiz beat them again, so they walked him intentionally. Napoli struck out for the second out, but Wacha made a big misfire when he hit Jonny Gomes on a 1-1 pitch to load the bases.
That set the table for Victorino, who got enough of Wacha's 2-1 fastball to produce the bases-clearing double. As Gomes narrowly beat the throw home, Victorino motored into third while thumping his chest. Meanwhile, Fenway Park roared with approval.
"You saw the emotions," Victorino said. "You saw what I did. And again, no disrespect to anybody, the beating of the chest -- it's just excitement. And I mean no disrespect to the Cardinals. It was just the magnitude of the moment."
There was finally some drama in the seventh, when St. Louis put together a two-out rally against Lackey. Daniel Descalso started it with a single and Matt Carpenter followed with a double. Carlos Beltran finally got his team on the board with an RBI single to make it 6-1.
Farrell came out to get Lackey, but the righty talked the manager into letting him face Matt Holliday. After Lackey walked Holliday to load the bases, he was removed and got a thunderous ovation as he walked off. Lackey doffed his cap to the adoring masses.
"It was nice," Lackey said. "It was my appreciation back to them, thanks for understanding what I've gone through, I guess."
Fenway got loud again when Junichi Tazawa came on and snuffed out the threat, getting Allen Craig on a grounder to first.
When dominant closer Koji Uehara came on for the ninth, all of Fenway Park anticipated the final out. The righty needed just 13 pitches to finish the job, finishing the World Series by striking out Carpenter.
From there, it was pure euphoria -- an emotion that will last right through the World Series parade in the coming days.
"I've never felt anything like that here," Pedroia said. "It's just a special place and we wanted to win so bad here, and it worked out. Obviously we want to win first off. To do it here is unbelievable."


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By John Goralski
Sports Writer
Last year the Lady Knights had just one chance to play for double digit wins, but it was spoiled by a postseason loss. What a difference a year makes.
Southington dispatched two opponents last week to improve to 10-3. A two-point victory over Simsbury at the start of the week, avenged a rare early season loss. A 12-point win over New Britain on Friday catapulted the Knights to the top of the conference standings.
Over the next eight games, a lot of questions will be answered. Can the Knights make a run at a conference title? Can they host their first postseason game since 2009? Will their lack of depth catch up with them as the season wears on? Coach Mike Forgione isn't looking that far ahead.
"We just have to take it one game at a time. We really do," said the coach. "We're battling. We're trying to coach our butts off. We're trying to practice our butts off and play our butts off. We're only playing six kids, but those are the six we're going to go with. I'll tell you what. They deserve their minutes on the floor. They're good kids. They work hard in school. They do good things in the community. They deserve those minutes. They're earning them, and they're playing well."
Defense and come-from-behind rallies have become the hallmarks of this Lady Knight team. Against Simsbury, the Knights fell behind 9-0 but recovered with 10-3 run at the end of the first quarter. The Trojans regained the lead at the start of the second half, but Southington battled back again with a 14-4 rally in the final eight minutes.
"I was really proud of the kids. We were down eight after three [quarters], and I told them that they had to dig down deep," said Forgione. "We're not the most emotional team. We don't yell. We don't have that type of personality, but I could see it in their eyes."
Danielle Charamut led the way with 12 points. Maeghan Chapman and Kaitlin Paterson scored eight points apiece. Stephanie O'Keefe converted a pair of three pointers, and the Knights came away with a 38-36 win.
"Every quarter of every game they're going to leave it out on the floor," said the coach. "Some nights we don't shoot well. Some nights we may make a few mistakes, but the effort is always going to be there. I think that our effort was the difference tonight."
That effort spilled over to Friday's contest. Southington struggled early with their shooting, but a 12-3 rally in the second quarter put the game out of reach. The Knights led by 10 at the break and held on for a 43-31 win.
O'Keefe paced the scoring with 12 points and anchored the defense with three steals. The Hurricanes held Chapman (2 steals) and Charamut (5 rebounds, 1 block) to just 11 points between them, but Paterson scored all 11 of her points in the second half. Southington held on for a 43-31 win.
"We struggled a little bit early with our shooting, but the kids battled again," said Forgione. "We stayed the course, and we found a way to get another win at a difficult place to play."
Now, the Knights will turn their attention to Weaver (10-3) and Newington (7-6).
"We're in a three-way tie with NW Catholic and Farmington for the conference," Forgione said. "We've got a huge week next week with no letup. It's not going to be easy with both games on the road."
Can they continue their momentum? That's the only question Forgione is asking.


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This privacy statement discloses the privacy practices for the websites of Caleres, Inc., which include but are not limited to the websites of Naturalizer, LifeStride, Franco Sarto, Dr. Scholl's, Via Spiga, and Carlos by Carlos Santana. This policy has been updated as of 4/14/2008.
Caleres, Inc. is the sole owner of the information collected on this site. This information will not be shared with, sold or rented to others in ways different from what is disclosed in this statement.
This privacy statement will notify you of:
Information is collected from users at several different points on this website, including registration and order forms. We may use this information in the following ways:
When you provide your information to one of Caleres, Inc.'s websites, we may share that information with one or more of our other websites.
In order to streamline your shopping experience, we recommend that you complete our registration form. During registration you are required to give personal contact information (such as name and email address). By registering your account information, you are able to take advantage of special offers and e-mails about new promotions, fashion trends, site and service announcement updates, etc. It is also more convenient for a registered customer to make purchases online. We do not share your registration information with outside parties.
On the order form, you must provide contact information (such as name, billing address and shipping address) and financial information (such as credit card number and expiration date). We use this information for billing purposes and to fill customer orders. If we have trouble processing an order, we will use this contact information to get in touch with you.
If you elect to refer a friend to our website, we ask you for your name and email address and your friend's name and email address. We will automatically send the friend an email inviting him or her to view your selected items on the website. We use this information for the sole purpose of sending this email.
The personal information you provide may be combined with other personally identifiable information (such as demographic information and past purchase information) available from Caleres, Inc., records and other sources. This information will be used to make our future marketing efforts more efficient.
From time to time our site requests information from users via surveys or contests. Participation in these surveys or contests is completely voluntary. Information requested may include contact information (such as name and shipping address) and demographic information (such as zip code and age level). Contact information will be used to notify the winners and award prizes. Survey information will be used for purposes of monitoring or improving the use and satisfaction of this site. We may share this information with our service providers who perform services such as gathering survey data or facilitating contests on our behalf, but we do not authorize these providers to disclose or use your information for any other purpose.
Out of respect for the privacy of our users, we present the option to not receive information on products, services and special promotions. Please see our Choice and Opt-out statement below.
Our users are given the opportunity to "opt-out" of having their information used for purposes not directly related to our site at the point where we ask for the information. For example, our Customer Account information form has an opt-out mechanism so users who register with us but don't want any marketing material can keep their email address off our lists. If you no longer wish to receive our promotional materials, you may opt-out of receiving these communications by using the unsubscribe option at the bottom of any email communication you receive or by clicking here.
A cookie is a short string of data that lets our website remember who you are, serving much like a unique membership ID. We use cookies to remember reference keys to some of your search preferences, express checkout capabilities and other site preferences so we can provide a more convenient experience during your next site visit.
We don't store any personal information in the cookie--it's really just a combination of numbers and letters that uniquely identify your computer. We absolutely don't store any credit card or financial data in the cookie. All real account information and transaction histories are kept in our secure database. When you leave our site, we terminate our interaction with the cookie. The cookie stays on your computer, and you can delete it anytime you'd like, but that means that you'd need to login again and re-enter any preferences you have set.
We use IP addresses to analyze trends, administer the site, track users' movements and gather broad demographic information for aggregate use. IP addresses are not linked to personally identifiable information.
We use outside shipping companies to ship orders and mail catalogs and a credit card processing company to bill users for goods and services. We may partner with other parties from time to time to provide specific services. These companies do not retain, share, store or use personally identifiable information for any secondary purposes.
We use a third-party service provider to serve ads on our behalf across the Internet and sometimes on this website. These providers may collect anonymous information about your visits to our site and your interaction with our products. They may also use information about your visits to this and other websites to target advertisements for goods and services. No personally identifiable information is collected or used in this process.
From time to time, this site may contain links to other websites. We are not responsible for the privacy practices of such other sites. This privacy statement applies solely to information collected by this site.
We reserve the right to disclose information about you when we believe disclosure is appropriate to comply with the law, or if we believe disclosure is necessary to protect the rights, property and interests of Caleres, Inc.
If your personally identifiable information (such as your zip code) changes, or if you no longer desire our service, we will provide a way for you to correct, update or remove your personal data provided to us. This can be done via email by clicking here.
Any changes to our privacy policy will be posted on our website so our users are always aware of what information we collect, how we use it, and under what circumstances, if any, we disclose it. Additionally, if at any point we decide to use personally identifiable information in a manner different from that stated at the time it was collected, we will notify you by email. At that time, you will have a choice as to whether we use your information in this different manner.
If you feel that we are not abiding by our posted privacy policy, you should first contact:
LifeStride Customer Service
8300 Maryland Ave.
St. Louis, MO 63105
California Civil Code Section 1798.83 permits customers of Ryka.com who are California residents to request certain information regarding our disclosure of personal information to third parties for their direct marketing purposes. To make such a request, send an email or write to us at the following address:
LifeStride Customer Service
8300 Maryland Ave.
St. Louis, MO 63105
Nevada law allows Nevada residents to opt-out of the sale of certain types of personal information. We do not currently sell personal information as defined in the Nevada law. However, if you are a Nevada resident, you still may submit a verified request to opt-out of sales and we will record your instructions and incorporate them in the future if our policy changes. Opt-out requests may be sent in email or write to us at the following address:
LifeStride Customer Service
8300 Maryland Ave.
St. Louis, MO 63105
This security statement discloses the security practices for the websites of Caleres, Inc. Company, Inc., which include but are not limited to the websites of Naturalizer, LifeStride, Franco Sarto, Dr. Scholl's, Via Spiga, and Carlos by Carlos Santana. This statement has been updated as of 4/14/2008.
This security statement will notify you of the kind of security procedures that are in place to protect the loss, misuse or alteration of information under our control.
This website takes every precaution to protect our users' information. When users submit sensitive information via the website, your information is protected both online and offline.
When you are asked to enter sensitive information (such as credit card number), that information is encrypted and is protected with Secure Sockets Layer (SSL) technology. While on a secure page, such as our order and registration forms, the lock icon on the bottom of web browsers such as Netscape Navigator and Microsoft Internet Explorer becomes locked, as opposed to unlocked, or open, when you are just "surfing."
A Bit About SSL:
Secure connections (often called SSL, or Secure Sockets Layer technology) are the industry standard in Web security. SSL is used primarily for transmitting sensitive information over the Internet. When you have a secure connection between your browser and a website, no one else can easily access the data that you send across the connection.
While we use SSL encryption to protect sensitive information online, we also do everything in our power to protect user information offline. All of our users' information, not just the sensitive information mentioned above, is restricted in our offices. Only employees who need the information to perform a specific job (for example, our billing clerk or a customer service representative) are granted access to personally identifiable information. Furthermore, all employees are kept up-to-date on our security and privacy practices. Our employees are regularly notified and reminded about the importance we place on privacy, and what they can do to ensure our customers' information is protected.
Finally, the servers on which we store personally identifiable information are kept in a secure environment.
If you have questions about the security at our website, please contact us via email.


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Setup Virtual Printers for Student iPads Using Printopia
Printopia offers virtual printers that allow students to send iPad content to a folder on a teacher's Mac, Dropbox, or Evernote account. Printopia's virtual printers are great solutions for classroom workflows. Click the + button at the bottom of your printer list in Printopia on your Mac to view these virtual printer options:
Send directly to a folder on your Mac. Create a Send to Mac virtual printer to save/print a PDF copy of a document, or a JPEG or PNG version of an image, to a folder on your Mac. You can add unlimited Send to Mac virtual printers.
Let's say that you want to collect some Pages documents from student iPads. Open Printopia and create a folder on your Mac let's call it Pages Assignments. Click the + symbol under the printers in your Printopia dialog on your Mac and select the virtual printer Save to Folder on Mac.
Select the Pages Assignments folder you just created. Now students can send their documents right on to your Mac in a folder ready for your review.
Keep your files organized by configuring multiple virtual printers with different save destinations. For example, set up one folder as a virtual printer on your Mac to collect the history project students are submitting. Set up another folder and virtual printer for the science assignment, and so on. In that way, student submissions will be neatly organized in separate folders on your Mac.
Send directly to an application on your Mac. You can send a copy of any content file on your iPad to your Mac and have it opens within a designated application.
For example, suppose you are constantly taking screen shots and pictures on your iPad, and further suppose that you often need to touch them up in a photo editor. Using Printopia, you can create a virtual printer that sends a file directly into Adobe Photoshop on your Mac.
Tap the + sign in under the printer list in the Printopia dialog, and select Send to Application. Select Adobe Photoshop as the application, and that's it. You now have a virtual printer that will send an image to your Mac and open it automatically in Photoshop!
Send files directly to your Dropbox or Evernote account. Add a virtual printer to send content to your Dropbox folder. You can even designate which folder in Dropbox to use. Once sent to your Mac's Dropbox folder, the content is synced to your online account and all your other devices that use Dropbox.
Do you need to save expense receipts? Take a quick picture and send it to an Expenses folder you created on Dropbox. Having a special day at your child's soccer game? Create a folder and send the photos directly to it for easy organization and archiving.
Password-protect your folders: Worried about junk? Every physical and virtual printer you share in Printopia can be configured with password security. Even if someone has access to your wireless network and can therefore see your shared printers, he or she can't print or save files to your Mac without knowing and using a specific password.
Printopia has done a wonderful job of satisfying users who still require some amount of paper printing while also offering a host of virtual printer options for organizing and working with digital content.


text:
Also found in: Dictionary, Thesaurus, Medical, Financial, Acronyms, Idioms, Wikipedia.
1. Bell-ringing a particular set of changes
2. Angling
a. short for bobfloat
b. the topmost fly on a cast of three, often fished bobbing at the surface
c. this position on a wet-fly cast
1. a dangling or hanging object, such as the weight on a pendulum or on a plumb line
2. a polishing disc on a rotating spindle. It is usually made of felt, leather, etc., impregnated with an abrasive material
3. Angling a small knot of worms, maggots, etc., used as bait
4. Prosody a very short line of verse at the end of a stanza or preceding a rhyming quatrain (the wheel) at the end of a stanza
5. a refrain or burden with such a short line or lines
6. a docked tail, esp of a horse
A feeding device for providing molten metal to a casting during solidification to prevent shrinkage.
plumb bob, plummet
A shaped metal weight which is suspended from the lower end of a line to determine the vertical. (See illustration p. 744.)
David Betz. A tiny object-oriented language.
[Dr Dobbs J, Sep 1991, p.26].
[Dr Dobbs J, Sep 1991, p.26].


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Chris Hemsworth and Kristen Stewart may be best known right as the onscreen incarnations of Thor and Bella Swan, but if Universal has its way, the two will also become strongly associated with their respective parts in next year's Snow White and the Huntsman.
Not only is the fairy tale revamping in contention with Relativity's fellow Snow White project to win over audience members in 2012, but producer Joe Roth (Alice in Wonderland) has now revealed that Huntsman is being conceived as the first chapter in a new folklore action-adventure movie trilogy.
EW is reporting that Huntsman is being structured as a "'Lord of the Rings'-style take on the centuries-old tale" that sets the stage for future installments. According to Roth, the film concludes in such a fashion that "there will be questions remaining" about the three main characters: Stewart's Snow White, Hemsworth's Huntsman, and Charlize Theron's wicked Queen.
When pressed for more information, Roth added the following:
"We retain the basic story in the same way we retain the basic story of ['Alice in Wonderland'], a young girl meant to be the queen who is cast out. The Huntsman is a mercenary, in the sense that he's a guy who is very able in the woods, more able than most anyone. His job is to capture runaway girls, who are all fleeing the kingdom because of the queen. He's a nondescript bounty hunter, as we first meet him."
Roth also clarified that Hemworth's Huntsman is no killer; rather, he's a lost soul who has lost his wife and essentially given up on life. So the stage definitely remains set for there to be romantic tension between him and Snow White, as we've been speculating for a while now.
Re-imagining fairy tale princesses and female characters in a more contemporary light has been all the rage in Hollywood of late, whether it be a literal folklore retelling (Red Riding Hood, Tangled) or a more unusual spin on the traditional stories about young women in fantastical lands (Hanna, Sucker Punch). Snow White and the Huntsman looks to fall into the former category - what with Roth describing Stewart's version of the ebony-haired gal as "innocent", but also someone "who has some piss and vinegar in her."
Relativity's Snow White movie also promises to feature a take on the Brothers Grimm tale where the titular character plays a more active role in her fate. That film, however, is seemingly being conceived as a self-contained comedy-adventure tale that boasts some visually-extravagant and imaginative production design, courtesy of director Tarsem Singh (Immortals, The Fall). Huntsman, by comparison, will apparently go the more "epic" route, what with Rupert Sanders (the helmer of violent ads for video games like Halo 3 and Call of Duty) calling the shots.
Despite the difference in their respective approaches to the subject matter, it'll be interesting to see how well either Snow White movie does at the box office next year. On the one hand, Huntsman might not fare as well since it will hit theaters after Relativity's film; on the other hand, Armageddon still managed to become a huge moneymaking hit, back in 1998 - even though it was released just a few months after another (less popular) deadly asteroid thriller, Deep Impact. So history could easily repeat itself.
Snow White and the Huntsman arrives in theaters on June 1st, 2012.
Source: EW


text: How to explain the video above? There's no point in making a techno-electronica album in the spirit of Giorgio Moroder without some sort of insane concept. Enter Kavinksy's 1986, an album kinda sorta about a guy who was bumped off in some sort of crash that involves some kind of crime. He dies unceremoniously but is somehow revived to drive his Ferrari Testarossa, which also revives itself. Zombie Ferrari. Zombie driver. He must get his revenge against... well... hard to say. The concept is a bit vague and the music is perhaps too derivative but a zombie Testarossa, what more could you want as a Monday morning pick-me-up? [YouTube]