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Senior Manager, Category Strategy and Analytics
: Coca-Cola
: December 03, 2016
Reference ID
: 38513
Our mission: We lead stakeholders to informed decisions.
We are looking for a person who, when taught the drivers of category growth (preferably the marketing mix is already understood), can apply next generation analytical approaches and technology to automate the well-known, discover the unknown, and translate their discoveries into pragmatic application. We are looking to revolutionize a static and traditional industry and need someone with both capability and courage. Respectfully questioning everything is both acceptable and encouraged.
A critical role for our company, this position is responsible for providing customer-centric, category-level guidance, thereby assuring Coca-Cola a position with our customer as an objective category consultant. This role will specialize in leveraging trends and insights to uncover business opportunities which grow both category sales and our customer's market share.
Provide beverage category expertise via engaging dialogue, data analytics and workflow management with customer
Create, automate and disseminate next generation business intelligence, informing customer business decisions
Develop processes and tools which aid in identifying and delivering actionable, fact-based category recommendations
Work with Shopper Insights and Space Management teams to develop valuable category recommendations
Manage and utilize proprietary Coca-Cola tools and resources to achieve broader analysis of business and category trends
Lead and develop direct report(s), catalyzing their professional growth and accomplishment
Experience creating disruptive innovation that allows more to be done better with less
Proven history of innovation and continuous improvement in advanced analytics
Demonstrated bias toward leveraging latest technologies to modernize current category management practices
Expert-level capability in JDA Space Planning, with JDA Planogram Generator experience preferred OR aptitude in Visual Studio, SQL, etc. programming
Skilled translation and presentation of data, applied mathematics and reasoning into concise, pragmatic and relevant stories easily understood
Significant experience with syndicated data sources (Nielsen, IRI, etc.) preferred
Bachelor's degree required
Successful candidates will possess:
Insatiable curiosity
Familiarity with failure, but never comfortable with it
Selfless, team-oriented predisposition
Willingness to respectfully challenge conventional thinking
Problem solving skills
Proactive engagement in critical business matters
Honesty and integrity have always been cornerstone values of The Coca-Cola Company. Our passion for people of integrity mirrors our spirited drive for total quality in our brands. These and other elements allow the company to sustain strategic practices and drive business performance. The Personnel Integrity Assurance Program is another step toward making The Coca-Cola Company the premier workplace. This process includes a pre-employment background investigation that applies to all applicants employees and contractors of the company. The scope of this inquiry may cover such elements as education employment history a criminal history check reference checks and a pre-employment drug screen. Designated countries or sensitive positions within the company may have more stringent standards.
At The Coca-Cola Company you can cultivate your career in a challenging and dynamic environment. We are the largest manufacturer and distributor of nonalcoholic drinks in the world-selling more than 1 billion drinks a day. Unlock your full potential with a future-focused company that is known and respected throughout the world.
If relocation costs are not provided for this job, by submitting their profile and resume, candidates understand and acknowledge that The Coca-Cola Company will not provide relocation assistance or support and that relocation will be entirely the responsibility of the candidate.
We are an Equal Opportunity Employer and do not discriminate against any employee or applicant for employment because of race, color, sex, age, national origin, religion, sexual orientation, gender identity and/or expression, status as a veteran, and basis of disability or any other federal, state or local protected class.
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The Pistol and Rifle sessions will run from 1pm to 5pm every Saturday. SAF members who were in attendance on 31 January 2014 are acknowledged, for their patience and cooperation, in helping run the pistol and rifle sessions efficiently and safely. The purpose of these sessions is to allow for members to practice and improve their shooting skills in both pistol and rifle without unduly disrupting members who are serious contenders for the Pistol team to the Pacific Games. SAF encourages all members who wish to shoot recreationally and or competitively to improve their shooting skills and to get the most benefit from their time on the range. This is the main reason I am proposing the new shooting schedule for Saturday to change to allow Pistol to shoot from 1pm - 3pm and Rifle to shoot from 3pm - 5pm.
Ammunition Sales
- Ammunition will now be sold from the container on the grounds, in between details, for the following reasons:
- The container can be locked and is more secure.
- Ammunition is not left unattended.
- Ammunition is not exposed to the rain.
- Shooting sessions are not interrupted to move ammunition when it rains or for any other
- Sales of ammunition is closed when shooting begins and does not disrupt shooting session.
- This is more organised and more considerate of the shooters who are not disturbed when they are concentrating on their shooting.
- The person responsible for ammunition sales can also participate in the shooting sessions.
Saturday Shooting Schedule
The final stages of preparation for the Pacific Games will be such that the Saturday shooting schedule be organised so that the Pistol session runs from 1pm – 3pm, and the Rifle session from 3pm – 5pm. This shooting schedule for Saturday will allow for the following:
- Members who want to shoot only one discipline don't have to wait. They can come down during the assigned time.
- This meets the safety criteria that only one discipline is shot at any one time.
- Members can concentrate better when the shooting area is not cluttered.
- Coaching and safety instruction can be given in one discipline at a time.
- When the new pistols arrive more members can be accommodated.
Comment Guidelines: The SportsTG Network is made up of players, families and passionate sports followers like you who have a strong opinion about sport. That's great - we want you to have your say and share your thoughts with the world. However, we have a few rules that you must follow to keep it fun for all. Please don't be rude, abusive, swear or vilify others. Apart from some pretty serious sport sanctions, we also can ban you and report you if things get out of hand. So play fair and have fun, and thanks for your contribution.

subset: commoncrawl


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A matching tattoo is definitely one of the coolest ways to celebrate the eternal bond and the unconditional love that binds a mother with her daughter.
In the comments bellow vote for your favorite tattoo, or even better, send us a picture of your matching tattoo if you have one! 🙂


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Severe Axillary Lymphadenitis After BCG Vaccination: Alert for Primary Immunodeficiencies
Alexandra Santos, Andrea Dias, Ana Cordeiro, Carolina Cordinhã, Sónia Lemos, Graça Rocha, Emília Faria
Received: December 18, 2008 Revised: February 27, 2009 Accepted: April 17, 2009
Corresponding author:
Serviço de Imunoalergologia Hospitais da Universidade de Coimbra, Praceta Mota Pinto, 3000-075 Coimbra, Portugal. E-mail: email@example.com
Background and purpose:
The bacilli Calmette-Guérin (BCG) vaccine is administered to all newborns in countries where tuberculosis
is endemic. Immunocompromised hosts, namely patients with human immunodeficiency virus infection or primary immunodeficiencies, are especially prone to serious complications from this vaccine. We report three cases of BCG disease in children with primary immunodeficiencies: one with a partial recessive interferon-γ receptor 1 deficiency, who developed BCG dissemination; and two relatives with ZAP70
deficiency, a severe combined immunodeficiency, both of whom presented with regional and distant BCG
disease. All had severe axillary lymphadenitis. These clinical cases underline the importance of considering
the diagnosis of immunodeficiency in a child with severe axillary lymphadenitis after BCG vaccination and
of disseminated BCG disease in an immunodeficient child in the appropriate clinical setting. Moreover,
BCG vaccination should be delayed in every newborn with a family history of primary immunodeficiency
until the condition has been ruled out.
Key words:
BCG, immunodeficiency, interferon-γ receptor 1 deficiency, tuberculosis, ZAP70 deficiency
CommentsRespond to this article


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I want to welcome all of you to this conference, I cannot tell you how important this is for us. This for me is one of the defining moments in the development of an agenda which I believe is essential for our economy, for jobs in the future, for our environment - for sustainability on all levels: economic, social and environmental.
I passionately believe in the opportunities of the circular economy, for many reasons. But the main reason is this: everyone who looks at the structure of our economy, the structure of our society even, will see that the future is not in low-wage production, that the future is not in making things with finite components. The future is providing services to our citizens in a long-term process. Services that then materialize in products, instead of the other way around, and products that are used and re-used time and time again, so that you reduce the use of raw materials and don't deplete the earth's natural resources. I think this is the economic concept that by now has been embraced, by many enterprises across the world.
Here, surprisingly enough, it is business that leads. Business is often better at this than politicians because they take a long-term perspective. To survive in democratic politics, the long-term perspective is sometimes limited to the next election. But to run a business and for your business to survive, your time horizon is easily 20 years.
I would like to invite everyone to take that longer-term perspective – and then the only sustainable answer, and I mean sustainable in all the possible meanings of the word, to the challenge ahead is a transition to the circular economy.
The opportunities for Europe are huge. We are the best connected society in the world. On average, we have the best purchasing power in the world. We have on average the best education in the world. We also have the smallest income gaps in the world. And this gives us a great point of departure to link all elements of society to make this transition possible.
Now what is the problem? The problem is not analysing where we need to be. The problem is not analysing where we are. The problem is to define how we get from where we are to where we want to be. And that is why your expertise and knowledge is essential for us to get it right when we draft our policy plans in the next months.
How do we help societies, enterprises, NGOs, citizens, to make this transition to the circular economy? Explaining the concept and getting people on board is not very difficult. But understanding what the stepping stones are to get there is the challenge. Europe should lead. In the European Commission, my colleagues, each within their sectors, like Commissioner Vella, Commissioner Bieńkowska and Vice-President Katainen, are committed to work on this common project.
Again, my starting point for all of this is not because it is just the right thing to do but also the smart thing to do. It is the only thing that makes economic sense in the long-term for the structure of the European economy. So it is much more fundamental than just doing the right thing for the environment. It is a choice for an economic model that can be profitable for Europe in the long run.
While the political cycle is often shorter than the economic cycle and politicians can only survive if people continue to vote for them, we need to get the long-term perspective on board even if the benefits might not always be seen in the short run. Together we can take the necessary steps to a brighter future based on an economy that will not poison our environment, that will not deplete our natural resources, and that will have a profitable basis which without competing on wage-costs nor on the quality of the workplace or quality of life. That is what I believe in.
Let's not make the circular concept smaller than it is. This is not just about what we do with waste. Waste management is very important. Trash can be turned into cash and it is already happening in many Member States. This is the basis but it is only part of what we need to do. We need a more holistic approach.
Having a holistic view is sometimes an excuse for not doing anything concrete. But I want to give you my personal commitment that his Commission will take concrete actions in the framework of this holistic view. We will come up with a plan that bites, that has concrete measures, that really looks at the full circle of the circular economy. But we can only do this successfully, if we can get the best and brightest ideas. So I want to thank you in advance for your contributions. They matter to us so please see the European Commission as your partner in this transformation that is essential for the future of our planet and for the future of our children and grandchildren.
Thank you very much.


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MARTINSBURG, W.VA. -- With his chef's-eye perspective of life inside the White House, Roland Mesnier served a platter of amusing anecdotes Saturday at a WV Book Faire event.
He recalled former President Bill Clinton's penchant for big parties and hearty appetite for sweets, which presented a challenge: Clinton was allergic to chocolate, dairy products and flour.
Mesnier -- who retired after more than 25 years as the White House executive pastry chef -- said he made a low-calorie strawberry cake that Clinton appeared to enjoy; he once ate half of a cake by himself.
One day, Clinton wanted leftover cake and was upset when a butler couldn't find it. Clinton's voice rose and he pounded a table.
"We think that Al Gore is the one who took it," Mesnier quipped.
Mesnier, 65, a native of France, told story after story at Blue Ridge Community & Technical College, where he was a celebrity judge for the book fair's Edible Book Contest.


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News: Mass Effect 3 Collector's Edition Detailed
October 5, 2011 Leave a comment
The better question is what doesn't it come with and the sad answer is no season pass. But what it does come with includes a 70 page artbook, soundtrack, comic, additional mission, N7 patch, squad mate appearance pack, Normandy robot dog (this is bold because its a freaking ROBOT DOG), lithograph, and other avatar and forum things we don't feel like typing out. One more pic after the break.


text: Ideally located in the prime touristic area of Tabanan, Villa Umah Wa Ke promises a relaxing and wonderful visit. The hotel offers a high standard of service and amenities to suit the individual needs of all travelers. Free Wi-Fi in all rooms, daily housekeeping, grocery deliveries, Wi-Fi in public areas, car park are just some of the facilities on offer. Comfortable guestrooms ensure a good night's sleep with some rooms featuring facilities such as private pool, air conditioning, desk, balcony/terrace, television LCD/plasma screen. To enhance guests' stay, the hotel offers recreational facilities such as hot tub, golf course (within 3 km), outdoor pool, massage, horse riding. Convenience and comfort makes Villa Umah Wa Ke the perfect choice for your stay in Bali.


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Through September, magazine ad pages rose 5% over the previous year-to-date period, according to Publishers Information Bureau-the highest increase since 1984.
Despite the gains, publishers still face pressure on profits. Advertisers and agencies continue to demand rate concessions, and the negotiating climate will intensify as publishers attempt to raise rates next year.
"Negotiating is still a big part of the picture," says Ira Weinblatt, former senior VP-director of print media at Saatchi & Saatchi Advertising, New York.
"Just because the economy is improving doesn't mean you will start giving your budgets away," says Mr. Weinblatt, who recently left the agency world to teach.
"Every piece of business is negotiated," says Harold Shain, exec VP-publisher of Newsweek. "I don't believe we will ever return to the industry we were 10 years ago."
Those discounts can be quite sizable. According to one media buyer who asked not to be named, discounts for newsweeklies and women's service magazines are running at "30% or above when a book is going for ... equal share of advertising [versus competing titles] in a category."
But while straight rate-card sells may be long gone at most titles, some publishers now create rate cards in anticipation of negotiations.
"The media are now reading the smoke signals from agencies and clients when we design rate cards and discount programs," says Jeffrey Cunningham, publisher of Forbes. "The rate card has been written with the memory that we had to come down to X percent last year because we lost business."
Though inflating rate cards may seem like a logical way for magazines to protect profits, some media buyers warn publishers not to request excessive rate hikes next year.
"Some magazines are talking 5% and 6%, and I have heard numbers as high as 8% to 10%," says Frank Smith, VP-group supervisor of print services at Young & Rubicam, New York. "Every year, they say postage, paper and ink are going up and those are the factors of doing business. But there was no postal [rate] increase in '94."
"We are hearing 4% to 6% rate increases for next year," says Valerie Muller, exec VP-operations at DeWitt Media, a New York-based media buying service.
Those with circulation gains who can demonstrate they are putting additional dollars into distribution will pass off higher rates, she says. But, she adds, "those who just say I'm passing on costs, won't."
Even publishers whose magazines are thriving expect to continue fighting with advertisers over rates.
"You still have to do a real good job of justifying what your price is," says Jack Haire, publisher of Time, whose ad pages rose 8.1% through September, according to PIB.
Time recently conducted a telephone survey of media buyers to assess how they define a magazine's value. Of more than 100 buyers surveyed, 43% said good rates and cost-per-thousand readers make a magazine valuable. Only 30% cited editorial quality, while 24% named circulation.
"[An ad rate] may not be as important a distinction for niche magazines, but in the larger-reach world, it's still very important," Mr. Haire says.
Perhaps nowhere else in the magazine world are rates more important than in the the women's service category, known for intense rate negotiations.
In June, shortly after announcing plans to buy the New York Times Co. Women's Magazine Group, which includes Family Circle and McCall's, John Heins, president-CEO of Gruner & Jahr USA, said he sought to reduce the high discounts given by those titles. That tough stance raised some eyebrows.
"They have never competed in a category as competitive as the women's service category," Ms. Smith says of Gruner & Jahr. "If they take on a non-negotiable stance with those magazines, they will have some difficulties."
The company may already be backpedaling. A Gruner & Jahr spokeswoman says the company plans "to do business in the same way the field does. You can't go into a field and go contrary to the way business is done."
G&J would be smart to act cautiously before overhauling the ad strategy on Family Circle and McCall's. Four of the five remaining Seven Sister titles-Hachette's Woman's Day, Hearst Corp.'s Redbook and Meredith Corp.'s Better Homes & Gardens and Ladies' Home Journal-experienced ad page gains through September, though their percentage gains were smaller than G&J's new books. Only Good Housekeeping showed a loss in this period.
Even though the release of new domestic automobiles and the conversion of many prescription drugs to over-the-counter products is fueling much of the ad growth among the Seven Sisters, these titles are still looking for ways to contain negotiated discounts.
"If we can offer the most quality we can, it well help to [counter] the highly commoditized" negotiations over rates, says Alan Waxenberg, Good Housekeeping publisher.
For example, the Hearst title is now offering advertisers who run in a special section point-of-sale sign-age in Grand Union and Sav-On drug stores for an additional $2,500.
Good Housekeeping, which saw a 1.6% drop in pages through September, will likely face an even tougher year in 1995 now that Revlon has pulled its ads from Hearst. Those factors underscore the title's need to maximize ad revenues.
Publishers in all categories are turning to creative marketing programs for advertisers, as a way to soften the blow of discounts.
"At the moment it's difficult to get leverage," says Newsweek's Mr. Shain. "We are putting together added-value programs to get away from discounts."
Both Newsweek and Forbes are targeting technology advertisers for value-added offerings.
Mr. Cunningham hopes to convince a computer manufacturer to pre-package Forbes-created CD-ROMs inside its hardware. Forbes would provide the company with access to one of its proprietary databases, in exchange for a minimum ad commitment to the magazine. Newsweek also recently announced plans for a technology tour for advertisers.
Conde Nast Publications, which has always emphasized value-added programs, is now even better equipped to create these offerings at a corporate level.
When Jack Kliger became senior VP-corporate services in April, he beefed up the creative staff in his department, reducing its dependency on staff on the individual titles. The move apparently is paying off for all parties involved. Mr. Kliger was promoted to exec VP last month partly due to his corporate sales efforts.
"Not only are there marketing programs being proposed like crazy, but they are being cashed in on," says Beth Fuchs Brenner, publisher of Conde Nast's Self.
Despite advertisers' focus on price, there is some good news for publishers.
"If you have more money than you had in previous years, you can be a little more experimental," Ms. Muller says.
She predicts that next year advertisers will be more willing to test new magazines and add additional titles onto corporate buys.
That optimism says worlds about the revival of the magazine business.


text: Show 10 5 10 15 20 50 100 250 Sort by year (new to old) Actions News feed Embed this list Save this search Mark all Export Your filters: cql: keyword exact "nf-kappa-b" cql: author exact 001998081273 or (type exact bookEditor and editor exact 001998081273) Mark journalArticle A1 open access A20 (Tnfaip3) deficiency in myeloid cells protects against influenza A virus infection Jonathan Maelfait (UGent) , Kenny Roose (UGent) , Pieter Bogaert (UGent) , Mozes Sze (UGent) , Xavier Saelens (UGent) , Manolis Pasparakis, Isabelle Carpentier (UGent) , Geert van Loo (UGent) and Rudi Beyaert (UGent) (2012) PLOS PATHOGENS. 8(3). Mark journalArticle A1 TNF-induced necroptosis in L929 cells is tightly regulated by multiple TNFR1 complex I and II members Nele Vanlangenakker (UGent) , Mathieu Bertrand (UGent) , Pieter Bogaert (UGent) , Peter Vandenabeele (UGent) and Tom Vanden Berghe (UGent) (2011) CELL DEATH & DISEASE. 2.


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I was so glad to make it to this past Saturday's practice. Everyone looked dialed in and the energy was high. Most importantly everyone looked like they were enjoying themselves and enjoying the process. Keep up the hard work guys! September 2nd is right around the corner.
2 Sets of the following complex:
3 Front Squats
3 Shoulder to Overhead
2 Front Squats
2 Shoulder to Overhead
1 Front Squat
1 Shoulder to Overhead
50 Pull-Ups
30 cal Row
15 Thrusters (135/95)
12 Bar Facing Burpees
9 Ring Muscle Ups or Chest to Bar Pull-Ups
Performance Team
4 Sets
1 Snatch Deadlift+
3×6 Glute Ham Raises


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We are less than two weeks away from the start of the 2013 OSG All Hands Meeting! We would kindly request that if you plan to attend and have not registered you register as soon as possible so that we can get a proper count for meals and activities. You can find registration information at: http://pti.iu.edu/osgahm-2013/registration. Registration will allow your hosts to provide a comfortable, timely, and overall enjoyable experience at this years OSG All Hands Meeting.
The OSG Operations Center and Indiana University will be hosting the annual OSG All Hands Meeting on the week of March 11th on the downtown Indianapolis campus of IUPUI. Indiana University has been a long term core partner of the OSG and has provided operational infrastructure and support services since the inception of the project.
The scheduled topics include:
* Monday, March 11th: US ATLAS and CMS Tier 2/Tier 3 Facilities Meeting; Interoperations with EGI and WLCG
* Tuesday, March 12th: Campus Infrastructures Community Workshop
* Wednesday, March 13th: State of the OSG; Scienctific Highlights; Technology Discussion
* Thursday, March 14th: Technology Discussions and User/Admin Hands-On Sessions; Meetings will conclude at approximately lunchtime.
* OSG Council Meeting: Thursday afternoon and Friday morning
A detailed schedule is under constructions at https://indico.fnal.gov/conferenceDisplay.py?confId=5610
Please visit the 2013 OSG AHM site at http://pti.iu.edu/osgahm-2013 for information, details, and registration.
Lothar Bauerdick, OSG Executive Director
Bill Barnett, IU Research Technologies Director of Science Community Tools
Fred Luehring, IU HEP Research Scientist
Therese Miller, Manager of Collaboration and Engagement for Research Technologies
Rob Quick, OSG Operations Area Coordinator


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The longing to know,
Has diminished.
Her thoughts have been restricted,
To: A way of 'Letting go'.
Too much! A voice rings inside my head.
Standing its ground.
I feel just a little emotionless.
But you know it's a must.
Else, I will be doing whatever she says,
And end up losing my own trust.
Some lines have to be drawn to define limitations,
It is a reality and not imagination.
You cannot forecast a bond,
Neither the sudden rainy day.
We did share a connection,
Those 'Of loud thoughts'.
The mind, should be a place,
Of quiet faults.
'I', was always important,
But so were you.
Space is all we have,
Maybe it was all we actually needed.
This isn't a sad story,
It is a learning curve.
Make the most of it.
You don't have to throw away what you deserve.


text:
Whose Live Anyway
Friday, February 15, 8 pm
$59.50 $49.50, $39.50, $29.50 (Plus Fees)
Whose Live Anyway is 90 minutes of hilarious improvised comedy and song all based on audience suggestions. Greg Proops, Joel Murray Ryan Stiles, and Jeff B. Davis leave their audiences gasping with the very witty scenes they invent before your eyes. Everyone is amazed at how quickly they make it up and crowds of all ages are astounded at the incredidle improvised song lyrics Jeff Davis improvise and sing.


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It is the season to shine and sparkle! and If you are anything but me you are obsessed with glittery eyeshadows, purple and blue mascaras and delightfully warm golds for this time of the year. But when to know if a brand is still doing animal testing? Are you sure your favorite shade of red lipstick doesn't come with a side of guilt and blood?
I have been doing some research myself after I recently found out one of my favorite brands was still using animal testing for their products. And for those who say "well better test on a rabbit than on a human" all I have to say is ……. Not PG 13 so I won't say it. Animals don't ask to be tested on, they certainly don't need or care for makeup and should not be put to misery only for the sake of human fashion trends. It is just disgusting, come on, let's try to evolve a little, the days of cavemen (and women, to be politically correct) are far gone.
Being vegetarian and/or advocate of all things eco-friendly and somewhat not damaging the environment translates into many things in life not just what we eat. Therefore let's be responsable shoppers and fill ourselves with knowledge to make educated decisions during this holiday season.
So according to Sephora, the makeup brands listed bellow are either Vegan or Cruelty-Free (which means they might use animal based ingredients in their products but do not engage in animal testing)
**Sadly note Sephora's own brand is not in the list.
Amika – http://bit.ly/1ns7J3P (PETA)
Anastasia – http://bit.ly/dmGpFF (PETA)
Bare Escentuals – http://bit.ly/1nCQQ (PETA)
Becca – http://bit.ly/Kul5yK
Betsy Johnson – http://bit.ly/1bMAgcK
Bite Beauty – http://bit.ly/1px3ze9 (Leaping Bunny)
Blinc – http://bit.ly/kzOLQW (PETA)
Bond No 9 – http://bit.ly/1fa5hzk
Butter London – http://bit.ly/Kulr8N
Carol's Daughter – http://bit.ly/kDoUPh (PETA)
Caudalie – http://bit.ly/K0ur4Z
Clarins – http://bit.ly/1drQjhf
Dr. Dennis Gross Skincare – http://bit.ly/1cV0lLp (PETA)
DuWop – http://bit.ly/j2deqC
Hello Kitty – http://bit.ly/etHHT0
Hourglass – http://bit.ly/4kvSzp (PETA)
Illume – http://bit.ly/1cV0nmu
Jack Black – http://bit.ly/khv2yF (PETA)
JINsoon – http://bit.ly/1aCQUw0
Josie Maran – http://bit.ly/dJ8G4F (PETA)
Juicy Couture – http://bit.ly/K0uFJa
Julep – http://bit.ly/K0uGwU
Jurlique – http://bit.ly/1abDbzR
Kate Somerville – http://bit.ly/1cxsjvK
Kat Von D – http://bit.ly/11gvyT
KenzoUSA – http://bit.ly/1aCReus
Keratinperfect – http://bit.ly/1kno5NX
Korres Natural Products – http://bit.ly/6wFIIp
L'Occitane – http://bit.ly/1aCRBW8
L'artisan parfumeur – http://bit.ly/1ehlTQt
LivingProof – http://bit.ly/1eDGmzG
Make Up For Ever – http://bit.ly/1gcSZ5E
ME Smooth – http://bit.ly/1cxsS8M
Murad – http://bit.ly/kwC46T (PETA)
Nails Inc – http://bit.ly/1dbFJQG
NARS – http://bit.ly/199Ahgl (they are cruelty free but their parent company is not)
NUDE – http://bit.ly/K0vMIS
Obsessive Compulsive Cosmetics – http://bit.ly/1cV1DWH (PETA)
Ole Henriksen – http://bit.ly/1abDWJc
Formula X – http://bit.ly/1gcTflm
Pantone – http://bit.ly/wjXwYp
Ren – http://bit.ly/K0w4j2 (PETA)
"We do not test any of our products on animals. Our products are not tested on our behalf by any third party. The only animal products we use are honey and beeswax in the Lip Honey."
Rosebud – http://bit.ly/1a2JtOt
"There are no animal by-products in any of the salves or lip balms. Beeswax is contained in Brambleberry Rose Lip Balm, Strawberry Lip Balm, and Mocha Rose Lip Balm, however, NO beeswax is contained in Rosebud Salve, Minted Rose Lip Balm, or Menthol and Eucalyptus Balm"
Smashbox – http://bit.ly/cV7R0g (PETA)
Tarte – http://bit.ly/9z2JWF (PETA)
Tata Harper – http://bit.ly/1icj5aj (LB, PETA)
TanTowel – http://bit.ly/JERYJb (PETA)
The New Black – http://bit.ly/1iMMhaK
Too Faced Cosmetics – http://bit.ly/mimfHa (PETA)
Urban Decay – http://bit.ly/kMsQFE (PETA, LB)
Wen – http://bit.ly/NJSeI8 – (LB)
For more info on other cruelty-free or vegan products and brands visit Leaping Bunny


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Perhaps it's best to first determine just what a carbon footprint is. As started on the Energy Saving Trust site, a carbon footprint is "the amount of CO2 that enters the atmosphere because of the electricity and fuel you use." The more CO2 that is produced, the greater the impact on global warming.
You can calculate your carbon footprint here.
There are plenty of ways to reduce your carbon footprint. If you will be undertaking home improvements, consider replacing your appliances with "greener" models. Also, pay particular attention to insulation and window choices. You can find more information about carbon footprints and how to reduce yours here.
Need a tradesman? From hanging shelves to changing a gas cap, TV repair to complete kitchen refits – MyHammer tradesmen and women can do it all! Find the perfect handyman for your job now!
Tags: carbon


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Since the start of third year of med school I have been extremely inconsistent with my BJJ training. In part because of long hours with studying piled on top of that and also in part because I have awful time management skills. Add to that the months I've been away for rotations, the times I was sick, and the times I really did work until 10pm and you've got quite a disjointed training schedule.
I just came back from a 3 week break while I was on a rotation in Michigan. And when you return to BJJ, here are the top things you notice:
The first thing you notice when you get back is how much you've missed your BJJ family. You walk through the door and are immediately met with mixed greetings such as the sarcastic "oh, first day? Here, I'll show you around" or "you guys remember Meghan, she used to train here forever ago" to the genuine "welcome back! We've missed you" or the "Meghan's back!". And you appreciate each and every one of those, because you know you're truly part of their family if they've got enough sense to mess with you.
What's the second thing you notice? You inevitably forgot something because you're bad at packing your bag. Belt- check. Gi-check. Sports bra-check. Fight shorts-check. Rash guard-dang it! Luckily you always keep an extra set of gym clothes in the car. Hair tie-shoot! Good thing many girls train, you snag an extra from one of them. You'll get better again with practice.
The third thing? You really didn't "forget" much. You still remember how to move and while you're drilling you're breaking free some of that rust in your brain. But DANG are you out of shape! It doesn't matter that while you were gone you were running 4-5 times a week. BJJ in-shape is an entirely different animal. And you, my friend, have not tamed it (kind of like your hair at that moment, you've gotta remember how to keep it from looking like a wild monkey attack).
The fourth thing? This is my favorite. Sure, you've been gone for a while, and sure you've been inconsistent with your training, but when you start that first match during open mat it doesn't matter because muscle memory kicks in. And yeah, you're a little 'white belt spazzy' all over again, but hey – you're pulling guard and sweeping and getting out of mount like you haven't missed a beat (until the guys pull out their new tricks and you find yourself in an uncomfortable submission and remember the humility in tapping).
So overall, a return to the mat is never without its flaws, and it may not be the glamorous return like a movie star to the silver screen after a break, but hey – if you can keep coming back you're well on your way to black belt. Because if you're crazy enough to ENJOY getting beat up on a daily basis and actually WANT to go back after a break, your mind is set on the path.
Like my coach says, you're either one day closer to quitting or one day closer to black belt! (Spazzy inglorious blue belt return and all!)
Thanks to all my favorite teammates for welcoming me back then showing me my game needs a lot of work 🙂


text:
Luxury brands of the future will be based on ethical principles. Empathetic leadership and ethical message constitute the essence of luxury brands of the future. Will not explain that, act. The performance will be the best channel to demonstrate their ethical values.
Luxury brands must move in the triangle stable high quality and value for money green (sustainability, ecology ...).
The future is creative thinking. The pre and post industrial revolution was based on analytical and rational thought. The future will be more based on creative thinking, intuitive, emotion, feelings, values and spirituality
It will reward companies with clear strategies, well defined, consistent and transparent exercise with customers, suppliers and the company Human Resources.
GLOCALISATION. Address the world from the cultural values and personality of the roots. Tapping the local cultural capital to project to the world.
Integrating technology. The future requires us to understand and use technology as a tool for promotion and socialization. The technology offers a new world to explore.
Those things are increasingly looking for more genuine.
The society is too fast and people want to return to the essence, and true basics.
The nature (fresh & wild) represents a future trend. The challenge: to break the existing rules. Create new concepts.


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I have used FabScraps Steel Chic papers for this page. I started by distressing and tearing my background layers, tucking lace between the torn edges. Using a CW stencil and Prima chalk ink in Rusty Bucket I added a bit more color and interest to the background. Then I did some random stamping using Mix'd Media ink in Patina. Next I added some more texture using molding paste and Tim Holtz stencil Gothic (THS0026). I distressed the photo and adhered a piece of cardboard underneath for dimension. I then matted the photo with a couple pieces of the FabScraps paper that I tore, distressed, and crumpled a bit. I placed a baroque metal frame along the left of the photo with flowers tucked around it. On the right side of the photo I placed some of the natural cotton crochet lace with a few more flowers and one of the Memory Keeper butterflies. I love mixing metals with the softness of flowers. Then for a little bling I added pearls to the stencil design and clusters. As a finishing touch I dry brushed a bit of gesso around the page and embellishments.
Aren't those Butterflies simply gorgeous? I love the copper antennae.
Products used from Reneabouquets.com and Reneabouquets Etsy Shop are: Baroque Metal Frame, Ranger Artist brushes, Memory Keeper Butterflies, Natural Cotton Crochet Cluny Lace 001
Thanks so much for stopping in! I really appreciate your time and lovely comments =) Hope you have an amazing day!


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text:
- Ashlie Blake
- 3 years ago
- Views:
1 BEST PRACTICES IN UTILIZING 360 DEGREE FEEDBACK Kenneth M. Nowack Ph.D Ocean Park Blvd. Suite 214 Santa Monica, CA (310) (310) Fax Envisia Learning All rights reserved Multi-rater or 360 degree feedback is a critical component of most talent development programs. Research on 360 degree feedback suggests some Best Practices that when followed maximize the use of the feedback for future behavior change. This section will provide some suggestions and recommendations ( Best Practices ) for consideration in the implementation of any 360 degree feedback process. 360 PROJECT CYCLE Purpose Feedback Planning Implementation n Of the four stages in the project cycle shown above, the more time and quality thinking which go into the Purpose and Planning stages the more likely the 360 project will be successful. WHAT IS THE PURPOSE OF THE 360 FEEDBACK PROJECT? It is important to emphasize that 360 degree feedback is not an end in itself. It is a process to help individuals become more aware of their strengths and potential development areas to facilitate behavior change. When used for developmental purposes, it is important to adhere to Best Practices to maximize behavior change. 1
2 SOME RARELY UNDERSTOOD ISSUES IN PLANNING YOUR 360 PROJECT It must first be realized that a complete 360 degree feedback intervention will typically take longer than you think; secondly, the feedback process will be somewhat more involved than you imagine. A Typical 360 Degree Feedback Process 8 CHANGED BEHAVIOR 1 DEFINING PURPOSE 2 COMMUNICATION 7 ACTION PLAN 3 ASSESSMENT COMPLETION 6 REFLECTION 4 REPORT PROCESSING 5 FEEDBACK Looking at the feedback process illustrated above, what 360 degree feedback does is to formalize the natural feedback process (1). People observe each other all the time, often unconsciously and unsystematically. They gain impressions, some of which are remembered and some of which are forgotten. These perceptions are formed continually in any relationship and result in an impression of your client s style and effectiveness. The formalization comes from communication to the participant and his/her invited raters (2) to think about you in a conscious and structured way, usually by completing some form of online 360 assessment (3). The data obtained is then processed into a formal feedback report (4) containing raters perceptions expressed in numerical, graphical and narrative form, which is then presented as feedback (5). The minimum time for these first five stages is often 30 days or longer, and that is after the 360 project has been planned, set up and communicated. This represents the fastest part of the feedback process, and many coaches may think mistakenly that the job is done when it is completed. 2
3 The key issue is what a client will do with the information once they have received it, and that part of the process does not even start until Step (6) Reflection. Reflection involves several activities including self-analysis by the client, discussion with a coach, mentor, or supervisor, sharing feedback with others, clarifying things which came as a surprise and validating things they already are aware of. Only when this has been done can the client translate the data into a meaningful and practical action plan (7) which will result in behavior change (8). This feedback and behavior change process, from initial idea to the observation of an improvement in performance, can take 12 months or more, and if any one stage is done poorly, then the impact of the 360 intervention can result in little or no change. Here are the key Best Practices questions you need to answer when setting up a 360 degree project: 1. WHO SELECTS RATERS? Selection of raters is important to ensure buy in and acceptance of the feedback results. Typically, raters can be selected by program participants; they can be selected by management or it can be a participative process between the participant and management. When used for developmental purposes, research suggests that allowing participants to select their own raters may enhance feedback acceptance without reducing rater accuracy (Nieman-Gonder, 2006). 2. WHAT TYPE AND HOW MANY RATERS SHOULD BE INCLUDED? The type of raters included in any 360 process is determined by both the purpose of the feedback (developmental or selection) and the competencies being measured. When used in a developmental capacity, it is encouraged that all raters that are available be invited to participate and that participation be voluntary (e.g., peers or team members). When the focus is on enhancing management practices and leadership effectiveness, a greater emphasis should be placed on both upward and downward feedback. Research suggests that peers, team members and other internal/external customers are often unable to provide objective feedback on many daily managerial tasks (i.e., they are unable to observe specific supervisory and managerial behaviors). Limited research is available to guide decisions on the optimum number of raters necessary to increase validity of 360 feedback results. Greguras and Robie (1995) found that little within-source variability existed in a study of 153 managers using 360- degree feedback. Using generalizability theory, they analyzed the number of raters and items required to achieve adequate reliability in practice. These researchers suggest that if a 360-degree feedback assessment has and average of 5 items to measure each competency (common in practice), it requires at least 4 supervisors, 8 peers and 9 direct reports to achieve acceptable levels of reliability (.70 or higher). 3
4 3. WHAT TYPE OF RATING SCALE SHOULD BE USED? Most 360 degree assessments use four different types of rating scales: 1) Effectiveness; 2) Potential; 3) Ranking and 4) Frequency. Effectiveness scales ask participants and raters to provide judgments about how effectively the individual demonstrates specific competencies and underlying behaviors. Potential scales are more commonly used for succession planning systems and ask raters to predict how well the participant might perform in the future or what potential they have to succeed. Ranking scales typically ask raters to compare to some type of standard (e.g., evaluate the participant compared to the most effective leader that he/she has experienced within their organization). Frequency scales typically ask about how often the participant has demonstrated or expressed specific behaviors. The goal of any 360 assessment is to provide targeted feedback on critical success factors that will be included as part of a coaching, training or development program. If the program is successful, it is hoped that talent will be more effective in practicing and demonstrating specific technical, leadership, task/project management, or communication competencies and behaviors. Feedback that is less ambiguous and more behaviorally oriented will be most helpful to the talent using the 360 process. When questions measuring competencies are written to reflect effective or desired behavior, frequency scales provide more clarity about what strengths should be leveraged and potential areas for improvement. 4. WHO SHOULD RECEIVE FEEDBACK FROM THE ASSESSMENTS? The goal of all 360 feedback processes is to provide clear information for professional development in a manner that motivates individuals to make specific behavioral change leading to enhanced effectiveness. The feedback from 360 assessments can be shared with the program participant, his/her manager and/or others within or outside the organization (e.g., human resources or external consultants). Based on research, Best Practices suggest that motivation for behavior change is increased when feedback is perceived to be confidential and used for developmental purposes. Participants and raters who believe that the feedback will be shared with others or believe that the process is not anonymous tend to inflate ratings or game the system making the information less objective and candid. Senior management sometimes is a bit defensive with this option believing that he/she should also receive a copy of the assessment results. However, when used for developmental purposes, 360 feedback results shared with the participant s manager can decrease motivation on the part of the participant due to mistrust of how the data will actually be used. In a large corporate 360 evaluation study conducted by Envisia Learning, observed behavioral change was greatest when the 360 process was used developmentally and when the feedback was shared only with program participants. 4
5 5. HOW SHOULD THE FEEDBACK BE GIVEN? It is important that participants in a 360 degree feedback process be given a chance to interpret the report in a manner that enhances motivation to change behavior. Typically, feedback reports are returned to individuals during workshops or individual meetings, rather than, just mailed or ed without facilitated discussion. In a large corporate 360 evaluation study conducted by Envisia Learning, observed behavioral change was greatest when feedback reports were facilitated by either an internal or external consultant. Based on research, Best Practices suggest that 360 feedback should be facilitated by either internal or external facilitators/consultants to ensure that the report is clearly understood and any potential negative reactions are managed. The use of internal or external facilitators/consultants can help focus specific developmental areas and highlight specific training that might be most useful for the user of the 360 feedback process. 6. HOW CAN DEVELOPMENT BE FACILITATED? Multi-rater or 360 degree feedback systems that have an action plan linked to them have been shown to be more successful than those that do not. Best Practices suggest that program participants and their own manager should meet to discuss results and to implement a development plan for behavior change. This professional development plan should be included as part of the ongoing evaluation system to ensure it is monitored and reviewed (note that the feedback results should not be used as part of any overall evaluation rating or compensation decisions only as one part of the developmental planning process). The professional development plan should be specific about additional training, on-the-job activities, or developmental resources that the talent will be focusing on. Finally, it is recommended that the professional action plan be written and implemented using a current web based learning system (e.g., using Talent Accelerator) to facilitate monitoring and tracking progress by an internal or external coach. 5
6 7. HOW CAN THE 360 FEEDBACK PROGRAM BE EVALUATED? The initial 360 feedback provides a benchmark and baseline for the talent. It is hoped that the results of the 360 feedback program will result in enhanced performance and effectiveness. One important metric to evaluate this type of training intervention is to compare change over time on the key competencies being measured through the 360 feedback assessment. This ensures that the 360-degree feedback is a process focusing on individual change, rather than, a one-time event which is frequently seen within many organizations. Best Practices suggests that the 360 degree feedback process be repeated 12 to 18 months following the initial administration to facilitate the effectiveness of the training program and monitor individual progress on individual development plans. 6
7 Envisia Learning ViewSuite 360 Feedback Online Flow Process Step 1: Defining the 360 Feedback Project This step includes first defining the purpose of the 360 feedback intervention with your client and answering the following questions together with them: 1. Who is the target audience (executives, managers, teams, professionals, etc.) and how many will be participating? 2. What competencies are going to be measured? 3. Which ViewSuite 360 assessment is most appropriate (off the shelf or customized)? 4. What do they want to say in instructions that go out to participants? To raters? 5. What is the deadline date for completing the online questionnaire? 6. What date do the feedback reports need to be received to support the coaching or training intervention? Where are they to be sent? 7. How will raters be selected (participant decides, management decides, or joint decision)? 8. How many raters will be invited to provide feedback? 9. Which rater types will be invited to provide feedback (direct reports, customers, peers, team members, manager, etc.)? 10. How long a period of time should a rater work with a participant to be invited to participate in the feedback process? 11. Who will receive the feedback reports? 12. Are feedback reports to be printed/shipped or ed? 13. Should the graphs in the reports use Envisia Learning norms, company specific norms or average scores? 14. Should the open-ended questions in the feedback report be broken down by rater group or collapsed? 15. Is the company using any spam or filters that would prevent automated s being sent from to be received? 16. Who will be given permission to track and monitor online progress of the 360 feedback process? 17. Who will be given permission to access the ViewSuite administration website to send out s, add new raters and handle any problems? 7
8 Envisia Learning ViewSuite 360 Feedback Online Flow Process Defining the Project Marketing the Project ViewSuite 360 Set Up Invitations Resolving Problems Reminders Generate Reports 8
9 Step 2: Marketing the 360 Feedback Project This step includes communicating the purpose and administrative process of the 360 feedback intervention to both program participants and raters before getting started and rolling the program out. This communication can be either in a group setting or via to all participants and raters involved. This communication should clarify the purpose of the 360 process, assure confidentiality, stress that the participation is voluntary, explain who will actually receive feedback reports and how the results will be used. Step 3: Project Set Up This step includes setting up a 360 feedback project using the ViewSuite administration system. It is typically done by Envisia Learning staff but can also be done by a consultant or project administrator identified within the client organization with a quick orientation to how to access and use the system. Once the specific ViewSuite 360 tool is selected for the project, our Envisia Learning staff will send the consultant or client our template to go out to the participants and his/her selected raters. This text is typically edited and sent back to Envisia Learning along with a company or consultant logo for use in co-branding on both the online questionnaires and report covers. This text includes important information such as the purpose of the 360 process, deadline date for completion, how to select raters, assurances of confidentiality and steps for completing the online 360 questionnaire and selecting raters. The ViewSuite 360 project set up requires the following information from the consultant and/or client company which is entered into our administrative system: 1. The full names and addresses of the participants and company. 2. Company and/or consultant logo for our online questionnaires and report covers. 3. Deadline dates for completion and reminder dates for s. 4. Edited text that will go to program participants and selected raters. 5. Labels to be used for the rater types participating in the 360 process (e.g., standard rater labels are self, manager, direct report, team member, and peer). 6. What to say in the Subject Header for the text going out to participants and raters. 7. Preference of the text to identify where the s from Envisia Learning are coming from (the View Suite 360 administration system can specify where the s come from so it will appear in participant/rater as coming from the consultant or company to minimize confusing these instructions as spam). 9
10 SPAM Prevention and Testing Before any s are sent out to participants, it is highly recommended that a pilot test be done to ensure that the client company does not have spam or filters to prevent the Envisia Learning View Suite 360 administration system from working properly. It is typically done by Envisia Learning staff but can also be done by a consultant or project administrator identified within the client organization with a quick orientation to how to access and use the system. It is recommended that a contact person be identified within the company to receive a test from our system. If they do, it is likely that no further problems due to spam or filters will be the cause of receiving instructions (since participants select his/her raters online, it is possible that the wrong address is typed in). IMPORTANT: Even if they do receive the , some messages may be blocked by company specific spam or filters at a later date. Whenever possible, it is important to contact the internal IT department up front, explain the situation and ask that all s from will be allowed through. It is not uncommon for raters to delete s received from our system thinking it is SPAM. For this reason, Envisia Learning recommends again that the project is clearly communicated ahead of time to all participants to let them know that the 360 administration is being handled by an outside consulting company. Additionally, the ViewSuite 360 administration system can also specify the name of the consultant or company as to where the is coming from to minimize it being immediately deleted as SPAM. Step 4: ViewSuite 360 Instructions This step includes sending out instructions to the participants from the ViewSuite 360 administration system. It is typically done by Envisia Learning staff but can also be done by a consultant or project administrator identified within the client organization with a quick orientation to how to access and use the system. Once the participant receives the instructions from Envisia Learning (the text of which has been edited and supplied by the consultant and/or client company), they are asked to do two things: 1. Complete his/her own questionnaire online by clicking on the embedded link in the or cutting and pasting the URL provided into their browser 2. Selecting his/her own raters by completing a very brief form online (see screen shot below). 10
11 Once the participant types in how many raters in each of the rater groups above, the page will then open to a form to type in the names of the raters and their addresses. Once this form is completed, the participant is asked to submit this list by clicking on a button at the bottom of the page. Once this is done, instructions to the raters are sent out automatically (again with text edited by the consultant and/or client) asking them to complete the 360 questionnaire online. Step 5: ViewSuite 360 Problems The View Suite 360 administrative system works very effectively but sometimes problems and errors can occur as discussed earlier. The typical problems and solutions are summarized below: 1. s Are Not Received Because Of Filers or SPAM Blockers: A pilot test is a good way to ensure that the company is not blocking s. If they are being blocked, asking the IT department to allow s coming from will take care of this problem. 2. s are Not Received Because the Addresses are Typed Incorrectly: The View Suite 360 administration system allows for updating addresses and sending out new s. Bounced s can be sent to either Envisia Learning or the consultant and/or program administrator. 11
12 3. Participants/Raters Click on the Embedded Link and it doesn t take them to the Questionnaire: Some rarely used browsers such as Safari, very old versions of Netscape Navigator or attempts to use Lotus Notes have sometimes caused such errors. Participants and raters asked to use an alternate browser such as Internet Explorer (IE) typically have no trouble accessing the questionnaire. 4. Participants/Raters are Unable to Answer the Questionnaire after the Deadline Date: The View Suite 360 administration system allows for the specification and changing of a deadline date. If a participant or rater attempts to complete the questionnaire after this date, they will receive an error message that the questionnaire is unavailable. 5. Participants/Raters click on the Embedded Link to Take the Questionnaire Online and It Does Not Seem to Work: This is very rare and due to some temporary problem with service provided by the internet service provider of the participant or rater. Attempting to complete the questionnaire again at a later date seems to remedy this problem in most cases. Step 6: ViewSuite 360 Reminders Clients and/or administrators have the ability to track and monitor progress for each participant and rater using the ViewSuite 360 system. Sometimes, it is important to send out reminder s to either participants or their selected raters to ensure timely completion of the online questionnaires. The View Suite 360 administrative system allows for either scheduled reminders or ones that can be sent out manually. It is typically done by Envisia Learning staff but can also be done by a consultant or project administrator identified within the client organization with a quick orientation to how to access and use the ViewSuite system. The text for the reminders can also be customized along with the initial instructions to participants and selected raters. Step 7: Generate ViewSuite 360 Reports All of our ViewSuite 360 reports can be either printed and shipped or ed in Adobe PDF format. Raters can be reclassified or deleted if necessary (e.g., the participant initially classified a Direct Report as a Peer ) before a report is generated. It is important to note that the View Suite administration system also utilizes a feature called Anonymity Protection (AP) to ensure confidentiality of reporting when less than a specific number of raters have completed the online questionnaires (the default is set at 2 except for the manager rater category). However, Envisia Learning staff or the ViewSuite administrator can modify this AP number at any time. 12
13 GROUP REPORTS AND TIME SERIES REPORTS 1. Group Reports: All of our ViewSuite 360 products allow for both individual and group reports. The ViewSuite group reports provide for a summary of all raters within a project providing a snapshot of group/team strengths and development areas. The group reports do not include any open-ended questions. 2. Time Series Reports: All of our Viewsuite 360 products allow for time series reporting at the individual level (i.e., report summarizing an individual s results over two administrations Example: Before and after a coaching intervention). This report feature is very useful for coaches, consultants and trainers who are looking for a way to evaluate improvement and behavior change. Each report will contain the open-ended questions gathered at the second time period. Each ViewSuite 360 product has several options in the reporting that can be selected (e.g., use of normative scores or average scores in the graphs, classification of rater groups in the open-ended questions, inclusion of line graphs or bar graphs for the ViewSuite tools using the software, etc.). Additional information is available from the Envisia Learning staff about what report options exist for each specific 360 tool or visit the options website page at: 13
14 REFERENCES Greguras, G.J. & Robie, C. (1995). A new look at within-rater source interrater reliability of 360-degree feedback ratings. Journal of Applied Psychology, 83, Nieman-Gonder, J. (2006). The effect of rater selection on rating accuracy. Poster presented at the 21st Annual Conference of the Society for Industrial and Organizational Psychology, May 2006, Dallas, TX Nowack, K. (in press). Leveraging 360 feedback to facilitate successful behavior change. Consulting Psychology: Research and Practice. Nowack, K. (2006). Emotional Intelligence: Leaders Make a Difference. HR Trends, 17, Nowack, K. (2005). Longitudinal evaluation of a 360 degree feedback program: Implications for best practices. Paper presented at the 20th Annual Conference of the Society for Industrial and Organizational Psychology, Los Angeles, March Nowack, K. (2002). Does 360 Degree Feedback Negatively Effect company performance: Feedback Varies With Your Point of View. HR Magazine, Volume 47 (6). Nowack, K. (1999). 360-Degree feedback. In DG Langdon, KS Whiteside, & MM McKenna (Eds.), Intervention: 50 Performance Technology Tools, San Francisco, Jossey-Bass, Inc., pp Nowack, K., Hartley, G, & Bradley, W. (1999). Evaluating results of your 360- degree feedback intervention. Training and Development, 53, Nowack, K. (1999). Manager View/360. In Fleenor, J. & Leslie, J. (Eds.). Feedback to managers: A review and comparison of sixteen multi-rater feedback instruments (3rd edition). Center for Creative Leadership, Greensboro, NC., Wimer & Nowack (1998). 13 Common mistakes in implementing multi-rater systems. Training and Development, 52, Nowack, K. & Wimer, S. (1997). Coaching for human performance. Training and Development, 51, Nowack, K. (1997). Congruence between self and other ratings and assessment center performance. Journal of Social Behavior & Personality, 12, Nowack, K. (1994). The secrets of succession. Training & Development, 48,
15 Nowack, K. (1993). 360-degree feedback: The whole story. Training & Development, 47, Nowack, K. (1992). Self-assessment and rater-assessment as a dimension of management development. Human Resources Development Quarterly, 3,
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Recently, Detroit's previously strident rhetoric about the allegedly "closed market" Japan quieted down a bit. This after a series of articles with car importer after car importer showing that the "closed market" story is a blatant lie. Japan in fact has one of the world's most open car markets, mostly due to American pressure. Zero percent tariff. 5,000 cars per year and model can be brought in with next to no paperwork. Try that in the U.S.A., where Detroit's cash cow, the light utility vehicle, is protected by a 25 percent tariff, and a huge wall of other trade barriers.
Today, I could revisit the story, when Peter Kronschnabl, CEO of BMW Group Japan, presented his 2017 results, and yet another sales record.
In 2017, BMW Group imported more than 83,000 units into Japan, including 5,230 motor cycles, a number that made BMW "Japan's largest importer," Kronschnabl said. Volkswagen Group will probably debate this, because according to the official stats, VW brought in some 2,000 cars more last year. Mercedes was third.
Japan is not only a wide-open car market, it also embraces import brands with gusto – if they bring in the proper product. The proper product is premium cars. Japanese automakers are strong competition, but they are a bit weak in the upper segments. Japan is not BMW's highest volume market, but it is one of BMW's most profitable.
Somehow, Cadillac is not taken seriously as a premium offer in Japan – last year, it could sell only 580 units in the island nation.
"It is much easier to bring cars into Japan than most other markets," told me Magnus Hansson, CEO of Jaguar Land Rover Japan. "The hard part is selling the car when it's in Japan." American brands do notoriously little to sell their cars. Since 2008, Detroit boycotted Japanese car shows, their own dealers complain about a lack of advertising.
"There is no point in having great product if nobody knows about it," Kronschnabl said today. It is nearly impossible to escape BMW's messaging in Japan. They are a familiar sight on Japanese car shows, they even organize their own events on Fuji raceway. Today, BMW inaugurated yet another activity to stay in touch with its customers, its own version of cars & coffee, so to speak. BMW converted the ground floor of the snazzy GranTokyo South Tower into a café. The café part is run by Dean & Deluca, New York's famous upscale grocer.
As strange as it may sound, BMW is one of the largest, if not the largest importer of Made in the U.S.A. cars to Japan. BMW X3, X4, X5 and X6 are imported from America, where they are made in BMW's huge Spartanburg, SC, plant. And now, BMW even imports American café culture to Japan.
Well, someone has to do it.


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Body Building Supplements and other stuff
Feeling like the proverbial 98 pound weakling lately? Check out these bodybuilding supplements.
Apparently, the whole world is going to the dogs, just as we all suspected. But this is one BIIIIIG DOG. Glad I don't have his kibble bill!
Apparently, I am diametrically opposed to the waters off the west coast of Australia. How about you?
Oh, this is cool. Young me/now me captures people then and now. Same places, same poses, years apart. Lovely.
Hehehehe, this parrot sings! In French!
Hahahaha, this guy, Craig, is really in to meeting new people.


text: Grew up on the beaches of Southern California and since a young age have always had a keen interest to the outdoors and the actions sports which push the limits of the industry and its athletes. I am an outdoor enthusiast and a traveler. From attending University in Switzerland to humanitarian work in Africa to modeling in South East Asia I am always looking for the next adventure.


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Our 2019 Season!
Our 21st Season of live theater in the Northshore area!
Buy 2019 Season Tickets now!
and don't forget to catch the last show of 2018
The Foreigner!
Our 2019 shows:
* * * * * * *
Theater Location!
The Woodinville Repertory Theatre has relocated to a beautiful new and interesting venue in the Woodinville area. With great thanks to the generous folks at Denali Slab & Tile Studio, located in the Sammamish Valley (near many of the excellent local wineries!) in Woodinville. Please stop by and thank them for supporting live theater in Woodinville! Our new theater will be located at:
Denali Slab & Tile Studio
16120 Woodinville Redmond Road NE, Suite 12
Woodinville, WA 98072
(Located behind Venetian Stone Works)
* * * * * * *
Come and join us this season for the fun! Have a question about tickets? Email us at email@example.com.
Dates and times are subject to change. Please watch this website or join us on Facebook for upcoming show news and information.


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Detroit in decay
Yves Marchand & Romain Meffre have on their site a collection of photographs from the decay that is creeping into the Detroit area. There are all kinds of political rants here but nothing can compare to the despair expressed in these photos. This one is my favorite, if a favorite you can have in such things. This dentist office seems almost sinister.
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