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I spent the beginning of my childhood living on a 10,000 acre ranch in the middle of nowhere-ville Kansas.
The "ranch house," as we called it, sat on a long dirt road simply named North Kansas Road. The scenery on this road was beautiful—long green pastures with rolling hills bordering a state park. The road itself was pretty good, as dirt roads go, except for a blind left turn that swung straight west into the sunset in the afternoon. If you were going too fast or were blinded by the spectacular sunsets over the plains of Western Kansas or if it had recently rained, the car-eating potholes just around that curve made for a very dangerous situation where many people (and cars) got hurt. It was so bad that, as a child, I would fantasize about standing in the middle of the road, at that curve, holding a stop sign to warn drivers what was ahead.
Seems silly, but I'm reminded of that road nearly every day when I'm working on succession planning with my advisory clients. Succession planning is a lot like traveling that road for the first time. For many owners, transitioning their firm to the next generation can be a dramatic left turn into the sunset, blinding them to the dangers that lie ahead. Unfortunately, I have seen more than a few owners go into that turn way too fast and wreck their businesses. I have also seen them lose everything they spent years building because they focused on the wrong areas of the plan. I've consoled too many owners through their pain after hitting the potholes of an unrealistic plan and the drastic consequences that can follow.
The scope of the succession problem in the independent advisory industry is well-documented. We've known for years now that the baby boom generation of advisory firm owners are on the brink of retiring over the next 10 years or so, with some sources estimating that as many as 50,000 of their firms—and $4 trillion in client assets—will be changing hands or closing their doors. The vast majority of the owners of these firms would prefer to transition ownership to their junior partners in an internal succession. Yet very few have taken steps to make this happen, even at this late date. What's scarier, many owners have failed to educate themselves and their juniors on how internal successions work.
A survey released last July by insurance giant John Hancock Financial Network's renamed broker-dealer Signator Investors reveals three sad details about this situation. According to the survey, only 11% of independent advisors have a succession plan in place, and just 20% of advisors are certain about what they will do with their practice when they retire. At the same time, some 30% of firm owners have a successor advisor on staff, leaving 67% who plan to hire one in the future. Not surprisingly, advisors' two primary succession concerns were training a younger advisor to succeed them (66%) and financing the transition (69%).
Yet the industry's succession challenge isn't limited to a lack of adequate planning, or even to finding and training appropriate successors. The fact is that succession planning for independent advisory firms has only been an issue for the past 10 years or so, starting when firms began to accumulate sufficient client assets under management to represent substantial, transferable value. Consequently, a consistently workable model for advisory firm succession hasn't yet been developed. Many of today's succession "experts" often use models designed for other industries, with templates that offer quick and easy solutions but ignore key issues. They repeatedly spend only a short time helping implement these plans and move on to the next job, with little or no involvement with the eventual outcomes—or the problems these models create.
In our experience working with independent firms on a long-term, ongoing basis, an internal succession presents numerous challenges that rarely have easy solutions—and virtually none of them is quick. Here are the often overlooked problem areas of internal succession, which every owner-advisor needs to understand and have a strategy for overcoming to manage a successful transition:
Lack of financing options. This is the major challenge for virtually all internal succession plans. Unless owner-advisors are willing to essentially give their firms away to their junior partners, there are only two viable options, which can be combined into a successful succession plan: finance the acquisition out of the growth of the firm or lengthen the time for the transition of ownership to occur.
The wrong incentives. Who's going to drive that growth? If our experience has taught us anything, it's that people tend to do what they are incentivized to do. Without significant motivation to grow the firm, junior partners may not get as much help as they need from a near-retirement senior advisor to meet the plan's growth projections. If the compensation for junior partners increases too fast, too soon, it can have a dampening effect on their motivation, particularly in the early years of a plan when generating firm growth is most important.
Unrealistic assumptions. Transition plans that are based on too low a growth rate over too short a time period usually prove to be unworkable. When it comes to succession planning, firm owners need to start early, providing time for firm growth to underwrite the buyout and tying junior partners to the firm—and eliminating turnover, which can be disastrous to any plan.
While each of these challenges presents its own set of issues, in our experience, the hardest challenge to overcome is focusing too much on valuation. While the buyout value of the firm is certainly a factor in a succession, it's not nearly as important as many buyers, sellers and experts in this industry seem to think. Much of what is written and talked about regarding internal succession is valuation. This over-focus can lead to unfavorable deal terms, divisions between buyers and sellers, and a lack of options to get the deal done.
For example, we recently had an owner-advisor contact us to solve a big problem he had. He wanted to internally finance the transition of his 30-year-old firm to his three junior partners (one of whom is the owner's daughter). So the owner first got a valuation as suggested by the expert and put a plan together in which the buyers didn't have to come up with any of their own cash, and the growth of the firm would buy out the owner over the next 10 years.
Unfortunately, the junior partners were not happy. Instead, they focused solely on the selling price of the firm. They countered by getting a consultant to do their own valuation based on different assumptions, resulting in a price that was half of the original valuation. Then they negotiated to buy the firm immediately at the lower valuation, with a 10-year note that allowed them to defer any annual payments that couldn't be covered out of profits into a "balloon payment" at the end of the term. If they defaulted, the unpaid equity would revert to the owner—and the owner was out from day one.
The owner took the deal (family was involved). That was two years ago: The firm, which had been growing at 15% per year prior to the succession, hasn't shown a profit yet, and the new owners have made no payments on their note and don't seem to be planning any. The owner understandably feels taken advantage of, and he and his daughter aren't speaking.
As illustrated above, the real key to virtually every successful internally financed succession is firm growth. It provides the capital to finance the buyout and controls the time it will take, as well. Consequently, firm growth creates an incentive for the owner to keep working hard and for the junior advisors to maximize their contributions to the success of the firm. By focusing on valuation rather than the far more important deal terms and incentives to grow the firm, both owners and junior advisors can cost themselves millions of dollars, years to make the transition of ownership, and even jeopardize the succession itself.
We've found that the master key to reducing the emphasis on valuation and increasing the chances for a successful transition is education about firm growth, finances and the deal structures of succession. We outlined those principles in our recently released white paper, "Take Two: The New Direction of Succession." Unrealistic expectations and false assumptions by the buying advisors can undermine the best of intentions of the owner-advisor. The first step is for the junior partners to understand that it's an internal succession not an acquisition and the difference between the two. They need to realize that because they can't get external financing, the firm owner is willing to share the growth of his or her firm to finance the deal and will probably receive less than the market value of the firm. They need to see the other options that the owner has: selling to another advisor, an institution or a roll-up firm—or simply banking the increased revenues for the next decade or so and then closing the doors.
What's more, junior advisors need to understand that it is an internal succession based on internal (read: owner) financing. It's not a negotiation like buying a house or a car. It's a plan for a team effort to turn the owner's firm over to them, usually at some cost to the owner. Firm owners need to understand the firm growth that will finance a succession is largely dependent on the junior advisors: Consequently, they deserve to share in that increased revenue and firm value.
Because there's so much information—and more misinformation—about succession, junior partners need to understand the various models that they might hear about, and the pros and cons of each. They need to see the various valuation methods currently in use and then, through the use of sample deal projections, see that valuation isn't nearly as important to a succession as the deal structure and the growth of the firm.
Once the junior partners have been brought up to speed on what it takes to create a successful internal succession, the present and future firm owners can work together to structure a deal that works for everyone. In this process, the owner needs to be open to suggestions by the junior partners and to a minor amount of negotiating
Most negotiating should revolve around the assumptions upon which the succession plan will be based: the time frame, the firm growth rate, the profit margin and the role that the selling owner will play in the firm, now and in the future. We use multiple spreadsheets so that the junior partners can clearly see how each assumption affects the time line and the payouts to each party. It's also important to create motivation for the buyers and the seller to complete the transition of ownership sooner than planned by leaving room for a higher growth rate than the one used as a baseline.
At this point, a major stumbling block is often confusion on the part of the junior partners about the difference between their annual compensation and their profit sharing. Typically, they need help mentally separating their compensation for doing their jobs from the portion of firm profits they receive as owners. Clear spreadsheets can help illustrate that their compensation structure is not changing by separately showing the payments for their job, the payments for their ownership profit and what they are paying to the owner on their note for their equity shares.
Unless the selling owner will be scaling back his or her workload or leaving the firm, or the owner's compensation is completely outside industry compensation benchmarks, his or her compensation should not be reduced. (Word of advice: Any time a succession plan requires the firm owner to significantly reduce owner's compensation to make it work, you have the first indication of a bad internal plan.) We like to see at least modest increases over time as an incentive to help grow the firm. The last thing a junior partner should want is a reduction in the owner's compensation structure because it reduces their motivation to help grow the firm under a deal structure that requires that growth to make it work.
As we pointed out earlier, part of the driving force for growth will be the owner-advisor and, increasingly over time, the new partners. So, we have to ask ourselves: What are their incentives to grow the firm? If the owner's compensation will be reduced in the plan or he sells his firm for too much of a discount, sooner or later he'll lose motivation, which can have a substantial and negative impact on the success of the plan.
Only after an agreement has been reached on the structure of the succession should the parties begin the discussion about the value of the firm. If you talk about valuation first, the junior partners will focus solely on a price, and there's a very real chance that the deal will spiral out of control.
Here then, is our action plan for a successful internal succession:
#1 Establish trust. A successful transition depends on trust between the firm's owner and its junior partners. To lay the groundwork for succession, we use firm-wide compensation structures that share a percentage of the firm's revenue growth with all employees. At a minimum, this should be done with all advisors at the firm. Revenue bonuses also form a financial bond between firm owners and employees. If the firm succeeds, we all succeed; if the firm goes through rough times, we all share the burden. Most importantly, including revenue-based bonuses as part of employee compensation proves to all employees that they can trust the owner to share the firm's success.
#2 Invest in education. As owners, you have to understand the finances and structures of succession so you can educate your future partners. This is the most important element of a succession plan. Because there's so much bad information out there about succession, junior partners need to understand the various models that they might hear about, and the pros and cons of each. In order to educate them (and it's your job) you need to invest in your own education and then the education of your junior partners.
#3 Create a deal that works for everyone. In all of my years consulting, the most successful internal successions are as unique to the firm as the firm itself. Your plan will be unique to your firm, and no template is going to perfectly solve your succession. There are key elements that include a sufficiently long time line combined with reasonable growth projections to pay the owner a reasonable value for the firm, while allowing the junior partners enough profit sharing to increase their total take home pay and pay for their new equity.
#4 Don't focus on valuation. Only after an agreement has been reached on the structure of the succession should the parties begin the discussion about the value of the firm. To start discussions about valuation, we suggest the parties come to an agreement about which valuation method best suits their firm, then any additional assumptions to be used. Most assumptions will already be contained in the deal structure itself. Depending on the valuation method, additional factors might be needed such as the discount rate and relevant time period for future cash flows (in the case of a discounted cash flow method), or the attrition and spend-down rates of the client base, or market performance within AUM.
Warning: There are a lot of industry valuation companies out there that have strong beliefs about how your company should be valued. You have to educate yourself about their biases and ask them a lot of questions about how they determine value. Then, you and your team should agree on a valuation method before you ever go to an outside party for a valuation on paper. Otherwise, you are at a grave risk of having an outside expert determine the philosophies of your transition for you or getting into some serious negotiating with your buyers about which method is right or wrong.
#5 Start early. It's never too early to start transferring ownership to a successor advisor, once the owner is sure who that successor is. The increased motivation will help drive firm growth, which is the key to internally funded succession plans.
We know through our experience and research in succession planning that if you take a step back by following these five principles, you can take two steps forward by avoiding the potholes on what can be a dangerous road. As a result, when you decide to make that turn into the sunset, your transition will be just as meaningful and rewarding as the road you traveled to get there.


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Luxury Sellers
Selling your home is one of the most personal, important decisions you'll ever have to make. At Ebby Halliday, we offer 70 years of success selling luxury homes across North Texas. We'll act as your trusted guide throughout the process, from start to finish. And, our affiliation with Luxury Portfolio International, the luxury marketing arm of the Leading Real Estate Companies of the World network, ensures your property will receive the exposure it deserves before qualified buyers across the globe.

subset: commoncrawl


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9ct Yellow Gold Bead Necklet.
Comes in our signature Gear Jewellers packaging.
Rings, we offer one free resizing service when you purchase a ring from us. Most ladies rings are an average size M. Most Men's rings are an average size U. Rings can take approx five days for resizing and if it is for a gift we recommend sizing after it is presented where we can then measure the finger and arrange the correct size.If any piece has been altered in any way by a jeweller other than Gear Jewellers, your warranty is no longer valid. It is our recommendation that each piece be regularly maintained and checked once a year by a service professional. At Gear Jewellers we provide complimentary inspection and basic cleaning for rings purchased through our store or website.
Necklaces, Average size for a ladies Necklace / Pendant chain is 18" however we stock chains from 16" - 28"
Bracelets, Ladies bracelets are an average of 7.25" long
Jewellery can become dirty from natural skin oils and wear and tear.
We want your Diamonds to be sparkling at all times, this is why we offer a complimentary cleaning service including a professional ultrasonic cleaning and inspection of your Jewellery to check for wear and tear.
White Gold is not naturally white, it is Rhodium Plated which gives the metal its white sparkle and this will naturally wear away from daily wear. It is recommended that a white gold ring should be rhodium plated every 2 years. Drop in to discuss this.
We want your special purchases to arrive in perfect condition. Therefore, delivery will be made by Registered Post service and should reach you within 1-5 working days (depending on engraving service / sizing / special instructions etc)
If your item has to be ordered from suppliers and we are unable to despatch your order within our normal delivery period we will contact you to discuss and advise best options
Our delivery charges are as follows:
For Online Orders we operate a 14 day Refund / Exchange policy
All goods must be returned unworn, in original packaging, in original condition and accompanied by proof of purchase.
Refunds & Exchanges by post.
Should you wish to exchange or receive a refund on an item please return the item to the address below by post (We are not responsible for any items lost in transit while being returned to us) within 7 days of receiving your order. All goods must be returned unworn, in original packaging, in original condition and accompanied by proof of purchase.
Returns Address: Gear Jewellers Unit K1 Greeg Court, Parnell Street, Dublin 1.
Our refund policy is exclusive to online orders.
Alternatively, you may return the item(s) in person to our store accompanied by the original receipt.
You will be able to receive a direct exchange or credit note but will not be able to receive a refund by this method of return.
For hygiene reasons, we regret that we cannot accept the exchange of earrings or body jewellery. This does not affect your statutory rights


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"We're the quiet company that's having a lot of success at an otherwise tough time for many asset management companies," said Robert Manning, chairman and CEO of MFS Investment Management.
Manning told AdvisorOne of Friday that the Boston-based company had "flows coming into every channel" as many of its competitors struggle with stemming ongoing outflows.
Maybe it has something to do with longevity. MFS is the nation's oldest mutual fund company, and widely credited with developing the nation's first mutual fund, MFS Massachusetts Investors Trust (MITTX). But that longevity also extends to its people; for example, Manning rose through the ranks to his current position after starting as an analyst in 1984.
Manning doesn't buy it, and notes other reasons for the firm's success.
"What we're doing is straight down the middle," he said. "We're not doing private equity or many of the other hot, new things that many of our competitors are doing. We have our global institutional business, our offshore business, our domestic retail business and then the pension and endowment money we manage."
Part of the reason for avoiding so much of what others are doing is that fact that the company is owned by the Canadian giant Sun Life Financial, which purchased MFS for $65 million in 1982. As of April 30, MFS reports $358.8 billion in assets under management.
"Because we're owned by Sun Life, we don't have the same pressures as public companies," Manning added. "We built our business organically, which is different than many other asset managers. We have a centralized manufacturing engine that feeds every one of our new products, and those products are based on strong security selection."
It's a way to ensure durability, consistency and "the ability to perform in all markets."
His last point begged the question, "What about their research process?"
"It's very disciplined and each analyst has to really dig deep into the fundamentals of the industry and the competitive universe in which they exist," he explained. "On top of that, they obviously have to know each security and its relative value, and ensure there is enough of a cushion for protection on the downside. It's all about marrying those two disciplines."
He added that the company performs a "360 review" of their analysts twice a year, in which analysts rank each other according to the quality of their work and how well they interact with the team over all.
"You might have a star analyst who is very good at research, but if they're not a good member of the team, they won't rank very high."
MFS recently completed the rollout of Class R5 shares for 40 of the firm's U.S. mutual funds. According to the company, Class R5 shares allow it to offer "a lower-cost share class option to plan sponsors of—and advisors working with—qualified retirement plans, including 401(k) plans."
Class R5 shares, unlike many other share classes, do not pay sub-accounting fees and therefore pass on lower expenses to retirement plan participants, it noted.
"An immediate benefit of the rollout has been the lowering of the total expense ratios of the firm's Lifetime target date and Asset Allocation target risk funds," said Ryan Mullen, head of MFS' Defined Contribution Investments (DCI) group.


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(...is the name of Hound's newest collection, and I'm smitten.)
« everything in its right place | Main | dog days »
Hi! I'm Rachel, and these are bits of my days and things I like. I run the online shops Elephantine and Mignon, am a fiction writer, and live in Seattle with my husband and two cats. Read more about this blog...
This blog is a mix of my own photos + images by others. Please link back if you share one of my photos on your blog. Email me if you'd like me to remove a post that features your images.
A small disclosure: I occasionally use affiliate links as a way to pay for my blog fees. In other words, I earn a tiny commission if you end up buying the item from my link. The posts are entirely curated on my own. I do not have sponsored posts.
This blog design and all original content ©2019 by Rachel Ball / Elephantine.


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Jelastic is now supporting multiple ISV software packages in its PaaS products aimed at developers and hosting service providers. Essentially, this is a pluggable cartridge model that provides software application development pros with a means of accessing multiple platforms.
This support is achieved using OpenShift via Red Hat's pluggable Cartridge Standard.
This allows developers to build application interfaces only once (instead of multiple times for each PaaS/platform) and achieve support for OpenShift PaaS and Jelastic Platform-as-Infrastructure.
OpenShift has been helping to drive the global standardization of pluggable Cartridges for Platform-as-a-Service (PaaS).
This move from Jelastic makes it easier for developers working for independent software vendors (ISVs) to offer core services in multiple platforms and for a wider array of cloud ecosystems and marketplaces.
The first vendor applications to be supported by Jelastic using the Cartridge model are: Neo4j Server, a scalable native graph database; Redis, an open source, BSSD licensed key-value store; the Apache Cassandra database; and Jetty, a web server providing an HTTP server and Servlet.
"Jelastic is committed to dramatically simplifying the development, deployment, and management of the enterprise cloud, providing full control to IT management while allowing self-management of environments and resources to developers and DevOps," said John Derrick, Jelastic CEO. "Our support of Cartridge standardization enables ISVs to focus on providing real value to customers — instead of spending resources coding for multiple platforms. This announcement is the start of a rapidly growing ecosystem of applications for Jelastic's Platform-as-Infrastructure, delivering real value to our customers worldwide."
"OpenShift's collaboration with Jelastic on the pluggable Cartridge standard demonstrates the power of the open source community to drive significant efficiencies and benefits for an ecosystem of developers, ISVs, and enterprise customers," said Julio Tapia, director, OpenShift Ecosystem, Red Hat. "This announcement demonstrates that ISVs can now code once for multiple PaaS platforms to rapidly address a larger market, simply by adopting the Openshift pluggable Cartridge format."
Jelastic's Platform-as-Infrastructure is a turnkey cloud solution that can be deployed as a private, public, or hybrid cloud by enterprises or hosting service providers. For developers, Jelastic provides one-click deployment and automatic scalability of Java, Ruby, and PHP applications without the need to code to proprietary APIs.


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The Speed of Firefox 5.0
I'm a Google Chromium (right now version 12.0.742.91) user because of the speed. I found previous versions of Firefox to be just a little too slow. Especially when starting the browser. Through the grapevine I heard people discussing the better speeds of Firefox 5.0, which was released this week. This makes me re-consider using Firefox as my default browser. I took a look at the speed and several of the new features. Here are the results.
Note: I'm using a modest desktop setup running Linux Mint 11. Firefox 5.0 may behave differently on your machine. These are just some notes of my trial use of Firefox 5.0 over only a few hours.
Speed – Chromium wins at start up. It's just faster for me. Another thing I noticed was that Firefox loads the majority of the page before displaying anything. While Chromium starts displaying the page top to bottom immediately. Sometimes text shows up first and images load after. Firefox 5.0 loads all at once. I don't like this because it causes that blank white page that appears while loading a page to show for longer. I want to dive right in and start reading, I'll look over the pictures in a few seconds or whatever it takes.
Features – Firefox 5.0 has over 1,000 improvements and performance enhancements. Here is a full list of features.


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It's easy to forget about Thanksgiving decorations because you're so busy planning the meal.
Plus, with Thanksgiving wedged between Halloween and Christmas, there just isn't time to do a lot.
But Thanksgiving — the favorite holiday of so many of us — deserves a little flair. We get a day or two off work, we get the best meal of the year, the yummy leftovers, and time with family, friends and football.
Consider dolling up your home for Thanksgiving with these ideas, borrowed from websites by Better Homes and Garden, HGTV, and Southern Living. Some are real simple, some not so much. If nothing here intrigues you, go online and search Thanksgiving decorations for another 10,000 or so ideas.
Start a Thanksgiving tree tradition. Find a nice branch, spray paint it if you like and put it in a glass jar or vase. Make tags and write on them the things you and your family are grateful for and hang them on the tree. Or let your dinner guests fill out tags and "trim" the tree before eating. To add color, gather some acorns, spray paint them if you like, and hang them on the tree, too. Or hang colorful leaves.
Everyone knows Thanksgiving is made for cornucopia centerpieces. You can achieve the same effect without that much work. Fill a large glass bowl with crabapples. Find several pretty containers of different sizes and fill them with nuts, pears, apples, grapes or fragrant herbs. Better Homes and Garden even had a centerpiece in which a purple cabbage was hollowed out and a small container of water inserted to hold fresh flowers. Most of us think of fruit for décor but the magazine suggests veggies, too, including Napa cabbage, curly lettuce, artichokes and kale.
The pumpkin is the standby. They look great on the steps into your home, or placed along the mantel piece. You can use gourds, too, for more interest, or paint and decorate the pumpkins with polka dots, stars or whatever you like.
Set out three candles and surround them with pods, pinecones and nuts. All three items might be on the ground for the taking on a short walk down your street.
Make sure you use the turkey decorations your children bring home from school. Maybe their placemat doesn't fit with the elegant table you're planning but it can serve as the base for a flower, pumpkin or other decoration.
Most important, enjoy the day, the ones you love, and the food. It won't all turn out perfect but that's what makes it memorable. Happy Thanksgiving!
Geri Nikolai: firstname.lastname@example.com; 815-871-6850.


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Resource Library
Welcome to the Resource Library, a searchable collection of materials that you can use for your organizational development and training needs. Inside you will find tools, promotional items, reference materials, and more.
|Training Source
|Resource Type
|Audience Type
|Victim Type
|Building Resiliency in Child Abuse Organizations
|Building Resiliency in Child Abuse Organizations Postcard
|Promotional Material
|Building Resiliency in Child Abuse Organizations
|Building Resiliency in Child Abuse Organizations Flier
|Promotional Material
|NVAA Foundation-Level Training
|Resilience Assessment
These materials may be shown and reprinted by victim service providers and allied professionals. We request that any materials you use be accompanied by the following acknowledgement:
These materials were largely or entirely excerpted from materials prepared by the Office for Victims of Crime Training and Technical Assistance Center (OVC TTAC) and are reprinted here by [insert name of person or company] with an acknowledgment to OVC TTAC and the Office for Victims of Crime, Office of Justice Programs, U.S. Department of Justice. The materials do not necessarily represent the official positions or policies of the U.S. Department of Justice.


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+91-9810933308, 011-22142079, 011-22149256, 011-41553222, +91-8287934170
+91-9810933308 , 01122142079, 01122149256, 011-41553222 ,+91-8287934170
If you are searching an Imaging centre in Delhi for the TMT Test In Om Nagar, Arun Imaging is the place to reach. We've been in the domain for the past 25 years, so, we guarantee you the best experience with our team. We offer medical diagnosis of different diseases that help our patients cope up with a number of medical conditions timely and at earlier.
Our TMT Test centre in Om Nagar has the modular technology and highly skilled specialists to perform the test. Each and every person in our team will strive for perfection and put their 100% to provide the highest level of care and comfort to the patients. You can rely on the authenticity and reliability of our work and won't give you the chance to regret your decision of choosing us.
We have the Best TMT Test lab, where we serve different diagnostic tests. Get in touch with us to know the TMT Test Cost in Om Nagar. You can book your appointment with the Top Clinic For TMT Test In Om Nagar, by visiting our website and we promise to not disappoint you.


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Dayco Timing Belt & Components Timing Belt Kit with Seals - 95258K1S
Part Unavailable
This part is currently unavailable for purchase. We apologize for the inconvenience.View all options for this product
Have a Question?
Have a Question? Ask a product expert! (800) 874-8888 Live Chat
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CZ Bar Stud Earring- 14K Gold
We accept payment by PayPal or Credit Cards!!
※ All orders will be processed in US Dollars (USD).
1. PayPal Account
For PayPal member, simply login to your account. PayPal is one of the most secure online system, whose operations are supported by a network of computers, cloud-based servers, and other infrastructure and information technology. We have no access to the payment card or other information collected by PayPal.
2. Credit Card
We accept all global debit, credit card from customers via third-party payment processor 2checkout. We have no access to the payment card or other information collected by 2checkout.
3. Credit Card (via PayPal)
You DON'T NEED to have PayPal account to make payment. You can pay with your credit card (Visa, Master, Discover, American Express and extra global cards) through PayPal.
We do not store any credit card or debit card information on our servers. Some of the safeguards PayPal uses are firewalls and data encryption, physical access controls to data centers, and information access authorization controls.
We ship worldwide!
Orders will be shipped within 1-3 business days excluding weekends and national holidays. 10K/14K gold items and rings are made to order and may take up to 10 business days to be prepared for shipment. Once the order has shipped, you will receive an e-mail with the tracking information.
Shipping Rates
All orders are shipped via FedEx or Korea Post. Kindly note that we do not ship to PO Boxes or military addresses (APO, FPO or DPO).
- USA / Canada / Australia
Orders above $50: $9 flat rate for express shipping
Orders below $50: $14 flat rate for express shipping
- Europe
Orders above $50: $9 flat rate for express shipping
Orders below $50: $14 flat rate for express shipping
- Hong Kong / Singapore
Orders above $50: $8 flat rate for express shipping
Orders below $50: $12 flat rate for express shipping
- International
Express international shipping is available for all countries. Pricing and shipping times will be reflected at checkout.
Estimated Shipping Time
- USA: 2-3 working days
- Canada / Australia: 3-5 working days
- Europe: 3-5 working days
- Hong Kong / Singapore : 1~3 working days
- International: 3-7 working days
All times listed are estimates only and are not guaranteed. If you have any special requests or delivery deadlines, please contact us at email@example.com and we will do our best to accommodate!
Please note:
- Kindly note duties and taxes are not included in the total checkout. The customer is responsible for any and all customs/duties fees incurred. We recommend you contact your local postal or customs office for more information on the rules and fees that may apply to your country.
- Please provide us with a complete shipping address. We will not accept responsibility for undelivered or lost packages due to an incomplete address.
- On occasion, shipping companies experience shipping delays due to harsh weather conditions, customs load, post office strike, etc. Unfortunately, we do not issue refund due to unexpected shipping delays.
- Should you choose to refuse the delivery of your order to avoid duties and taxes, or fail to collect your parcel from post office, you will be responsible for the return shipping fee and any taxes charged to Serendipity in Seoul. If you want to make any adjustments to your address, please be sure to reach out to us before your order is dispatched.
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NECA Ultimate Tech Noir T-800 Terminator Action Figure
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Terminator – 7″ Scale Action Figure – Ultimate Tech Noir T-800 The Ultimate Tech Noir T-800 features that punk outfit with metal jacket chain film and bears the likeness of Arnold Schwarzenegger. The deluxe 7" scale figure has over 25 points of articulation, plus 3 interchangeable heads, interchangeable right forearm, alternate hand, a small arsenal of weaponry, and two surgical tools for post-battle repairs.
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Edinburgh art print skyline pastel cream
This Edinburgh art print skyline pastel cream may come across as too feminine but I guarantee its unisex-ness. My reviewers often say that it is best suited above their couch.
My shop ArtPrintsVicky is dedicated to original skyline art prints from around the globe and map posters. I'm sure that with over 106 world map posters & 208 city skyline prints, you'll find the ideal artwork to transform your walls into something unique. Also you can mix and match it with your prefer world or country map or flag print. Art prints beyond wanderlust.
► Paper: Premium glossy or semigloss photo paper at 255 gms.
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► Posters can last up to 62 years in a frame, or 205 years inside photo albums (Epson's guarantee).
Shipping estimates are according to average delivery time of National Post Office of each one of you, but I can not guarantee them.
► Standard method to the EU and UK: 6 to 10 days.
► Standard method to USA & Canada: 9 to 25 days.
► Standard method to all other countries: 12 to 27 days.
► Upgrade shipping via DHL express is available at checkout for the most countries.
► Please allow me 1 to 2 business days until the dispatch (processing time).
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All designs and texts are copyrighted and cannot be stored, reproduced, or used without obtaining prior written consent. My prints are for personal use only.
Thank you so much for interesting in my work, please do not hesitate to contact me with your query, Vicky


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Mark Tibergien has long warned about the looming talent shortage in the advisor industry. On Tuesday, Pershing, where Tibergien serves as CEO of Pershing Advisor Solutions, released a report that quantifies the shortage and explores how successful advisors are bypassing the shortage by taking significant human capital steps now.
In a media briefing announcing the results, Pershing presented analysis by author and analyst Cam Marston on what the findings suggest about society and advisor and client intergenerational trends, while one of those more veteran individual advisors—Barbara Hudock of Hudock Moyer Wealth Resources LLC—shared how she is solving the generational issue in her own firm. The solution, in sum, is that incorporating younger advisors into an existing firm run by older advisors can benefit both groups now—while simulataneously better meeting the needs of end clients and providing a path toward a better succession plan.
First, the survey, called the Inaugural Study of Advisory Success: Defining Success Today and Planning for the Future. Based on an online survey drawn from the market research firm Harris Interactive's panel of financial advisors, 357 interviews were conducted last April among U.S.-based advisors age 25 and older from across the business model spectrum. The intent, Kim Della Rocca of Pershing (left) said at the briefing, was to discover how advisors defined success and how they went about attaining it.
The top-level findings: advisors are more optimistic about their business prospects and are exploring new models and strategies "to stay relevant in the industry." However, they also acknowledge that they do not have in place all the tools to grow, nor do they consider themselves efficient enough in their time management and business processes to foster that growth. "Most alarmingly," the report concludes, while more than three-quarters of respondents agreed that they need the "right team of people" in place to achieve success, significantly fewer respondents say they have that team in place. More telling is that while respondents agree that having such a team is a prerequisite for success, even fewer report they have a "defined recruiting strategy" or a "structured employee onboarding process."
Della Roca, a Pershing director and global head of Segment Marketing and Practice Management, outlined the scope of the people problem faced by advisors. "Each year for the next 10 years, 12,000 to 16,000 advisors will retire," she said, while over that same time period the industry must "add 237,000 advisors" to meet the growing need for advice, particularly from retiring baby boomers. While the overall firm environment is a major definer of advisor success, Della Rocca suggested that the answer lies in attracting and retaining younger advisors. To succeed in that effort, older advisors need to understand the differing definitions and drivers of success among their younger peers.
The study argues that younger advisors are more collaborative than older advisors, and Della Rocca (a participant in AdvisorOne-Investment Advisor's Pursuing Practice Excellence study last year) said that younger advisors are also "more interested in the lives of their co-workers outside of work." Older advisors are more independent and less team-oriented than younger advisors—nearly 33% of older advisors reported they "don't need the right team to achieve success." The survey concludes that such a generational gap should lead advisory firms to "think about their workplace culture in relation to generational differences."
Della Rocca also said that older advisors who lecture younger advisors on how difficult it was for them to build their businesses, using the tired analogy of "having to walk to school without shoes in a snowstorm, uphill both ways," is counterproductive. "Focusing on a 'rites of passage' story is not necessary," she said, and is in fact "a turn-off to younger advisors."
Even the concept of independence is viewed differently by the generations: Since advisors in the survey age 50 to 59 (46%) or older (53%) said they were "significantly more satisfied with being independent," compared with their cohorts aged 25 to 39 (31%) and 40 to 49 (19%), firms need to focus on ways to retain younger advisors. Younger advisors embrace the idea of more training and of having a mentor in their firms.
About Those Younger People…
Addressing the findings of the study and its implications for advisors, Marston (left), founder of Generational Insights and author of several books exploring intergenerational, well, insights (including a just-published e-book), said the findings suggest that "your business will continue" to grow and thrive "if you invest in the next generation." Boomer-age advisors' history lessons on how they achieved success and why younger advisors "should want to work here because of the work we've done" in building the firm will fall on deaf ears among younger advisors. Instead, to attract and retain younger advisors and employees, "you want your messages to be about the future."
Taking into account that "millennials are pack animals," he suggested the importance of group learning, not individual training, and to "provide agendas, schedules, itineraries and syllabi" to younger advisors. Since this is a generation whose childhood began with "play dates" and progressed into athletic competitions where even the 10th- or 11th-place finishers received medals, said Marston, "that's been their lives."
While younger people will have much to recommend them, Marston did point out two shortcomings. "The ability to empathize" with others has decreased, he said, quoting research conducted by Sarah Konrath at the University of Michigan, "so we have to teach them" how to be more empathetic in areas like customer service. Second, since younger people have been given so much positive feedback over the years, perhaps even when they did not excel, it's difficult for millennials "to accept corrective feedback."
Hudock Moyer's Intergenerational Solution
So how do these suggestions play out in an actual advisory firm?
Barbara Hudock (left), CEO and founding partner of Hudock Moyer Wealth Resources, an RIA firm based in Williamsport, Pa., said Tuesday that her approach to incorporating younger advisors into her firm's structure started years ago when she attended a Barron's Top Advisor conference. Her takeaway from that conference (she and her firm have been on multiple top advisor lists) was that she needed to limit the number of clients she could effectively serve.
"I realized I needed a relationship team," she recalled, which led her to institute a mentoring program for younger firm employees on those teams. "People start at the bottom, but they can grow" over the years before becoming a senior relationship manager for Hudock Moyer, often serving as "lieutenants for several years" before reaching that senior level.
At her firm (Hudock began life as a Merrill Lynch advisor before going independent), "we do a lot of team events" for employees, and the firm pays for junior employees who want to receive professional designations. The younger team members "love having a mentor," she said.
Putting a twist on the advisor-client relationship, she says "my clients are my team members." When a new client is onboarded, she introduces the entire team that will be serving that account to the client. Further, she says, "we limit the number of relationships so the team can have better, deeper relationships" with those clients.
"This industry needs to be rebuilt," Della Rocca concluded, by "investing in onboarding and listening to your younger advisors."


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Trading turkey, fixings, for discounts, long lines
Waterford — Some went without an extra slice of pumpkin pie on Thursday. Others rushed their Thanksgiving dinners and some didn't eat at all, all in the name of a good deal.
Retailers like Sears, Toys R Us and Wal-Mart were scheduled to open their stores just hours after many holiday revelers had finished their Thanksgiving meals. And as shoppers lined up outside, store employees were reporting to work.
Nationwide, workers at retail chains such as Wal-Mart and Target threatened to go on strike or criticized their employers for the early hours, but there weren't any protests happening Thursday evening at the Wal-Mart in Waterford.
Jim Pepas and his friends and family arrived at Waterford Commons Thursday around 1 p.m. in his recreational vehicle.
He set up a grill, a coffee pot and some lawn chairs and instantly became the saving grace not only for his friends and family but also for a handful of people who had been in line at Best Buy since Wednesday afternoon.
"I'm not a big fan of standing in lines," Pepas, of Uncasville, said. "I won't do it at all."
But his family members queued up at retailers such as Sears and Target.
"I'll stay here and hold down the fort. I've got the heat on in there, it's got a bathroom, all the luxuries of life," he said of his RV.
One of the people who had availed themselves of Pepas' kindness was a Plainfield man who asked not to be identified and was the first in line at Best Buy. He had been waiting for 29 hours as of Thursday evening.
With the store opening at midnight and with six hours of waiting left to go, he was confident in his ability to stay awake. If he wanted to nap, however, his tent was just a few feet away.
Terrell Gray said he arrived at Best Buy at 11 p.m. Wednesday and that he had "skipped Thanksgiving completely."
"Well, there's always Christmas," he said. "This is the first time I've been in fourth place."
Trying to keep warm in three pairs of pants and two jackets, a hat and gloves, Gray said that the only time he came close to regretting his efforts to get the best deal on a laptop and two televisions, among other things, was in the wee hours of the morning.
"At 3 a.m., it was brick outside. It was super cold. I don't think I've ever been that cold in my entire life," he said.
But he stayed put. He had his own shopping agenda, and some of his friends had paid him to sit in the line and buy what they wanted. He said he felt safe because police had stopped by periodically throughout the evening to check on the people in line.
Around 6 p.m. Thursday, at Toys R Us, the parking lot was pitch black. Though the store's sign was unlit, about 20 people stood in line.
Naomi Rivera had secured her place at the head of the line before the sun went down. The New London resident said she arrived at 3 p.m., coffee in hand. Her sister would later deliver a plate full of Thanksgiving morsels for energy, just before the doors opened at 8 p.m.
"I'm getting a PlayStation 3 and a tablet," Rivera said.
Some shoppers, such as Kristine Staehle of East Lyme and Erica Askew of New London, chose to compare prices online and at other retailers before coming to Toys R Us.
"I do this every year. Last year, I saved $200 on toys for my 1-year-old and my 3-year-old," Askew said.
Groton resident Iris Campanile and her daughter, Andrea, arrived at 4 p.m. and were No. 3 and No. 4 in line. As two of the first 200 people in line, they were looking forward to their free surprise bags full of $30 worth of merchandise.
Camping out in front of a store for Black Friday was a first for Andrea, 14, who said that all she cared about was buying a toy for her younger sister.
"She's been wanting to do this forever," Iris Campanile, of Groton, said. "I've been doing Black Friday stuff since I was 13. It's more of a bonding experience for us than anything."
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Waterford PTA treasurer accused of embezzling $16,000
John Pagano was charged with second-degree larceny on Thursday.
UPDATED: Fire displaces family in Norwich
Norwich firefighters extinguish a blaze at 36 Hedge Ave. on the city's east side late Monday
My Pet Pal: Layla, Cricket and Bones
These three are a motley crew and love to chase each other around the house.
Beaches, shops welcome visitors for unofficial start of summer
Despite less than optimal weather, visitors flocked to shoreline beaches for unofficial start of summer.
As local restaurants and other businesses reopened this week, we were there
In defiance of Governor Ned Lamont's executive order Kat Thibodeau opened her barbershop, Modern Barber, in Pawcatuck on Wednesday morning.


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Briana Little hit a one-out, walk-off grand slam in the bottom of the eighth inning to lift the Gators over the Seminoles, 7-3.
A two-out, two-run Florida State throwing error in the bottom of the seventh inning gave third-ranked Florida new life.
An inning later, sophomore Briana Little crushed the Seminoles' upset bid.
Little cranked a one-out, walk-off grand slam over the scoreboard in left center in the bottom of the eighth inning as the Gators (32-3, 7-2 SEC) rallied for their 13th come-from-behind win of the season with a 7-3 victory over FSU (26-11, 5-1 ACC) before a school-record crowd of 2,443 Wednesday night.
"As long as we have a strike on the board, we're going to fight and try to win a game," senior Kelsey Horton said. "I'm just so happy for Bri right now."
Trailing 3-1 with two outs and runners at second and third in the seventh, Horton hit a grounder to the left of FSU third baseman Courtney Senas, who speared the ball cleanly but sailed her throw over the head of the first baseman, allowing Horton to reach base and both UF runners to score.
Perry relieved FSU starter Lacey Waldrop at that point and proceeded to load the bases on a walk and a hit batsmen before escaping the two-out, bases-loaded jam with a strikeout.
But she gave up a lead-off double to sophomore Katie Medina to start the eighth, and, after a strikeout – the 20th of the game for FSU pitching – Perry hit freshman Taylor Schwarz before intentionally walking UF cleanup hitter Lauren Haeger to load the bases.
Little stepped in and took the first pitch, then rocked the next one for her game-winning, no-doubter, her sixth round-tripper of the season.
"At first I was struggling with their pitcher (Waldrop), but this pitcher was throwing a little bit harder so I was ready for it," Little said. "Intentionally walking Lauren to get to me just pumped me up even more. I saw one pitch, and then she gave me another one so I just hit it out of the park."
The win, UF's sixth in a row, also extended Florida's winning streak over the Seminoles to 10 games despite a stellar effort by Waldrop, who kept UF batters off-stride with her off-speed stuff and struck out a career-high 18 batters while allowing only three hits in 6 2/3 innings.
All three Gator runs she surrendered were unearned.
"I think it was a good night for Lacey Waldrop," UF head coach Tim Walton said. "She pitched really well. She had really good stuff tonight and it was a really good performance on her part.
"It was more great pitching than bad at-bats. We were missing balls by two feet, so give her credit."
UF broke a scoreless pitcher's duel in the bottom of third, plating a run when freshman Kelsey Stewart alertly raced all the way home from second on a swinging third strike by Haeger that got past FSU catcher Celeste Gomez, with Haeger beating Gomez's throw to first and Stewart scoring on the throw.
But the 'Noles got to UF ace Hannah Rogers for three runs in the top of the fourth, with the big blow a two-out, two-run triple by Morgan Bullock, who was 4-for-4 on the night to lead all hitters.
The Gators, who had just five hits in the game, had a chance to do some damage in the sixth when they loaded the bases with one out, but Waldrop rebounded with back-to-back strikeouts to escape the jam.
But her defense let her down in the seventh, and the Gators took full advantage to tie the score and force their sixth extra-inning game of the season, four of which they have now won.
Rogers (18-2) picked up the win, scattering seven hits over eight innings and tossing her 12th complete game of the year, while Perry (13-7) took the loss.
The Gators will head to Ole Miss for a three-game SEC series this weekend.


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Tom and I will be attending the Taipei International Cycle Show next week The following week we'll be visiting factories that make VO parts. I think this trip marks a sort of transition for Velo Orange.
Velo Orange has offered a wide variety of components and accessories that I though were needed by cyclists. Some of these have proven very popular, others have sold only modestly. We are now at the point where we have a rather large crop of successful products. This means that we'll start fewer new projects this year and concentrate more on refining, and promoting our current offerings. And we'll discontinue some items that have not done as well. I feel like we're beginning a transition from start-up mode to long-term operational model.
I also don't foresee entering new products categories in the near future. You won't see VO lights or apparel or tires soon, but you may well in a year or three. This doesn't mean we'll stop working on new products, just cut back a bit. Here are a few of the things we're currently working on:
- Cranks, as discussed in previous posts
- Another seat post
- Two more saddles
- Quill stems
- Camping/touring racks
- Several new bags
- Another frame or two for next year
- Maxi-Orange hubs
- There are also a bunch of finished projects that are ready, or almost ready, for production that you'll see over the next few months


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Enjoying Hot air balloon rides is something anyone can $do, but it is also a very popular way to get married! When you speak with the company you are considering booking with, always to ask how many others will be in the basket.
When it is time for your flight, your company will offer to let you help with the assembly and inflation of the balloon. Go ahead and do it - it adds to the entire experience!
Deal direct with the company you fly with:
Our guide is unique since it lists the actual ride companies in a particular area. This offers many advantages over the 'Prepaid' ride companies.
First, you can visit with the company and find out all you need to know, including their specific terms and practices. Secondly, when you book directly with the flight company, you know exactly where you'll fly, how long the flight will last, and what is included. Our directory also allows you to comparison shop when there are multiple operators in an area.
The companies that advertise 'hundreds of locations nationwide' usually contract with a single operator in an area and pay them only a fraction of what you paid for your flight. Passengers that come from these 'aggregators' are used to fill vacant spots on existing flights, and it may be more difficult to actually schedule your flight if all seats are full during the most desirable times of year. As with most things, you get what you pay for!
Famous Balloon Quote:


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Textile Dyes Market analyzed the Industry region, including the product price, profit, capacity, production, capacity utilization, supply, demand and industry growth rate etc. In the end, the report introduced new project SWOT analysis, investment feasibility analysis, and investment return analysis to 2022
The Global Textile Dyes Industry report gives a comprehensive account of the Global Textile Dyes market. Details such as the size, key players, segmentation, SWOT analysis, most influential trends, and business environment of the market are mentioned in this report. Furthermore, this report features tables and figures that render a clear perspective of the Textile Dyes market.
The report features an up-to-date data on key companies' product details, revenue figures, and sales. Furthermore, the details also gives the Global Textile Dyes market revenue and its forecasts. The business model strategies of the key firms in the Textile Dyes market are also included. Key strengths, weaknesses, and threats shaping the leading players in the market have also been included in this research report.
The report gives a detailed overview of the key segments in the market. The fastest and slowest growing market segments are covered in this report. The key emerging opportunities of the fastest growing Global Textile Dyes market segments are also coved in this report. Each segments and sub-segments market size, share, and forecast are available in this report. Additionally, the region-wise segmentation and the trends driving the leading geographical region and the emerging region has been presented in this report.
The study on the Global Textile Dyes market also features a history of the tactical mergers, acquisitions, collaborations, and partnerships activity in the market. Valuable recommendations by senior analysts about investing strategically in research and development can help new entrants or established players penetrate the emerging sectors in the Textile Dyes market. Investors will gain a clear insight on the dominant players in this industry and their future forecasts. Furthermore, readers will get a clear perspective on the high demand and the unmet needs of consumers that will enhance the growth of this market.
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New Braunfels
New Braunfels is a resort town in the Texas Hill Country.
New Braunfels is usually considered a vacation destination. While it has no university of its own, it has a distinct college town feel, probably due to the huge numbers of students from universities in nearby San Antonio and San Marcos. As the name implies, it has a German heritage, and many of the local attractions capitalize on this. Most of the town's revenue comes from tourism drawn by the incredible rivers, including the Comal River, which is the world's shortest, entirely located within the city limits.
New Braunfels is also the home of several other smaller "towns" within the city. One is Gruene [29], home of the Gristmill Restaurant and Gruene Hall.
Get in[edit]
New Braunfels is situated on IH-35 at SH-46, near the Comal and Guadalupe rivers. Access to New Braunfels is accessible via private plane charter, highway access, and the Greyhound Bus Line. Airport shuttles from Austin and San Antonio are available. From San Antonio, head north on IH-35 about half an hour (30 miles) until you reach the SH-46 exit. From Austin, head south on IH-35 for about an hour (60 miles), past San Marcos, and exit SH-46. From Houston, head west on IH-10 about two and a half hours (150 miles), exit SH-46, and head north for about 15 minutes (14 miles more).
Get around[edit]
By car[edit]
Personal vehicle travel is the only effective motorized transportation in town. Print, download, or buy a local map and brave the roads. Traffic during summer weekends is very heavy. Parking at Prince Solms Park costs $10 from Memorial Weekend through Labor Day Weekend. Many tube rental shops offer free parking all day with rental and provide transportation to and from the river.
By bicycle[edit]
With heavy traffic and crowded roads, bicycle and foot are appealing travel options. There are a few bicycle rental shops in town. Remember that bicycles are considered vehicles in the eyes of law enforcement, so obey all traffic laws.
See[edit][add listing]
The Comal and Guadalupe rivers offer beautiful sights.
A historic district. Visiting this little "town" situated along the Guadalupe River is like stepping back in time. Antique shops, restaurants, and niche retail stores make for unique shopping.
Do[edit][add listing]
This seems to be what the Comal River was created for. People rent an inner tube, hop in the water, and float a few miles down the river. The services of a tubing shuttle are often employed to get from the end back to the insertion point, but because of loops in the river it's a very short walk. Note a recent ordinances prohibit carrying coolers with a capacity over 16 quarts on the river in city limits [30], and consumption or carrying an open container of an alcoholic drink in city parks [31].
Festivals and Fairs[edit]
Buy[edit][add listing]
Eat[edit][add listing]
Drink[edit][add listing]
Sleep[edit][add listing]
In high season, hotels can fill. If this happens to you, consider a hotel in nearby Seguin or San Marcos.
Get out[edit]


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Holiday Dog Clothes
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Washington Redskins NFL Dog Collar
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The Beginning
Our Corporate Offices sit on property that was once a farm purchased by Theo Moll. An integral feature of the property is a white oak tree estimated to be 350+ years old. The tree, with its deep roots and strong sheltering branches, has come to symbolize the company's commitment to its employees and surrounding communities.
Three German immigrants, Theo Moll, Emil Jochum and Erwin Gerhard all shared a deep-rooted faith in God and themselves and the dream of building a business in America, the "land of opportunity".
In 1932, they began to fulfill their dream by forming a partnership to purchase the assets and goodwill of the Modern Tool and Die Company. Throughout the early 1930's, they grew the business by securing work with several prominent companies including the manufacturing of perforating dies and a rolling machine to construct window channels for Standard Products and providing tooling, stamping, and painting assembled recording registers for Ergy Register.
This was the first consumer product manufactured by MTD. In 1936, growth continued with the production of MTD's first automotive stampings; the grill and two side louvers for the Graham Paige automobile. MTD earned a quality workmanship reputation which provided additional opportunities and allowed them to become a major producer of auto heaters for Eaton Manufacturing Company. During the late thirties, MTD grew alongside the growth of the auto industry.


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Tandy Leather has over 100 stores in the United States, Canada, and Spain. Find your closest store here.
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The Riviera 1/2 inch blind offers outstanding design with complete diversity. This blind represents Levolor's largest selection of fashionable colors and offers consumers the largest selection of available options encouraging uncompromising design statement.
Based upon a size of 24x36
Dust buildup on blinds is reduced by over 50% with the exclusive DustGuard™ feature.
Exclusive SheerView option provides a light filtering feature and reduces glare.
Premium slats are partially made from recycled aluminum.
Cordless lift system is easy to use and is safe for children and pets.
Check Here Before Ordering Click here for 1/2 Aluminum Blinds Specifications
Tips To Remember:
Use a steel measuring tape
Round down to the nearest 1/8" for width
Round up to the nearest 1/8" for height
See Product Specifications for more specific product info.
Sizes should always be provided in this format: Width x Height
On any measurement given, the factory does have a +/- 1/8 of an inch variance allowance.
Measure For Aluminum Blinds
Inside Mount Width
• Measure the exact width (left to right) of the inside edge of the window frame in three places (top, middle and bottom).
• Take the smallest of the three measurements to the nearest 1/8 of an inch.
• The factory will take an approximate 1/2 of an inch deduction from the total width to a lot for brackets and correct installation.
Inside Mount Height
• Measure the exact height (top to bottom) from the top inside edge down to the window sill in three spots across window.
• Take the largest of the three measurements.
Outside Mount Width
• Measure the exact width (left to right) of the wooden or metal window frame (outer edge) OR how wide you want the product to be.
• Be sure to measure wide enough as to cover the entire window plus offer enough coverage to avoid light or privacy gap. 2 inches past the opening on EACH side is suggested if you do not have molding/trim.
• An Outside Valance with returns will be wider than the ordered width to accommodate covering the headrail and mount.
Outside Mount Height
• Measure the top and bottom edge of window frame/trim. If no trim, be sure you provide the height you want the shade to be from top of the headrail to bottom of the bottom rail.
• Be sure to allot for coverage for light control and mounting hardware if mounting above window opening to wall surface. You will need 2 inches of surface area to mount above opening. Call us for further instruction if needed.


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Macon High School Merchandise
Find merchandise and apparel such as MHS t-shirts, MHS sweaters and other products below. You can customize apparel to include a graduation year, name or even jersey number. View our categories of merchandise below:
Macon Merchandise
All Macon High School Apparel & Accessories
Alumni Merchandise
Sports Merchandise
- Athletic Merchandise
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Looking for athletic merchandise not in our list? Click here to view all available products.
Activity Merchandise
Looking for activity merchandise not in our list? Click here to view all available products.
Note: Order Macon High School merchandise in Bulk!
Macon HS Coaches, Teams and Administrators can place group orders and receive bulk discounts! Get bulk quotes for Macon merchandise when customizing your order.


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Understand default .htaccess file configuration
One of our main goals is to configure Bitnami applications in the most secure way. For this reason, we moved the configuration in the .htaccess files to the main application configuration files and set the AllowOverride option to None by default.
NOTE: The Apache Software Foundation also recommends this configuration. To quote: "For security and performance reasons, do not set AllowOverride to anything other than None in your
block. Instead, find (or create) the block that refers to the directory where you're actually planning to place a .htaccess file."
Understand .htaccess files
The content of the .htaccess files have been moved to the /opt/bitnami/apps/APPNAME/conf/htaccess.conf file. For example:
The /opt/bitnami/apps/APPNAME/conf/httpd-app.conf file is the main application configuration file. It also sources the htaccess.conf file.
<Directory "/opt/bitnami/apps/APPNAME/htdocs"> Options +MultiViews AllowOverride None <IfVersion < 2.3 > Order allow,deny Allow from all </IfVersion> <IfVersion >= 2.3> Require all granted </IfVersion> </Directory> Include "/opt/bitnami/apps/APPNAME/conf/htaccess.conf"
The /opt/bitnami/apps/APPNAME/conf/htaccess.conf file ships the content of all .htaccess files required by the application. It typically looks like this:
<Directory /opt/bitnami/apps/APPNAME/htdocs/cache> Deny from all </Directory> <Directory /opt/bitnami/apps/APPNAME/htdocs/images> # Protect against bug 28235 <IfModule rewrite_module> RewriteEngine On RewriteCond %{QUERY_STRING} \.[^\\/:*?\x22<>|%]+(#|\?|$) [nocase] RewriteRule . - [forbidden] </IfModule> </Directory> <Directory /opt/bitnami/apps/APPNAME/htdocs/includes> Deny from all </Directory> <Directory /opt/bitnami/apps/APPNAME/htdocs/languages> Deny from all </Directory> <Directory /opt/bitnami/apps/APPNAME/htdocs/maintenance> Deny from all </Directory> <Directory /opt/bitnami/apps/APPNAME/htdocs/maintenance/archives> Deny from all </Directory> <Directory /opt/bitnami/apps/APPNAME/htdocs/serialized> Deny from all </Directory>
Watch the following video to learn how to configure .htaccess file (this video uses WordPress as a sample application):
Add a new section in the .htaccess file when installing a plugin
Some plugins, during their installation, create a .htaccess file in either the /opt/bitnami/apps/APPNAME/htdocs/ or in the /opt/bitnami/apps/APPNAME/htdocs//plugins directory that can not be read by Apache. For that reason, we recommend to move the content of that file to the /opt/bitnami/apps/APPNAME/conf/htaccess.conf file. Follow these steps:
Add a new entry in the /opt/bitnami/apps/APPNAME/conf/htaccess.conf file specifying the path where the htaccess file is (/opt/bitnami/apps/APPNAME/htdocs/ or /opt/bitnami/apps/APPNAME/htdocs//plugins) and pasting below the content of that file.
NOTE: CONTENT is a placeholder, replace it with the content of the /opt/bitnami/apps/APPNAME/htdocs/.htaccess file created by the plugin.
... <Directory "/opt/bitnami/apps/APPNAME/htdocs/"> CONTENT </Directory>
Restart Apache to make the changes take effect:
$ sudo /opt/bitnami/ctlscript.sh restart


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What would be the best portfolio in today's market if 24/7 news cycles and portfolio statements did not imperil your reputation through short-term dips?
That "Desert Island Portfolio," as John West of Research Affiliates calls it, would consist of today's "most feared and loathed" areas of the market: emerging stocks and bonds.
Emerging-market stocks and bonds are poised to significantly outperform U.S. stocks and bonds over the coming years — based on current valuation criteria — but most investors will lack the nerve to buy them, or if they do buy them, to hold them.
So argues an analysis by West, a managing director of Rob Arnott's Research Affilliates, based on the idea that advisors and managers of capital are constrained from optimizing returns by the fact that all professionals must report to someone.
West cites a variety of evidence that continuous performance measurement pressures investment professionals to manage short-term returns to avoid the risk of falling short of benchmarks and peer groups. After all, the client, after firing you, won't get the benefit of the long-term investment gains, anyway.
Shiller P/E ratios on emerging stocks range from 10 to 15, implying subsequent 5-year nominal returns at a median of 13.6%.
That's "almost a full 1,000 [basis points] compounded per annum for five years" over U.S. stocks, which at a Shiller P/E of 23.8, currently reside in the 90th percentile of their historic range and can expect median nominal returns of 4.2% per annum over the next five years based on historical averages. (Using more conservative assumptions for emerging-market stock performance, West posits a still healthy 500 basis-point advantage over U.S. stocks.)
The investment analyst then compares a typical 60/40 U.S. stock/bond blend (which he dubs the "Mainland" portfolio) with a "Desert Island" portfolio consisting of 20% emerging-market stocks; 30% emerging-market bonds; 30% high-yield bonds (esteemed for their above-average inflation protection); and 20% low-beta absolute return strategies (added to dampen portfolio volatility).
Projecting a range of probable outcomes, West points out that the Desert Island portfolio's bottom quartile result, at 3.69%, is superior to the median, 3.32% outcome for the Mainland portfolio.
Thus the odds strongly favor "going maverick," that is owning an out-of-the-mainstream asset mix. West calculates the Desert Island portfolio has an 80:20 or 90:10 likelihood of beating the Mainland portfolio over the next five years.
But measured over the next five quarters, those odds fall to only a 55:45 advantage. And therein lies the rub. With Desert Island's 7% tracking error against Mainland, "short-term performance would vary widely and inevitably produce a bad year of relative underperformance, perhaps on the order of over 1,000 bps," he writes.
"Only the most dedicated of contrarians could stick with such short term underperformance and, just as critically, convince clients to do the same," he adds.
The sell-off in emerging market stocks and bonds this year creates opportunities for maverick investors, he concludes — those willing to buy amid bad news and those able to hold "when clients get short-term indigestion," West concludes.
Check out Wealth Management for Wild Markets on ThinkAdvisor.


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70X157 Scarf Stripe Anagram
Pashmina-style scarf with repeating Anagram damier pattern and knotted tassels crafted in jacquard knit wool.
- Color: Navy Blue
- Material: Cotton
- Measures: 70X0X157 cm
- Weight: 0.118 kg
- Line: Otras
- Model ID: 910.10.130
- Made in: Italy
- Color: Navy Blue
- Line: Otras
- Material: Cotton
- Model ID: 910.10.130
- Measures: 70X0X157 cm
- Made in: Italy
- Weight: 0.118 kg
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Oh, the humanity. A rough — some would say devastating — few months for bond funds and ETFs just got rougher.
No longer waiting until the end of the month to deliver the bad news, TrimTabs Investment Research reported on Tuesday that bond mutual funds and exchange-traded funds have redeemed $20.3 billion in September through last Friday. This month's outflow is already the fifth-highest in any month on record.
"We've seen unprecedented redemptions from bond funds since the start of the summer," David Santschi, CEO of TrimTabs, said in statement. "The outflow of $68.6 billion in June was the biggest ever, and the outflow of $37.4 billion in August was the third-biggest ever."
In a research note, TrimTabs explained that bond funds have redeemed $138.4 billion since the start of June. The year-to-date outflow of $28.4 billion reverses a tiny fraction of the inflows totaling $1.2 trillion from 2009 through 2012.
"The yield on the 10-year Treasury note has jumped 120 basis points since the end of April, which is an enormous move," Santschi noted. "We think the backup in yields has been driven partly by repayment of cheap European Central Bank loans that were used to buy Treasuries and partly by investor fears of 'tapering' by the Federal Reserve."
TrimTabs argued that bond fund redemptions have been so large and so swift because retail investors commonly regard bond funds as safe.
"Many investors who loaded up on bonds in recent years didn't fully understand the risks of what they were buying," Santschi said. "Now that they're suffering losses in funds they thought were low risk, they want out fast. The exodus suggests 'tapering' could be more disruptive than Wall Street thinks."
Check out Losers vs. Bigger Losers: Bond Lessons From the Summer Sell-Off on ThinkAdvisor.


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Job Code Number
Job Description
As a Van Midwest Regional Fleet driver, you'll haul largely no-touch freight to many of the same locations in the central part of the country.
You will get home weekly - typically for at least a 34-hour reset. We strive to get you home with a load so you'll know well in advance where you're going when you head back out.
You'll get the Your Choice Pay Plan ™ that allows you to earn a pay increase each quarter up to our top rate.
You can add to your income as a Driver Trainer (as much $10k a year) or referring other drivers to Roehl, and we pay you for services many other companies overlook.
Learn more about the extras Roehl pays.
CDL Truck Driver
US - MI - Milan
Online: https://nlx.jobsyn.org/5f163dd927c840b597bba62aa4a7a00f151
Roehl Transport
Employer Website
Milan, MI 48160
Heavy and Tractor-Trailer Truck Drivers
High School Diploma/Equivalency
Entry Level