People walk past a banner hung to honor the Jan. 1, 2019, celebration of the 60th anniversary of the Cuban revolution in Santiago de Cuba, Cuba, Dec. 31, 2018.
Cuba, long a source of inspiration for leftist Latin American governments, celebrated the 60th anniversary of its revolution Tuesday facing increasing isolation in a region dominated by a resurgent right.
The first such anniversary of the post-Castro era coincided with the inauguration in Brazil of far-right President Jair Bolsonaro, whose recent election victory is one of several for right-wing governments across the region.
Bolsonaro, who had made a point of not inviting Cuba's President Miguel Diaz-Canel and Venezuela's Socialist leader Nicolas Maduro to his inauguration, unfolded his nation's green and yellow flag in Brasilia and proclaimed: "This is our flag, which will never be red."
Brazil's President Jair Bolsonaro, flanked by his Vice President Hamilton Mourao, waves the national flag from the Planalto Presidential palace, in Brasilia, Brazil, Jan. 1, 2019.
Like Brazil, Argentina, Chile and Peru have all swung to the right in recent years, unseating leftist governments.
Maduro paid tribute to the "heroic Cuban people" in a tweet, lauding their "resistance and dignity" in the face of "60 years of sacrifices, struggles and blockade."
Another surviving leftist leader, Bolivia's Evo Morales, said Cuba's revolution gave birth to "the light of hope and invincible will for the liberation of the people."
The symbolic commemoration was set for late afternoon in the island's southeastern city of Santiago de Cuba, the so-called "cradle of the revolution."
Ex-president Raul Castro was slated to give the keynote speech at the tombs of national heroes Jose Marti and Fidel Castro.
FILE - Cuba's President Miguel Diaz-Canel and former president Raul Castro, pose for a photo before the start of a session to debate the draft of a new Constitution, at the Convention Palace in Havana, Dec. 21, 2018.
For the first time since 1976, Cuba's president is not a Castro. Miguel Diaz-Canel, 58, took over in April as president from Raul Castro, who retains significant influence.
"Today the date is with Raul in Santiago," wrote Diaz-Canel on Twitter.
"The brave and noble people of Cuba" will be honored — with Fidel, Raul and "all those who have fought, and fight, to keep the homeland free, sovereign and happy."
The streets of Santiago were adorned with flags and posters. In one, a vigorous Fidel raises a rifle next to Raul, with the legend "60 years of victories."
Concerts and dances were held across the island on New Year's Eve, and a 21-gun salute rang out across Havana Bay to usher in the anniversary of the revolution.
Diaz-Canel wasn't even born when Fidel Castro declared victory for his revolution on Jan. 1, 1959.
U.S.-backed dictator Fulgencio Batista had fled the country earlier that day, opening the way for Castro to install a one-party communist system.
Last week, a defiant Diaz-Canel wrote on Twitter: "The Cuban revolution is invincible, it grows, it lasts."
Dissident Vladimiro Roca, whose father Blas Roca served as a high-ranking official under Fidel Castro, insists that "the revolution died a long time ago."
Abroad, Cuba's government has faced heavy criticism for its authoritarian nature, intolerance of opposition and persecution of detractors. Vladimiro Roca was jailed from 1997 to 2002 for his protests.
And while U.S.-Cuba relations thawed under Barack Obama, the Caribbean island of 11 million people has had to contend with an increasingly hostile administration under President Donald Trump these last two years.
In February, the communist regime is to submit to referendum a new constitution that will officially recognize private property, markets and foreign investment.
However, the document also ratifies communism as the nation's "social goal," insists the country will "never" return to capitalism, and defines the Communist Party as by nature, single, and the "supreme political force of state and society."
Economic changes are coming as well. One deal, between Major League Baseball in the U.S. and the Cuban Baseball Federation, will allow the island's top talents to sign multimillion-dollar deals with MLB clubs.
"For sure, a new cycle is being opened. This cycle is continuity and change," academic Arturo Lopez-Levy, from Gustavus Adolphus College in Minnesota, told AFP.
That's not the view of Jorge Duany, director of the Cuban Research Institute at Florida International University.
"For now, it looks like Castrism without a Castro" in power, he said.
FILE - Cuban dissident Vladimiro Roca speaks during an interview with Reuters in Mexico City, Dec. 4, 2014.
Vladimiro Roca, for his part, believes the revolution "will blow itself out" due to the indifference of the new generations and a lack of outside support.
Russia and China remain allies, but neither has shown willingness to subsidize the country's economy in the way the former Soviet Union did for 30 years.
Diaz-Canel has repeatedly said that the "most important battle is the economy," which has grown barely one percent in recent years, not enough to support its population.
For many Cubans, their hopes for an improved life depend "on whether they can work for themselves or emigrate," said Duany.
Once the world's primary exporter of sugar, Cuba recently had to import that commodity from France, while over the last few weeks, eggs, rice and flour have disappeared from supermarket aisles.
It leaves "Diaz-Canel and his team with the challenge of applying a contradictory policy," said Lopez-Levy.
The country is institutionalizing the revolution in a time of economic crisis, while the Communist Party creates a market economy allowing inhabitants to get rich in a society based on egalitarian principles.
"The challenge is to square the circle in order to avoid sinking," said Lopez-Levy.
It's not a hopeless dream, though, in a country that has resisted a U.S.-led embargo since 1962 by showing "its ability to adapt, identifying and applying policies that manage to meet the challenges," he said.


Firefighters have the Tubbs and Atlas fires about 25 percent contained.
Sonoma, Napa and Mendocino residents remain apprehensive as fires throughout the area continue to rage, and winds are forecasted to rise in strength later today. A total of seventeen different fires have burned over 200,000 acres since they began Sunday night, and have destroyed over 3,500 homes and businesses so far.
There's some good news though: the enormous Tubbs Fire, which destroyed parts of Santa Rosa and currently threatens the town of Calistoga, is now 25 percent contained. The even larger Atlas Fire, on the eastern side of Napa Valley, is 27 percent contained—a substantial gain from yesterday.
Over 25,000 residents have now been displaced from their homes by the fires, and the death toll has risen to 17, with several hundred people still missing.
And as additional information suggests that the Rutherford and Oakville regions may now be under threat, it's safe to say that no one in Napa Valley is.


text:
<?php

namespace Database\Factories;

use App\Models\Blog;
use App\Models\ContentType;
use Carbon\Carbon;
use Illuminate\Database\Eloquent\Factories\Factory;

class BlogFactory extends Factory
{
    /**
     * The name of the factory's corresponding model.
     *
     * @var string
     */
    protected $model = Blog::class;

    /**
     * Define the model's default state.
     *
     * @return array
     */
    public function definition()
    {
        return [
            'name' => $this->faker->name,
            'slug' => $this->faker->name,
            'body' => $this->faker->paragraph,
            'menu_id' => null,
            'content_type_id' => null,
            'visibility_id' => random_int(1, 3),
            'sort_order' => 0,
            'is_active' => $this->faker->boolean,
            'is_admin' => $this->faker->boolean,
            'allow_html' => $this->faker->boolean,
            'created_by' => random_int(1, 10),
            'updated_by' => random_int(1, 10),
            'created_at' => Carbon::now(),
            'updated_at' => Carbon::now()
        ];
    }

    /**
     * Indicate that the blog context is plain text.
     *
     * @return \Illuminate\Database\Eloquent\Factories\Factory
     */
    public function plainText()
    {
        return $this->state(function (array $attributes) {
            return [
                'content_type_id' => ContentType::PLAIN_TEXT
            ];
        });
    }

    /**
     * Indicate that the blog context is plain text.
     *
     * @return \Illuminate\Database\Eloquent\Factories\Factory
     */
    public function html()
    {
        return $this->state(function (array $attributes) {
            return [
                'entity_type_id' => ContentType::HTML
            ];
        });
    }
}

redpajama_set_name: RedPajamaGithub


The Elder Cleansing Industry is massive and extremely profitable. It dwarfs the CLINTON FOUNDATION and the Ford Foundation combined. Philip Esformes was charged with the FBI with Medicare fraud as to the 30 nursing homes in Florida with theft of a billion dollars. The Omnicare corporation after being fined more than a 100 million dollars was sold to CVS for 12.4 billion dollars. Its nursing home earnings were through the roof. Seth Gillman – one of favorites of Jerome Larkin – was accused of stealing a billion dollars in connection with his Hospice operation. He pleaded guilty to fraud and awaits sentencing.
What do you think the Cadre of Nursing home operators is billing Medicare here in Chicago? What about the New York, Los Angeles, ***** operators. Do you think for a minute that they are any more honest that Philip Esformes or Seth Gillman?
We have a crisis on our hands — the health care frauds are massive and not only out of control, but, are one of the most lucrative industries in America. It also has massive political protection. Witness the effort that Jerome Larkin and exerted here in Illinois to attempt to stop the publication of the MaryGSykes blog. All Cynthia Farenga had to do was to write to the IARDC and allege that we were demanding an HONEST INVESTIGATION and Larkin unleashed his fraudulent Kangaroo Courts and gang of 18 USCA 371 co-conspirators. Indeed, it worked! Almost 3 million dollars was openly stolen from Mary Sykes, 1.5 million for Alice Gore (plus the grains of gold that were in her teeth)***** and not one dime was inventoried or taxed either by the State of Illinois or the USA.
If Philip Esformes in 30 nursing homes was able to steal a billion dollars for Medicare how much do you think that his father, ****** et al were able to garner here in Chicago. ***** with his mob connections has nursing home operations all over the USA and he is reported to draw about a million dollars a day in compensation! N. Draman went into personal bankruptcy, but had the money to outbid me as to a non-collectible judgment that was being auctioned off. (I wanted him to place a bid of record and he did!) The Casino in apparently was not listed on the Bankruptcy!
In answer to your question – the reason that the 50 million and 10 million dollars thefts are not mentioned as they are NOT NEWS! They are small potatoes! The industry is protected by your friend Jerome Larkin. Our miscreants are above the law! Most importantly come election time they will make certain that every resident of their nursing homes VOTES CORRECTLY and casts a vote for whom the party bosses direct.


The blend of social media engagement with CRM software is evolving the contact center into the customer engagement center. Gartner's 2013 CRM customer engagement center Magic Quadrant looks at vendors that respond to the challenge of "any channel" customer service engagement.
This document was revised on 16 May 2013. The document you are viewing is the corrected version. For more information, see the Corrections page on gartner.com.
The CRM customer engagement center (CEC) refers to a logical set of technologies and business applications that are engineered to provide customer service and support, regardless of the interaction (or engagement) channel. The goal of the CEC is not only to provide service to customers as they move among communications channels — including social media — while retaining the customers' context, but also to deliver the appropriate business rule to determine the next best action, information or process with which to engage the customers.
For the past 12 years, Gartner referred to CECs as customer service contact centers. As the need to engage customers and prospects on new channels such as social media has expanded, we have evolved the term "contact center" to "customer engagement center," and thus, we have renamed our Magic Quadrant (see "Magic Quadrant for CRM Customer Service Contact Centers," published in April 2012).
At their most basic level, CRM CEC applications handle a wide range of tasks, including engaging customers and prospects across multiple channels, and handling trouble ticketing, order management, case management, advisory services, problem diagnostics and resolution, account management, and returns management. The focus of the engagement might also be for government, nonprofits and higher education, in which the target not always is customers, but could also be students or citizens. This may also involve knowledge-enabled resolution (such as advanced search tools), process-centric/enabled service resolution, community management, and management and service analytics dashboards.
The agent sees what the customer sees.
The agent knows the path the customer has taken before the voice conversation takes place (that is, he or she knows the communication context of the interaction).
The agent has the tools to solve the customer's problem or address the customer's issue from a remote location.
The CEC needs to send out proactive, automated alerts. For example, when the status in a back-end system changes to one of which the customer needs to be aware (such as a bank balance, credit card fraud, flight delays, available upgrades, price range reached, a special offer on cars or insurance policy exceptions), an alert is sent to one or several devices until the customer responds that he or she has received the notification.
A case may be routed from one department to another, depending on type. The case can link to all interactions across channels, whether email, online, SMS or a phone call. An application supports multiple languages simultaneously. In some situations, real-time decision support is important. Multiple back-end systems synchronize using their own rules — for example, credit card fraud; telecommunications-specific functions, such as telecommunications billing, service and resource management; product life cycle management; digital content; and advertising bundling — and integrated order management.
Amdocs is a profitable company with more than $3.25 billion in sales in 2012. It has a comprehensive set of software and services to communications service providers (CSPs), in terms of telecommunications, media and satellite. In the CEC market, Amdocs is a niche provider, with a business and vision directed at customer service contact centers and the customer experience to its target industry.
In the telecommunications industry, Amdocs has the advantage of a comprehensive set of products as part of the Customer Management Version 8.x and new CM9, ranging from an order management and billing platform, customer service functionality for the agent desktop, device management, a catalog and retail interaction manager, together with libraries of interaction flows.
Amdocs is a strong and profitable company, with customers and professional services resources in every major geographic location.
For prospects with deployed Amdocs assets, the company offers strong insight on the future of the telecommunications customer. It understands retail operations and the contact center in telecommunications and mobile, and it has good integrated billing capabilities.
Amdocs' consulting has strong experience in project management, best practices and key performance indicator mapping, and the support organization receives high marks.
References have pointed to gaps in the agent desktop product, including knowledge management, reporting/analytics and industry-specific capabilities outside of CSPs (telecommunications). Look to partners to close functional gaps.
Amdocs has not kept pace with the needs of clients in the areas of cloud-based systems (although it does offer a managed service option), sentiment analysis, online communities or social media engagement. Some recent partnership strategies have improved its abilities. A new capability for real-time decision making is emerging.
Amdocs is not recommended for customer service contact center shortlists across industries other than telecommunications, although it may be appropriate for consideration on longlists.
Despite Amdocs articulating leading ideas for customer experience, Amdocs references have not expressed the view that it is best of breed in areas such as chat, knowledge management, co-browsing and virtual assistants.
Amdocs has limited traction in growing third-party external service providers (ESPs) for consulting and implementation services.
Astute Solutions is a small (estimated revenue of less than $20 million in 2012) niche provider of cloud-based (software as a service [SaaS]) and on-premises customer service functionality, primarily to the consumer affairs market and primarily in the U.S. and the U.K.
Astute has continued to develop its products to meet changing customer demand, most recently with more-advanced cloud capabilities and improved knowledge management. It also has a clean and useful social product for CRM — Social Relationship Management (SRM). It has a good natural-language processing tool that is useful for customer sentiment analysis.
Astute's ePowerCenter version 8.x is available either on-premises or in a cloud subscription model, primarily in small and midsize customer service centers (15 to 100 agents). Through an acquisition, it can now offer a cloud-based computer telephony integration (CTI) component in addition to extending the application to mobile devices.
The vendor has strong knowledge of and functionality for customer service processes in industries such as restaurants, hospitality, consumer goods and retail (nonbanking or other financial services), as well as best-of-breed capabilities, such as Facebook-based chat.
Astute is a small company (fewer than 100 employees), and it has a limited software partner ecosystem and a small integrator/consultancy partner practice. In 2012, there was no small degree of reorganization in sales and marketing.
References point out customer support issues outside of the United States, although Astute has moved to 24/7 global support.
The product requires improvement to the configuration module and other components in multicountry/multiclient operations environments that require large data volumes. In the design phase, new customers need to think through their requirements, rather than re-engineering the system once it has been developed.
The system is rarely deployed in large-scale, multichannel operations of large, distributed international service environments.
Kana has one line of business focused on the public sector, another on midsize- to large-enterprise customer service and another focused on customers looking for a cloud-based product centered on the midmarket. This multipronged strategy will continue to limit its leadership potential in the emerging CEC market. Our assessment of Kana replaces the Sword Ciboodle assessment because Ciboodle was purchased by Kana in 2012. See "Kana Buys Ciboodle for Improved Customer Service and Social CRM Reach" for a summary of the Kana acquisition of the Ciboodle product.
The combined assets of Kana could, over time, yield to the deployment of best-in-class CECs. The Kana Enterprise, with an agent desktop, knowledge, social and mobile components, gives the company good material to scale an integrated product.
Management has invested in a broad set of customer service and support tools to reach many constituencies: public sector, midsize businesses, the traditional customer service representative and those looking for social media tools.
The product can be configured for multiple user roles, which speeds the average handling time for a task, streamlines/shortens the training period and makes new processes easier to introduce.
Kana requires another 12 months to sharpen its marketing skills and develop third-party partners to sell and deploy its products. Selling multiple solutions within four product families has diminished Kana's ability to excel in the core CSS area — in particular, for deploying what would be considered a CEC.
Kana Enterprise is not for complete customer service in a multitenant SaaS platform model.
Despite Kana demonstrating good social engagement tools, we have not seen large or complex deployments tied into a customer service engagement center.
Prospects should look for the local availability of professional services personnel for the specific product set that they wish to deploy, backed by references.
Lithium Technologies was founded in 2001 and is dedicated to helping organizations engage customers on social media channels. It has raised almost $100 million during the past 12 years, and it has used it to build a broad cloud-based platform of products to understand, support and improve the online customer experience. Its offering is not a traditional customer service CRM system. It is because of its strong focus on customer engagement on social channels, while connecting these interactions (as necessary) to a broader CRM initiative or process, that Lithium is included in the CEC Magic Quadrant.
Lithium has a very strong community platform, as well as a social moderation tool, which allows support organizations to both support online user communities and engage those customers.
The tool easily integrates with other (non-Lithium) CRM customer service systems, allowing a business to focus on the emerging task of better engaging with customers on social media channels.
Lithium provides good professional services for setup, advice on creating social media engagement teams (a unique value-add is gamification techniques), and ongoing analytics on the progress and effectiveness of the support organization engaging on social media.
Lithium offers additional tools such as a knowledgebase (Lithium Tribal Knowledge Base) and a module to interact with clients on social media (Lithium Q&A), as well as a mobile application. The Private Support Manager module allows an agent to continue a conversation that begins inside a public area, such as an online community, and continues into a one-on-one conversation, whereby more corporate information about the customer can be brought to bear on how to proceed with the client.
Lithium's system is not a replacement for a traditional CRM system, in the sense that it lacks a customer master and must link to the systems where the customer information and other business rules exist.
Industries such as health insurance, telecommunications, governments, universities and most other industries should think of Lithium's system as part of an augmentation strategy to deepen customer engagement, versus a replacement for a CRM system.
As a small vendor, with limited global consultancy relationships and a SaaS subscription model, its reach to assist prospects and customers in all geographies and languages needs to be carefully investigated.
Microsoft Dynamics CRM for CSS continues to be used primarily for on-premises deployments and in nontraditional customer service contact environments, where the real value may be in supporting a customer request for information, or the needs of students, citizens or government officials to interact with other people. There are many scenarios across industries (examples are government, healthcare, higher education, real estate and retailing), in which the flexibility of the system to support a range of interactions makes it a good shortlist product. Microsoft has not been able to provide Gartner with complex and scalable examples of the cloud-based delivery model of the product for CECs.
The Microsoft Dynamics CRM product has good overall attributes, such as built-in workflows, a highly regarded Software Development Kit (SDK), good customization capabilities, a growing end-user community contributing ideas, and multichannel process integration.
The product blends sales, service and marketing, as well as tightly integrates with other Microsoft assets, such as Office and SharePoint, and offers the promise of deeper integration of Lync and Skype.
There has been continued improvement of the user interface — in particular, screen layout, active fields, intuitive scripting and reduced keystrokes — to accomplish standard tasks.
The company has the benefits of solid financial standing and commitment to the CRM product line, global data centers, sales, marketing and service, access to a deep bench of developer resources, and global deployment partners.
Clients mention as a concern the lack of trained professional services partners that understand best-in-class customer service centers and how to configure Microsoft Dynamics CRM to achieve this.
Outside of some areas of the public sector, the product does not provide industry templates that deliver a significant amount of functionality and process flow out of the box. Prospects should look to partners to deliver industry capabilities.
For an organization with complex customer service center requirements, on-premises is the only proven option today. Also, arriving at an accurate sense of infrastructure requirements is challenging.
Microsoft has not briefed Gartner on direct support capabilities. For third-party support, prospects should evaluate the local partner's capabilities in providing support.
A multitenant cloud version of the customer service product for large and globally distributed CECs has not been demonstrated.
The integration of social media engagement components has not been seen, although Microsoft's acquisition of Netbreeze is a welcome sign of awareness of the need.
Nice Systems continues to improve its messaging and experience around driving insightful customer interactions. Its set of customer support functionality includes next-best-action, cross-channel interaction, process automation and guidance, interaction analytics, and compliance and recording tools. It is a nontraditional provider of CEC, in that it does not own the customer record. Nice's tools are more of a complementary offering, often making it a complicated purchase decision for customer service managers. Nice offerings provide the agent with actionable information in real time.
Nice's Real-Time Impact (RTI) product helps with decisioning and is useful for customer service organizations tasked with upselling/cross-selling during inbound interactions.
The integration of real-time feedback and the advances in support of the mobile customer, together with a partnership with Amdocs, are giving Nice not only greater appeal to prospects, but also greater reach.
References cite the ease with which information and data from multiple systems can be assembled and the workflows created to drive the customer dialogue.
The integration of RTI with the rest of the vendor's assets for recording, agent training, governance, analytics and back-office workflow support creates good synergies for prospects owning other Nice products.
The company's success in markets outside of the customer service agent world has inhibited a focus on deploying more (and better trained and incentivized) sales teams globally in this area.
Not all organizations find the methodology of the Nice professional services group intuitive or easy to follow. The company can be flexible, although it requires some persistence.
Nice does not spend sufficient energy focused on the emerging need for customer engagement by service agents on social media channels, such as Facebook, Twitter and user communities.
There is no multitenant cloud version of the core RTI product.
Pricing policies are not clear and explicit.
Oracle RightNow Cloud Service is the customer service product acquired as a part of Oracle's RightNow Technologies acquisition in early 2012. Its products continue to be integrated to parts of the Oracle technology stack (see "Oracle to Acquire RightNow Technologies, Boost Cloud Portfolio"). It is the cloud offering for Oracle customers and prospects looking for a customer service solution with a SaaS subscription model.
The acquisition of the product by Oracle will lead to greater scalability as the product leverages Oracle technologies. Oracle has multiple technologies that it can weave into the offering to augment its capabilities.
The system provides a cross-channel customer service functionality in the contact center and for Web self-service.
The system, delivered as a subscription service in a SaaS model, is straightforward to set up and configure, and it doesn't require heavy IT involvement.
Oracle RightNow Cloud Service has strong industry representation in the high-tech industry; government agencies; retailers; education, travel and consumer electronics industries and branches of telecommunications. It does not focus deeply on industry-specific processes — for example, billing, price catalogs, order execution and underwriting.
The functional components of the Oracle RightNow Cloud Service continue to undergo development, with a number of new add-ins to other Oracle products that may create complexity.
Gartner has not seen large deployment teams or configuration teams from the largest system integrators and global consultancies, such as IBM, Accenture, Deloitte and Capgemini, for the CEC or traditional contact center desktop.
During the transition period of RightNow Technologies into Oracle, Gartner has observed a theme of client inquiry about the turnover in the sales and professional services staff, as well as new approaches to contracting, which requires an adjustment of expectations for existing customers of RightNow.
Organizations leaning heavily in the direction of an all-Microsoft environment or a non-Oracle stack could face resistance from their IT organizations in regard to deepening the commitment to the Oracle RightNow Cloud Service product.
The product lacks an on-premises software model, and prospects will need to consider an on-premises Oracle product, such as Siebel, or another alternative.
Seven years after Oracle acquired Siebel Systems, the Siebel Contact Center and Service product continues to be sold, maintained and modernized, albeit not rearchitected in a SaaS/cloud multitenant model. It has broad functional coverage and a diminished partner ecosystem from its peak (in regard to the numbers of engaged professionals on new projects), yet it has areas of deep industry expertise. It remains a standard for large-scale call/contact centers looking for scalability and access to a global pool of third-party professional services, and with an inclination for the Oracle product line.
Siebel remains the only large-scale customer service contact center product deployed globally by large enterprises in 2013 across multiple business-to-business (B2B) and business-to-consumer (B2C) industries.
The new Siebel Open UI on versions 8.1.1.x and 8.2.2.x when referenceable (Gartner expects this to be by the end of 2013) will introduce a much-improved user experience. There are application limitations that we believe are due to the nature of Internet Explorer, rather than an issue with Siebel.
The acquisitions and native developments that are a part of the Oracle Social Relationship Management product lines will give Siebel greater capabilities for social media management when referenceable on the Siebel platform.
The product line has global software support and distribution, and a global presence of professional services for multiple industries.
Oracle continues to fund enhancements to the v.8.1.x and v.8.2.x product lines, as well as is extending integration in areas such as knowledge management, marketing, real-time decisioning, workflow and policy administration. Upcoming agile development capabilities and a better user interface will energize the product.
End users continue to find Siebel nonintuitive and the interface outdated for the current generation of customer service agents. The UI changes are underway, and this needs to be accompanied (for many of their clients) with deeper and simpler Microsoft Outlook integration (unless clients have purchased the Oracle product — Siebel CRM Desktop).
The product is neither best-in-class for mobile consumers wanting in-line support, nor best-in-class as a peer-to-peer community capability tightly connected to the customer service process. We have not seen the system providing an advanced social media management capability.
Siebel is an on-premises software product, and there are no plans to rearchitect it to deploy with a subscription cloud product.
Before making a decision for Siebel Contact Center and Service in their industry and geography, prospects should perform reference checks of similar businesses that have deployed the prospects' version of the product in the past 15 months to ascertain that the software version has local professional resources to assist with the deployment. Oracle does offer customers the option of having the application managed for them as a private cloud deployment.
Non-Oracle customers running B2B customer service or technical support centers may find Siebel Contact Center and Service either too functionally rich or costly (that is, if prospects have simple requirements or a small number of users).
Gartner has been following the U.S.-based and privately held Parature since 2003, just two years after its founding, but it is only in 2013 that we see its product sufficiently robust, and corporate leadership and marketing sufficiently staffed, to place it in the Magic Quadrant. The company has subtly shifted from selling to mostly small and midsize companies to selling to larger enterprises, albeit for smaller customer support organizations.
Parature has a good management team that has scaled and improved its clout in the market, making it better able to build partnerships and assure prospects that it is a company with growth potential.
The underlying product is very strong architecturally, built on a multitenant SaaS model. For analytics, it embeds Business Objects, and for companies looking to integrate the product into a more complete CRM system, open APIs and partnerships with Microsoft Dynamics CRM and others facilitate the integration.
In the past two years, Parature has added good mobile capabilities, as well as social media engagement capabilities, to complement its problem resolution/trouble ticketing ability.
The product is not limited to customer service for the support agent: It has modules for customer Web self-service and assisted service, as well as the ability to assist customers and/or prospects on social media channels.
We would like to see larger and more-complex processes supported by the product, as well as a stronger presence outside of the United States.
Parature is often not a substitute for a CRM suite, but rather, a complementary piece of an ongoing sales, marketing and support initiative or system.
The company is not well-known in most parts of the world, and to grow and deepen its presence outside of the United States would require a much more serious investment of time and money than the company has made to date.
Pegasystems' license revenue grew approximately 18% in 2012, and its overall revenue reached more than $461 million, as it continues to exploit weaknesses in the software market for stable, modern solutions that incorporate business process management (BPM) as an integral part of the customer interaction.
In the CRM space overall, Pegasystems has the best ability to model and predict a customer's behavior, create a workflow to support that customer, and to then associate the best action to execute with (and for) the customer.
The company has expanded the reach and depth of its professional service partner network, as well as improved slightly in the area of partnerships with complementary vendors.
The company delivers industry-specific best practices that we have evaluated, specifically for insurance, healthcare and financial services, as well as prebuilt templates, which accelerate adoption.
Pegasystems offers a highly scalable solution (1,000 or more concurrent users in an integrated environment with 99.95% uptime) and provides good support.
The majority of IT-driven organizations do not favor Pegasystems' BPM, model-based approach (which is different from traditional software coding environments) for CEC Whereas industries such as insurance, healthcare and financial services are drawn to a product with a rule engine to resolve complexity, the product may not be the ideal choice for a shortlist in which there are infrequent changes and low complexity.
Pegasystems has less multi-industry experience outside North America and the U.K., and prospects should look for references with similar requirements.
The company has more work to do to demonstrate its vision for mobile device support, and it demonstrates a lack of commitment to customer engagement across social media channels.
In 2012, salesforce.com's revenue grew 37% compared with the previous year and exceeded $2.25 billion. Gartner estimates that 60% of new revenue came from the Service Cloud line, making salesforce.com the leading vendor, as measured by sales volume. However, it is not a leader in complex B2C service centers and lags in certain aspects of best-of-breed social media engagement vendors.
For B2B customer service operations, especially those with an established salesforce.com presence in the sales department, Service Cloud is recognized as a de facto shortlist product by most North American and Western European organizations. Several key new Service Cloud global deployments in B2B demonstrate the product's scalability.
Key new customers — both B2B and B2C — have shown enough faith in the customer service contact center product to invest more than $10 million per year, as well as to retire homegrown systems and/or systems from competitors that were at an end-of-life stage, and they consider the salesforce.com application platform a strategic asset.
The salesforce.com product for customer service has an excellent GUI, simple design tools, intuitive navigation and a good understanding of the importance of Web communities, although it is primarily partners that provide the Web community capability. There is good integration with back-end systems, such as Oracle ERP, SAP and telephony infrastructure.
The added benefits of the customer portal, partner portal, social media monitoring and the Salesforce Ideas products draw customers to the Service Cloud.
We have heard from Gartner clients, who have set up salesforce.com in multiple parts of their organization, that they have found themselves with multiple salesforce.com "orgs" (often thought of by users as "instances"). These instances are built with different workflows, tabs, custom objects and integration points that could need rationalizing. As a result, companies must develop a strategy that addresses if, when and how they should combine different orgs.
Salesforce.com support does not demonstrate sufficient depth or consistency yet to deal with a global set of complex customer service environments in a timely manner (for example, those that require integrations and ongoing support of phone switches, email exchanges or back-end real-time processing systems).
References relate that product pricing for complex customer service environments is not as transparent as the published guidelines suggest.
The vendor is largely unproved in large, complex, retail, B2C contact centers — that is, large-scale, high-volume call centers where processes must be continually synchronized and monitored, such as retail banking, loan origination, insurance policy administration, bill processing and fraud management. Prospects should base decisions on proven references in their industry and process model.
The company has limited Asian, South American or Eastern European presence in larger-scale (more than 200 seats) customer service contact centers.
The product's analytics capabilities and complex sentiment analysis functionality continue to improve, but as with the support of customers on social channels such as Facebook and communities, need to be better.
The SAP Customer Service solution has the advantage that it is often bundled into a more comprehensive SAP licensing deal, which makes it attractive to some clients. There is good growth of the reference base for B2B support, but far less evidence of large Customer Service deployments in B2C contact centers that require the support of high-volume, complex business processes, or customer engagement on social channels. Examples of segments that require this support include financial services, retail banking, retail mobile operators and healthcare.
SAP is a strong and profitable company, mitigating the financial risks of making a large and ongoing investment in the product.
Once we have references who can validate the product for customer service, the current SAP EhP2 (also known as Enhancement Package 2) for SAP CRM 7.0 could provide useful customer support capabilities.
Capabilities for the customer engagement center should improve through the third quarter of 2014 due to partnerships, such as with the social analytics vendor, NetBase. NetBase is at the foundation of SAP Social Customer Engagement OnDemand. Prospects should look for references of the recently released SAP Jam, an enterprise social networking product released in November 2012.
SAP's marketing of an integrated business application suite that supports end-to-end customer processes is compelling to clients from an IT and line-of-business perspective, because it simplifies the application portfolio and promises better speed-to-solution delivery.
SAP lags market requirements for a proven, scalable CEC application suite in all of its geographic regions. It is not expected to close this gap through 2014.
We have yet to see deployments of the Customer Service solution for a complex environment in a multitenant cloud model.
The company has not kept pace with market demand for advanced real-time decisioning/next best action solutions, content aggregation and delivery, or knowledge management. SAP clients looking for CSS solutions on the Web, mobile device, contact center or peer-to-peer communities should not expect SAP to close this gap through 2014.
Gartner has observed a significant leadership change in the CRM practice during the past 12 months. This situation may account for the low awareness that Gartner clients reflect regarding the key reasons for looking at an SAP offering for Customer Service solutions, particularly in the contact center and evolving CEC. Until such time as SAP demonstrates the benefit of an integrated all-SAP approach for CSS over best-of-breed choices outside SAP, it will continue to fall behind the competition.
Zendesk was founded only in 2007, yet it has grown and scaled the company to support more than 30,000 customers across the world, 80% of which we estimate are small implementations of less than 20 users. It has raised almost $100 million in investment capital, and it may launch an initial public offering by the end of 2014. Zendesk's product has a cloud-based SaaS subscription model and appeals primarily to organizations with small to midsize support organizations with simple needs. The company has several product packages, and we evaluated the Enterprise package for this Magic Quadrant.
The user interface is very well-designed and receives high praise from reference customers. For supervisors, in particular, many of the product features are also available on mobile devices, such as the Apple iPad.
As a modern system with published interfaces, it is straightforward to integrate with social media tools or telephony products. Because it is not a CRM system with an underlying customer record, it often will integrate with other CRM packages, such as Microsoft Dynamics CRM.
The SaaS architecture allows the product to be deployed in most key world markets.
The company has a good presence for support and data in Western Europe and the United States, with additional facilities in Australia.
We were unable to validate the solution for large and/or complex customer support organizations. Prospects should demand industry-, geography- and process-specific references before proceeding.
References have found that creating business process rules or workflows for multiple user types or complex processes is difficult. Reporting and analytics are acceptable, although customers would like more-advanced features.
The company will need to continue to reassure prospects and clients that an isolated security breach will not recur.
Zendesk's customer support tool is not feature-rich. It assumes that the user group will use the open APIs to integrate into the underlying systems that hold the rules for other customer activities.
The product is not a replacement for the core system of record but rather, it integrates to such an ERP and CRM system.
The following vendors were added: Kana, Lithium Technologies, Parature and Zendesk.
Oracle RightNow Cloud Service replaces Oracle RightNow CX Cloud Service.
Sword Ciboodle was replaced by Kana as a result of its acquisition by Kana. Kana Enterprise is the product evaluated for this Magic Quadrant.
Advances in software architectures — particularly in Web orientation, support of mobile devices, video and Web communities — are all Web 2.0 requirements that complicate the user's choice. The vendor must have a scalable SaaS model or have the option of an on-demand delivery model for some part of its platform to be a Leader.
We weight the extent to which the company offers a componentized offering, as well as complete functionality across several service models.
We continue to see greater need for strong mashup capabilities that enable organizations to embed applications in the customer service representative's desktop. We also see a strong demand for declarative systems that enable flexible logic flows. User organizations prefer to design their own business objects, workflows and business processes, without resorting to vendor support. We expect this demand for composite applications (through in-house development and application extension to the Internet/website) to accelerate.
We see a great need for advanced (real-time) decision support and complex knowledge solution capabilities, business rule engines and customer feedback management.
The CSS application should have out-of-the-box functionality, which means a strong set of industry- and process-specific business logic and data. Through process design or functionality breadth, the system must support end-to-end customer service processes (from customer need to resolution) for the chosen market. Published APIs are critical to connect (or expose) an application's customer service functionality with another system or process. Vendors will be measured on the capabilities of their product releases to support customer service, and on the technical support of their multichannel and cross-channel environments.
The vendor must have either a stable product development team for each product module it sells or a demonstrably successful strategic partnership.
We evaluate the capability of the vendor to ensure the continued vitality of a product, including a strong product development team to support current and future releases, as well as a clear road map regarding the direction that the product will take until 2015. The vendor must have the cash on hand and consistent revenue growth during four quarters to fund current and future employee burn rates and to generate profits. The vendor is also measured on its capability to generate business results in the CEC market.
We evaluate the capability of the vendor to provide global sales and distribution coverage that aligns with marketing messages. It must also have specific experience with selling its CEC to the appropriate buying center. The strength of the management team is key as well.
We evaluate the vendor's capability to perceive evolving customer requirements and articulate that insight back to the market, as well as create the products for readiness as demand comes online.
We evaluate the capability of the vendor to consistently generate market demand and awareness of its CEC solution through marketing programs and press visibility. In an ideal world, marketing execution should be less critical than some other factors; however, the business reality is that marketing success can fuel future growth and improvements.
The vendor must produce a sufficient number of quality clients and references with varying levels of sophistication to prove the viability of its product in the marketplace. References are used as part of the evaluation criteria for the ability to execute and create a vision for how organizations can improve customer service. Included in this criterion are implementation and support. The vendor must be able to provide internal professional services resources or partner with system integrators with vertical-industry expertise, CEC domain knowledge, global and localized country coverage, and a broad skill set (such as project management or system configuration) to support a complete project life cycle. The critical point on customer experience is to ascertain the degree of change management that accompanied the implementation. Often, the end user experiences discomfort from the change processes that were introduced with the new system, not from the new software. The vendor's customer support organization must also be able to provide satisfactory, prompt service to its customers in all regions of the world.
Clients must understand where the vendor's CEC business is currently, and where it is going, with regard to viability and direction. The vendor must offer consistent and comprehensible pricing models and structures, including for such contingencies failure to perform as contracted, or mergers and acquisitions. The vendor is measured on its flexibility to support multiple pricing scenarios, such as on-premises licensing, as well as application on-demand offerings, such as hosted and multitenant. The vendor must have sufficient professional services — in-house or through third-party business consultants and system integrators — to meet evolving customer requirements.
Gartner analysts evaluate technology providers on their ability to convincingly articulate logical statements about current and future market direction, innovation, customer needs, and competitive forces and how well they map to the Gartner position. Ultimately, technology providers are rated on their understanding of how market forces can be exploited to create opportunity for the provider.
The market for CEC is highly diverse because of the multichannel nature of customer interaction and the wide range of processes that need to be supported. To succeed, a vendor must demonstrate a strategic understanding of current and future CEC opportunities that are unique to its target market. This may be new application functionality, evolving service models (such as the CEC) or in-line analytical capabilities for unique customer segments.
The vendor can describe its go-to-market strategy as something other than growing until it is acquired by a larger company. Even with this as the endgame, it must be clear how prospects will be protected or even benefit from such a strategy. We look for a well-articulated strategy for revenue growth and sustained profitability. Key elements of the strategy include a sales and distribution plan, internal investment priority and timing, and partner alliances.
The strength of the sales force, especially in a challenging economic period, means the difference between floundering and steady/rapid growth. We are looking for highly trained sales leaders who are able to quickly differentiate the value proposition of products and services over the competition.
Social (collaborative/social media management) CRM.
BPM (supporting a threaded service task across functional areas, regardless of channel).
Creation of content about the most likely customer intentions and how to address them, based on continuously variable business scenarios. The vendor has a sufficiently broad set of products to ensure the success of the product over time. Without an advanced SaaS product plan, a vendor or product cannot be considered visionary.
To be a Leader through the second quarter of 2014, the vendor should have a SaaS and an on-premises application option for most of or all of the suites, unless the SaaS infrastructure can provide aspects of a private cloud. Application modules are tightly integrated and have business process modeling capabilities and advanced workflow. The company has a strategy to appeal to its key vertical industries — that is, it integrates with systems unique to an industry, delivers packaged functionality and workflows for an industry (such as those for the telecommunications, automotive and consumer goods industries), and delivers B2B as well as B2C interactions. Vendors with only one or the other model will need to prove convincingly why their model will continue to be successful.
Unless a product is deployed as a strong add-on to an existing technology stack, a deep understanding of one or more vertical industries will be crucial to offer differentiation.
Innovative vendors incorporate concepts that extend to consumer technologies and service virtual assistants and may have customer service functions embedded in communities (for example, Facebook, LinkedIn, Fan Pages and formal support communities). The vendor understands major technology/architecture shifts in the market and communicates a plan to use them, including migration issues the shifts may cause for customers on current releases. In most cases, the architecture is built to operate in a SaaS delivery model as well as on-premises. We examine how well the vendor articulates its vision to support service-oriented business applications.
Mobile-based applications must be fully supported, applications must have a smart client and be decomposable as widgets or as part of a larger mashup. Applications must help optimize a predictive customer analytics system — directly or through tightly integrated partners. These predictive analytics alert management, agents or customers when service patterns are detected that might signal the need to adjust a business strategy or direction, or indicate that the likelihood of a particular business scenario occurring has changed (for example, customers responding to a notice on defective parts, an accident or financial news). The vendor will be measured on the capability of its architecture to support global rollouts and localized international installations. The vendor must have the tools for IT and business users to extend and administer the CEC application. The customer is the final arbiter of whether a company is Visionary.
The vendor understands the needs of the three largest markets — the EU, North America and the Asia/Pacific region — and knows how to build a strategy to focus on aspects of the overall market. In South America, Brazil is quickly emerging as a significant source of interest in CEC solutions, and we examine vendor readiness to serve this crucial current and future market.
Leaders demonstrate market-defining vision and the ability to execute against that vision through products, services, demonstrable sales figures, and solid new references for multiple geographies and vertical industries. Clients report that the vendors deliver a high level of value and return on their commitment. The development team has a clear vision of the implications of business rules, and the impact of social networking on customer service requirements. A characteristic of a Leader is that clients look to the vendor for clues as to how to innovate in customer service in areas such as embedded sensors in equipment, mobile support and extension to social communities. The vendor does not necessarily drive a customer toward vendor lock-in but, rather, provides openness to an ecosystem. When asked, clients reply that a Leader's product has affected the organization's competitive position in its markets and helped lower costs. Leaders can demonstrate $50 million in sales to new customers during the past year.
The vendors in the Challengers quadrant demonstrate a high volume of sales in their chosen markets (that is, more than 30% of new business by percentage comes from more than one industry, and more than 50% of new sales come from sales into the broader installed customer base). They understand their clients' evolving needs, yet they may not lead customers into new functional areas with their strong vision and technology leadership. They often have a strong market presence in other application areas, but they have not demonstrated a clear understanding of the CEC market direction or are not well-positioned to capitalize on emerging trends. Lacking a SaaS-architect cloud model, the product and/or vendor that may have fulfilled other Leader criteria could be found in the Challengers quadrant. The vendors in the Challengers quadrant may not have strong worldwide presence or deployment partners. Vendors in the Challengers quadrant can demonstrate $50 million in sales to customers during the past year.
Visionaries are ahead of potential competitors in delivering innovative products and delivery models. They anticipate emerging/changing customer service needs and move into the new market space. They have a strong potential to influence the direction of the CEC market, but they are limited in execution or demonstrated track record. Typically, their products and market presence are not yet complete or established enough to challenge the leading vendors.
Niche Players offer important products that are unique CEC functionality components or offerings for vertical segments. They may offer complete portfolios but demonstrate weaknesses in one or more important areas. They could also be regional experts, with little ability to extend globally. They are usually focused on supporting large enterprises, rather than small and midsize businesses.
The established business applications for the CEC function are largely obsolete because of their outdated programming models, lack of a native cloud architecture and poor abilities in social media engagement as a part of a customer service offering. They are simplistic and restricted by inflexible configuration rules and procedures that govern the input, retrieval, and flow of data and information. They support collaborative interactions poorly. Despite the high value of these systems, they have failed to evolve to incorporate new ideas, such as social experience design concepts, into customer interaction applications for customer service. Without collaboration capabilities baked into the software, interaction among employees and between employees and customers is limited, and best practices are hard to capture or suggest.
The major vendors developing customer management software fail to see sufficient economic value in rearchitecting their software for social experience. They are aware of the innovations brought on by communication software and social software, and they are actively pursuing an acquisition strategy. They understand that the social revolution in software will adversely affect sales of their core systems during the next five years. By pursuing a tactic of acquisition and integration, Oracle, SAP and salesforce.com are making good progress, whereas many other vendors covered in the Magic Quadrant lag behind in innovation in this area.
Organizations are rarely able to migrate from an old system to a new one. More than 500 companies have demonstrated that it is possible to take an augmentation approach by which social CRM tools and internal social tools for collaboration and sharing are integrated into the CEC environment. Workflows and rules are written, often in the CRM system, and passed to the social system. This is not ideal — it's a stopgap step that supports some experimentation and sets the stage for more-complex deployments, as experience is gathered. This is the reason that Gartner is pressing the concept of the CEC as a seamlessly integrated solution that embraces social media engagement.
As more-complete social-centric CSS systems — CEC suites, which have a deeper mastery of real-time analytics — reach the market in 2014 and beyond, the business case for migrating to the new tools will be easier to demonstrate. There are industry-specific and geography-specific considerations that will cause businesses to accelerate investments in innovation in social-centric interfaces. The U.S. is at least one year ahead of Europe and other geographies in social media for business processes. High-tech, media and entertainment, retail and consumer goods industries, telecommunications providers, and banking need to move forward during 2013 and 2014. Mining, chemicals, industrial machines, and oil and gas industries are under far less pressure to evolve.
Gartner analysts are available for assistance with evaluations and comparisons of these companies and products, and others.
In our evaluations, we point out when we foresee a potential challenge for a product based on these limitations. Through the second half of 2014, complete customer service solutions delivered in the SaaS model will be most prominent in the B2B, low-volume call/contact center, or in the non-process-intensive B2C centers.
As the market matures, the rating scales from one year to another can shift. The result is that a product that has not improved or declined could still show a shift in position on the Magic Quadrant that has resulted from a change in the weighting of a criterion between 2012 and 2013.
By 2014, as more applications are built in a cloud-based model, SaaS will emerge as a critical selection factor at all levels of the CEC. In 2013, at least 75% of CECs will use some form of SaaS application as part of the contact center solution. This could be for knowledge management, desktop CRM functionality, feedback management or chat. Through 2014, fewer than 20% of organizations will select SaaS for complex business process support.
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text:
LGBT Føroyar is a political lobbying organization for lesbian, gay, bisexual and transgender (LGBT) people in the Faroe Islands.

The organisation was founded on June 1, 2011. Its chairman is Eiller Vagraklett. The goal of the association is to work on political, social, cultural, workplace, and at every level of society for LGBT people. The association seeks to work against discrimination and pressure to influence legislators, for example in areas such as same-sex marriage, LGBT adoption, IVF treatment for lesbians and the rights of transgender people.

The group achieved a major campaign goal when same-sex marriage in the Faroe Islands was legalised by the Løgting (the Faroe Islands Parliament) on April 29, 2016, which came into force on July 1, 2017.

References

External links
Almenna heimasíðan hjá LGBT

Organizations established in 2011
LGBT organizations in the Faroe Islands

redpajama_set_name: RedPajamaWikipedia


text:
Senate panel tells S.D. Activities to run as an open government body
By David Montgomery;
PIERRE – The South Dakota High School Activities Association should follow open-government laws even though it's a private, nonprofit group, lawmakers said Thursday.
The decision by the Senate Appropriations Committee came despite opposition from the activities association, which said open-government laws intended for public bodies don't fit with a private group such as the activities association.
Sen. Corey Brown, R-Gettysburg and a top Republican leader, said the association should be just as public as the school boards that formed it.
"We're not going to allow school boards to delegate that authority to an entity that's not going to have to operate under the same (open government) parameters they have to," Brown said.
Activities association leaders said Brown's bill is unnecessary, because the association is taking steps to ensure transparency. Earlier this week, the association's board of directors approved a resolution laying out its open government policies and promised to insert those policies into its constitution this spring.
"The board of directors feel these steps meet your expectations of openness and transparency," said Mike Ruth, a member of that board and thesuperintendent in the Miller School District.
Ruth said the association has tried "to comply with many of those (open-government) regulations."
The association's lawyer, Lindsey Riter-Rapp, also told lawmakers that as a private association, some open-government laws that apply to school boards and city councils don't fit the activities association.
"If we're required to comply with statutes that currently exist that are really crafted in a manner that is consistent with a public entity, in my mind you're not capturing the nonpublic nature of the South Dakota High School Activities Association," Riter-Rapp said.
She said the association should be able to meet secretly to receive legal advice on any subject, not only on matters related to litigation or contract negotiations as public bodies can.
Riter-Rapp also said state open-meetings laws wouldn't allow the activities association to privately discuss student eligibility, and might not allow it to keep student records private.
A lawyer representing the South Dakota Newspaper Association, Justin Smith, reached a different legal conclusion. He told lawmakers that the activities association could enter a closed session to discuss student eligibility under current law.
Lawmakers on Thursday said they want to ensure that student records are kept private and are open to amendments to ensure that's the case.
But the committee voted unanimously to pass the bill subjecting SDHSAA to full open-government laws.
"They need to follow the rules of our local school boards," said Sen. Larry Tidemann, R-Brookings.
The measure heads to the state Senate.

redpajama_set_name: RedPajamaCommonCrawl


text:
Electronic resource (4)
Audiotapes (12)
Manuscripts (documents) (12)
Video recordings (10)
Memorandums (5)
Plans (drawings) (5)
Videotapes (5)
Phonograph records (3)
Sketchbooks (3)
Studio portraits (3)
Art historians (6)
Arts and crafts movement (5)
Food habits (5)
Ichthyologists (3)
Ichthyology (3)
Illustrators (3)
Mural painting and decoration (3)
Segregation (3)
Works of art (3)
Smithsonian Folklife Festival (6)
Smithsonian Institution. Center for Folklife and Cultural Heritage (5)
Hartley, Marsden (4)
Avery, Milton (3)
Chase, William Merritt (3)
Henri, Robert (3)
Marsh, Reginald (3)
Moe, Henry Allen (3)
O'Keeffe, Georgia (3)
Rattner, Abraham (3)
Scurlock Studio (Washington, D.C.) (3)
Scurlock, Addison N. (3)
Scurlock, George H. (Hardison) (3)
Scurlock, Robert S. (Saunders) (3)
Seeger, Pete (3)
Tworkov, Jack (3)
Washington, Booker T. (3)
Adams, Ansel (2)
American Artists' Congress (2)
Askew, R. Kirk (Ralph Kirk) (2)
Barr, Alfred H., Jr. (2)
Berenson, Bernard (2)
Berman, Eugene (2)
Blume, Peter (2)
Braque, Georges (2)
Burroughs, Bryson (2)
Chagall, Marc (2)
Crawford, Ralston (2)
Davies, Arthur B. (Arthur Bowen) (2)
Americans (1)
Arikara Indians (1)
Mexicans (1)
Naskapi Indians (1)
Caribbean Area (2)
Columbia River Valley (1)
Harlem (New York, N.Y.) (1)
Labrador (N.L.) (1)
St. Croix (1)
Archives of American Art (25)
Smithsonian Institution Archives (12)
Archives Center, National Museum of American History (9)
Ralph Rinzler Folklife Archives and Collections (7)
National Air and Space Museum Archives (2)
Freer Gallery of Art and Arthur M. Sackler Gallery Archives (1)
Query: Moe, Henry Allen
Bloom, Hyman, 1913-
Durlacher Bros. (New York, N.Y.)
AAA.bloohyma2
Letters from Dorothy Canning Miller, R. Kirk Askew (of Durlacher Bros.), Henry Allen Moe, Ala Story and others; financial and business records; printed material, including an exhibition catalog, announcements for an exhibit at the American Academy of Arts and Letters, and a 1949 John Simon Guggenheim Memorial Fellowship; a typescript of an article ...
Oral history interview with Lewis Iselin
Iselin, Lewis, 1913-1990
Brown, Robert F.
1 Item (Sound recording: 1 sound file, digital, wav file)
23 Pages (Transcript)
AAA.iselin81
Interview of Lewis Iselin, conducted 1981 September 30 by Robert F. Brown for the Archives of American Art, Smithsonian Institution, in Camden, Maine.
Myron Bement Smith Collection
Smith, Myron Bement, 1897-1970
192 Linear feet
FSA.A.04
Freer Gallery of Art and Arthur M. Sackler Gallery Archives
The Myron Bement Smith collection consists of two parts, the papers of Myron Bement Smith and his wife Katharine and the Islamic Archives. It contains substantial material about his field research in Italy in the 1920s and his years working on Islamic architecture in Iran in the 1930s. Letters describe the milieu in which he operated in Rochester NY and New York City in the 1920s and early 1930s; the Smiths' life in Iran from 1933 to 1937; and the extensive network of academic and social contacts that Myron and Katharine developed and maintained over his lifetime. The Islamic Archives was a project to which Smith devoted most of his professional life. It includes both original materials, such as his photographs and notes, and items acquired by him from other scholars or experts on Islamic art and architecture. Smith intended the Archives to serve as a resource for scholars interested in the architecture and art of the entire Islamic world although he also included some materials about non-Islamic architecture.
Ray Rudolf letters
Ray, Rudolf, b. 1892
[undated] and 1956
2 Items ((on partial microfilm reel))
AAA.rayrudol
A letter from Herbert Read to Ray, June 6, 1956, mentioning an exhibition of Ray's paintings in Bombay, and a letter from Ray to Mr. [Henry Allen] Moe, undated, requesting grant money to paint in Mexico and briefly explaining his philosophies of art and his experiences in India.
Louis Comfort Tiffany Foundation records
Louis Comfort Tiffany Foundation
83 Items ((on 3 microfilm reels))
AAA.louicomf
Organizational papers of the Louis Comfort Tiffany Foundation, including legal documents, meeting records, letters, catalogs, and miscellaneous papers.
Oronzio Maldarelli photographs and printed materials
Maldarelli, Oronzio, 1892-1962
0.2 Linear feet ((101 items))
AAA.maldoron
4 photographs of the installation of Maldarelli's work at Paul Rosenberg & Co., New York City, from the Maldarelli Memorial Exhibition, 1963, 6 photographs of Maldarelli and his sculpture, and 86 photographs of his sculpture. Also included is an issue of the National Sculpture Review, Vol. XII, No. 1, 1963, containing "A Letter to Oronzio" by Henry...
Edward Melcarth papers
Melcarth, Edward, 1914-1973
AAA.melcedwa
Biographical information, photographs, correspondence, writings, works of art, printed material, sound recordings and miscellany regarding Edward Melcarth. Photographs are of Melcarth, family, friends, and his work, as well as photographs taken by Melcarth, mostly in the 1940's and 1950's, of Coney Island, New York City, Venice, Germany, and subjec...
Henry-Russell Hitchcock papers
Hitchcock, Henry-Russell, 1903-1987
AAA.hitchenp
The papers of architectural historian, author, critic, teacher, and museum director, Henry-Russell Hitchcock, date from 1919-1987 and measure 24.8 linear feet. Almost all of the collection is comprised of Hitchcock's correspondence files relating to academic research, teaching, curatorial interests, and professional associations. Letters are from prominent architectural historians, architects, artists, preservationists, museum directors and curators, and family and friends. Also found are two feet of writings by Hitchcock and others, scattered biographical information, printed material, and photographs of Hitchcock and architecture.
Peppino Mangravite papers
Mangravite, Peppino, 1896-
AAA.mangpepp
The Peppino Mangravite papers measure 6.2 linear feet and are dated 1918-1982. They consist of correspondence, subject files, recorded interviews with significant artists and transcripts, writings and notes, miscellaneous records, printed matter, and photographs documenting Mangravite's career as a painter and educator.
Walter Pach papers
Pach, Walter, 1883-1958
AAA.pachwalt2
The papers of New York artist, critic, historian, writer, art consultant and curator Walter Pach, measure 20.7 linear feet and date from 1857-1980. The collection documents Pach's promotion of modernism through his role in the landmark 1913 Armory Show, his relationships with artists and art-world figures and his extensive writings on art. Records include biographical material, correspondence with family, friends and colleagues including noted artists, handwritten and edited versions of manuscripts by Pach, diaries and journals, business records, printed material, scrapbooks, sketchbooks and artwork by Pach and others, and photographs of Pach and his family, friends, and colleagues. The collection also includes 12 linear feet of selections from Walter Pach's library.


Amazing things come in small packages. On this tour of the historically Latin neighborhood, the emphasis is on the quality of the food you taste, not the size of the portion. Good thing there are so many treats to be had! Get inside looks and tastes at some of the best shops and restaurants in the San Francisco culinary world. You'll love a top-rated, seasonal Michael Lazar-created cocktail, a cheese flight featuring only American artisan cheeses paired with a unique Belgian style dark beer, artisan cured ham and oyster from the first and only ham and oyster bar, seasonal fruit tastings from an iconic local groceries, and salted caramel ice cream, voted one of the top five desserts in the country. You might even get beer-and-a-shot braised chicken and cod taco duo from a bar featuring over 350 kinds of tequila, or a sweet potato quesadilla. As you go, you'll get behind the scenes meetings with chefs, learn the culinary history of this vibrant neighborhood, enjoy the colorful murals, and discover firsthand what makes the Mission District such a foodie force to be reckoned with.
Amazing things come in small packages. On this tour of the historically Latin neighborhood, the emphasis is on the quality of the food you taste, not the size of the portion. Good thing there are so many treats to be had! Get inside looks and tastes at some of the best shops and restaurants in the San Francisco culinary world. You'll love a cheese flight featuring only American artisan cheeses, artisan cured ham and oyster from the first and only ham and oyster bar, seasonal fruit tastings from an iconic local groceries, and salted caramel ice cream, voted one of the top five desserts in the country. You might even get beer-and-a-shot braised chicken and cod taco duo from a bar featuring over 350 kinds of tequila, or a sweet potato quesadilla. As you go, you'll get behind the scenes meetings with chefs, learn the culinary history of this vibrant neighborhood, enjoy the colorful murals, and discover firsthand what makes the Mission District such a foodie force to be reckoned with.
Got a serious taste for culture? And food? Satisfy your sophisticated sensibilities during this 3-hour walking tour of NoPa/Alamo Square! This eclectic neighborhood is home to some of the best food in the city, and you'll find that out firsthand with seven different delicious stops. While destinations can change, the itinerary usually includes a sustainable fish taco with chile sauce and oranges, tamale hand pies with organic yellow corn crust, gourmet focaccia and california cheese, fresh baked whole wheat bread, salted caramel ice cream, an oatmeal raisin cookie (one of the city's best!), and a wine and cheese pairing. As you walk, your guide will also point out trendy galleries, boutique shops, and wine bars that are helping Nopa earn a name as a destination neighborhood. Better bring an appetite!
As one of San Francisco's most eclectic neighborhoods, the Mission District combines a range of influences into one unique culture. Be delighted by 5 tastings at different notable establishments, which may include Taqueria Cancun, Mission Chinese, Delfina Pizza, Tartine Bakery, Ali Baba's Cave, and Craftsman and Wolves. Taste the diversity for yourself as you munch on tacos, tarts, pizza, falafel, among many other delights. You'll be on the fast track to Taste Town, skipping the lines at some of San Francisco's most famous eateries. Between tastings, your knowledgeable guide will teach you about the neighborhood's unique history and point out interesting architecture and landmarks, like Diego Rivera-inspired murals and colorful markets.
A meet-and-greet with San Francisco's "meatless" side? Vegetarian's will have no beef with this tour! You'll hit the trendy streets of The Mission District with a local guide and fellow foodies in search of some of the best vegetarian and vegan cuisine to be found. The tour includes stops into vegetarian eateries and samlings of vegetarian items on the menus of more "omnivorous" restaurants. As you walk, your guide will offer insights into the fun food culture of San Francisco, discussing current trends and hip new hotspots. This tour is intentionally kept small, making it a great personal introduction to the neighborhood and a way to share some laughs with fellow foodies. Bet you can't wait to take it all in ... One mouthful at a time! Or in some cases, maybe two.
On this guided walking food tour, celebrate the tenacity of a good idea, the abundance of San Francisco's local farm products, and the joy of life as you explore one of San Francisco's loveliest landmarks! On your exploration, uncover the story of its transformation from ferry depot to culinary cornucopia. The selection's inside the iconic Ferry Building seem endless: inside you will sample everything from fine wine, tea, and herbs to local organic produce, cheeses, breads, chocolates and international cuisine as well as local groceries brought in from no more than a mile or two away. Meet chefs at celebrated restaurants that embrace the sustainable philosophy that makes California a leader in food culture. This tour is truly a sumptuous buffet that cannot be missed.
San Francisco's Hayes Valley is so charming, you'll just want to eat it up. And during this tour, you'll come pretty close! Over the course of three hours, you'll explore its noted food culture with a local guide, visiting artisanal shops, classy restaurants, and a speakeasy! Seven different tastings will add up to a satisfying lunch and an enlightening experience that any foodie will enjoy! While destinations may vary, popular spots often included stops for seasonal ice cream made on the spot with liquid nitrogen, Greek and Vietnamese sandwiches, artisanal salumi and bread, gingerbread cupcakes, a cheese and wine pairing, and craft beer at a speakeasy lounge. Your tummy will thank you!
The Mission District is San Francisco's first neighborhood, truly the heart of this vibrant city. On this guided walking tour, you'll experience innovative eateries as well as those who have been in the neighborhood for decades, serving the traditional Latin American food the neighborhood became renowned for! Explore 24th Street, fondly referred to as "El Corazon de la Misione" or "the Heart of the Mission," and its lively and eclectic restaurant and foodie scene as you sample up to 5 delicious and authentic Latin dishes. See the Precita Eyes Mural Project, the mural project that started it all, and meet some of the city's most innovative young chefs whose creativity knows no borders. Along the way, you'll be treated to fun and interesting hIstorical information and neighborhood trivia by your knowledgeable, friendly and entertaining guides. Foodies take note, you'll be on cloud 9 during this tour of a neighborhood that truly offers it all!
Uncover 24th Street, fondly referred to as "El Corazon de la Misione" or "the Heart of the Mission"
Enjoy a gourmet journey into the incredible Point Reyes food scene as you follow your expert local guide to learn all about artisan food production, sustainable agriculture and local history! Eat your way through West Marin, visiting seven unique gourmet stops, including the Cowgirl Creamery, Brickmaiden Breads, Bovine Bakery, Marin Sun Farms, and Table Top Farms, Heidrun Meadery and Hog Island Oyster Company. Be sure to bring your appetite, as this tour is a truly wonderful and unique experience for any food lover!
The Mission District is San Francisco's first neighborhood, truly the heart of this vibrant city. It is also quite often the last neighborhood to quiet down at night -- if it quiets down at all! Here you'll experience the neighborhood's lively and eclectic restaurant and foodie scene as you sample up to 5 delicious dishes from around the globe. Of course, no food tour would be complete without drinks! The Mission District is jam packed full of old Irish Bars and Pubs, beloved by locals and visitors alike, offering cheap drinks, friendly bar staff, and loads of ambiance. Stop at a handful of these bars to sample 2-3 cocktails, beers, or wines and mingle with fellow foodies and mixologists for a perfect end to your delicious night!


A perfect Nyack investment in this two-family home! Large first floor 2-bedroom apt with updated kitchen and hardwood floors. Bright second floor 3-room studio needs updating. Both units rented to long-term tenants. Located in village and close to buses, stores and all services. Full basement and stairs to attic level.
Listing courtesy of Gail N. Bohlke of Bhg Rand Realty.


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Google's first-price auction model and Facebook Live changes – News roundup
By Joanna Carter 17 May, 2019
Digital marketing platforms
Google's new auction model for ads, Facebook tightening up Live rules, YouTube introduces new ad format, LinkedIn adding and updating job search tools and Twitter's anti-vax warning
There are a number of platform changes that you need to know about this week, including Google's update on what its first-price auction model will look like for Google Ads Manager and its publisher exchange.
Facebook has changed its rules around Live following the issues it experienced during and after the Christchurch terrorist attacks. Aiming to be stricter and reduce the spread of harmful content, the platform has tightened up its regulations.
YouTube is making it easier for brands to advertise via its home feed by introducing ads that use images rather than videos.
LinkedIn has also made some great changes to help make it easier for those using the platform to job search or recruit.
Finally, Twitter has introduced a new result for anyone searching for anti-vax-related topics to ensure that users know where to go to find the right information on the issue.
Take a look at all of these stories with our roundup below.
Google updates on first-price auction model for ads
Google previously announced that by the end of 2019 it would be moving to a first-price auction model for Google Ad Manager and its publisher exchange. The internet giant has now released updates that show what it will look like.
At the moment, Ad Manager is able to run two auctions for an advert: a real-time bidding auction among its authorized buyers and a first-price auction, which compares the second-price auction winning bid with guarantee and non-guaranteed ad campaigns. This means that a buyer could place a winning bid during the first auction but lose out if they weren't part of the last auction.
This is changing to a first-price auction in a bid to improve transparency and make the process simpler. Its Ad Manager will have one auction going forward, which will compare prices from guaranteed campaigns with non-guaranteed bidders, whether they're authorized or non-authorized. This means that all bidders now compete at the same time.
Another update to the model means that Ad Manager partners will be required to share and receive bid data.
In a blog post, Jason Bigler, Google's director of product management, said: "This change will allow us to provide publishers reporting on all bids submitted for their ads (including bids from Google Ads and Display and Video 360) and give all Authorized Buyers and Exchange Bidding buyers access to the price that was needed to win for auctions they submitted a bid to."
Facebook tightens rules around Live following terrorist attack
Facebook faced worldwide condemnation after the Christchurch terror attacks, which saw the perpetrator use Facebook Live to film the attacks and share everything across the platform. While the social media giant ultimately removed the footage, it was heavily criticized for not catching the contents of the live broadcast faster and stopping its spread.
In an attempt to limit the ability for Facebook to be used to cause harm or spread inappropriate and hateful content, the platform has announced that it is implementing new rules to limit who can go live.
Facebook announced in a blog post that people who have broken certain rules on the platform, including its Dangerous Organizations and Individuals policy, will no longer be able to use the Live function.
Previously, when some posted content that violated the platform's rules, the content was removed. If they continued to post inappropriate content, they were blocked from using the platform for a set period of time, including Facebook Live. Some individuals were banned from using Facebook completely either for repeatedly violating rules or for one instance that was particularly bad.
However, the rules have now been tightened specifically when it comes to Live. Facebook is now introducing a 'one strike' policy across a broader range of offences. This means that if anyone violates the 'most serious' policies, they will not be able to use Live for a set period of time following their first offense.
These restrictions will also be extended to other areas of the platform over the next few weeks, including blocking offenders from creating adverts.
Facebook said: "We recognize the tension between people who would prefer unfettered access to our services and the restrictions needed to keep people safe on Facebook. Our goal is to minimize risk of abuse on Live while enabling people to use Live in a positive way every day."
In addition, Facebook is investing $7.5 million into new research partnerships to improve image and video analysis technology, Working with academics from three universities, the platform is hoping to avoid a similar situation where people edited the Christchurch video to avoid its detection in a bid to stop it getting removed from the platform.
YouTube announces new still image ad format
With video being such an engaging content type, it's no surprise that YouTube has become a popular platform for advertisers. Video adverts can get a lot of visibility on YouTube, helping to raise brand awareness. However, the platform has now announced new ad services that will allow brands without video content to advertise on it.
YouTube has announced that advertisers will now have the option for still image ads on the platform, which will appear within YouTube home feeds. The new Discovery Ads will allow brands to use audience targeting to show adverts to users based on their activity.
According to the video platform, the new ad format will allow brands to upload images from a social media campaign. The media mix will then be optimized by YouTube to allow for the best possible performance across the YouTube home feed, Gmail and Discover.
This means that advertising on YouTube could be more accessible for smaller brands that do not necessarily have the budget for video production. Ultimately, this could extend reach and introduce brands to a whole new audience base.
According to YouTube, TechStyle Fashion Group, which has been testing Discovery Ads for the last few months, has seen great results from the new advertising format.
YouTube said: "TechStyle experimented with its first Discovery ad in November 2018 to increase membership for its athleisure subscription brand, Fabletics. Repurposing their existing image assets, the brad saw up to 25% lower cost-per-lead on average using Discovery ads compared to their ads on other channels, including social and search."
LinkedIn updates tools for job searching
LinkedIn is continuing to improve its functionality to help users get the most out of the platform. Boosting its recent positive results, which include (according to LinkedIn) over 630 million members, engagement up 24% year-on-year and growing from 300,000 to 20 million job postings in the last five years, the platform has now announced new changes to its job listings and tools.
Jobs Home redesign
To start with, LinkedIn has updated its Jobs section in a bid to better cater to what its users want and need from this section. It said: "The redesigned jobs homepage streamlines LinkedIn Jobs into a single search and scrolling model making it easier to find review and apply to the jobs that are right for you."
The platform will also now automatically save users' search, allow them to jump straight back in where they left off. The redesign also makes it much easier to scan through job listings, so users can quickly identify good opportunities.
Job listing alerts
On top of this redesign, LinkedIn has also tackled its job alerts system. The new system means that users are sent more relevant notifications for new positions that meet their criteria, helping to keep them aware of what new jobs are out there.
According to LinkedIn, those who are among the first 25 applicants are three times more likely to get the job, to the notification system has been designed to be more timely. Alerts will also be personalized, taking into account activities and skills. They can also be turned on at any time.
The platform is also rolling out Salary Insights to all members, rather than just Premium members. Users will be able to see the insights for all roles advertised in the UK, US and Canada. This will enable job seekers to get a better understanding when it comes to what they should be expecting to get paid for a certain position.
LinkedIn is also looking at a totally new feature that will enable users to show their understanding of advertised job functions. 'Skills Assessments' will offer quizzes and surveys for members so they can add badges to the skills section of their profile in order to show potential employers that they have the required capabilities for positions they are interested in.
Those recruiting for positions are also set to benefit from LinkedIn's latest raft of updates. The platform is developing new tools that will help recruiters match candidates to roles, with LinkedIn's extensive data helping to power advanced systems to better match candidates.
Twitter adds warning for anti-vax-related searches
Twitter has introduced new warnings on its platform when users search for anti-vax-related topics. Following on from action taken by Facebook, Twitter now displays a warning when users search for anti-vax or related topics, which directs them to the US Health Department to provide official information on the issue.
As the anti-vax movement gains ground, more and more social platforms have started to react in order to ensure that people have access to the right information. However, platforms are taking a relatively 'hands-off' approach to the issue, so they don't violate their own usage terms.
Facebook previously announced measures it was taking to stop the spread of vaccine misinformation, including dropping the ranking of pages and group that spread incorrect information, rejecting anti-vax ads, not showing misinformation on Instagram Explore or hashtag pages and looking at how the platform can share information about vaccines when people find misinformation on Facebook.
YouTube also stopped. Monetizing anti-vax videos, stopping ads from running during them. It also stopped showing anti-vax videos in its Next Up function, which shows related videos.
By Joanna Carter
Joanna Carter is a Digital Marketing Executive and the Blog Editor at Smart Insights, overseeing all blog content, social media and SEO strategies. As well as having an MA in Professional Writing, she has over 5 years of marketing and content writing experience, working across B2B and B2C industries. When not working, you can find her creating new recipes, wild swimming or writing her lifestyle blog. Follow her on Twitter or connect with her on LinkedIn.
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For the Scottish writer, director and actress, see Suzy Enoch.
Romance, Contemporary
www.suzanneenoch.com
Suzanne Enoch (born California) is an American author of best-selling contemporary and historical Regency romance novels.
Enoch began writing down her own stories when she was a child.[1] She graduated from the University of California, Irvine[2] with a degree in English. Her first attempts at writing were in the romantic fantasy genre, but she soon began writing Regency romances. Her first novel, The Black Duke's Prize, was published by Avon in 1995. She finally quit her full-time job in 2002 to devote herself to writing.[citation needed]
Although Enoch has had great success writing Regency romances, in 2005 she published her first contemporary romantic suspense novel. She has continued to write in both genres, telling an interviewer that "I think working in one genre replenishes my energy for the other."[3] Her novels have appeared on The New York Times Best Seller list as well as those compiled by USAToday and Publishers Weekly.[2]
2.1 Traditional Regencies
2.2 Regency Historicals
2.3 The Bancroft Brothers
2.4 With This Ring
2.5 Lessons in Love
2.7 The Griffin Family
2.8 The Notorious Gentlemen
2.9 The Adventurers' Club
2.10 Samantha Jellicoe series
2.11 The Scandalous Brides
2.12 Scandalous Highlanders
2.13 No Ordinary Hero
2.14 Wild Wicked Highlanders
1998 - Romantic Times Reviewer's Choice Award nominee for Regency of the Year, Angel's Devil
Traditional Regencies[edit]
The Black Duke's Prize
Angel's Devil
Regency Historicals[edit]
Lady Rogue
Stolen Kisses
The Bancroft Brothers[edit]
By Love Undone
Taming Rafe
With This Ring[edit]
Reforming a Rake
Meet Me at Midnight
A Matter of Scandal
Lessons in Love[edit]
London's Perfect Scoundrel
"One True Love" in The Further Observations of Lady Whistledown
"The Best of Both Worlds" in Lady Whistledown Strikes Back
"One Hot Scot" in Christmas Brides
The Griffin Family[edit]
Sin and Sensibility
An Invitation to Sin
Something Sinful
Sins of a Duke
The Notorious Gentlemen[edit]
After the Kiss
Before the Scandal
Always A Scoundrel
The Adventurers' Club[edit]
The Care and Taming of a Rogue
A Lady's Guide to Improper Behavior
Rules of an Engagement
Samantha Jellicoe series[edit]
Flirting with Danger (December 2005)
Don't Look Down (March 2005)
Billionaires Prefer Blondes (October 2006)
Twice the Temptation (July 2007)
A Touch of Minx (September 2007)
Barefoot in the Dark (August 2018)
The Scandalous Brides[edit]
The Wicked One (A Beginner's Guide to Rakes Prequel)
A Beginner's Guide to Rakes
Taming an Impossible Rogue
Rules to Catch a Devilish Duke
The Handbook to Handling His Lordship
Scandalous Highlanders[edit]
One Hot Scot (2013)
The Devil Wears Kilts (2013)
Rogue with a Brogue (2014)
Mad, Bad, and Dangerous in Plaid (2015)
Some Like it Scot (2015)
No Ordinary Hero[edit]
Hero in the Highlands (2016)
My One True Highlander (2017)
A Devil in Scotland (2018)
Wild Wicked Highlanders[edit]
It's Getting Scot in Here (2019)
Scot Under the Covers (2020)
^ Buonfiglio, Michelle (August 18, 2005), AuthorView Interview: Suzanne Enoch, Channel3000.com, archived from the original on July 4, 2008, retrieved January 8, 2010
^ a b Ruiz-Mejia, Carolina (September 6, 2009), "Valencia graduate holds book signing", The Orange County Register, California, retrieved January 8, 2010
^ Coleman, Sandy (December 2005), Writer's Corner for December, 2005: Suzanne Enoch, All About Romance Novels, archived from the original on March 26, 2006, retrieved January 8, 2010
Suzanne Enoch Official Website
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Retrieved from "https://en.wikipedia.org/w/index.php?title=Suzanne_Enoch&oldid=931914162"
20th-century American novelists
21st-century American novelists
American romantic fiction writers
American women novelists
University of California, Irvine alumni
20th-century American women writers
21st-century American women writers
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Year of birth missing (living people)