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This handsome cannonball poser bed is the perfect centerpiece to your bedroom. This familiar and welcoming bed has timeless features such as gracefully shaped crowns, decorative shell ornaments and veener patterned overlay panels. Pair this bed with a dresser or nightstand from this collection to complete your bedroom ensemble.
The Georgetown Traditional Cannonball Poster Queen Bed by Standard Furniture at Wilcox Furniture in the Corpus Christi, Kingsville, Calallen, Texas area. Product availability may vary. Contact us for the most current availability on this product.
Familiar and welcoming, this bedroom collection has rich, nostalgic details with its shell ornaments, cannon ball poster beds, and a mellow honey pine finish. Other details include reeded mirror frame and case pilasters, cast metal hardware finished in a dark brass color, and Kenlin bottom mounted metal drawer glides. The collection is constructed with pine solids and finished with pine veneers, which provide a canvas of organic details, naturally present in the wood, to become part of the welcoming honey finish.
The Georgetown collection is a great option if you are looking for Traditional furniture in the Corpus Christi, Kingsville, Calallen, Texas area.
These images are representative of this group as a whole and may differ from this item.
Browse other items in the Georgetown collection from Wilcox Furniture in the Corpus Christi, Kingsville, Calallen, Texas area.
This item has been tagged as: Bed, Bedroom Furniture, Twin Size Bed, Full Size Bed, Queen Size Bed, King Size Bed, California King Size Bed, Bookcase Bed, Book Case Bed, Canopy Bed, Bed with Canopy, Captain's Bed, Daybed, Headboard and Footboard Bed, Headboard, Footboard, Headboard & Footboard, Pier Bed, Poster Bed, Sleigh Bed, Upholstered Bed, Wall Unit Bed, Double Bed, Day Bed, Storage Bed, Home Furnishings, Furniture, Bed frame, Furnishing For Bedroom, Bedroom Furniture Set
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Western Europe is setting the pace when it comes to the adoption of new media technology, accounting for all of the Top 5 international markets in 2012, according to a new study.
The New Media Forecasts Report from ZenithOptimedia tracks the adoption of IPTV, smartphones and tablets in the top 19 digital markets in the world. In 2012, Norway ranked first, followed by France, Netherlands, Sweden and Denmark.
Norway's first place was driven by high take-up of smartphones and tablets.
Across all the markets analysed, smartphones were the most prevalent device, but smartphone penetration varied widely between countries, ranging from 73% in Sweden to 18% in Brazil. IPTV was the slowest growing of the three technologies and also had the widest range of adoption.
Looking ahead, the report forecasts that the Netherlands will claim top spot by 2015, driven by its extremently rapid uptake of IPTV which is forecast to be in 91% of Dutch households in two years.


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text:
Bob Lerut necesitaba un nuevo diseño de logotipo y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 54 diseños de 12 diseñadores freelance.
Ear-, Nose- and Throat surgery, Facial Plastic Surgery
I'm a young ear, nose and throat surgeon (Dr Bob Lerut) and am starting a private practice. My main interests are otology and rhinology. Otology means everything concerning the ear and hearing. People with middle ear problems can get treated and operated, but we can also make deaf people hear again with a cochlear implantation. Neurotology means surgery of the nerves in the skull and brain where we can remove lesions and restore hearing with brain stem implants.
Rhinology means everything to do with the nose and sinuses. I treat people with sinusitis by means of endoscopic surgery and difficult cases require skull base surgery. Another part of rhinology is rhinoplasty or a nose job. This a very demanding procedure and is very challenging as a surgeon. Facial plastic surgery changes the way people look and feel about themselves.
The web is my means of communication and my website will be the main gate of entrance, so the logo is one of the hallmarks of the website.
I got on this website as I thought I wanted to give talented people a shot at designing what will be a big part of my life. I've worked hard to get this practice up and running, the only thing missing is the crown on the work: THE LOGO. I hope you get inspired and can help me out so that people recognise the logo, who I am and what I stand for. Your logo will be a great help in achieving my goals!
Thanks a lot
The logo or Icon will be noticed and recognised by patients, colleagues, ...
My speciality is Ear-, Nose- and Throat surgery and Facial Plastic Surgery so everyone in need of me, will google me and visit my website.
Everyone who comes to my website, everyone receiving a letter or a business card will immediately have to see what it's all about and what I stand for.
The logo or Icon has to be cool, visual, timeless and recognisable so that people can relate to me. It will be used at the entrance of the private clinic, on the main facade of the building, on the website, on correspondance, on business cards, ...
The main facade is black glass so the logo has to stand out on the facade as well as on the correspondance, website and business cards. The interior design is linear, horizontal and very clean and fresh. The interior designer is tarch.be which stands for timeless architecture.
The private clinic is situated in a quiet green surroundings at a small lake. Colors to be used can be bright green, bright blue and/or bright orange but off course anyone is free to give suggestions. These colors will be used for the interior design, chairs, front desk,...
Finally I'm located in Bruges, Belgium where we speak Dutch, so the letters used must be the Dutch letters for ENT or/and my initials/name (Dr Bob Lerut). I've attached a small document with translation of ear, nose, ... as well some other logo's I found.
my website is not launched yet but is http://www.nkobrugge.be
Descubre cómo funciona un concurso de diseño u obtén más información sobre nuestros servicios de diseño de logo.


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The Great Atlantic & Pacific Tea Company, better known as A&P, is a supermarket and liquor store chain in the United States. Its supermarkets, which are under six different banners, are found in Connecticut, Delaware, Maryland, New Jersey, New York, and Pennsylvania. A&P's liquor stores, known as Best Cellars, are found in Connecticut, Massachusetts, and New Jersey.[2] A&P's corporate headquarters are in Montvale, New Jersey.[3] Supermarket News ranked A&P #28 in the 2012 "Top 75 Food Retailers and Wholesalers" based on 2012 fiscal year estimated sales of $6.7 billion.[4] Based on 2009 revenue, A&P was the 34th largest retailer in the US.[5] From 1915 through 1975, it was the largest food retailer in the nation (until 1965, the largest US retailer of any kind).[6] A&P is considered an American icon.[7] The Wall Street Journal, in an editorial on December 10, 2010, said that "A&P was as well known as McDonald's or Google is today" and that A&P was "Walmart before Walmart."[8]
What is now A&P began in 1859; it established a small chain of retail tea and coffee stores in New York City and a national mail order business. It grew to 70 stores by 1878. In the late 19th century, A&P, still a tea and coffee company, became the country's first grocery chain. At the turn of the century, it operated almost 200 stores. The company grew dramatically after introducing the economy store concept in 1912, growing to 1,600 stores in 1915. After World War I, the company opened stores offering meat and produce. In 1930 the company, now the world's largest retailer, reached $1 billion in sales with 16,000 stores.[9] In 1936, A&P adopted the self-serve supermarket concept and opened 4,000 larger stores by 1950.[10]
A&P's decline began in the 1950s when it failed to keep pace with chains which opened larger, modern supermarkets with features demanded by customers. By the 1970s, A&P stores were out of date; its efforts to combat high operating costs resulted in poor customer service. In 1975, the company hired outside management, closing older stores and building modern ones. When these efforts failed to turn the company around, the heirs of the original owners, and the foundation that owned a majority of the stock, sold to the German Tengelmann Group. A&P then launched a store-closing program financed by the surplus assets of its pension plan.[11]
Starting in 1982, A&P acquired several chains; these stores operated through their names rather than A&P. While A&P regained profitability in the 1980s, in 2002 it operated at a record loss because of new competition, especially Walmart. A&P closed more stores, which included the sale of its large Canadian division. In 2007, A&P purchased Pathmark, one of its toughest competitors; A&P again became the largest supermarket chain in the New York City area. Highly leveraged after this acquisition, the company experienced financial difficulties because of the recession and filed for Chapter 11 protection in 2010. In late 2011, A&P implemented a restructuring plan to emerge from bankruptcy.[12][13]
On March 13, 2012, it was announced that A&P had emerged from bankruptcy and was now a private company.[14]
The forerunner of A&P was founded in the 1850s as Gilman & Company by George Gilman (1826–1901) to continue his father's leather tanning business; in 1858 the firm's address was 98 Gold Street in Manhattan. Gilman's father died in 1859, leaving the son wealthy. That year, Gilman & Company entered the tea and coffee business from that storefront. One source speculates that Gilman decided to enter a more respectable business in light of his wealth. In May 1861, Gilman turned over the tanning business to his brother Winthrop; George moved his tea business to 129 Front Street. Initially, Gilman & Company was a wholesaler. In early 1863 the firm became a retailer, Great American Tea Company. Quickly, it opened five stores, moving its office and warehouse to 51 Vesey Street.[10]
Gilman proved to be a master at promotion; the business quickly expanded by advertising low prices. The firm was able to offer low prices by acting as both the wholesaler and retailer. Gilman also built a nationwide mail order business. By 1866, the firm was valued at more than $1 million. In 1869, the transcontinental railroad was completed; Gilman changed the firm's name to Great Atlantic & Pacific Tea Company to promote the then-new concept of prepackaged tea under the Thea-Nector brand. The tea company continued to use the Great American name for mail-order purposes. In 1871, A&P introduced another concept when it offered discounts with the purchase of coffee and tea at its stores.[10]
George Huntington Hartford (1833–1917) joined Gilman & Company as a clerk by 1861; he later was promoted to bookkeeper, then cashier in 1866. By 1871 Hartford was in a position of authority and was responsible for expanding A&P to Chicago after the great fire. A&P's first store outside New York City was opened within days after the disaster. The firm rapidly expanded; in 1875 A&P had stores in 16 cities. In 1878, Gilman left the active management of the firm to Hartford. By then, the firm operated 70 lavishly equipped stores and a mail order business with combined annual sales of $1 million.[10]
To raise revenue, Congress significantly raised tariffs on tea and coffee. Profits on these products declined, and in about 1880 A&P started to sell sugar in its stores. The company continued aggressive growth and by 1884 operated stores as far west as Kansas City and as far south as Atlanta. The company also operated wagon routes to serve rural customers. About this time, two of Mr. Hartford's sons, George Ludlum Hartford (1864–1957) and John Augustine Hartford (1872–1951) joined the firm. Company lore is that George convinced his father to expand the product line to include A&P branded baking powder. Over the next decade, the company added other A&P branded products such as condensed milk, spices, and butter. As it expanded its offerings, the tea company was gradually creating the first grocery chain. By the end of the century, the firm had sales of $5 million from 198 stores as well as its mail order and wagon route operations. However, other new grocery chains were expanding more rapidly and blanketing their respective territories while the tea company's stores were spread over a much larger area. The firm quickly found itself at a disadvantage.[10]
In 1901, George Gilman died without a will, starting a legal battle among his numerous heirs. Hartford stepped into the battle by asserting that, in 1878, Gilman gave him half of the company in an unwritten partnership agreement. Evidence provided to the court established that Hartford received half of A&P's profits since 1878 and that the company's leases were in his name. The heirs realized that without Hartford, the firm would quickly become unprofitable. Therefore, they agreed to a settlement where A&P was incorporated, with $2.1 million in assets. Under this agreement, the Gilman heirs received $1,250,000 in preferred shares at 6% interest, while Hartford received $700,000 in common stock and the remainder of the preferred shares. This gave Hartford control of the voting stock. Over several years, Hartford was able to repurchase the preferred shares from the Gilman heirs.[11] At the end of the litigation, A&P dropped to fifth nationally[10] and the Hartfords moved to rebuild the enterprise. A&P opened an average of one store every three weeks, and expanded wagon routes to over 5,000. A nine-story headquarters and warehouse was built in Jersey City; it later expanded to include a manufacturing plant and bakery.[11]
By 1908, George Hartford Sr. divided management responsibilities among his sons, with George Jr. controlling finance and John directing sales and operations. The two ran A&P for over 40 years. The younger Hartford moved aggressively to adopt the now-familiar A&P brand, dramatically increasing the product line. To make space for the new items, A&P replaced in-store premiums with S&H Green Stamps. By 1912, A&P operated 400 stores and averaged a 22% gross margin, resulting in a 2% profit.[10]
Food prices were a political issue in the 1912 presidential election; some chains experimented with a no-frills format.[10] After long debate, the Hartfords agreed to John's proposal to experiment with an economy store designed to operate at a 12% gross margin. Capitalized at only $3,000 including its initial inventory, the store operated with only a manager and eliminated fancy fixtures and premiums. Within two months, weekly sales increased to $800 and the store achieved a 30% annual return on investment. A&P quickly expanded the concept; by 1915 the chain operated 1,600 stores. A&P's tremendous growth created problems with suppliers. Cream of Wheat was the largest breakfast food manufacturer; Cream of Wheat demanded that all retailers adhere to the company's pricing of 14 cents per box. A&P purchased the product at wholesale, 11 cents per box, and decided that a 1-cent mark-up was appropriate for its economy store format. Cream of Wheat cut off supplies and A&P sued. U.S. District Court Judge Charles Hough ruled against A&P, saying that a manufacturer can establish retail prices. As a result, A&P and other large chains significantly expanded manufacturing private brands.[10]
Hartford Sr. died in 1917; his will established a one-generation trust divided equally among his five children. The trust was administered by George Jr. and John; both exercised control over the company's stock. A&P's leadership remained constant until the two brothers died in the 1950s.[10]
After World War I, A&P rapidly expanded; in 1925 it operated 13,961 stores.[15] The new, combination stores included space for meats, produce, and dairy, as well as traditional grocery items. Sales reached $400 million and profit was $10 million. However, Hartford was concerned that gross margins had reached 22% to cover higher costs and that the chain veered from its low-cost discipline. In early 1926, the brothers discussed the situation with division management and launched a program to lower prices and improve cost controls. That year, sales increased 32%; A&P moved its headquarters to the new Graybar Building adjacent to Grand Central Terminal.[11] In 1927, A&P established a Canadian division; by 1929 it operated 200 stores in Ontario and Quebec.[16] In 1930, the company's 16,000 stores reached $1 billion[9] resulting in a 25% grocery-store share in its operating areas, and about 10% nationwide. No retail company had ever achieved these results. A&P was twice as large as the next largest, Sears, and four times that of Kroger. Unlike most of its competitors, A&P was in excellent position to weather the Great Depression. The Hartfords built their chain without borrowing; their low-price format resulted in even higher sales. From 1929 through 1932, A&P reported a record $110 million in after-tax profits with each Hartford child earning over $5 million yearly in dividends and equity.[11]
A&P's success caused a backlash that threatened to destroy the company. Thousands of mom-and-pop grocery stores could not match A&P's prices. While small operators had little political clout, they were supplied by thousands of wholesale distributors which had considerable political influence. Anti-chain store movements gained traction in the 1920s, but became significantly stronger during the Depression. In 1935, Texas Congressman Wright Patman introduced legislation that would levy federal tax on chain stores. If adopted, this legislation would have put A&P out of business. While this legislation did not move in Congress, in 1936 Patman sponsored the Robinson–Patman Act that would outlaw charging different prices to similar customers. Patman then reintroduced his anti-chain store tax. A&P retained a lobbyist and dropped its opposition to unionizing activities of the politically powerful American Federation of Labor. George and John Hartford also took the unusual step of publishing a letter pointing out that Patman's legislation would significantly increase food prices. The tide of public opinion turned against the bill.[10]
In 1930, an idea developed during the boom years of the 1920s appeared: the first supermarket opened in California, and closer to home, Michael Kullen opened his first King Kullen supermarket in Queens, New York. Two years later, Big Bear opened in Elizabeth, New Jersey, and quickly equaled the sales of 100 A&Ps. A&P lost ground; in 1933, sales dropped 19%, to $820 million. Finally, the Hartford brothers agreed to open 100 supermarkets, the first of which was in Braddock, Pennsylvania. The new stores proved to be very successful; in 1938, A&P operated 1,100 supermarkets. The chain continued to build supermarkets; in 1950 A&P operated 4,000 supermarkets and 500 smaller stores. Sales reached $3.2 billion with an after-tax profit of $32 million.[11]
A&P's success attracted the attention of President Franklin D. Roosevelt's anti-trust chief, Thurman W. Arnold, who was urged to investigate A&P by Congressman Patman. In 1941, following Pearl Harbor, the military placed many large companies off-limits to the anti-trust division because of defense priorities, leaving grocery stores as an option. The next year, A&P and its senior executives, including the Hartford brothers, were criminally charged for restraint of trade in Dallas federal court. However, in 1944 prosecutors withdrew the complaint realizing that the Dallas federal judge thought the case was weak. The same day, charges were filed in Danville, Illinois, and were assigned Federal Judge Walter Lindley. The prosecution complained that A&P had an unfair competitive advantage because its vertical integration including manufacturing, warehousing, and retailing allowed it to charge lower prices. Prosecutors also complained that A&P refused to buy from food companies that insisted on selling through brokers or refused to give A&P advertising allowances. The judges contended that if unchecked, A&P would become a monopoly. The company countered that its business share was about 15% range, and that its low-cost strategy resulted in a significant improvement in the nation's nutrition and standard of living. Judge Lindley agreed with the government, fining each defendant $10,000.[10]
In 1949, the U.S. Court of Appeals upheld Lindley's decision; A&P decided not to appeal further. In September, the anti-trust division asked the court to order the spin-off of A&P's manufacturing operations, and the break-up of A&P's retail operations into seven independent companies.[10] Thousands of letters poured into the Justice Department supporting the company; the Hartford brothers gave extensive interviews with Time which put them on the magazine's November 13, 1950 cover.[9] Time wrote that, next to General Motors, A&P sold more goods than any other company in the world. John was quoted as saying, "I don't know any grocer who wants to stay small. I don't see how any businessman can limit his growth and stay healthy."[15] The case dragged on until the business-friendly Eisenhower administration. In late 1953, the government agreed to drop its demands to break up the company if A&P shut down its produce brokerage that also supplied competitors.[10]
In 1951, John Hartford died in the Chrysler Building after returning from a meeting of the automaker's board of directors. George remained as A&P's chairman and treasurer, appointing the company's longtime secretary Ralph Burger as its new president.[11] While Burger started with the company in 1910 as a clerk in the Glens Falls, New York store,[17] he was a strong staffer who lacked John Hartford's strategic marketing skills. Under Burger, A&P continued to report record sales and operated with expenses of 12.6% of sales when the industry average was 15%. Burger was also President of the John A. Hartford Foundation -- started by brothers John and George in 1929 -- assuring his control of the company when George died in 1957. George's trust was dissolved; the company's stock began selling on the New York Exchange at $59 per share. For the first time, the company elected six outside directors onto the board. In late 1961, A&P stock peaked at $70.[11]
The seeds for A&P's 50-year fall from the world's largest retailer to a regional supermarket, and bankruptcy, were planted in the 1950s.
Burger attempted to reverse downward tonnage figures by reintroducing trading stamps, creating the company's Plaid Stamps. However, by late 1962 the initial sales gains evaporated and the six outside directors threatened to resign unless Burger retired. When Burger left in May 1963, the stock was trading in the $30s.[11]
Burger was replaced with a succession of presidents who were unable to stem the downward spiral. In 1971, the board turned to William J. Kane, who started with the company in 1934 as a full-time store clerk. Kane believed that the company could be turned around by focusing on basic store operations including cleanliness, product availability, customer service, and courtesy. When his program stalled, he implemented a strategy to substantially cut prices by converting the chain to a warehouse store concept that became known as WEO (Where Economy Originates). The problem was that most A&Ps were not large enough to properly implement the program; losses quickly mounted. In early 1973, the stock dropped to $17, and Charles Bluhdorn of Gulf+Western made a tender offer at $20 per share. Kane rejected the offer, but at least some stockholders thought that the offer was attractive considering the company's continuing difficulties.[11]
In February 1975, there were plans to close 36% of A&P's 3,468 stores. Kane agreed to resign and was replaced by Jonathan Scott, the 44-year-old president of the successful Albertsons chain. By then, A&P's headquarters had moved to an office complex in Montvale, New Jersey.[11] Scott implemented the Booz-Allen plan by closing 1,500 stores in three years, reducing the chain to 1,978 units. Scott hired numerous executives from other companies and pushed authority down to the regional level. During his first three years, A&P built 300 supermarkets ranging from 23,000 square feet (2,100 m2) to 32,000 square feet (3,000 m2) along with its first combination grocery-drug stores with 40,000 square feet (3,700 m2) under the "Family Mart" trade name. Scott continued Kane's efforts to improve basic store operations, including cleanliness and customer service, instituting a large training program. By 1977, weekly per store sales increased from $37,000 to over $70,000, with total sales increasing from $6.4 billion to $7.2 billion despite the many closures. Manufacturing was reorganized; older stores closed.[18] While initial results were promising, by 1978, A&P profits started to slide due to economic conditions caused by high inflation.[11]
With the share price down to $7, the John A. Hartford Foundation finally came to the conclusion that it could no longer wait for a turnaround. Erivan Haub, owner of the German Tengelmann Group, expressed interest. Born in 1930, Haub studied retailing in the US after World War II and built his family's grocery business into a 2,000-store chain with annual sales of the equivalent of $2 billion. Although still having a home in Germany, his children were born in the United States. Haub agreed to pay $7.375 per share for 42% of A&P's stock, ultimately gaining a majority stake. Scott did not renew his five-year contract; Haub hired James Wood to become chairman. Wood, an Englishman who was the same age as Haub, previously ran the Grand Union supermarket chain. Many executives recruited by Scott left A&P; they were replaced by Wood's associates from Grand Union.[11]
In Germany, Tengelmann had considerable success with Plus stores; they were smaller units featuring low price private-label products along with a limited assortment of meats and produce. A&P opened several divisions of Plus stores in the U.S. to take advantage of A&P's manufacturing plants and numerous small stores. However, the program quickly failed to win American customers who were attracted to other chains offering low prices on national brands.[11]
In 1981 A&P purchased Pantry Pride's Richmond, Virginia division, operating those stores under the 'Pantry Pride' banner until they were converted, along with A&P's other divisions in the region to Super Fresh in 1986.[19][20]
In October 1981, A&P announced a massive program of downsizing to about 1,000 stores plus the coffee plants. Under the plan, A&P were to exit regions, including Chicagoland, plus the Horseheads plant and numerous other manufacturing facilities. To finance this program, the company planned to terminate its non-union pension plan, using its $200 million surplus. The plan's obligations were covered by annuities that cost only about $130 million because of the then high interest rates. A&P's non-union employees were covered by a defined contribution 401(k) plan. William Walsh, a recently retired executive, filed a class action that was ultimately settled by increasing the value of the annuities. A&P still realized over $200 million and was not required to pay taxes because of tax losses carried forward from previous closing programs.[11]
The Philadelphia division also was to close, unless the unions agreed to contract concessions. When the unions refused, the company started implementing the plan. The unions offered to purchase the stores, but realized that they did not have the capital required. As an alternative, the unions agreed to a profit-sharing arrangement if the company formed a new subsidiary, and operated under a different name. The new banner, "Super Fresh", proved profitable. The company realized that the A&P name was not the asset it had been.
In 1982, Stop & Shop exited New Jersey and would not return for nearly twenty years. A&P purchased most of these stores to replace obsolete A&P stores. In 1983, A&P bought Kohl's Food Stores (originally part of the Kohl's department store chain) in Wisconsin from BATUS, enabling A&P to reenter Wisconsin and Illinois. Next, the company reinforced its profitable Canadian division by closing its stores in Quebec, and acquiring Ontario's Dominion Stores.[16] In the US, A&P constructed larger 40,000-square-foot (4,000 m2) supermarkets for its A&P Future Stores. In 1985, A&P purchased Waldbaum's, with stores in southern New York and southern New England, and The Food Emporium, an upscale New York City-based chain.[21] The new stores mostly replaced under-performing A&P stores (by the early 2000s, all New York City A&Ps were operating as Waldbaum's or Food Emporium except for it's Riverdale, Bronx store which as of 2013 maintains the A&P-fresh banner).[22] In 1989, A&P acquired Farmer Jack in Michigan and Ohio.
Beginning in 1986, A&P launched an advertising campaign where they said they had built a "Proud New Feeling". For the next three years, A&P (and Super Fresh) ads featured brighter, cleaner, more modern stores, happier customers, and claims that they were the #1 grocery retailer in their market area (specifically New York). This was followed by the "Look at us now" campaign beginning in 1989, which was conducted on the same principles as the "Proud New Feeling" campaign.
In 1991 A&P debuted its Bonus Savings Club clipless-coupon card system in its then four A&P-bannered stores in Staten Island, New York. This club card program was a success and was soon expanded to the rest of the division, and eventually the entire chain.[23]
While overall the company returned to profitability, A&P continued to suffer in the South. In the 1990s, it exited Georgia, Alabama, the Carolinas, Virginia, Kentucky, and Tennessee, selling many of these stores to Kroger. In 1993, A&P began a major overhaul of its stores in the Mid-Atlantic states, southern New England, and New Orleans, plus the Farmer Jacks and Kohls. Most of the stores smaller than 40,000 square feet (4,000 m2) were closed, replaced with stores ranging from 50,000 square feet (5,000 m2) to 80,000 square feet (7,000 m2). The new units included pharmacies, larger bakeries, and more general merchandise.
Wal-Mart gained a dominant position in the grocery industry, forcing many chains to downsize. In 2000, A&P was down to near 600 stores; two years later it declared its largest loss. The company exited Illinois, Wisconsin (with the folding of Kohl's Super Food markets), New Hampshire, and Vermont. The company was reduced to just over 500 stores.
In 2003, A&P spun off the Eight O'Clock Coffee brand to Gryphon Investors; that brand, which would later be turned into a company of its own, would later be sold to Tata Global Beverages in 2006. In 2005, A&P sold its 237-store Canadian division, including the A&P, Dominion, and Food Basics banners. The Canadian stores were bought by Metro Inc., based in Montreal, for C$1.7 billion in cash and shares of Metro. On August 7, 2008, Metro announced that the "A&P" name would be retired within a year, with its stores rebranded as "Metro". A&P's store brands, Equality and Master Choice, were phased out in favor of Metro's brands.[24] In late November 2009, the last Canadian A&P stores, in Sault Ste. Marie, Ontario, were converted to Metro.
A&P adopted a slogan, "Fresh Thinking Since 1859", initially converting about 20 stores to its fresh (lowercase letters) format, and 40 stores in 2006. The first Fresh Market opened in Denville, New Jersey, on August 20, 2004. The Midland Park and Woodland Park Fresh Markets incorporated gourmet food, organics, a wine department, and several food preparation counters which allowed the consumer to taste and purchase fresh meals. The Midland Park unit was in the upscale Ridgewood area of Bergen County, and was A&P's top unit by sales volume.[25] In addition to its format change, A&P's logo became a simple red oval, removing the orange and yellow bands that had been in use since the Scott era. The red oval logo appeared on many of the stores that were converted to the "fresh" format, with the signage on some stores simply reading "A&P fresh". Other "fresh" format stores use a modified version of the A&P Food Market logo.
In early 2007, A&P acquired Pathmark[26] at a final cost of $1.4 billion.[27] This allowed A&P to regain its position as the largest grocery retailer in the New York City area, and the second-largest in the Philadelphia area. However, A&P faced two hurdles during its acquisition of Pathmark due to a Federal Trade Commission complaint. The FTC declared that as a result of the acquisition, A&P would be a monopoly in parts of Long Island and Staten Island.[28] As part of its settlement with the FTC, A&P was forced to divest a Waldbaum's in Shirley, New York, to Stop & Shop, and five Staten Island stores (a Pathmark in New Dorp, and four Waldbaum's; one each in Castleton Corners, Eltingville, Greenridge, and Willowbrook) to King Kullen.[29] The once-many Waldbaum's on Staten Island (several had originally been A&Ps)[30] were reduced to two, in Rosebank and Tottenville.[31] A&P was later able to reopen its New Dorp Pathmark after it was divested by King Kullen in mid-2009.[32][33] Pathmark became the "price impact" format for A&P; eight Super Fresh stores in the Philadelphia area became Pathmark Sav-a-Centers.
When A&P celebrated its 150th anniversary in 2009, it was ranked No. 21 by Supermarket News of the "Top 75 North American Food Retailers", based on 2008 fiscal year estimated sales of $9.6 billion.[34] The Executive Chairman was Christian W.E. Haub, a member of the family owning the Tengelmann Group of Germany. The President and Chief Executive Officer was Sam Martin. Eric Claus, then President and CEO, resigned on October 20, 2009.
Tengelmann holds approximately 38.5 percent of A&P, with Yucaipa holding a 27.5 percent share; the rest is held by individual shareholders and investor groups.[35] At the time of Chapter 11 bankruptcy filing in December 2010, A&P was down to 395 stores across Connecticut, Delaware, the District of Columbia, Maryland, New Jersey, New York, and Pennsylvania. (Its "Best Cellars" wine store chain does not operate in Pennsylvania, where laws permit wine sales only in Commonwealth-owned-and-operated liquor stores, and wineries, which are allowed to sell their own product.) Best Cellars also operates in Massachusetts and Virginia. A&P has leased space in three urban Pennsylvania stores to the Pennsylvania Liquor Control Board, which operates "Wine & Spirits" stores in the front of these government-run operations.
The recession hit many supermarkets as customers migrated to Wal-Mart in even greater numbers. A&P was especially hard hit because of its increased debt load to complete the Pathmark purchase. In June 2010, A&P stopped paying $150 million in rent at its closed Farmer Jack stores, resulting in 24 lawsuits from property owners.[36] On August 13, 2010, A&P announced that it would close 25 stores; these supermarkets were "facing real estate and cost issues, and underperforming non-core stores."[37] The stores were in Connecticut, Maryland, New Jersey, New York, and Pennsylvania: 13 Pathmarks, 6 A&Ps, 2 Waldbaum's, and 4 SuperFresh stores. These stores closed by mid-October.[38] On September 8, 2010, A&P announced it was selling seven Connecticut stores to Big Y (which did not promise reopening all seven); the transfer was in October 2010.[39]
On December 10, 2010, bankruptcy rumors surfaced; A&P stock tumbled from over $3 per share to below $1 before trading was halted. Two days later, it was announced that due to competition, and a weak economy, A&P was filing for Chapter 11 bankruptcy.[12][13] According to documents filed in US Bankruptcy Court in White Plains, New York, A&P listed over $1 billion in assets, and a similar amount of debt. JPMorgan Chase was to provide $800 million in debtor-in-possession financing. A&P had a net loss of $153.7 million for the 12-week period ending September 11, 2010. Its total assets were $2.53 billion and liabilities were $3.21 billion. A&P was removed from the New York Stock Exchange. During 2010, the price of A&P stock fell 92 percent.[40] Pennsylvania-based Martin's Potato Bread discontinued supplying A&P-branded stores after A&P stopped paying Martin's vendors. In addition, A&P's bankruptcy filing led to cash problems at Tastykake, then also headquartered in Pennsylvania. (Tastykake was acquired by Flowers Foods in April 2011.)
On February 15, 2011, A&P announced that 32 additional stores would close by spring. A&P lost about $35 million in March; on April 13 A&P announced that 25 Super Fresh stores would be closed, including those already sold. These closings took place by July in Delaware, Maryland, and Washington, D.C. Also in April, it was announced that the A&P in Armonk, New York, would be replaced by a CVS Pharmacy; this A&P closed the next February.
A&P lost about $56.5 million in June 2011 and abandoned its "Lower Price Project" which began in spring 2010.
In a November 3, 2011 press release on its website,[41] A&P announced that it had entered into an agreement to receive $490 million of debt and equity financing from private investors the Yucaipa Companies, Mount Kellett Capital Management, and investment funds managed by Goldman Sachs Asset Management, subject to approval of the U.S. bankruptcy court. The agreement would enable A&P to complete its restructuring, and emerge from Chapter 11 as a private entity in early 2012. The investment formed the basis of A&P's reorganization plan, which the company filed in mid-November. "This investment commitment is a very important step in A&P's financial and operational turnaround," said A&P President and Chief Executive Officer Sam Martin. "It positions us for a bright future with solid financial backing from sophisticated investors who know our company and industry well, and who also share our vision for A&P's future." Martin added "...With this fresh capital investment and the Court's approval of our plan of reorganization, we anticipate emerging from Chapter 11 early next year in a much stronger competitive and financial position." Following the closing of the transaction and the company's emergence from Chapter 11, A&P's Board of Directors was dissolved, with a new Board of Directors appointed in accordance with the terms of the reorganization plan. The company's stores were operated as usual during Chapter 11.
On January 9, 2012, A&P announced another 14 store closures: Connecticut (1), New Jersey (5), New York (7), and Pennsylvania (1). Three banners were affected: A&P (3), Pathmark (6), and Waldbaum's (5).
On March 6, A&P announced that the Pathmark in Lawnside, New Jersey would close at the end of April.
On March 13, 2012, A&P announced it had emerged from Chapter 11 protection, becoming a privately held company.
On September 11, 2012, A&P announced it would sell its 16 The Food Emporium stores in New York City.[42][43]
A&P also announced that the Cherry Street/Pike Slip Pathmark store in Manhattan will close in December 2012, and it is rumored that a high-rise residential complex will be built on the site. On October 4, approximately 40 employees were laid off from the Montvale headquarters.
In 2013, A&P changed its logo again after less than a decade, discarding the oval altogether in favor of a return to a circle, similar to which the company used for decades.
The A&P Historical Society describes early stores as "resplendent emporiums" painted in vermilion and equipped with a large gas light T sign. Interiors included crystal chandeliers, tin ceilings, and walls with gilt-edged Chinese panels. A clerk stood behind a long counter to serve customers (self-service did not become common until the 1930s) and the cashier's station was shaped like a Chinese pagoda. When the company started offering premiums, the wall opposite the counter was equipped with large shelves to display the give-aways. After John Hartford became responsible for marketing in the 1900s, the chain began offering S&H Trading Stamps to free space for the expanded line of groceries available in the stores. The economy stores John Hartford developed in 1912 eliminated frills. Typically 600 square feet (56 m2), these stores were equipped with basic shelving and a small ice box. A&P agreed only to short leases so that it could quickly close unprofitable stores.[17]
The early combination grocery/meat/produce stores date to the mid-1920s; its self-service supermarkets began in the 1930s, which were still small by later standards. On average, each first-generation supermarket replaced six older combination stores. A&P's policy of agreeing only to short-term leases resulted in differences in store design into the 1950s.[17] Except for the West Coast stores (which had a marina design), A&P stores constructed from 1955 to 1970 usually featured a distinctive cupola and weather vane (bow and truss) design on the buildings' roofs, red brick finish on walls (including the rear), and a raised triangular point in the front facade where the store's lollipop logo was placed. Some older stores were remodeled to include these features, which became A&P's signature.[44] However, during this period, A&P stores were considerably smaller in size than those of other chains. As late as 1971, half of the A&P stores were under 8,000 square feet (740 m2).[11]
During the Scott era, store design was modernized and controlled from headquarters. A&P developed four different-sized prototypes: 23,000 square feet (2,100 m2), 28,000 square feet (2,600 m2), 30,000 square feet (2,800 m2), and 32,000 square feet (3,000 m2). Combination grocery/drug stores were opened under the Family Mart trade name with 40,000 square feet (3,700 m2) of selling area. A&P also built a store in Saudi Arabia. During the Wood era, the company developed the Futurestore concept with stark black-and-white decor.[11] In the mid-1990s, A&P began adding pharmacies to the "Futurestores" and concentrated on building units of 50,000 square feet (4,600 m2) to 80,000 square feet (7,400 m2).
Today's A&P stores usually include a bakery, full-service delicatessen, full-service meat, and a pharmacy, in addition to traditional grocery departments. As of 2012, few "weather vane" buildings remain as A&P supermarkets; several are Waldbaum's and SuperFresh supermarkets. A&P re-branded their mid-Atlantic stores as SuperFresh in the early 1980s and their stores within the four outer boroughs of New York City and Long Island as Waldbaum's in the early 2000s.
For decades, A&P pioneered in the use of store brands. Eight O'Clock, Red Circle, and Bokar coffees, Our Own tea, Ann Page, and Jane Parker foods, to regular customers, were almost as notable as retail brands the stores carried. Other A&P brands included Sultana, Iona, Cap'n John, Dexo, Dexola, Yukon Club, Sail, Bright Sail, Grandmothers, Marvel, Penguin, Super Right, White House, Cherri-Aid, Sparkle, Bonesse, Sunnyfield, Crestview, Wildmere, Ched-o-bit, Mel-o-bit processed cheeses, Nutley margarine, and Sunnybrook/Silverbrook butter.
In the 1990s A&P introduced two store brands, America's Choice and Master Choice. The America's Choice name was a rebranding of the entire A&P-brand line, which replaced many older brands, including Jane Parker and Ann Page. Master Choice was A&P's line of premium items including meat and baked goods. Simultaneously, A&P introduced the Health Pride brand of health and beauty aids. Meanwhile, A&P sold Eight O'Clock Coffee to a San Francisco investment firm in 2003; stores continue to sell the coffee. Some SuperFresh stores, plus Super A&P stores in New Jersey, include Eight O'Clock Coffee Cafes, built when A&P owned the brand. The cafes offer coffee and other drinks (America's Choice soda, Rockstar energy drinks), chips, candy, bagels, donuts, fresh baked goods, sandwiches, wraps, and other items. They usually have that day's newspapers available. Added in 2008 and 2009 were the environmentally sensitive Green Way brand, Hartford Reserve (replacing Master Choice), and America's Choice Gold, a brand positioned between America's Choice and Hartford Reserve in terms of quality. More recently, it was announced that America's Choice Reserve would replace the America's Choice Gold line in produce, poultry, bakery, and deli.
In 2009, the 150th anniversary of A&P, store brands introduced included Via Roma (Italian cheeses, pasta, pizza, fresh cannoli), Preferred Pet (dog and cat foods), Market Spa (shampoos, conditioners, and lotions), Live Better (over-the-counter health products, including pain relievers, allergy relief, cough drops, vitamins) and America's Choice Kids (child-healthy foods). The number of store-brand products had grown to over 20,000. In 2010, A&P added entry-level store brands (Food Basics and Home Basics) in yellow packaging. "See yellow, save green" is the slogan for these brands. Food Basics' products include discount-priced canned and bottled products, evaporated milk, frozen confectionery, produce, and meat, while Home Basics' line include bargain-priced paper, toilet tissue, detergents, and plastic food wraps.
A&P's newest store brand is the Food Emporium Trading Company.
Current banners
Defunct banners
The publication Woman's Day was launched by A&P in 1937. Originally sold exclusively at A&P stores, Woman's Day was purchased by an independent publisher in the mid-1950s, and no longer has any connection to the supermarket chain.
American Top 40, Burger King, Wayne State University, Sesame Street, Hawaii Five-O
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text:
|Gaigai's mask - kind of looks like Jack Sparrow:)
Here's how they celebrate in Vilnius, Lithuania.
Like Women's Endurance Gear on Facebook
|Gaigai's mask - kind of looks like Jack Sparrow:)
More like your dad than Jack Sparrow, IMO. :) Looks like their dancing worked, seems winter is winding down, knock on wood!ReplyDelete
That's great that the school does this! Fun cultural info.ReplyDelete
Very cool!
After reading your Jack Sparrow comment, that's exactly what that mask looked like to me!
Sorry I missed you guys AGAIN this year. Eventually I'm sure we'll be back...maybe we can work it out then. Or maybe we'll never work it out and that can be our joke. :)
Have you tried this gear? Something similar you like better? Something I should try? Let me know by leaving a comment!


text:
The Texan with the slight Southern drawl who has called dozens of top Iowa Republican activists in the past few weeks sounds more and more like he's about to run for president.
Photos: 2012 Iowa caucus day
Photos: Mitt Romney in Iowa on ...
Photos: Candidates stage last-day campaign stops
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Reid mulling filibuster overhaul
Senate Majority Leader Harry Reid is waging an under-the-radar campaign to get his fellow Democrats to back a summertime fight to overhaul the filibuster for executive branch nominees.
Reid is carrying a list of names to target and has met with about two dozen Democrats on the issue thus far, focusing on "Old Bull" senators and skeptics of rules changes, according to senators and aides familiar with the talks.
Story Continued Below
Publicly, Reid has been coy about whether he'll try to alter the Senate's hugely controversial rules to help confirm President Barack Obama's nominees: "I'm not getting into changing the rules," he said this week.
( PHOTOS: Longest filibusters in history)
But it's clear the majority leader wants to get something done and find 51 Democrats to support an unprecedented move to employ the so-called nuclear option — changing the rules so executive branch nominees can no longer be blocked by filibusters requiring 60 votes to break.
Judicial nominees and legislation would very likely still face a 60-vote threshold on filibusters.
Employing the nuclear option — or what supporters call the "constitutional option" — would allow Reid to change filibuster rules by a simple majority rather than the much higher threshold of 67 votes.
Reid has told filibuster reform supporters — including influential labor unions, progressive pundits and deep-pocketed Democratic donors — that he will advance a plan only if he can secure 51 votes to change the rules, sources say.
That means there is little margin for error given that there are 55 Democrats in the Senate and Republicans are adamantly opposed to what they call an unwarranted power grab that would have huge implications for Congress and future presidents. Members on both sides of the aisle have warned such a move could turn the Senate into the House where the majority rules with an iron fist.
The political calculus facing Reid is complicated. He must avoid "blowing up the Senate" when he needs GOP support, especially this summer as the bipartisan immigration bill dominates floor time. Further fights over government spending and boosting the U.S. debt limit loom in the fall, and Reid will need at least some Republican support there as well. And he'll have a harder time winning backing for rules changes if it appears the Senate is moving legislation and nominations in a bipartisan fashion.
But such a move would shift the Senate dynamic on Obama's nominees, some of whom have languished for month or years, even for minor posts. For instance, two nominees for the Harry S. Truman Scholarship Foundation have languished for more than a year.
More high-profile nominations to positions at the Consumer Product Safety Commission, Environmental Protection Agency, National Labor Relations Board and Center for Medicare & Medicaid Services, among others, have faced similar delays. Richard Cordray, Obama's pick to head the Consumer Financial Protection Bureau, who was nominated by Obama in July 2011, will get a Senate vote next month, but he could be blocked by Republicans who want to reform the CFPB.


text:
ceo.halo necesitaba un nuevo diseño de botón o icono y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 19 diseños de 4 diseñadores freelance.
iCarhireinsurance.com (coming soon)
The company I have set up focuses on the Car Rental market and sells a suite of car rental insurances direct to the customer. It is an online insurance intermediary and will sell products throughout Europe, but predominantly in UK and Ireland. We will give renters unbelievable prices compared with what you pay at the car rental counter. Looking forward to shaking up the car rental companies safe haven!
Core online age groups:
25-34, 45-54 age segments; ABs and those with small children
Wealthy achievers earning more than £50k per annum
Second Home Owners
With increasing number of visiting friends and relatives (VFRs)
Frequent Leisure/ Business travellers
Car Club Customers
Car Hire Targeting Opportunities -
Freedoms (40% of UK Adults: 5.6m):
Enjoy driving and the freedom of the road and does not deem car hire to be bad value for money. Key target for the industry's future expansion. Target: 45-54s and the 17-34s but with even socio-economic spread.
Practicals (31% of UK Adults: 4.3m):
Take a convenience based, rather than adventurous approach. Renting and attitudinal habits are fairly average. Target: over 65s and retired groups, lower income with young or no children.
Afraids (25% of UK Adults: 3.5m):
Enjoys freedom, but worries about driving in a foreign country. A third prefer to hire the same car they have at home. This group is also sceptical in regard to value for money. Target: 55-64, family stage with children in early teens.
There are four simple steps in our online buying process:
Step 1: Choose core product
Step 2: Input Personal Information
Step 3: Tailor your product << ICONS WILL BE USED HERE.
Step 4: Buy
Another name for Step 3 is "Upgrades", where we give the prospect customer an opportunity to add optional extras to his core product. The upgrade options are:
Additional Policyholder (think - adding a family member)
Vehicle Key Replacement (think car keys)
Personal Belongings and Baggage (think car broken into and items gone)
Personal Accident (think broken limbs/bones/death)
Vehicle Rental Cancellation Insurance (think money back)
The suite of icons will be placed vertically in the order you see above and will be located on the left column. To the right will be the product title (as above) and a brief explanation of the benefits in smaller font just below product title.
The background colour of the web page will be white. We are looking for an icon suite that is personable, smart, has the cartoon/plastic feel. Please note most of these products are insurance related therefore they serve a purpose - protect you from a financial loss situation.
A good example of how this positioning will look like is depicted at the following link below. Desired size of icons is about the same as those on this webpage.
Stay away from using photo images.


text:
From MeritBadgeDotOrg
Mobile Menus: Cub Scouts - Scouts BSA - Venturing - Sea Scouts
Do these:
- Jump into water over your head. Come to the surface and swim 100 feet, at least half of this using a backstroke.
- Stay in the water after the swim and float on your back and your front, and demonstrate survival floating.
- Put on a personal floatation device (PFD) that is the right size for you. Make sure it is properly fastened. Wearing the PFD, jump into water over your head. Show how the PFD keeps your head above water by swimming 25 feet. Get out of the water, remove the PFD, and hang it where it will dry.
And do three of these:
- Do a front surface dive and swim under water for four strokes before returning to the surface.
- Explain the four basic water rescue methods. Demonstrate reaching and throwing rescues.
- With an adult on board, show that you know how to handle a rowboat.
- Pass the BSA "swimmer" test:
- Jump feet-first into water over the head in depth, level off, and begin swimming.
- Swim 75 yards in a strong manner using one or more of the following strokes: sidestroke, breaststroke, trudgen, or crawl.
- Then swim 25 yards using an easy, resting backstroke.
- After completing the swim, rest by floating.
- The 100 yards must be completed in one swim without stops and must include at least one sharp turn.
- While you are a Webelos Scout, earn the Cub Scout Sports belt loop for swimming.
Please report any issues with this page.


text:
[THIS WEEK] Alain de Botton is planning a series of 'Temples for Atheists' in the UK
The idea came through collaboration with Thomas Greenall and Jordan Hodgson, two RCA architecture graduates introduced to him by Nigel Coates. Their initial remit was to provide illustrations for some of the ideas explored in de Botton's book, Religion for Atheists, which explored life lessons that non-believers could draw from mainstream religions. Through the process of putting it together, de Botton was so taken by the pair's proposals he decided that he'd pursue them as a built proposal through his firm Living Architecture.
One of the proposals de Botton is most keen on is the Temple to Perspective (pictured), a 43m tower in the City of London, which helps remind us of man's insignicance - for de Botton, an oddly comforting need that religion helps full. Its height represents the age of the Earth, with each centimetre equating to 1 million years. At the tower's base, a tiny band of gold a mere millimetre thick stands for mankind's time on earth. As Greenall says, much of our life is lived at high pace, with constant interruptions, so a bit of distance and time is welcome. You can see the attraction.
There's other ways of doing this of course, which don't require new buildings: wander in a gallery on a quiet day; get on a train to a forest; go dancing; shing; running. If you are relaxed in your atheism, can't you contemplate your insignificance while enjoying the space and light of a Hawksmoor church? The devil has the best tunes and God might have the best buildings - but if you don't believe in God, so what?
De Botton is deadly serious about it. 'I'm very, very determined to do this and Living Architecture is the perfect vehicle. Projects like A Room For London show what can be done once everyone comes together. So it will be a reality!'
Readers' comments (1)
despite the usual over emphasis on pigeons in the render it looks a valid project. I wonder what it is to be made out of, there are certainly overtones of the industrial revolution in the chimney form, would it make more sense in Manchester rather than in London? (e,g. how will its context effected its form?)... All questions that must have come up in the RCA reviews no doubt.
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by Mark Jagord, sports information assistant
MILLEDGEVILLE, Ga. – The No. 24 Georgia College women's basketball team (12-3, 5-3 PBC) responded to its first multiple-game losing streak this season with a convincing 78-59 win over GRU Augusta (8-7, 4-4 PBC) Monday night at the Centennial Center. Junior Shanteona Keys (Roswell, Ga.) scored a career-high 33 points in helping Bobcats' head coach Maurice Smith earn his 50th career victory.
"It was a hard fought game," said Smith, who has already matched his win total from last season at 12. "I thought the first half went back and forth and we really struggled to guard as GRU did a great job in their half-court offense. I was proud to see our young ladies execute defensively in the second half to secure the win."
Keys shot 88 percent from beyond the arc, going 7-of-8 for 21 of her 33 points and giving her 121 career threes. She is now four threes away from breaking into the Georgia College all-time top-10 in threes made and is also just seven points shy of tying Allison Barry for No. 13 on the Bobcats' all-time scoring list at 1,096. Keys co-led the team in boards with eight, while going 13-of-17 from the floor on her best night as a Bobcat.
Junior Enisha Donley (Loganville, Ga.) scored 22 points for the second-consecutive game and also had eight boards while adding three assists. Senior Brandi McKinney (Cincinnati) had an impressive outing with 17 points, seven boards, and going a perfect 8-for-8 from the charity stripe. McKinney registered career-highs in assists with eight, and steals with six.
Georgia College trailed in the early going, but Keys' first three of the night would tie the game at 9 and start a 12-point run that would give the Bobcats the lead for the rest of the contest. GRU's Tavia Sykes' bucket in the final minute before the intermission brought the Jaguars within three at 37-34.
The second half went back and forth with GRU coming within two points of tying the game three separate times. With just under eight minutes left and with a two-point lead, Keys sank three consecutive threes to sway the game in the Bobcats' favor.
The Bobcats shot 47 percent from the floor going 29-of-62, and 50 percent from three-point land hitting 10-of-20. GRU Augusta shot 35 percent from the floor on 19-of-55, and 25 percent from beyond the arc, hitting 4-of-16.
The Jaguars were led by Jemimah Asby and Becky Newhouse with 15 and 13 points, respectively, with the latter adding a game-high nine boards.
The Bobcats' next matchup will be against the USC Aiken on Wednesday, Jan. 22 for a Peach Belt Conference (PBC) tilt starting at 5:30 p.m. at the Centennial Center.
The Georgia College Department of Athletics, two-time winners of the PBC Commissioner's Cup, sponsors 11 varsity athletic programs at the NCAA Division II level. As a Division II program, Bobcat Athletics prides itself on balancing the life of the student-athlete, evidenced by the teams' multiple appearances in post-season competition as well as documented academic success and community-service involvement. Sign up at @GCBobcats on Twitter and Facebook for up-to-the-minute reports, and visit GCBobcats.PhotoReflect.com to purchase photo prints from home athletic contests.


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Frost-chilled days give way to colder nights, but the warmth of Snowdown calls together kindred spirits and foes alike. Snow Day Singed, Snowstorm Sivir and Winter Wonder Lulu have suited up in their Snowdown finest, joining the celebration along with all of the former Snowdown skins returning to cavort in the cold:
But it wouldn't be Snowdown without a showdown! This Snowdown, we're excited to introduce the Showdown featured game mode on Howling Abyss. Featuring 1v1 and 2v2 battles to test how well you wield your weapons in the winter chill, you can enter Showdown throughout Snowdown this year!
Returning Snowdown ward skins, plus a new addition to the ward skin line up, will light the way to the festivities with some surprises in store for mystery gifting, new skins and new icon rewards to earn. Check back with leagueoflegends.com for more information about the event and we'll see you on the battlefields!


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Over the Plate With The Mate: #7
March 11, 2010
TEMPE, Ariz. -
During the 2010 baseball season, lefthander Josh Spence will be writing about his life as a student-athlete who prepares for his final season of college baseball as well as graduating from Arizona State. Spence will check in periodically to write about school, baseball, life and other things.
It's been a week into March and a lot has happened since I've written last. We've played an exhibition game against a collegiate team from Japan, traveled to surprise for the Coca-Cola Classic and now were in preparation to play against Auburn from the SEC. On the school side of things, it's been hectic. I've had some mid-term assignments to do and got a kick start for a few mid-term exams to study for coming up. I never really envisioned myself graduating but I guess what has got me through it is understanding that school is as hard as you want to make it. If you want to procrastinate about it then you're obviously going to create a bigger problem when those unexpected things come up. Being a student-athlete is a busy lifestyle, but is also very rewarding knowing that a lot of people want to follow in your footsteps and play college baseball, just like I wanted to play college baseball when I was younger.
Right now we're sitting on a 12-0 record (perfect? No), and though we've faced some adversity which has been good for the ball-club, we understand that it will be nothing compared to what the Pac-10 is going to be like this year. A big thing about playing for Arizona State is the fact we don't necessarily talk about other teams, just that the Pac-10 is good and we need to respect our opponents but fear none. I've never been a strong believer in confidence or focus because to me they are just words people who don't understand how to compete use when things are going good. As far as I'm concerned, confidence never leaves you, as well as focus, motivation and any other adjectives you want to throw out there. I feel that this team has a good understanding of that, and so far you can say we've "come to play". But the season is still young and were just going to keep playing one game at a time.
Going back a little while now, it was a great experience to be able to play against Meiji University. They traveled from Japan and are playing college teams from around the country. I've been very fortunate to go to Japan and play there when I was younger, and if there's one regret this season, it's that when I was asked by one of my teammates on how they should face the pitcher I said something like "oh he'll probably junk ya"; but instead I should of relaxed the kid and told him that it's the same game no matter where in the world you play it. If I can learn from my mistakes, that's only going to make me better right?! It was a good win that night and Alex Blackford got his first start as a Sun Devil with Xorge Carrillo behind the plate. Unfortunately for guys like Zach Wilson and Deven Marrero who tore it up with the stick, the stats won't count but it was great to learn about how another culture goes about playing the game.
The next day we traveled to Surprise in preparation for the Coca-Cola Classic, were the Texas Rangers and Kansas City Royals really looked after not only us, but the participating teams. Our first game we faced a fierce Cal Poly were we showed that we can win in more ways than one, with Raoul Torrez hitting his first career grand-slam to give us a come-from-behind victory. It was a great game, although I probably wouldn't be saying that if the sparks in our line-up like Zach MacPhee and Drew Maggi didn't come through with some clutch at bats. We never got to face Cal Poly in the regional we hosted last year and something tells me that this is not the only time we'll be facing the Mustangs this year.
The next day we played against Oregon State for a non-conference game and it was good to see freshman Brady Rodgers and Jake Barrett come through for us on the bump to hold OSU and give us a chance to win. OSU isn't a team that's going to strike out a lot and they fight every at bat, it's going to be a hard fought series when we see them in the Pac-10.
Note: we got to watch Zach Greinke of the Royals pitch that day, and he was filthy! Filthy being a good thing in baseball terms.
In our third game of the series we played UC Riverside and even though it took awhile, the bats came alive as we pounded 22 hits through the 9 innings. Jimmy Paterson got his second start of the year and knowing Jimmy for three years now, it was good to see him have a characteristically good outing like I'm used to seeing out of him. Even though Drew Maggi went 4-4 and we did pick up a season high 22 hits, the highlight of the night was watching Brandon Magee get his first career hit. This guy is a stud! His commitment to the team is second to none, and for someone who is fulfilling his obligations with the football team and their offseason duties as well as taking care of business inside the classroom, I really admire the type of character he has. Brandon is one of the best teammates you could ask for, and to see how hard he has worked this year and how he competes with every opportunity he gets, it was just one of those moments you know you'll be talking about for a long time. I know that when I'm done playing, not everyone is going to say I was the best teammate, no matter how hard I try and that's just the reality for each and every guy who plays, who coaches this game, who's generally around this game but I don't think anyone could ever attach that to Brandon. He is a special guy.
Brandon's hit might have been the highlight of the day but the highlight of the season was having the opportunity to shake hands with strikeout legend Nolan Ryan! The man's a legend and even though he's been out of the game for some time now, he probably still throws harder than me. I remember watching him pitch and he threw gas! It just shows you what type of guy he is for standing outside the dugout and talking with us and the Texas fans for over an hour, it was awesome!
Our last game in Surprise was a real test, it was against Florida International. This game is a lot more mental then it appears, and rain can sometimes mess with the mind. I was told this at a very young age, you need to prepare like a game is going to be played until someone sits you down, looks you in the eye and says "we're not playing today!". Undoubtedly, our approach could have been better today and before we knew it we were one run down. Some freshman heroics by Andrew Aplin kept us in the game and Mitchell Lambson came in and did what he always does, which is give us '0' all night long. The rain interrupted play during the 8th and it wasn't long before they called the game. It definitely was a shame we couldn't finish it off.
Looking back over the week, this is what we want to do for a living; that is playing ball every day. Being at a spring training facility and away from school, it definitely gave us a small taste of what life could be like at the next level if we choose to work hard enough at the game. Right now though, were Sun Devils and I think I can speak on behalf of the team when I say were proud of that.
We're now into our fourth week of the season and second mid-week game thus far. This time we played Grand Canyon from across the Valley. For two teams from Arizona, this night was extremely unlike the weather in which it should have been played in. It was windy, rainy and cold; yes it was perfect baseball weather as we've become accustomed to lately. It was a hard fought game in which they jumped us early but with the clutch 2 strike, 2 out hit from "the mayor" himself, Kole Calhoun (that was a self given nick name for the record, ha-ha just kidding, he's going to kill me for that now) put us in a situation to take the momentum from GCU and we did with more two out heroics from Raoul and Wilson the next inning. Barrett and Swags, in their two combined innings, struck out 6 batters and really solidified the win for us. I think one of the great things about baseball is how small the community really can be. It wasn't too long ago I was competing against Kole at community college here in Arizona. I'll always say he got the best of me when we played each other and he'll always say I got the best of him, but regardless of the past, it's nice to know now that we're in this one together and there's no one I want more on my team then that guy; He comes from a loving family, he gives so much to the program, he's just one of those guys you can't help but root for. He's playing great for us right now and I know this sounds stupid, but the best baseball is yet to come from him, and that's what I believe.
We'll, I better get some sleep, early day of classes tomorrow.
Take care
Feel free to email me at email@example.com I've been real lazy with the replies lately but I promise, you'll be hearing form me shortly.
Over the Plate With The Mate: #6Feb 22 '10
Over the Plate With The Mate: #5Feb 8 '10
TOMORROW | 3:00pm PTLive
Football: Inside Pac-12 FootballTOMORROW | 6:00pm PTLive
Wed 10/23 | 7:00pm PTLive


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Australia, Once Again, Seeks To Censor The Internet
from the downunder-fail deptFor about a decade now, we've been talking about attempt after attempt after attempt after attempt by the Australian government to censor the internet.
It looks like they're at it again. After much pressure from the Australian government, the country's two largest ISPs, Telstra and Optus (along with two smaller ISPs, itExtreme and Webshield) have agreed to start censoring the internet, blocking a secret list of websites from view. The government will give them the list, and they'll block. There's no review or accountability, and the government can just put webpages they don't like on the list... and too bad:
This has all been discussed many times before, and yet the Australian government just can't resist. No matter how many times it's explained to them the clear unintended consequences of blind censorship, and the fact that it won't do any good, they just keep pushing forward with the same plan.
The problem with such a plan is multi-layered: First, there is no transparency in the selection of URLs to be blacklisted, and no accountability from the regulatory bodies creating the blacklists. The "reputable international organizations" providing child abuse URLs have not been named, but may include the Internet Watch Foundation, a UK-based organization that in 2008 advised UK ISPs to block a Wikipedia page containing an album cover from the 1970s that they deemed might be illegal.
The ACMA itself has run into problems with its blacklist as well. After Wikileaks published the regulator's blacklist in 2009, it was discovered that the list contained the website of a Queensland-based dentist, as well as numerous other sites unrelated to child sexual abuse or illegal pornography.
Second, filtering does little to curb the trade of child pornography, much of which is traded across peer to peer networks and VPNs. Filtering it from the world wide web may simply push it further underground.
Third, there appears to be no appeals process in the Australian ISPs' scheme, thereby making it difficult for sites erroneously caught up in the filter to challenge the block.
Lastly, the introduction of a filter sets precedent for the ISPs to filter more sites in the future at the behest of the ACMA. If the ACMA were to make the decision that sites deemed "indecent" or politically controversial--for example--should be off-limits, would the ISPs comply?
Filed Under: australia, censorship, filters


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(CBS News) Obesity is already linked to diabetes and heart disease. A study out Monday shows that breast cancer patients who are obese face a greater risk that their cancer will return.
When 65-year-old Gail Brown was diagnosed with breast cancer, she had the standard treatment: surgery, chemotherapy and radiation. Then she tried something on a hunch.
"I had heard that obesity can bring on breast cancer," Brown told CBS News. "I said, well I'd better do something about this."
Study: Breast cancer more likely to recur, cause death in obese women
That was in 2007, when she weighed 193 pounds. Since then, Brown has lost 30 pounds.
"I'm very proud of her," said her doctor, Dr. Joseph Sparano of the Montefiore Einstein Center for Cancer Care.
Sparano is also the lead author of a new study that looked at outcomes in patients with breast cancer. For women receiving the most up-to-date treatment, being obese increased the risk of recurrence by 24 percent and death by 37 percent. The increased risk was limited to women whose tumors were fueled by estrogen. Levels of that hormone may be boosted by an enzyme in fatty tissue.
"It could be related to higher hormone levels, higher insulin levels, or inflammation., which can drive the risk of recurrence," Sparano said.
The study also showed an increased risk not just for obese women, but also for those who were simply overweight.
"The take home message for women with breast cancer is that paying attention to diet, exercise and weight is important, and this can have not only a short term, but a long lasting effect," Brown said.
It's not just recurrence of breast cancer that has been linked to being overweight. The odds of getting cancer in the esophagus, colon, kidney, pancreas and uterus are all increased with obesity.


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RobLondon necesitaba un nuevo diseño de logotipo y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 89 diseños de 10 diseñadores freelance.
London Baby Hire
We are a small team of parents who have recently started a business hiring out baby equipment such as prams, strollers, travel cots, high chairs and car seats to families visiting London.
We've had great feedback from our clients so far, with several glowing testimonials about our service.
We're now looking to expand our services via 'corporate' channels such as hotels, car hire companies, tour operators, concierge services, tourist guides.
1. The end users / purchasers are moms & dads with children from 3 months to 3 years old who are visiting London. They can also be the grandparents, aunts, uncles, or just friends of the family visiting London.
2. 'Corporate' channels such as hotels, car rental companies, London tour operators, concierge services, London tourist guides. The corporate channels will not "buy" our service themselves, but they will refer our services to the moms & dads.
We are looking for a cool logo for London Baby Hire.
We want the logo to position London Baby Hire as a professional, high quality service company based in London that appeals to the 'corporate' channels (b2b) but without alienating the moms & dads (b2c).
We would love to see your original creative designs.
Things to consider:
- no "cutesy" images of babies, prams, animals/insects
- our brand values are: trustworthy, reliable, friendly
- a London-based theme is a possibility but we are equally open to non-London based themes
- Colors: baby blue and baby pink is the classic color scheme to use but we would be very open to alternative color schemes
- including a tagline of "baby equipment hire in London" in the logo is strongly preferred as this prevents some people from thinking we hire out babies!
File formats required: .psd, .ai,
Descubre cómo funciona un concurso de diseño u obtén más información sobre nuestros servicios de diseño de logo.


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Flagler County Florida Detective John Gaspar The 'shutter bug' case
Flagler County Florida Detective John Gaspar The 'shutter bug' case
November/December 2013
John M. Gaspar, CFE
Case in point: Case history dissection
It was another Monday morning at Flagler County (Florida) Sheriff's Office (FCSO) Criminal Investigation Division (CID). On the first day of the workweek, we'd review all the crimes committed over the weekend and return to a plethora of police reports and messages from citizen and deputies.
I've always taken an interest in patterns of behavior. In my more than three decades as an investigator, I noticed that fraud and theft schemes were on the rise not only nationally but also in Flagler County. I believe this increase was in part because of a difficult economy, availability of prime victims and a greater chance of getting away with fraud over crimes of violence. Also, some prosecutors and detectives don't always see a fraudster's modus operandi as criminal in nature. Other factors include limited resources, unreasonable detective caseloads and prosecutors' and police personnel's lack of understanding of fraud crimes. This leaves many fraud victims without closure.
I think I looked at fraud differently than many other law enforcement investigators. Of course, I would be upset if someone forcibly pushed me to the ground and took my Casio watch (valued at $125) and $20 of U.S. currency from my wallet. However, if someone defrauded me out of US$10,000 in a hurricane shutters fraud scheme (later we would nickname it "shutter bug fraud") I would be severely financially injured, possibly for the rest of my life.
My interest in fraud cases at the police department spurred me to be more attentive to the many potential schemes that were classified as civil and not criminal. These crimes left a trail of devastated victims in their wakes. In Florida, like most other states, larceny occurs when someone temporarily or permanently deprives someone of something of value (currency, property, etc.).
According to the ACFE's Fraud Tree, larceny of cash is one of the main components of asset misappropriation; identifying it is a good place to start when investigating fraud. The next step is gathering information to see if there's a pattern and hence a fraud scheme or an isolated theft.
So, in 2006, I was at my desk in the police station at about 8:30 a.m. with my second cup of coffee when I greeted Mary, 76, a citizen with a problem. She had purchased shutters from a franchisee of Roll-Away Shutters in Florida. She explained that she'd filed a police report months earlier; she'd made numerous inquiries about it, but no one had gotten back to her. I pulled the report up and saw that it was marked as a civil case information report and not a crime; that was why I wasn't aware of the incident.
One of the things I learned as a NYPD detective working out of major case squad in Manhattan is to be an active listener. You learn a lot in life by just shutting up and paying attention. So I listened to Mary as she explained that she purchased shutters from a man named Daniel Quinn through a salesman named John more than 18 months previously. They took a 50 percent deposit. The State of Florida only allows 10 percent down on a purchase unless the work is completed within a designated time.
I asked Mary questions that would help me identify if this was a civil or criminal matter. Best practices, time and training via the ACFE had helped develop a skill set that would allow me to see beyond the veneer of the initial police report and look for information that may indicate the incident may not have been civil in nature. As a CFE since 1989, I've been exposed to a highly qualified and dedicated community of anti-fraud experts, and I've shared information with them about fraud schemes.
Q: What efforts have you made to contact Mr. Daniel Quinn?
A: I called and wrote to him on numerous occasions, and he has not contacted me.
Q: Do you have phone records?
A: I do and I'll bring them to you.
Her phone records showed she had called Quinn more than 30 times in the previous year; each call lasted about one to three minutes each. That coincided with her account that when she had left numerous messages on Quinn's company voice mail. It's important to have a witness' testimonial evidence supported by forensic evidence for a good prosecutable case.
Q: Did you ever write Mr. Quinn about this business transaction, and if so, do you have a copy of that or those letters?
A: I did, and I can bring you those letters.
Mary provided me with several letters she had sent certified return mail in which she wrote that she wanted either the job completed or an immediate refund. Quinn's business accepted some of these letters, and others came back stamped undeliverable.
At this initial stage of the investigation, I established that this was not a civil matter and it may be criminal because any reasonable person would believe that for 18 months Mary had $2,500 less in her bank account and no hurricane shutters.
In our police department, we would distinguish a civil complaint from a prosecutable criminal complaint by identifying if:
- The complainant made and documented reasonable efforts to resolve the compliant.
- The contractor made reasonable efforts to resolve the issue and return the deposit, funds or property.
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- delano_arusydi3/9/2016 8:34:04 PM
Related Links
2013 CFE Exam Prep Course, US Edition2013 CFE Exam Prep Toolkit, US Edition2013 Fraud Examiners Manual, US EditionACFE Fraud Casebook BundleBribery and Corruption CasebookFinancial Statement Fraud Casebook: Baking the Ledgers and Cooking the BooksFraud Casebook: Lessons from the Bad Side of Business
© 2016 Association of Certified Fraud Examiners, Inc. All rights reserved.


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Speaking in Tunis on Tuesday, April 10, Josep Pique, the Spanish foreign minister, called on the countries of the Arab Maghreb Union—Algeria, Morocco, Tunisia, Libya and Mauritania—to speed up efforts toward integration.
Coming out of a meeting with Tunisian President Zine Al-Abidine Bin Ali, Pique said that his country and the European Union see as essential the completion of the Maghreb integration process, which began more than a decade ago, in 1989.
Since 1995, the integration process has been almost paralyzed, mainly because of a dispute between Algeria and Morocco, over Morocco's claim to Western Sahara, a former Spanish colony.
Algeria has actively supported the Polisario Front, a guerilla group fighting Moroccan government forces in the region. For his part, Pique said that Madrid supports UN efforts to peacefully resolve the conflict.
During his meeting with the Tunisian president, Pique complimented Tunisia on its central role in advancing integration among the countries of the Mediterranean basin.
Pique said that the Spanish government was interested in seeing a rise in Spanish investments in the Tunisian economy. At present, 31 Spanish companies are operating in Tunisia, where their total investments are estimated at 188 million dinars ().
Spain currently is Tunisia's fifth largest trading partner with a volume of trade worth 900 million Tunisian dinars in 2000. — (Albawaba-MEBG)
© 2001 Mena Report (www.menareport.com)
© 2000 - 2019 Al Bawaba (www.albawaba.com)


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Moderators: Three Stars, dagny, pfim, netwolf
Bowman's attention to detail and relentless coaching style kept his players grounded and focused on what mattered most, winning a Stanley Cup.
A master of motivation and mind games, he knew how to get the most out of every player he handled, from superstars to role players.
In Pittsburgh, Bowman moulded the multi-talented club into a well-rounded squad that could control play at both ends of the ice.
Bowman's stout leadership helped propel the Penguins to the 1992 Stanley Cup final, where they were crowned champions for the second consecutive season.
Rylan wrote:I also thought about RH and LH defensemen. Not so much on my lines though
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Every week, a DIY expert spares us a trip to the grocery store and shows us how to make small batches of great foods at home.Today, Lara Ferroni gives us a fool-proof method for making yeasted doughnuts and a meringue filling to complement them -- see her gorgeous step by step photos below. Lara is the author of Doughnuts: Simple and Delicious Recipes to Make at Home, and the forthcoming book, Real Snacks: Make Your Favorite Childhood Treats Without All the Junk.
I don't know about you, but deep frying isn't one of those things I have always felt comfortable with. I have secret fears of pops of scalding oil in my eye or somehow burning down the house. I fret with how to get rid of all that oil when I'm done with my frying, and how to keep my house from smelling like I live in a fried chicken joint. I know I'm not alone, because of the scores of baked mini doughnut recipes available on the web now. These cute little rings have a certain charm and and I can promise you when presented with a plateful, I certainly wouldn't turn up my nose at one or six. But really, baked cake doughnuts do not calm my jonesing for a real doughnut any more than a muffin will satisfy my craving a cupcake. There are times when you just need to indulge in the real thing.After making dozens upon dozens of doughnuts for my first cookbook, I pretty much have gotten over those initial frying fears. I've learned that with careful temperature monitoring of the oil and a well working vent fan, my whole house doesn't end up smelling like a fryer at the end of the batch. And, unlike working with hot sugar, I've never burned myself with hot oil. Not once!And so, when the craving comes as it does every now and then I make a small batch of fried yeasted doughnuts. These doughnuts need a little bit of time, but are pretty foolproof. Lofted by yeast, they puff up beautifully creating a perfect "proof" line around the middle. A little bit of whole wheat flour makes for a more complex tasting pastry without sacrificing the lightness of the dough... but feel free to substitute the whole wheat flour with more bread flour if you choose. However, do use bread flour rather than all purpose flour for these doughnuts, or your texture won't be nearly as light and fluffy.
This batch, punched out a bit smaller than your typical filled doughnut, I've filled with a creamy and subtly sweet maple meringue.
Raised Doughnuts:
Makes 12 Smallish Filled Doughnuts2 teaspoons active dry yeast1/2 cup whole milk, heated to 110F1 to 1 1/4 cup bread flour (120 to 150 grams)1/4 cup whole wheat flour (30 grams)1/2 teaspoon vanilla extract1 large egg1 tablespoon cane sugar1/4 teaspoon salt2 tablespoons unsalted butter1 liter safflower oil1. In a medium bowl, dissolve 1 teaspoon of the yeast into 1/4 cup of the milk. Add 1/4 cup of the flour and stir to create a smooth paste. Cover and let rest in a warm spot for 30 minutes.
2. Combine the remaining milk and yeast in a medium sized bowl. If you have a stand mixer, you can use it, but I made this batch with a wooden spoon and a bit of good old fashioned stirring. Add the rested flour mixture along with the vanilla and egg. Stir until smooth. Add the whole wheat flour plus 1/4 cup of the bread flour. Top with the sugar and salt and vigorously stir until the dough starts to come together. Add the butter and continue to stir, adding flour about 1/8 cup at a time, until the dough starts to form into a ball. Then, with a dough hook if you are using a mixer or with your hands, knead in the remaining flour a little at a time until the dough is somewhat smooth and only a little sticky. You may have a little flour left over... just save it for when you roll out your dough.
3. Cover the bowl with plastic wrap and let it sit in a warm place for 30 minutes. Gently push down the dough, recover, and refrigerate for at least 1 hour (and up to 12 hours). This will help stiffen the dough a little and make it easier to roll and cut out.4. Line a baking sheet with a lightly floured non-terry dish towel. Roll out the dough on a lightly floured surface to 1/2 inch thick. With a doughnut or cookie cutter, cut out 2-inch-diameter rounds (or, if you want, you can make traditional doughnut shapes with this dough and skip the filling).
5. Place the doughnuts on the cloth lined baking sheet at least 1 inch apart and cover with plastic wrap. Let sit in a warm spot to proof until they almost double in size, about 30 to 40 minutes, testing at five-minute intervals. To test whether the dough is ready, touch lightly with a fingertip. If it springs back immediately, it needs more time. If it springs back slowly, it is ready. If it doesn't spring back at all, it has over-proofed; you can punch it down and re-roll it once.6. When the doughnuts are almost done proofing, heat a heavy-bottomed pot with at least 2 inches of oil until a deep-fat thermometer registers 365?F. With a metal spatula, carefully lift the proofed doughnuts and place them in the oil. Fry for 1 to 2 minutes per side, or until light golden brown. Remove with a slotted spoon, drain on a wire rack over a paper towel.
7. It's important to let your doughnuts cool all the way before filling, but if you want your doughnuts sugar coated, dip them in a shallow bowl of granulated sugar while they are still slightly warm to the touch. Superfine bakers sugar works the best for this. If you want your doughnuts powdered sugar dusted, wait for them to cool before shaking on the powdered sugar.8. These doughnuts become almost completely hollow when fried without a hole punched in the center, so they are really easy to fill. Lightly hold the doughnut from the bottom, cradling the sides with your fingers, and gently insert the piping bag tip. If the doughnut isn't hollow for some reason, you can clear a space with a chopstick... and then simply squeeze your piping bag, slowly withdrawing it as you fill. I like a little dollop of filling to come out the top so you can see what is inside. If you fill with meringue, use a kitchen torch to lightly brown the meringue.Maple Meringue Filling:1 cup maple syrup (A or B) 2 large egg whites1/4 teaspoon cream of tartar1 pinch kosher salt1. Put the maple syrup in a 1 quart heavy bottom pot with a candy thermometer attached. Heat over medium until the syrup comes to 235F. The syrup will bubble pretty fiercely, so keep an eye on it so it doesn't bubble over. Also, be careful not to overheat or you'll end up with maple candy.
2. When the syrup gets up around 220F, place the egg whites in the bowl of a mixer with the cream of tartar and the salt and mix until just frothy. Then, increase the speed and beat until the whites can hold a stiff peak. 3. When the syrup has come to temperature, turn the mixer back on medium speed and slowly stream in the hot syrup, continuing to beat until the meringue is thick and a bit shiny, about 2 minutes.
4. Transfer the meringue to a piping bag. If you have a long berliner tip for your piping bag, this is the easiest, but a standard 1/4 inch star tip will work well too. Then, fill as directed in the doughnut recipe.
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