text:
Wednesday, September 5, 2012
Just one of those days...
We all have them. A day when we thought maybe we shouldn't of gotten out of bed. ;)
Well, today started off with that way. I had to get up early to be at Sizzix at 8am (that's early for me!) I had an 8:30 class where I got to meet and train some new employees.
So, I set my alarm for 6:15am...plenty of time to get ready and get out of the house by 7:15, so I'd have time to stop at 7-11 for my soda and then get to Sizzix early.
Well, Cookie heard a neighbor's dog barking at 5:15am and immediately she ran downstairs and out the door to offer her two cents into the conversation. Of course, that meant I had to jump out of bed to wrangle the little stinker before she woke up the entire block.
We get back into bed (yes, Cookie sleeps on my bed....) but, she laid down closer to me than normal. I looked at her, she looked at me....yes, it was a Hallmark moment....straight out of a movie...we were gazing at each other and saying the words, "I love you..." with our eyes.....
And then....
She threw up!
And the smell!!!!! OH, WOW! I thought I would lose my dinner from the night before. It was horrible!
I think I screamed. Poor Cookie! I instantly started yanking the sheets off the bed, trying to roll them up so it wouldn't get on the mattress...meanwhile, the whole time thinking I was going to throw up...(the smell!!!)
I finally got the sheets off the bed. (Luckily, it didn't reach the mattress...and YES, Mom, I just ordered a mattress pad for the bed today!)
Long story a little shorter, poor Cookie threw up at least three more times. :(
THIS is what happens when certain family members treat her to human food. :(
Cookie seems to be feeling better, but, my stomach is STILL queasy. Bleh.
I did make it to Sizzix in time. Had a great training and then went to my office for a few hours. Luckily, my Mom was planning on coming over to do a few things around our house, so she kept Cookie company.
The day ended up much better. I even had a fantastic and interesting phone call. (I love when God seems to throw something at me that I wasn't expecting!) Not sure what will happen with the topic of the call, but it's a journey I'll take if He chooses to lead me.
I think I'll share a fun card with you designed by my buddy and Design Team Member, Jeanne.
Supplies Used:
Sizzix Movers & Shapers L Die - Card, Circle Flip-itsSizzix Framelits Die Set 8PK Circles
Happy Stamping!
6 comments:
- BecciRay said...
Sorry - but hilarious. Reminds me of when I got up in the middle of the night to get a glass of water and ..... shmoosh...stepped with my barefoot into a pile of doggy puke. Ewwwwwww. Extra freaky since it was pitch black. I didn't know what it was - just warm and gooey....ewwwwwwww.
- Gretchen said...
Oh goodness... pukey pets are the worst. Our entire downstairs is hardwood/tile and yet our dog likes to go right to the start of the stairs where there is carpet or on the rug she sleeps on to do it. blech. Sorry you had a rough start but glad it ended better. And Jeanne totally rocked the card!!!
- MackieMade Paper Creations said...
I know just how you feel...our dog sleeps with us too! Nothing is sweeter than having your little precious snuggling with you! Until.... you hear that gurgling sound they make and you know it's coming!!!! Ewwww!!! You are better than me! I make my husband clean it up! (Or he will be cleaning up after me, too!) Glad your day got better and Coco!!!
And the Christmas card is gorgeous! I love the embossing! Great idea!
- sarah said...
OMG!!!what a way to start U'R mornin!!!I also don't do well w/pukey~yukey!!!!We have a cat & when she does that>>>My hubby's problem then...he's Mr. Clean-up..he.hee!!!glad u'r day got better...:)
- kathy s said...
what a day- hope the phone call makes everything plateau out and hope cookie is better
Those Kodak moment times are the ones that make the pukey ones worth it. Stephanie, can you share which snowflake embossing template was used on this beautiful card?
Post a Comment
We love comments!
If you have a question or a Customer Service issue, please contact us via our website. We do not always see blog comments in a timely manner. Thanks!


text:
Out_Arquias [HUM853]Investigación para los límites en arquitectura email@example.com
|Outarquias HUM853, researching group "on the limits of architecture", unfolds its activity in three different areas: Symptomatology of the Present and Architectural Action, Architecture and Visual Culture, and Dissolution: from the Subject to Architecture. From these fields of knowledge we race academic, institutional and managerial projects, playing different roles such as consultants, directors or participants. We develop the following researching works in the realm of architecture: Space, Public Space (fear, poverty, counterspaces), Hybridization and Crossculturality, Sustaninability, Architecture and Aesthetics of the XXth century and present times, Social-Spatial Processes, Biotechnology, Processes of Generation of Form, Spatialization of knowledge, Innovation and Mapping, Landscape. The group belongs to two International Studies networks. The first one is the PUC Network PUC (Urban Contemporary Problematics), and the second network is the RESE on social-spatial processes. It belongs to the iuacc (University Institute of Architecture and Construction Sciences) and to the Architectural Department of History, Theory and Composition of the Higher Technical School of Architecture of Seville University. Members: Mariano Perez Humanes, Carlos Tapia Martin, Carmen Guerra de Hoyos, Natalia de Carli, Eduardo Mayoral González, Simona Pecoraio, Juan Agudo Torrico, Elodia Hernández León, María Prieto Peinado, Natalia de Carli, Carolina Prieto de la Viesca, Marta López-Marcos, Jorge Minguet Medina, María Dolores Gutiérrez Mora, Pablo Pérez Ganfornina, Beatriz Castellano Bravo, David Soria Pedraza, Claudia María Sacristán Pérez, Laura Tena Sánchez, and Silvestre Vivo Millán (Col).Recent books (see on scribd) (see on Issuu):
Recent Chapters:
|Expertise offered.The identification of emerging issues, "weak signals" and disruptive factors including"wild cards" in particular focussing on the EU Research and Innovation policies.
Our experience as interpreters of maps of knowledge to suggest different actors how to deal with managerial developments in current scenarios using new methodologies. We first prepare these maps inside the institutions to generate models of behavior in short and medium term, especially regarding the realm of researching.
International projects financed with public funds endorse our recent trajectory. Among them we there are the following: "The originality of the Culture of the Copy", "Prototypes for sustainability in a Public and European scale" and "Hybridization and Crossculturality for new ways of inhabiting and living".
The trends and tensions provoked by globalisation, international competition, climate
change, energy, ageing population, migration fluxes and security.
The potential role of Europe in shaping global governance (cf. G20, reforms of international
institutions such as UN, WB, IMF) and new territorial dynamics (cf. places of economic growth, of knowledge attractiveness, of social cohesion and cultural interactions).
At the moment, the PhD. members of the group are directing nine doctoral dissertations and have formed more than 40 master researchers (Master in Sustainable Cities and Architecture and Master in Architecture, Innovation, Design and Technology). These master courses cover globalization, experimental energy and its social repercussion, borders (especially in the territory of the south of Spain) and immigration, slow city and decrease, fear in public space, etc.
The research topic that is being developed consists of a redefinition of the relationship between architecture, ecology and sustainability through the implementation of biotechnologies in the realm of architecture.
It tackles life engineering as a design methodology to redefine human and non-human agency from an ecological and posthumanistic approach. In doing so the work that is being done unfolds a theoretical framework regarding ecology, posthumanism, biotechnology and architecture. However it is also focused on the design and fabrication of real prototypes such as glowing devices powered with bioluminescent bacteria, 100% organic thermal insulation panels made of agricultural waste and mycelium, and microbial induced cementation of granular structures using bacteria.
Expertise offered for a second way:
Life sciences, biotechnology and biochemistry for sustainable non-food products and processes
– PhD currently being developed on Biosynthetic Architectures.
– Stay in the Bioworks lab (http://terreform.blogspot.com/2008/12/bioworks-institute-website-launched.html) during one year developing projects relating Biotechnology and Architectural Design.
– Research Bio-Design Project: Swarm Intelligence in Bioluminescent Micro-Organisms (http://greenwabii.com/?p=469). This project consists of designing glowing devices using populations of bioluminescent algae and bacteria for public ambient lighting, signs, billboards and screens, natural park faint illumination, etc.
– Research Bio-Design Project: Growing Architecture through Mycelium and Agricultural Waste (http://greenwabii.com/?p=1). This project seeks to get thermal insulating and structural 100% organic panels through agricultural waste and mushroom roots.
– Research Bio-Design Project: 3D Form Generator through Microbial Induced Cementation. This project is about cementing granular structures such as sand to obtain sandstone. Its potential uses can be applied to generate structures out of sand, improve soil stability, heal concrete cracks, restore buildings, etc.
– Advanced Architectural Research (GSAPP, Columbia University, NY).
– Master in Advanced Architectural Design (GSAPP, Columbia University).
– Master in Advanced Architecture (IaaC, UPC Barcelona).
– Master in Sustainable Cities and Architecture (iuaac, Seville University).

subset: commoncrawl


text:
Pet Spotlight
Submit your pet to the Pet Spotlight!
Pet Name: Fentway
Owner: combatteroyale
Breed: Kyrii
About Fentway:
I remember the story as if it happened only yesterday; Neopia was at its usual hustle-and-bustle, and even though it was the busiest day of the week for Neopia Central, I was determined to cross everything off my shopping list immediately. You can only procrastinate for so long before your stomach gets all rumbly.
As soon as I set foot inside the bakery, I was greeted with a friendly smile from the Breadmaster.
"Hey there, it's my most valued customer!" he laughed heartily. "What can I get for you today?"
Taking my chin in my hand, I pondered for a brief moment.
Just then, I heard a piercing shriek from outside.
"STOP! Thief!"
I sprinted outside to spot a local vendor in tears, as well as two Neopian police officers pursuing the suspected criminal. The thief was swift and nimble, as if his feet had wings. With his loot secured tightly within his tiny paws, he made a quick sprint into the thick of the Haunted Woods, vanishing almost instantly in the hazy evening air. The officers' chase came to a sudden halt. No one dared to venture into the Haunted Woods.
Curious, I made my way over to the crime scene.
"Evenin', officers." They paid me no mind. I huffed and placed a hand on my hip, occasionally glancing over my shoulder at the entrance to the Woods. Only a complete fool would enter those woods alone. It must have been cold, damp, and dark in there... and scary... What if that little Neopet had gotten hurt?
I made a bounding leap over the fence and landed on my feet inside the Woods, unnoticed. I wasn't scared in the slightest... at least, that's what I kept telling myself. The air was brisk and sent shivers down my spine. I carefully made my way through thorn bushes and stray tree branches before spotting the lone scoundrel. As soon as his eyes met mine, he took off, heading deeper into the forest.
I called after him, "Wait! I just want to talk!" I chased the rogue deeper and deeper into the forest before stopping to catch my breath. "I can't... keep up..."
I then heard a scream of terror, which made me stand straight up. I followed the source of the sound before finding the thieving rascal in the clutches of the Esophagor's jowls, fighting tooth and nail to keep from being gobbled up like a tasty morsel.
"Sssssso... hungry..." The Esophagor grumbled from the back of his throat. "Sssstarving... need... ssssustenance...!"
Hurrying over to the scene, I cried out, "Stop! Don't eat him, please!"
The enormous glutton directed his attention to me. He let out a loud grunt and growled, "Need... nourishment. Find me... food."
Panicked, I reached into my pocket, fished out a box of Assorted Gummy Dice, and tossed them into the Esophagor's mouth, freeing the pet he tried to make a meal out of. Seizing the tiny rogue's arm, I rushed toward the exit with the thief in tow. "Come on, let's get out of here!"
"No!" he cried. "I can't go back! They'll put me in the pound!"
Upon hearing his plea, I stopped in my tracks. I turned toward him with blatant concern on my face. Softly, I asked, "Is that what you're afraid of? Getting caught?" He nodded and turned his gaze toward the ground. I smiled a little. He didn't look much like a criminal at all. He looked like a normal Kyrii, but with a nicked ear, a messy mane, and a criminal record. Sighing, I put my hand on his head.
"Listen," I said with a wry smile, "if you return those things you stole, I'll take care of you."
His eyes widened. "You mean... like a pet? You'll... adopt me?"
I nodded. "If that's what you want... but you have to stay out of trouble. Deal?"
He hastily shook my hand and sealed our agreement. "I'm Fentway. I'm really excited to go home with you!"
Quick Jump
IMPORTANT - SUBMISSION POLICY! By
uploading or otherwise submitting any materials to Neopets, you (and your parents) are
automatically granting us permission to use those materials for free in any manner we can think
of forever throughout the universe. These materials must be created ONLY by the person
submitting them - you cannot submit someone else's work. Also, if you're under age 18, ALWAYS
check with your parents before you submit anything to us!
|Login to Neopets!


text:
The United States of America finally has a female president, and members of the Sisterhood could not be happier. The group, which seeks justice for mistreated women at any cost, is thrilled that their friend, Martine Conner, is the new commander-in-chief. However, when Martine asks the Sisters not to prosecute members of her cabinet and other influential Washington politicians who are involved in an illicit prostitution ring, the women question her judgment. Although they do not want the first female president's term to be overshadowed by a sex scandal, the Sisters also do not want the "johns" to get off scot-free while "the girls" are charged with crimes. As the women search for more clues, they discover that the vice president is behind the entire scandal; it is part of his plan to succeed the shamed Martine. The Sisterhood must return to Washington, D.C., from Big Pine Mountain in Yancey County to put the disgraced politicians where their careers are headed: in the Dumpster.
This is the fourteenth novel in Fern Michaels' Sisterhood Series, but not all of the novels in the series are set in North Carolina.
Check out this title's availability in the UNC-Chapel Hill Library catalog.


text:
I return to this blog nearly two years after the internship, and it brings tears to my eyes to read what I wrote at the close of that chapter of my life:
"I will probably never be a missionary to China… Instead, just by going to UTD, I can engage with hundreds of people from China. Those students at UTD aren't just your average citizens, either. They must study for government administered exams to get visas for foreign study. Their families must be able to afford the tuition at an American university. The students who come to UTD from China are smart, wealthy, young, and the most likely demographic to change their culture. And they are coming to our doorstep hungry to hear about Jesus!
My task is just to introduce them to the true God and watch as he changes their lives."
In the two years since the end of my internship with Focus, I have gotten to see God answer my prayer. I have met wonderful new friends from all over the world like Ruirui, Julie, Chao, Sunny, and Danni.
Ruirui comes from a part of China where tensions run high between different ethnic groups. The only religious people she knew before coming to the U.S. were Uyghurs - a Muslim group in Western China that has recently been in the news due to violent clashes with police. Over the past two years, she and I have studied the Bible one-on-one. Her questions are sometimes difficult, and I find myself saying, "I don't know," a lot, but she is slowly walking the narrow path that leads to Jesus. When she went back to China to visit her parents last December, she told them she has been studying the Bible and wants to be a Christian. Her parents may not be happy with her decision, but I am so proud of her!
I met Danni at UTD event for international students two years ago, and we became friends instantly. We studied the Bible together, and I got to baptize her in the swimming pool on campus that November (it was really cold!!). Now she is overcoming cultural differences related to her upbringing in China and ministering to teenagers right here in the U.S. You can go read her blog here to hear what God has done in her life.
|From left to right: Ruirui, Me, Danni, Mandy, and Debbie
As I look at these amazing young women and at others, I see that God has answered my prayer for international students at UT Dallas. What is more exciting than seeing lives change for the better?
Since August 2013, I have also been the Intern Coordinator for nine Focus interns. That means I have to try to keep them on track with assignments, due dates, and fundraising. Even though I was supposed to be "coordinating" them, they ministered to me in countless ways. I am sad that their internship is over now, but glad that five of them have decided to remain on our staff either as staff ministers or for a second year internship.
Now I am getting to know the ten new interns who will be joining our staff this August: Cody, Matt B., Kaitlyn, Christian, Stephen, Miriam, Ana, Rachel, Sarah, and James. They are now in the process of preparing and fundraising for their ten-month internship. Based on what I know of them so far, I think the 2014-2015 school year will be an exciting one for God's kingdom!
If you are reading this blog, it's probably either because you love me or you're excited about God's mission (or both!). If so, I want to invite you to support me and Focus and join in what God is doing at the college campuses. You have the opportunity to be a part of the big, amazing things that God wants to do in the lives of students! Please pray for Focus, our staff and students, and consider supporting us with a monthly donation. To learn more about supporting Focus, you can email me at email@example.com or view our online donation page at http://anyfocus.org/updates/donation.
May God bless you in everything you do!


text:
brand loyalty
Also found in: Wikipedia.
Brand Loyalty
The propensity for a consumer to buy a product again. Brand loyalty begins when a customer has a positive experience with a product; however, such purchasing may end up as simply a habit (albeit a revenue-producing habit). It is important for companies to build their brand awareness (or knowledge that their products are available) and to produce quality goods in the first place in order to build brand loyalty.
brand loyaltythe extent to which consumers buy a particular BRAND of a product in preference to similar brands. Consumers may be totally loyal to a single brand but more usually will switch irregularly between two or more brands. Brand loyalty will depend largely upon consumer satisfaction with the intrinsic qualities and attributes of the brand but may also be swayed by persuasive ADVERTISING and SALES PROMOTION.
Strong brand loyalty serves to protect and increase the firm's MARKET SHARE vis-à-vis competitors, and may afford opportunities to charge a premium price for the brand. See BRANDING, BRAND SWITCHING, COMPETITIVE ADVANTAGE.


text:
The blog is a reflection of multi-disciplinary scholarship, academic degrees, and all kinds of letters after my name to make me feel big. Psychoeducational and happy, I'll lecture at most sunny places, topic your choice. The blog is NOT to diagnose, treat, or replace human to human legal, psychological or medical professional help. References to people, with the exception of myself, and events except those about me, and even some of those, are entirely fictional.
Thursday, May 03, 2007
And Another Thing: British Air and Behavior Mod
And British Air so deserves this.
How silly of me to think that I could use the 26, 000 plus miles I'd racked up over the years to book a trip to go to my niece's wedding. It looks like the miles have expired.
Huh? What kind of nonsense is that! How can miles expire?!?!
So I called customer service. I waited quite awhile, actually, but a customer service representative eventually answered the phone. I could tell by the superior affect in his tone from the start that I wasn't going to get anywhere. But I teach assertiveness, right? So I have to practice once in awhile.
Me: Oh, hello. Maybe you can tell me why you cancelled 26,000 of my miles. The web site says they're expired. I just flew British Air in 2004.
Customer Service Representative: Oh, you know, there are rules. Do you know the rules?
Me: Huh?
CSR: Well, you and the other 2 people on your Executive Club card would have to have flown British Air within the last 36 months or you would lose your miles.
Me: Well that's a little severe.
CSR: Those are the rules. You'd be surprised (he sounded gleeful, honest) how many people don't KNOW the rules. Why, just the other day I had to tell a customer who had thousands more miles than you did that she just didn't know the rules, which is why she lost her miles.
Me: You're sounding a little unsympathetic, you know, like you have an attitude. You could be nicer to customers. I'm grieving here.
CSR: I'm sorry but you should have read the fine print.
Me: You know, I fly a lot. Most of the airlines aren't this punitive. It makes me think I shouldn't fly British Air anymore.
CSR: That's your choice.
Me: You don't care?!!
CSR: It's not for me to care or not.
Me: Aren't you a customer service representative?
CSR: Yes.
Me: Well doesn't that mean you're on my team? I'm the customer.
CSR: I have to explain to the customer the way things work, how we enforce our policies.
Me: Not why you have the policy.
CSR: No, not really why we have the policy, but the policy.
Me: Then you're really a British Air representative, not a customer representative.
CSR: No, I'm a customer service representative. I'm here to help you.
Me: So help me. Restore my miles.
CSR: I'm afraid I can't do that.
Me: I'm not asking you to do anything illegal.
CSR: That would be against our policy if we restored your miles once they've expired. But let me look up your account. (He did, and then he tut, tutted, made those funny smacking noises.)
No, you haven't flown since 2004 so your miles have expired. Unless, of course, you have flown but didn't report the trips to us.
Me: Well, one of us flew in 2007.
CSR: But didn't use the frequent flyer number?
Me: It's quite possible.
CSR: He only had 30 days to report the number, if that was the case.
Me: Well, that's passed.
CSR: See? People have to learn to read.
Me: What a terrible way to talk to me! I can read. Do you think I can't read?
CR: Well, I would imagine you can, but you didn't read the rules when you signed up for the Executive Club.
Me: Can you read?
CR: Yes, of course.
Me: Good, then read my blog. What did you say your name was again?
Actually, I didn't say that. I didn't say, Good, then read my blog. What did you say your name was again? I didn't intimidate him. I hung up on him. Slammed down the phone, actually.
I'm hoping I hear from people who Google British Airways (though that's unlikely). But for me, B.A. will be an absolute last resort next time I travel overseas. They need MUCH better customer service. I think I'll e-mail them and tell them so.
The truth? I have to tell you. I'm not really a big complainer, even though I've started to complain a little with this And Another Thing feature. The feature's really just to draw attention to things I find unfair, or to things I think people should consider doing. It's more of an opinion piece than a rant. Fact is, I'm pretty happy with what I've got, the good and the bad, and I give most people the benefit of the doubt.
But when I put kids on behavior mod programs in therapy, the first thing I tell their parents is, you give a kid a point, you DON'T take it away. It's just not allowed. It's morally wrong to give, and then take away. In my world, that is. And I do live in a kid's world half of the time.
So British Air? You can't giveth and taketh away. It's just not right.
Meanwhile, friends, if you have miles with British Air?
You know the rules. Fly. Or better yet, let 'em expire. Fly another airline.
And B.A.? You still have time to change those very uptight, British rules. Come on, seriously. Is this necessary?
14 comments:
Fine Print should be illegal!
- May 3, 2007 at 11:05 PM
- therapydoc said...
Exactly. If we wanted to read it we couldn't.
- May 3, 2007 at 11:15 PM
Stick it to the Man!!
I had a similar experience recently. Where do these people come from? Is there something in the job description that says, "Wanted, self-righteous, condescending individual. Snide tone and passive aggressive tendencies a plus!"
- May 4, 2007 at 8:22 AM
- therapydoc said...
It's hard for me to stick it to the man, but something has to be done. They have to be told.
- May 4, 2007 at 8:42 AM
- Swan said...
I'm sorry that you lost your miles.
And it is this kind of stuff that makes you want to pull your hair out! Just because worst stuff can happen doesn't mean these other annoyances aren't really - well - annoying! And even costly, not to mention the stress that they cause.
Good luck in your future air travel - and I will avoid BA in future.
- May 4, 2007 at 9:00 AM
- therapydoc said...
thanks Swan
- May 4, 2007 at 9:06 AM
- DF said...
Next time PLEASE ask for their supervisor. They absolutely hate it. Tell them that you'll stay online however long you have to talk to them, but at CS they have to let you talk to them.
Then you can tell them that their customer service rep insinuated that you didn't know how to read.
Supervisors are the secret to Customer Service everywhere.
- May 4, 2007 at 9:24 AM
- therapydoc said...
You're right, of course.
- May 4, 2007 at 9:46 AM
- Heidi said...
Ok, I won't fly British air. You so don't deserve that kind of bull treatments. British air is losing more than 1 customer.
What you could've done is hang up on him, and then call back. Another operator might have helped you better, way better.
Worse come to worse, say you want to speak to the supervisor. The supervisor at least would take your point of view with way more professionalism.
- May 4, 2007 at 1:07 PM
- therapydoc said...
CK, you're right of course of course! Why didn't I think? Oh well. Why do I think this isn't over, actually?
- May 4, 2007 at 1:25 PM
You should definitely get in touch with a manager. Maybe they do have a policy of expired miles but they may restore them because of the way you were treated.
I'm currently in the same situation where I was trying to change my hotel reservations and met up with a very rude reservationist who treated me like I was an idiot. I emailed the hotel to get the general manager's name and just sent him an email. Let's see what happens now.
Thank you for sharing this with the Carnival of Family Life.
- May 6, 2007 at 12:10 PM
- therapydoc said...
Thanks for running that carnival, Kailani. You're right, I should push this.
- May 6, 2007 at 12:45 PM
I think it is a combination of things.
1) People react to ways we behave and that affects our interactions with them. If I constantly act aggressively, people will react to an aggressive person and I will see the same pattern in my interactions.
2) I think we are also drawn to people who feel familiar and shun people who behave in a way that is unfamiliar. Humans fear the unknown and hate change. In that way we continue to replicate the relationships we learned in our family of origins instead of breaking out of old patterns and trying something new.
3. Even if we do recognize the pattern and fight to change, we have no idea what to change it to. We only know how to react in the ways we learned in our families. This makes changing our patterns a true uphill battle, but it can be done and it is worth the effort.
- May 31, 2008 at 8:55 PM
- therapydoc said...
So true, thanks ANON.
- May 31, 2008 at 9:02 PM
Okay, people. If you've been reading me thus far you probably get that the sort of thing I referred to in the last co-dependent post inf...
You may have heard this TherapyDoc aphorism. Write it. Don't send it. See, we can be talking about something (you will, that is, while ...
It's a very simple concept, really. But I remember first hearing about it many years ago in graduate school and getting it, but not get...


text:
This is a mission to clear stuff in my pantry. My target ingredient is puffed rice. This chocolate puffed rice is easy to make as no baking involve. Just melt the chocolate and mix in puffed rice. The hard part is dividing the coated puffed rice into mini paper liners. Kids especially love this crispy sweet chocolate dessert ^^
Recipe from Vivian Pang KitchenYield about 90 pieces Chocolate puffed rice Ingredients: 75g semi-sweet chocolate 75g dark chocolate 40g smooth peanut butter (you can use crunchy type too) 100g puffed rice *reduce to 80g if prefer more chocolate coating
some mini paper liners
some colourful sprinkles and white sesame seeds for topping
Methods: 1. Add in chocolate and peanut butter in a heat proof bowl. With double boiler method, melt together chocolate and peanut butter. Remove from heat
2. Add in puffed rice and fold till all well coated. With the help of 2 small spoons divide the coated puffed rice into mini paper liners. Sprinkle some colourful sprinkles or sesame seeds on top.
3. Leave at room temperature till the chocolate set and store inside airtight container.


text:
3rd Grade, Mrs. Whitley – February 7, 2013
Project: The students started by drawing a self portrait with geometric shapes and exaggerated expressions. They hid meaningful letters, numbers and symbols within their drawings in the style of Klee. They then traced over their pencil drawings and covered the entire drawing with wet tissue paper squares. The paper squares were then removed leaving shapes to create a 'cubist' feel. While they created their art they listened to music to draw inspiration, just as Paul Klee did when he created his masterpieces.
Leaders: Peggy Raihle, Eliza Buckner


text:
It doesn't appear to have grown much but I did finish the 2nd full heart. I had to rip 4 rows because I skipped a bar and didn't find it till I was reproducing the heart pattern and in filet (especially the open mesh background), a missed bar is a blunt error and not easy to hide.
The panel is now about 8" long and, as you see, I have nearly used up the entire ball of thread.
I use a loop of yarn to help keep my thread (and yarn if I'm working with it) in position over my index finger. I tend to have a problem with it sliding off and prefer it to stay put between my knuckles.


text:
Earlier today I asked if anybody kept a private (for your eyes only) journal or diary and, if so, what were the tools of choice. Only one person said yes. No conclusions can be reached by such a small sampling (only 557 followers on Twitter and 2800+ on Facebook), but I'd be surprised if social media hasn't quenched the desire for privacy and fed the temptation to exhibitionism.
If that hunch is right, it may well indicate that nowadays the 21st Century clock sees less closet time with God than before. As if we were spending too much time already in private prayer and meditation of the Scriptures. "Quiet time" has already become a quaint phrase of the 20th Century. Continue reading


text:
Error: Disney Resort hotels will begin a phased reopening. As we open these hotels, a number of health-and-safety measures will be in place. Additionally, some experiences may be modified or unavailable. Learn more. Disney Resort hotels will begin a phased reopening. As we open these hotels, a number of health-and-safety measures will be in place. Additionally, some experiences may be modified or unavailable. Learn more.
Childcare and Services
Discover a whimsical way to dash about! Getting to select locations around Walt Disney World Resort—or traveling to and from Orlando International Airport—is easy when our private vehicles whisk you off in delightful Disney style. (Additional charges apply.)
Enjoy the convenience of 24-hour self-service laundry rooms located throughout the Resort hotel. You'll find one in Aruba and 2 in the villages of Jamaica, Martinique, Barbados and Trinidad. Tokens for the washers and dryers are available for purchase in each of the laundry rooms.
For dry cleaning or valet laundry service, please drop off your items with Bell Services prior to 9:00 AM.
Learn more about laundry and dry cleaning services at Walt Disney World Resort hotels.
Send pre-stamped postcards and letters from the Front Desk, as well as pre-packed, pre-labeled packages. You can also purchase stamps at this location.
Shopping is a breeze at Walt Disney World Resort, thanks to complimentary merchandise delivery to your Disney Resort hotel.
Take advantage of this convenient service—and enjoy the parks without extra baggage! Merchandise delivery is available during your stay at any Disney Resort hotel for purchases made:
Pickup Location
When staying at Disney's Caribbean Beach Resort, you can arrange to have your merchandise delivered to the Concierge at Barbados, where it will be available for pickup later.
About the Shop Disney Parks Mobile App
You can shop for authentic Disney theme park merchandise right from your mobile device. Download theShop Disney Parks mobile app and start browsing from thousands of Walt Disney World products!
Looking for a special way to surprise your loved ones—or treat yourself—during your stay at Walt Disney World Resort? You can place an order through the app up to 2 days in advance of your visit. When you arrive at your Disney Resort hotel, your merchandise will be waiting for you at the pickup location.
Learn more about merchandise delivery and pickup at Walt Disney World Resort.
Guests staying in Club-level rooms and suites are eligible for personalized vacation-planning support.
Get around Walt Disney World Resort with ease using these convenient, complimentary transportation options.
Disney Skyliner Transportation
This new gondola system offers a bird's-eye view while connecting Guests to Epcot and Disney's Hollywood Studios from select Disney Resort hotels—including Disney's Caribbean Beach Resort.
Learn more about Disney Skyliner transportation.
Disney Bus Transportation
Most areas throughout Walt Disney World Resort, including theme parks, water parks, Disney Resort hotels and the Disney Springs area, are accessible by complimentary bus transportation. The bus stop at Disney's Caribbean Beach Resort is located at Old Port Royale Centertown.
Enjoy complimentary transportation and luggage delivery to and from Orlando International Airport.
Standard overnight self-parking is available to registered Guests for a fee that will be applied to their hotel folio upon check-out. All parking fees include applicable tax.
Complimentary standard self-parking is available while you enjoy select dining, shopping, entertainment and recreation experiences at this Resort.
Collect your boarding pass and check your luggage from the comfort of your Disney Resort hotel.
A 24-hour ATM is located at Old Port Royale.
Guests may exchange foreign currencies at the Front Desk or Lobby Concierge.
(407) 934-3400
Even as the Disney Cast Member guides you around our site, they will be unable to access or view any files or information on your device or anything you type.
To stop the session, click the X in the screen-sharing window at any time. You can remain on the phone with the Cast Member.
Enter the code provided by the Cast Member and Accept to get started.


text:
From MSN Sports:
Oscar De La Hoya's troubled past with substance abuse crept its way to the forefront again early Tuesday morning.
The Hall of Fame boxer and CEO of Golden Boy Promotions was arrested by the California Highway Patrol and charged with two misdemeanors: driving under the influence of alcohol and driving with a blood alcohol content of .08% or greater, according to a police report obtained by USA TODAY Sports.
De La Hoya, 43, was observed speeding in a Land Rover on Del Mar Blvd., west of Arroyo Blvd., in Pasadena, according to police. After he was stopped, the officer detected the odor of alcohol on De La Hoya's breath. The former four-division champion failed several field sobriety tests and was arrested without incident at 1:57 a.m. PT. De La Hoya was later released from jail to his manager.


text:
$140.00 $168.00
You'll love the blissful tones of this plush wool rug, and rightly so! The magnificent design and tones of this rug are sure to add a spirited touch to any room. Hand tufted, hand carved, and with a pile height of 2cm, this wool rug offers quality to suit your style of living. Like any handmade wool rug, this rug is velvet soft to the touch. With rich colours and elegantly simple geometrical design, this rug will compliment your decor by offering a distinctly sophisticated feel.
Please note:
Allow for a slight variation of colours depending on monitor settings.


text:
Emotions emerge in Facebook news coverage
When new platforms are reshaping the media environment, the practices of doing journalism are changing, too. Yngve Benestad Hågvar, from Oslo and Akershus University College of Applied Sciences, studies the rhetoric of Facebook journalism.
According to Yngve Benestad Hågvar the news pieces in Facebook are often framed by texts especially formatted to social media.
"This text often deviates from the journalistic norms", Hågvar says.
He has noticed that when the story travels from an online newspaper to Facebook the framing easily turns to be more subjective and more emotional. The distinction between news and views gets blurred.
In his ongoing research, Hågvar compares NRK (Norwegian government-owned radio and television public broadcasting company) with Dagbladet, which is one of the two large tabloids in Norway. Hågvar classified different rhetorical techniques that were used to gain attention. Using emoticons is common in Facebook as well as wide range of speech acts. Deviating from traditional headlines, it is common practice in Facebook to ask questions. These questions, according to Hågvar, are many times suggesting how the story should be interpreted.
When Oslo Gardemoen airport was closed because of a snowfall in April, Dagbladet in their Facebook page asked if Norway could not cope with snow.
"However, if you read the story, there were very good reasons to close the airport because it would have been dangerous if they didn't. The online paper did not frame the story that way at all", Hågvar says.
Hågvar also noticed that subjective views are more legitimate in Facebook than in online newspapers. Emotions, subjective views and leading questions can be found mostly in soft news stories.
"Interesting question is if also hard and important news will be framed more subjectively in Facebook by the journalists. That remains to be seen."
Tuuli Lång and Aino Saarenmaa
Listen to the full interiview on SoundCloud.


text:
HAS stands Himachal Administrative Service . HAS Exam is organised by the Himachal Pradesh public service commission (HPPSC) publish the notification every for selection of new recruits in various administrative department of state Government. HPPSC gives opportunities to those candidate they complete their graduation from any college recognized by the state and center University. And alsothose candidate fulfill all criteria mentioned by govt. they fill application form within time. The whole information regarding HAS in mention in official site of HPPSSC.
Delhi career group is prime institute to provide coaching for various entrance exam .Our institute gives best HAS Exam Coaching in Chandigarh. This academy has always known for placing of there aspirants in various Govt. Jobs after taking proper knowledge of single aspect from here. This institute provide best affordable hostel facility and P.G. facility.
Eligibility criteria for HAS 2018:-
o Candidate must be citizen of India.
o Candidate must complete the Graduation from recognized University.
o Age limits : minimum 21 years ,maximum 32years.
o 3 yeas relaxation given to reserved category candidates.
Exam pattern for HAS exam2018:-
Preliminary Exam-
Subjects total questions total marks total time
General study test 100 200 2 hours
General aptitude test 100 200 2 hours
Main Exam:-
The main exam of HAS will covers six papers of following subjects that is
Subjects Marks
o English 100
o Hindi 100
o Essay 150
o General study -1 150
o General study-2 150
o General study-3 150
o optional subjects according to new pattern
o Paper –I 150
o Paper- II 150
Total 950
Final step
• The final step of the examination is the interview.
• Interview is conducted by a panel of experts higher by the HPPSC.
• Candidate qualify the main exam, will be called to appear for the interview process.
• After clear the interview process, candidates will be appointed to their desired field.
5 Best tips to prepare for HAS Exam :-
1. By Joining Coaching Classes:- for Joining best coaching Classes for Himachal Administrative Services candidate can deal any doubt of mind regarding as exam. Coaching classes provides best study materials with numerous preparing things.
2. By purchasing best book for HAS preparation :-
In modern time every candidate aware regarding there study ,so they must purchase best HAS exam preparation books available in the market for helping students in step by step process.
3. Sleep well to Boost Memory:-
In exam time most of students are sleep till late night for proper revision of last subjects. when students repeat this process continuous way .They cannot perform well in exam. so try to sleep in well manner.
4. Use Visual Cues for well Emorization:-
Make proper chart papers on your wall and cupboards and write date formulae, mnemonics and tit-bits of important information that are very difficult to learn. Keeps these in front of your eyes all the time it must help you learn them more easily than trying to mug them.
5. Learn and write:-
Those students are seeking for qualify any kind of exam ,students are learn more things but these are not permanent , according to my view firstly learns the thing then write it in note making way. this step must help you to clear the exam.


text:
Introduction: Servo Tester With Graphic LCD
Project: Create a graphic servo tester that lets you test your servos.
I had some servos that I needed to test. I had to see if they worked, and needed to see what the limits were for clockwise and counterclockwise operation. I needed to center the servo when fed with a 1500 microsecond pulse.
I used a CGMICROMITE as the brains and an LCD for the display. Buttons, voltage regulator, a few passives, and connectors are the only additional components mounted on the PCB.
Step 1: Servo Tester Parts
The LCD I picked is easy to interface and is rather common. They can be found on Ebay - http://ebay.com by searching for "84x48 Nokia LCD Module Blue Backlight Adapter PCB Nokia 5110 LCD For Arduino" or even just 5110. They are about $3.
The microcontroller is the CGMICROMITE is from http://www.circuitgizmos.com/products/cgmicromite2/cgmicromite2.shtml for $6.50. This chip has an advanced BASIC interpreter and on-board editor. It is a 28 pin DIP chip, so it is very easy to prototype with. Perfect for this project.
Other parts include a Prototype Circuit Board, seven small pushbuttons, a 28 pin socket, an 8 pin strip (for LCD), a right-angle 5 pin strip (for servo), a right angle 3 pin strip (serial interface for programming), a two-pin screw terminal, a 3.3V regulator (for the microcontroller), a couple of caps, and a couple of resistors.
The picture shows most of the parts.
Step 2: Servo Connection
One thing I wanted to be sure to do was use a 5 pin servo connection that has two servo negative and two servo positive connections. Arranged as they are in the photo above you can connect the 3 pin servo connector to the 5 pin header no matter how the connections are arranged on the 3 pin servo plug.
For example some servo connectors have servo negative in the middle, some have signal there. The one I have pictured that I tested has servo positive in the middle.
Step 3: Servo Tester Schematic
The brains of the project is the CGMICROMITE. It has ground and Vcc (3.3V) connections. It also needs a 47uF tant cap in order to operate correctly.
The PC interface uses two "console" pins that are the main programming connection to the PC. These pins connected to my PC during development through a USB to TTL connection. 38400 was the baud rate for the interface. The PC ran a program that provided a terminal interface for the CGMICROMITE. The program was transmitted to the CGMICROMITE in this way. Program is stored in flash on the microcontroller. Once the program has been written and debugged the CGMICROMITE can be instructed to automatically run the program on power up with no user intervention.
The SPI serial port of the CGMICROMITE is used to control the 84x48 LCD display. The display is easiest to control as regions that are 8 by 84. Each region becomes a text line. The LCD is graphic, so the CGMICROMITE has to store a font for the LCD.
The buttons are treated by the program as if they were part of a 3 by 4 matrix-type of keypad. Obviously with some holes in it, since there are only 7 buttons and not 12. But it still works pretty much the same.
Step 4: LCD and Button Layout
The LCD is placed at the top of the PCB and the buttons are arranged in the same pattern that they are shown on the schematic.
The center button, painted green, centers the servo by setting the servo control pulse to 1500 microseconds. The top black and red buttons swing the servo to one side or another with commands of 800 and 2200 microseconds respectively.
The lower black buttons reduce the pulse by 10 or 100. The lower red buttons increase the pulse by 10 or 100.
The LCD displays the pulse width numerically. At center position that is 1500 microseconds.
There is a graphic indication of the servo position at the bottom part of the display. There are 100 microsecond tic marks and above that a pointer that moves right as the pulse width decreases and left as it increases.
Step 5: Wiring/Soldering
Point-to-point wiring was used. That is a 26 guage wire going from point to point. On the back you can see the resistor that was picked (470 ohm) rather than the 1k on the schematic for LED brightness.
The other resistor is the 10k that is needed to pull the serial data in line to ground.
Step 6: Program
The control program was written in the BASIC that the CGMICROMITE can run. A very powerful BASIC compared to other single chips with BASIC.
The program starts by setting lines as outputs where they are needed. The KEYpad command sets the lines that will be used for the button input. A button press causes an interrupt and a subroutine (Key.Int) is run to decide what to do with the key.
The SPI port is opened for communication with the LCD display. Font information is read from DATA statements into RAM.
The LCD is initialized (reference the 5110 data sheet) and then cleared. That is all control bytes that are sent. The DC line is set to 0 for that. Setting DC to 1 is for loading data to the display.
Each line to be displayed is translated from a series of characters to the six bytes that represent the font for that character. The text line is "drawn" much like an old-style dot matrix printer - a byte of vertical pixels 8 dots tall starting on the left side moves byte by byte to the right. All six lines of 14 characters (84 dots wide, 8 tall) are written to the display.
The variable "servo.val" holds the current pulse width in microseconds for servo control. When a button press changes that value the servo is updated as well as the number and graphic on the display.
Step 7: Complete
When done writing the program a command of OPTION AUTORUN ON will set the program to run when the device is powered up, without the need for the PC.
A 4.8 to 6.0 Volt supply is all you then need for testing servos.
Be the First to Share
Very cool, and useful!


text:
Historical Musicology
310 Baird Hall
Phone: (716) 645-0631
PhD, Brandeis University
Derek R. Strykowski is a clinical assistant professor in the Department of Music. He holds a PhD in historical musicology from Brandeis University. In addition to offering instruction in the undergraduate music history sequence, Strykowski also introduces non-majors to the department through "Understanding Music" and "Music and Money," both Pathways courses within the new UB Curriculum.
As a scholar, Strykowski works to explain the history of composition from social-scientific perspectives in order to advance our theoretical knowledge of the relationship between compositional circumstance and the development of musical style. He also maintains a second program of research involving the formal empirical analysis of sixteenth-century polyphony—a methodology that frequently falls under the heading of the digital humanities. His research appears in the Journal of Musicological Research, the Empirical Musicology Review, and Notes: The Quarterly Journal of the Music Library Association.
"The Business of Composition: Measuring Economic Relationships at Breitkopf & Härtel, 1798–1838." Notes: The Quarterly Journal of the Music Library Association, vol. 74, no. 4 (June 2018): forthcoming.
"Text Painting, or Coincidence? Treatment of Height-Related Imagery in the Madrigals of Luca Marenzio." Empirical Musicology Review, vol. 11, no. 2 (January 2017) [backdated to 2016]: pp. 109–119.
"The Diegetic Music of Berg's Lulu: When Opera and Serialism Collide." Journal of Musicological Research, vol. 35, no. 1 (January 2016): pp. 1–22.


text:
Wanted: Marketing & Development Lead (Full-Time, Montreal/Telecommute)
by Ellie Marshall
Application deadline: June 24th, 2013
To apply: Send your resume, cover letter and references to firstname.lastname@example.com
Are you passionate about increasing citizen participation in Canadian democracy? Open North is looking for a proactive individual to market and sell Citizen Budget to municipal governments and other democratically-elected bodies. Citizen Budget is an online interactive budget simulator used by municipalities to consult their citizens on budget priorities and to educate them about the difficult trade-offs elected officials face in the budget-making process.
Open North is a Canadian not-for-profit social enterprise specializing in the development of online tools that promote civic engagement, transparency and accountability. Open North works with governments, media and civil society to connect citizens and decision-makers and to provide citizens with the information and tools they need to track and influence the decision-making processes of government.
Citizen Budget has proven its value to a first cohort of municipalities. As Marketing & Development Lead, you will drive the growth of this product, for it to become a sustainable revenue source for the nonprofit.
The ideal candidate has a passion for making democracy better through the use of technology and enjoys working independently and in a small flexible team.
Key responsibilities:
- Actively market and sell (acquisition, negotiation) the product to municipalities for which a list of qualified leads has been built
- Research and develop additional markets in which a democratically-elected body makes budget decisions, including school boards, labor unions and student unions.
- Prepare marketing materials in cooperation with graphic designers.
Required qualifications/experience:
- Experience in marketing and sales, preferably in the tech sector.
- Excellent verbal and written communication skills.
- Ability to prioritize tasks and manage multiple deadlines.
- Ability to delegate and manage tasks assigned to contractors, e.g. designers.
- Ability to work independently.
- Great attention to detail.
- Creative, outgoing and friendly.
Desirable experience:
- Fluent in English and French.
- Experience in marketing and sales to government.
- Experience in the nonprofit sector.
Contract details: Full-time contract with a gross yearly salary of $32,000 to $38,000 depending on experience, with commission on sales.
Location: Open North is based in Montreal, Canada and will accept applications for telecommuting.
Application deadline: June 24th, 2013
To apply: If you are interested in this unique opportunity to engage with government leaders, major civil society organizations and international partners on the future of government transparency and civic engagement, please send your resume, cover letter and references to firstname.lastname@example.com.
About Open North
Open North is part of the growing civic technology sector in North America. Within its first two years, Open North has established itself as a Canadian leader in open government and open data and is looking to increase its impact across Canada.
Its consultation tool, Citizen Budget, is used by municipalities across Canada and the United States. It operates a web service, Represent, to lookup the contact information of elected officials at all levels of government in Canada; nonprofits like the David Suzuki Foundation use it to allow its supporters to send targeted messages directly to decision makers, while media like The Tyee used it to inform readers about candidates in the recent BC election. Its work on open data specifications have been adopted by leading organizations like mySociety and the Sunlight Foundation. Its staff and board of directors are regularly invited to speak on open government and are influential in the progress of open government in Canada.
Open North's activities further its social mission to increase government transparency and to educate and empower citizens to exercise their political influence and participate actively in decision-making processes.
For more information about Open North, visit www.opennorth.ca.


text:
Organic Coconut Sap Sugar
This 100% organic coconut sap sugar comes from tuba (coconut toddy) versus brown sugar, which is made from tubo (sugarcane).
This gives coco sugar a lower glycemic index of only 35 while table sugar is at 68, making the former a healthier substitute without sacrificing taste or sweetness.
In addition, The Free Food Co. melts coconut sap using uling (briquettes or compressed charcoal) instead of the typical gas flame. This method preserves the organic nature of the sugar and that it also infuses a unique smoky taste.
The Freefood Co. partners with local farming communities in South Cotabato to introduce coconut sugar farming. It also plans to promote the culture and other crafts made by Lamlifew Tribal Women's Association.
Its products tell the story of how our Filipino farmers can produce such premium ingredients which can bring about premium and healthy products. Coco Dolce is a brand of premium and healthy chocolates made from fine Davao cacao, organic coconut sugar, and virgin coconut oil.
Check out our visit to The Free Food Co. factory here.


text:
AXP Racing Skid Plates for Husqvarna
Clearance item* – Limited supply available!
AXP Racing skid plates provide protection for the engine cases and frame. Key points and benefits of AXP's skid plate are due to an easy mounting system, quickly fitted or removed for cleaning and maintenance. The design prevents damage from mud, dirt, rocks and debris. Stronger than basic molded plastic and carbon plates, 40% lighter and much quieter than aluminum skid plates. It does not vibrate or resonate after a rock ding. The rigidity & flex allows the plate to keep its form without deformation. Made of HDPE 6mm thick plastic. Tested and approved by best world enduro teams.
- Easy mounting system – quick removal for maintenance and cleaning
- Stronger than basic molded plastic and carbon skid plates
- 40% lighter and quieter than aluminum skid plates
- Does not vibrate or resonate after a rock ding
- Made of HDPE 6mm thick plastic
- Designed with a rigidity & flex system that enables the plate to retain its form
Availability: In stock – Limited supply available
Ships: Worldwide
*All sales on clearance items are final – no returns will be accepted.


text:
by David Thomas, Head of Change Management, BT
I am going to try, in a relatively short time, to share with you the 'quality journey' that BT has been through in recent years, particularly in the 15 years since privatisation.
In BT we are on a mission to be the world's most successful telecommunications company. This means, obviously, that we have got to compete for customers in the world's most competitive market - for that is what telecomms is today. This is why we are on 'our journey' and why we have to take our people with us, because it is a journey of change, for the organisation and for them.
So far, we have been through structural change, organisational change, and process change - looking at how we do things. Perhaps most importantly, we have been through an attitude change within BT. We have been through a 'measurement phase' related to those external standards which provide the benchmarks against which we can be measured.
At privatisation in 1984 (15 years ago!) a quarter of a million people worked for us, We were essentially a UK company, with no competition; we had 100% market share here in the UK, no cellphones and a pretty moderate standard of service measured by things like call failures. Now, 15 years on, we have less than half the people we had when we were privatised - a good definition of productivity, I suppose - and our revenue has nearly trebled. We have 4.5 million cellphones now compared with none when we were privatised - and all this on the basis of what is now a 70% market share.
One thing that we are sure of in BT is that our market share inevitably goes downwards. In fact we have a regulator much of whose business is achieving exactly that! Now we have only 0.4% call failures. We do however have price controls, price controls which surprise, even shock, many people from outside the UK. For most of the last 10 years, we have had a price control of the rate of inflation minus 7.5% year on year. This means that each year the maximum by which we have been able to increase prices is the rate of inflation minus 7.5%. The rate of inflation has been at about 3% for most of those years, which means we have had to reduce our prices for the basket of our major services by approximately - on average - 4.5% a year. That price control has just been slightly lessened to the rate of inflation minus 4.5%.
When we started there was only one other telecomms licence holder, now there are approximately 150 here in the UK - so that is a huge amount of change. The change has not just centred on those facts and figures. We have also changed in other ways, and these are amongst the things we are proud of. We are the largest organisation to be recognised as an Investor in People, a UK standard for developing and training people. We were the award winner for the Opportunity 2000 award for companies that 'go the extra mile', in terms of promoting the interests of women and addressing gender issues in the work place. We were named company of the year, this year, by Business in the Community here in the UK, and we have won a number of European Foundation for Quality Management awards.
We have used a variety of improvement and change programmes - with mysterious names such as Care and Breakout and For a Better Life - to help us to 'ride the wave'. The secret about riding a wave is to know when to get off it and get on to the next wave! Perhaps that's where BT is at present - we are trying to see how we can continue to manage this transformation process. Right now, we feel we are pretty near the top of a wave - we need to start a new one.
Following privatisation, our first big change was reorganisation. In fact, there were a number of reorganisations - but the big one was tertmed Project Sovereign. This was based on asking the big question : what would the organisation be like if it were to suit our customers. The result was Project Sovereign - called Sovereign because the customer is king! We tried to create an organisation centred on the customer. For BT, this was a fundamental change.
In just over a year - a remarkably short timescale - we halved our layers of management (from 12!).
You can probably imagine what that did in terms of both the structure of the company and in terms of the view of managers. Previous to this, managers had had a view of life which was one of gradual progress up these relatively small twelve steps of the management chain. Suddenly that was all changed. All the managers (some of whom in other organisations may be known as supervisors) - at that time 35,000 people - were re-appointed to their jobs or to another job. Nobody carried their job forward; every single management job in the company was re-created and re-appointed to. Many people ended up doing the same work but there was a very, very important and difficult process to go through to achieve that.
At the same time 22,000 people left BT - 21,000 of them on one day as the first step in our continuing programme of voluntary severance. We have gone from 240,000 to 120,000 people under a voluntary programme with, as of today, no industrial action having been taken concerning our downsizing programme. We are proud of that - and with the good relations we have maintained throughout with our trades unions. If you were to speak to Sir Iain Valance, our chairman and ask him to define the most important thing about Sovereign and about what he has done in the company, he would say it is the creation of the BT values.
Our core values are enshrined in five simple statements which we can all remember and which we introduced at the time of this reorganisation as a focus for the cultural change. Old BT didn't put its customers first. It was a magnificent organisation, a wonderful organisation, but one thing it didn't do was put its customer first. Project Sovereign was supported subsequently by a programme that was run by my team, called the Leadership Programme, whose central element was a two and a half day event called Leading through Teamwork. We looked at our five values, and we discovered that the two values that were lowest on people's agendas were firstly, that we work as one team, and secondly, that we respect each other. So we addressed those two issues in a leadership context in this day. Every one of our then managers went through this programme, which was really rather remarkable because to put over 30,000 managers through this programme in just over a year meant that, at the height of the programme we were running 36 programmes a week, 18 from Monday to Wednesday and 18 from Wednesday to Friday using a massive team to deliver them. The programme was jointly delivered by the line and by human resources (HR) - it wasn't just an HR programme that was carried out on the rest of the company. Each event was led by both an HR person and a line person; this was a very important element of it. Each event was also 'owned' by a senior manager who appeared at the start of the event, set the task, and then came back at the end to receive the output of the event. This meant that we also had a huge number of senior managers taking part in this programme.
Up until this point senior managers in BT had just been a crack of light under a door because that was all you ever saw of them.
Now they had to be out there, and be successful in this sort of event. Everybody who took part in this event received 360 degree feedback for the first time ever in BT. Before you went on the event you went through a 360 feedback process - you couldn't go on the event until you had received that feedback. So, for the first time, we introduced an appraisal by people other than the immediate superior. This was a very significant cultural change. We also then started to move on process change. The biggest single initiative (from many) has been what we have called Breakout. This was an attempt to break out from our old ways of doing things, and centred on four elements.
Firstly, we wanted to re-engineer our processes - we felt that we were not managing things as efficiently as we should. Secondly, we had to raise the profile of the customer. Thirdly, we had to ensure that people knew we were in this business to make money! - the time had come to push forward our revenue generation. Fourthly, and perhaps most of all, it was about BT people.
We created a new senior executive profile, a snapshot of what we felt a leader, a senior manager in BT should look like. Deceptively simple, consisting of just five competence clusters, but very much representing the way in which we wanted to our leaders to act. Leadership of change is about knowing both where you are going, and how you are going to get there; then it is about taking people with you, and about getting results. It looks simple but I remember when we first presented it to our top management, one of them turned to me and said: 'Are we supposed to be able to do all of this?' He was actually one of our very most successful managers, and had understood the full implications of that whole model.
Remember, although BT people had not been civil servants, they had been part of that structure. 15 years ago the major competence required by senior managers in BT was being able to provide answers to Parliamentary questions, so that the Postmaster General could answer MPs questions about the telephone service.
Sometimes we forget how quick the change has been.
We also had to deal with a number of Union agreements, restrictive practices and job security agreements. There was a large number of varied terms and conditions for BT people. We had to take this rigid, bureaucratic structure to a situation where reward and promotion is based on performance and effectiveness. This has been something that perhaps we are all used to now but in BT it is something on which we have first had to bring our managers on board. Gradually we have changed things for everybody : hours of attendance, use of part time staff, etc. Only recently we have got through the taboo about working in hours of darkness, for example (part of the hours of attendance issue) and we now have people working effectively with new systems and processes. This all happened as long ago as 1993 - this is when we made our major process change. It was commented on by The New York Times and we were pleased to receive such recognition only 10 years after privatisation. Things have scarcely stood still in the intervening six years!
We have developed measurement tools for what we do. One of the most important of these is CARE: Communications and Attitude Research for Employees. CARE is our annual survey of employee attitudes. It gets approximately a 79% return rate which is pretty good. It has about 100 items on it - it is reasonably complex. We can get feedback not just on the individual items - but we bring a number of items together to construct indices of performance for the company. So, for example, we have an index of line management - a measure of how well people think they are being managed. We have a (strange-sounding) committed people's index - a measure of how committed people feel to the company and what it is seeking to do. There is an overall result across the whole company. It is also broken down into units of 10 people or more, so departments and groups receive their own local report. If you have got a bigger team, you get your own report for the whole team, plus the individual reports for all the different groups within your unit, so it is a very valuable tool that you can use to address the real issues that are affecting your people, what they think about the company, and what it is doing. It has been a very, very valuable tool. CARE Contrasts is the same tool but this time used to benchmark us against other blue chip companies so we can compare the way that our people think with similar results in other companies. The whole thing is very difficult to manage because we want to keep on changing and improving it, and yet we need and value year-on-year comparisons. I have a great deal of admiration for my colleagues who do manage CARE!
We have also developed a large number of customer satisfaction measures based on talking to our customers. We want to know how our own people think we are doing, but we also want to know how our customers think we are doing. These are very important measures for us. As a result of these and other developments we have moved on to use the balanced scorecard as our principal tool for assessing the company's success. The balanced scorecard suggests that, for any project that we are doing, we should not ask only 'will it make money?'; we should also ask 'do our customers want it?', 'can we do it really well?', 'will we learn from it?'. We use the European Quality Award model (connected closely with the Baldridge model) as an assessment of our overall effectiveness across the whole company. And, of course, there are also always the measures that the City chooses to put on us - something of which we are very conscious.
We have also gone for external recognition via established standards - we have company-wide recognition under ISO9000 and that has been a critical success factor for BT. We have now started to add to this a number of other external standards and, as you can imagine for an organisation as big as BT, maintaining ISO 9000 accreditation across the company requires a lot of work, auditing and real commitment. Investors in People is a UK standard which relates to the commitment that a company has to the development and training of its people. We achieved company-wide recognition as an Investor in People just over a year ago and, even a year later, we remain the largest organisation to have that company-wide recognition. I think that perhaps again provides a clear indication of where we are going - and of our values.
We have now moved into a further phase of change - attitude change, the winning of people's hearts and minds. We need to remove the reasons why people don't want to play, why they don't want to get committed to the new ways in which we are doing business. We need them to help us drive up customer satisfaction, to drive down costs and to drive up profitable revenue. A number of programmes have addressed this but perhaps the most significant is one called Local Partnership. Local Partnership was built on the fact that, throughout the UK, gradually BT was not being recognised as the local telecommunications company. The cable companies were becoming 'local' via careful; branding as 'Bristol Cable' and so on. Of course many of them are really American 'Baby Bells' masquerading as Bristol Cable; but the customers' perception is that it is a local company. So, we decided to re-invent BT in lots of important cities. We took this programme to eight cities over two years, and in each of these cities we put on a huge customer experience. It was a very outward-facing event and in broad terms, though it changed slightly from city to city, lasted for five weeks. In each week, we brought in 250 BT people from across the country. We put them up in hotels and they each stayed in the city for a week. We gave them one day's training in talking to customers and selling directly, and then they went out to take part in one of 12 activities. These included 'buddying up' with engineers to visit customers' premises, cold calling, stopping people in shopping centres - all sorts of activities.
It was a chance for people whose normal job was perhaps as a secretary or a clerical officer or whatever, to go out and meet customers and earn revenue at the very front end. Lots of people in BT would say that this was the most important and significant change programme that we did, because it really put people in contact with customers and it also gave them the thrill of actually doing business, making money in a way that many of them never had.
Of course, it released talents they didn't know that they had.
I remember members of my team really found themselves transformed by this experience; they got a real idea of what BT's business was about, so even when they went back to their ordinary jobs they now look at them in a different way. They look at them in a way which asks how they can best support the people that actually interface with the customer, and deliver the service which gets us our revenue. As well as providing all this development for our people, we made a real impact and we made money! It was a huge task logistically, absolutely massive, and involved building a customer centre in each of these cities. This is why, in the end, we could only do eight cities over a period of slightly more than two years but it was a great programme for winning people's hearts and minds.
There are two other programmes called For a Better Life and Investing in our Future in which we are doing the same thing right back in the day-to-day workplace, addressing the same issues and making BT a more enjoyable place to work in and seeing the impact of this on our customers. All these initiatives have promoted a very important change of attitudes.
The next step forward is perhaps the fundamental change for the next century. We have a new vision for BT here in the UK, which also relates to our world-wide mission.
We aim to be a trusted guide to the communication skills that people are going to need for the globally-connected future.
We are using the 3Es which represent:
Unless we achieve the first three across the second three, we can't succeed. We can make a difference in a tiny bit of the company or in some aspects but in the world market, that is not enough.
The key lessons learnt? That re-organisation is not what changes you - it is a part of the process. That a focus on cost reduction will only work when carried out alongside a focus on customer requirements and aspirations. Staff development using the 'sheep dip' approach where you apply the same short, sharp process to all people in the organisation can be very useful : it has become quite unfashionable but you do need programmes such as the Leadership Programme.
You do, though, have to remember that a large organisation is a large collection of individuals. We couldn't have done what we have done without co-operation from our people and their trades unions (although we still get annoyed with each other from time to time).
Perhaps our most important lesson - going back to the Local Partnership programme - has been that acceptance of the need for change, the need for productivity and culture change in a company is directly linked to the exposure to customers. In the early days, when we were starting these change programmes, most people weren't aware of the competition, let alone of the customers, and it was only once they became exposed to the competition in the context of our customer relationship, that they began to realise why things had to change, and that they could stop looking back at a golden age in the past.
Organisational change is a marathon rather than a 100 metre sprint!
Finally, you need to have somebody in charge who understands all of this. During this great period of change, this has predominantly been Iain Valance. It is Sir Iain who has really seen throughout that, no matter how successful we were, we have to keep on re-inventing ourselves because it would be easy to look from the company that Sir Iain inherited in the late 1980s to BT today and think we've made it! We do need to keep on re-inventing ourselves and changing waves.
As our Chief Executive, Sir Peter Bonfield says: 'It has been a rollercoaster ride'.


text:
On Monday 6th July 2015 Women Shift Digital and SAP organised an exclusive Night of Debate at the House of Commons addressing the issue of gender diversity and equal pay in STEM. The night was hosted by Seema Malhotra, Labour MP for Feltham and Heston, with the participation of our Guest of Honour Jenny Dearborn, SAP Senior Vice President among many other special guests: Paola Cuneo (Sirius, UKTI), Andy Fawkes (Bohemia Interactive Simulations), Dinis Guarda and Kevin Montserrat (Ztudium, Intelligent HQ), Anne-Marie Imafidon (Stemettes, Deutsch Bank), Sarah Luxford (TLA Women, Nexec Leaders), Anjali Ramachandran (Ada's List, PHD UK), Jinoos Shariati (UKTI), Janeth Thomas (Women in Finance and banking, Infinity Capital Partners Ltd).
The debate kicked off with Seema Malhotra's opening remarks. Malhotra has always been keen on looking for new ideas in involving more women in economics and innovation, and also how to create roles and opportunities for women in technology. On that note she added that she is working on the sustaining of "equal pay" for men and women.
'A gender transparency score card to observe pay equality'
In her speech, Jenny Dearborn mentioned that whilst her main role at SAP is about planning the education and training of the employees, she is also passionate about sustaining diversity and inclusion at the workplace. She said that in tech world, there are early signs of good news, especially in Silicon Valley. The debate around women participation in IT sector is quite common, however when compared to manufacturing or health sectors, diversity is still very low, and in finance sector, it is even at a lower rate. She added that pay equality is also a big issue and at the moment it is around 78%. In her article at the USA Today, Dearborn invited business leaders to prepare a gender transparency score card in which the pay equality at every level of a business can be clearly observed. Following that suggestion, Salesforce CEO Marc Benioff pledged to scrutinise the pay gap between men and women and it will be ensured that everyone is paid equally at every level without an exception. That is an excellent example to be optimistic about the slow but steady change that is taking place as a result of raising these issues persistently.
'There are still very few women circulating around high-level executive jobs in tech sector'
On the other hand, of course there is still bad news. As Dearborn put it, there are still very few women circulating around high-level executive jobs in tech sector. Despite talking about the lack of diversity repeatedly, the progress is not clear in the metrics. She added that at the SAP, the women employee ratio is 23% at the moment and that they target to have it raised to 25% by 2017. Moreover they aim to have 25% female leader at every level as she said that the gap widens at higher levels in the organisations. So for a real change, she is personally looking into the ways to create a pipeline for women to make it to the next level under the same conditions as men.
'It is all talking but not much action'
Dearborn is also for the idea of having mandatory quotas for women inclusion in managerial boards. She said that it is definitely a right step and that a regular check by an authority is necessary; otherwise 'it is all talking but not much action'. Having said that, she also added that because some women are involved in several boards across businesses, the numbers seem to be higher than the actual participation. Plus, having few big names around is in fact creating a wrong impression of women participation. Whilst being optimistic, Dearborn thinks there is a long way to go forward.
In response to Women Shift Digital Creative Director Ghislaine Boddington's question as to why IT sector fails to be female friendly despite being a relatively recent sector, Dearborn said that there is a global talent crisis in general. So she has been particularly keen on supporting start-ups led by women in the Middle East. Although more than 50% of college graduates are female and there is a higher tendency to start in STEM sectors in early careers, she said that, they significantly drop out from technical roles throughout their careers. As they move forward, women usually prefer to pursue administrative or marketing type of roles. Leaving women out of the technical roles is in fact contributing to the deepening the shortage of skills worldwide.
One of the frequently raised issues in the debate was the important role of influencers; i.e. parents and teachers. It has been mentioned that the young people, regardless of male or female are generally savvy about new technologies but their teachers fall short to keep up with them. So kids at school do not receive strong guidance in being directed to STEM subjects. Moreover, Janet Thomas, President of Women in Banking and Finance mentioned the lack of solid technology education at schools and added that the government should make this a priority.
'The success image of "nerdy young white guy" preferably a drop out of an Ivy League college is found to be prevalent in investment decisions'
Another important issue that was raised at the debate was the bias of investors and business angels. The success image of "nerdy young white guy" preferably a drop out of an Ivy League college is found to be prevalent in investment decisions. It was added that women usually have different patterns of entrepreneurship than men due to pregnancy etc so do not fit in the frame of myths around young nerds. Consequently that results in failing to attract investment for women.
'Changing the work culture needs more collaboration between men and women'
Besides it has been argued that the work culture in the organisations is also a determining factor in women's involvement. In a business environment where there is a strong "lad culture", women are constantly discouraged to get involved in decision making. Often to the extent that, they feel intimidated should they express their views. So changing the work culture surely needs more collaboration between men and women since it has been added that not all men are happy to be a part of "lad culture" either.
Lastly, making technology accessible and putting it in a context in which young female students can relate to is another factor in encouraging girls to find a place for themselves in STEM subjects. In doing so the role models that they can identify with and the support from teachers and parents appeared to be amongst the crucial points.
As almost anyone at the debate agreed, there has been a progress in the last decades if at a slow pace. As this debate keeps on going at a wider participation, the progress will gain momentum and hopefully the change will be reflected in the numbers as well.


text:
I maintain that Megan Fox can attract a quality UFA or two...this is certainly not a lame excuse to post hot chicks.
A week and a half after UFA Day and with the ensuing chaos reeked on the Habs roster, FHF thought it would be fun to provide it's devoted reader(s) with a little breakdown of what next season's roster would look like if the season started tonight - especially given the Habs don't have enought money to spend on any more mpact UFAs. For the next 5 years.
First line: this is based on Bob's statement that they may put some "muscle" on the top line because Scotty & Brian are midgets:
Max Pack-Gomez-Gionta
Which leaves the second scoring line looking like this:
Calamari-TurtlePlek-Big Tits
Thankfully this means Gui! will not be relied upon for scoring and can play next to Mad Max on the third line, with Dagger an upgrade (hopefully) on Greek Lightening in the scoring department. Maybe he'll fight a little more next season like Greek Lightening, too. (I'm going to miss writing "Greek Lightening." Greek Lightening Greek Lightening Greek Lightening. Ok. I'm good.)
Gui!-Mad Max-Dagger
Fourth line has some interesting options:
Stewart probably has a spot to lose, but hopefully Swedish import Mikeal Johansson will show enough skill to merit a spot, either on wing or at centre. Metro could also play here. The only prospect I can think of with a shot is Ryan White, who has Mike Keane-like upside, in Pierre Maguire-speak.
At centre, I hope My Boy CHips finally sews up a roster spot, with Metro or MJ as depth players. Ben Maxwell is in the mix as well. Guys like Brock Trotter (a porn name if I've ever heard one) and Louis Leblanc would have really long shots.
On RW, BGL's groin/back/carousing will limit his games-played, so let's hope Little Tits has a breakout season without Kovy the Kancer (just bitter...and he hasn't even lit up the Hab for a hat trick yet). If not, then I'm hoping Bob keeps one of his 10 UFA's - El Dandy, whose late season play hopefully earned him that 7th defencemen/spare winger contract Bob is looking to hand out.
Stewart/MJ - CHips/Metro - BGL/Little Tits/El Dandy
Defence and goaltending are a little easier:
Big Wood- Rhino or Weber or Carle or PK
Unidentified UFA (El Dandy?)
TFS/HalakSo that's the way we see the Habs lineup looking on an early July afternoon. What are your thoughts?


text:
050000 石家庄
China, People's Republic of
Register after your sign up at chat3.de free domains. You can choose from chat3.de domain endings, such as .chat3.de up to 500 free domains. You can set up these domains on your free storage at chat3.de or forward to an already established website.Sign up for free business card


text:
Are you ready for the new driving test?
The new driving test will come into force for anyone taking a driving test from Monday 4th December The changes are being made to ensure that all new drivers have the appropriate skills to help [...]
Protect your car against theft, damage and breakdowns with Mastercover. We'll search 100s of top vehicle insurance providers to find you the best deal on your insurance.
Complete your details and get an
online quote in minutes
Mastercover has been providing leading vehicle insurance policies to motorists across the UK for over 40 years. With an experienced team on hand, we'll search more than 100 of the nation's leading insurers, comparing quotes to find a policy that suits you and your driving habits. You can even tailor your policy further, choosing from a wide range of potential add ons to provide you with any additional cover you need at a competitive price.
Since its establishment in 1973, Mastercover has been the insurance provider of choice for 1,000s of motorists up and down the nation. We work to make your motoring life even easier with our wide range of car and vehicle insurance products.


text:
Compare The Cheapest Car Hire and Rental Deals in Uppingham, Rutland
Right Here With Beaches and Sea
Our online car hire, rental and automobile comparison tool has already searched for the cheapest budget car or vehicloe hire in Uppingham, Rutland , UK so if your travelling to Uppingham, Rutland and need to pick up a hire vehicle or perhaps your flying into Uppingham, Rutland and need an airport pickup from Uppingham, Rutland .
At Beaches and Sea we have thought about your car hire requirements! So, choose your dates above and hit search and you will presented with a list of the top cheapest car hire and car hire rental deals in Uppingham, Rutland , United Kingdom


text:
Hey all,
Its Imperial Pint club's party day! Hope all you guys have a great time and enjoy the surprise beer we have for you. :)
Thanks so much for being a part of our Imperial Pint club.
Wednesday, December 15, 2010
Its I.P.C.P.D.
1 comment:
Thanks for your post. We truly appreciate your comments. All comments on this blog are moderated, so it may take a short while for yours to appear.
Subscribe to: Post Comments (Atom)


text:
It is our vision to emerge from being a domestic leader to become a leading regional player in the Extra Low Voltage business by advocating the best solution and adopting best practices without diluting our concern for the environment and society. Our uncompromising commitment to quality, reliability and safety means that we are a preferred systems integrator to a majority of the building contractors in the region.
"We take every care to deliver the maximum possible advantage for corporate houses using latest technologies"


text:
Scourging and Abusing the King
When I was twelve, every Thursday afternoon we had a rodeo in Pottersville, NY,. and I was part of the entertainment. I would walk out into the middle of the dusty arena and do some roundhouses with a ten-foot bullwhip, cracking it like a canon. Then a friend would walked out with a rolled newspaper and extend it in his hand while I used an overhead crack of the whip to bite away inch by inch at the roll, making sure to stop before I hit his fingers or hand. One day I missed. I knew I was off target. The leather caught his knuckles, and he started bleeding. It was a nasty cut. I got firsthand proof of a whip's power to do serious damage to human flesh. The Romans put pieces of bone and metal into the knotted leather straps they used to torture their victims on the way to crucifixion. Matthew states that Pilate handed Jesus over to his soldiers and they scourged Him, but they did far more.
Leading Him into Pilate's Praetorian headquarters, they gathered their entire cohort, six hundred to a thousand men, and began to taunt Him. They stripped off His clothes, put a scarlet robe around His shoulders, twisted a thorn bush into a crown and jammed it down on His head, and the final touch -a common rod in His hand to be His royal scepter. Then they acted out their burlesque.
"Kneeling before Him, they mocked Him, saying, 'Hail, King of the Jews!'" - (Matthew 27:29
They spit on Him and took the mock scepter and beat Him.
When the report became public about what some of our soldiers did at Abu Ghraib prison, the world exploded in anger and condemnation of the abuse. How could such a vicious thing ever happen? Eleven soldiers were convicted, officers demoted, and others relieved of command. We want to believe that changing procedures, improving environments, and putting in place greater accountability will banish this kind of behavior. Few want to face the truth and admit that the source of this vicious, murderous evil lurks inside our own hearts. We are all the Roman soldiers and this is why Jesus had to die in our place. Ironically, as the Roman soldiers mocked Jesus, they were prophesying the truth. He is the King of the Jews and far more. He is King of Kings and Lord of Lords.
LORD, help me allow your Spirit to expose the darkness in my own heart that can cause me to mock others, especially when I'm with my "in" group where we all understand one another. Help me see the power of a cohort when they are out to have a good time at the expense of another. Help me get down on my knees not to mock but to worship You not only as the King of Kings, but as my King.
For more from Dave Wyrtzen please visit TruthEncounter.com!
You can also listen to weekly messages from Dave on OnePlace.com.


text:
The Client
YES BANK is a highly customer-oriented bank and constantly comes up with innovations to ease banking needs of the user. It was established in 2004 and thus it's a young bank as compared to its competitors. It has positioned itself as an optimistic bank with the sole strategy of resolving customer needs and issues consistently.
The Agency
Windchimes is a global-award winning digital media agency that is redefining conventional marketing from one way brand speak to building a dialogue. We provide the entire bouquet of digital services including Social Media, Web & Mobile Development, Design, Video & Publishing solutions, Social media advertising, SEO, PPC & Display and Educational Workshops.
Problem Statement
Post demonetization, all banks were at the forefront of easing the process of exchanging old notes and making this change a smooth one for their customers. Social media was a primary source of information to give constant updates of cash availability and latest updates. Hence, YES BANK had to maximise the utility of social media to ensure a minimum number of problems for their customers.
Identified Objectives
To educate and assist the masses throughout the demonetization phase and create awareness of customer friendly and easy to use offline and online services of YES BANK.
The Strategy/ Execution
YES BANK had to understand the ground level inconvenience faced by people and provide them with adequate solutions for the same. Hence, #YESforYOU campaign was started to assure people that their bank is leaving no stone unturned to take care of all their needs.
It was observed that people were forced to stand for long hours to get cash so YES BANK came up with a plausible plan of arranging chairs and refreshments for people waiting outside its branches.
The same was showcased on their Facebook and Twitter pages via Twitter Moments and Facebook carousels along with other customer praises received.
Since there was a dire need for alternatives to cash transactions, YES BANK promoted its digital solutions YES PAY, YES Mobile and Debit- Credit Cards through GIFS, carousel posts and FAQs to educate people and create awareness.
Ads Created
Geo-targeting ads were used to inform the relevant audience about latest updates, for e.g.- recalibration of ATM machines in their area. We promoted #YESforYOU through 3 types of ads:
- GEO Targeting – Location Based
- Video Ads – To drive traffic to the website
- Testimonial Carousel – To build goodwill amongst the audience.
We acknowledged the positive responses and the appreciation tweeted by everyone through re-tweets and Twitter Moments (by assembling the responses) and converting it into a video format later. Apart from this, we also promoted our Digital Solutions & Services via rich media like GIFs and videos.
- Impressions: 7.8 million
- Engagement: 225k Users
- App Downloads: 5000+ YES PAY
- Customer Service Management:
- Average Response Time of less than 5 minutes
- Total Positive Conversations on Social Media: 5000+
It was noticed an alternative was needed for cash transactions hence YES BANK adequately promoted its digital solutions. Constant updates were posted to keep people in the loop of all current events. Secondly, valuing our customer feedback helped us immensely in increasing our engagement and followers on social media.


text:
Greeting, loyal citizens!
A brand new mission has just appeared on DrivethruRPG for Paranoia, suitable for any Troubleshooters to demonstrate their commitment to Alpha Complex. You can grab Truth or Dare right here: https://www.drivethrurpg.com/product/25 ... te_id=7242
Alternatively, you can pre-order the printed edition right here (expected to ship in February next year): http://www.mongoosepublishing.com/rpgs/ ... -dare.html
Particularly loyal citizens will also be interested in acquiring the new RAM Deck and Perfectly Safe Gear PDFs: https://www.drivethrurpg.com/browse/pub ... 1/Paranoia
Or you can pre-Order the new cards decks here: http://www.mongoosepublishing.com/rpgs/ ... r=position
Anyone pre-ordering the printed editions can receive the PDF editions for free simply by dropping us a line at email@example.com after pre-ordering.
Truth or Dare
There are times when terminating traitors needs to be obvious and recorded for entertainment. Then there are rare cases where terminations need to be subtle and understated. Are these cases rare because the Computer wants citizens to witness the price of treason or because Troubleshooters are about as subtle as a docbot with a bloody chainsaw?
Truth or Dare is a mission for the the Paranoia RPG. Here, Troubleshooters will be taught how to infiltrate a secret society without letting on that they are Troubleshooters. When that fails, they will enjoy painful Coretech upgrades, an underground punk concert, candy-coated death traps, an extremely annoying NPC that just will not go way and so many mission updates that even us Famous Game Designers got lost while writing this.
Question: Is treason committed while undercover still treason? Answer: We will see.
Truth or Dare - New Paranoia Mission & Card Decks
Paranoia is Fun. Other games are not Fun. Buy Paranoia.
1 post • Page 1 of 1
- MongooseMatt
- Site Admin
- Posts: 14954
- Joined: Mon Aug 18, 2003 4:25 pm
Truth or Dare - New Paranoia Mission & Card Decks
Matthew Sprange
Mongoose Publishing
Mongoose Publishing
1 post • Page 1 of 1
Who is online
Users browsing this forum: No registered users and 2 guests